The British government has just released its latest housing white paper, aiming to address the chronic shortage of homes across the country. But what caught my ear when listening to the news on the radio was how keen minister Sajid Javid was to avoid focusing solely on getting people onto the property ladder, and how much he wanted to broaden this to include having more homes available to rent. Partly this is down to the enormous cost of buying a first home in most places, which puts it out of the financial reach of many young people, but also I think it reflected a change in how goods and services are bought and consumed. And it is a trend that marketers need to wake up to.
Quite simply, consumers, particularly younger ones, are now renting things that in the past they’d have bought outright. Why buy music or DVDs when you can access a huge library through services such as Spotify, Amazon Prime or Netflix for a monthly charge? Do you need to buy a car outright when you can hail an Uber or sign up to a flexible leasing scheme that means you never actually own the vehicle.
In many ways this reflects two major things that have happened over the past five years or so. The pace of innovation (and the uncertainty in the world) means that many people don’t want to be locked into a big ticket commitment such as buying an expensive TV which could be out of date in less than a year. They want to get things on-demand. You may pay more overall, but the flexibility, ability to change and regular billing rather than a one off lump sum makes up for the additional cost. It also fits with the more demanding expectations that consumers now have – if they don’t like something they can switch to a rival, rather than being locked into an agreement that they can’t get out of.
As I say, this dramatically changes how brands need to market themselves – in three key ways:
1 Build for the long term
We’ve all had the experience of thinking we’re valued by a business and then seeing new customers receive a better deal. Every year I have to point out to the AA that I could just cancel my membership and sign up for less, rather than pay the renewal fee that they want to charge me. With on-demand services companies have to keep the good experience going, day after day, week after week, if they want to retain customers. And that means marketing to them constantly, but without confusing them with complex offers that are designed to dupe them into spending more
2 Be personal
The advantage of on-demand services for marketers is that they are constantly generating data – what you watch, what you download, where you are driven by Uber. This is incredibly powerful knowledge, that needs to be used to personalise services and make the experience special. At a basic level it is recommending other films you’d like to watch, but it is also about offering better ways of using a service that may even save the customer money. That’s how you build real loyalty.
3 Exploit the network effect
The reason tech firms such as Facebook grow so quickly is the network effect – the more of your friends use a service, the more reasons there are for you to join. Keeping customers happy through clever marketing means you retain them, going beyond that by incentivising them to recommend you to their friends helps widen your customer base. Bear in mind the reverse also applies – annoy a customer and they’ll not only leave, but are likely to share their frustrations with friends and the wider world via social media.
The on-demand economy is changing many traditional markets, from consumer goods to automotive and travel. Marketers need to understand that this isn’t a passing fad, but a trend that more and more people are joining. It requires a move away from old-style marketing where the goal is getting someone to sign on the dotted line, to one where you need to keep nurturing customers to make them feel special. Campaigns need to be faster, more personalised, more adaptable and more immediate if you want to succeed in the competitive on-demand economy, whatever industry you are in.
Let me know if there are any areas I’ve missed when it comes to on-demand marketing in the comments section below.
Image courtesy Ryan McGilchrist on Flickr, licensed under Creative Commons https://flic.kr/p/bRt3qV
Theresa May’s description of a squeezed middle of Britons who are “just about managing” may have been a passing aside that seems to have dropped by the wayside, but it made me think. A similar problem affects technology businesses. Everyone loves the innovation, excitement and (often) wide-eyed naivety that drives a start-up, while having respect for those organisations that have grown to lead their industry or niche. Consequently there are clear ways of marketing both these types of business – essentially you either focus on the hopefulness of youth or the solidity and strength on old age. After all, no-one got fired for buying IBM.
Where does this leave the squeezed middle – companies that are still growing, but not at the hyper-powered speed of a start-up, and are not yet big enough to be the safe choice that old-timers provide? These organisations are affected by a number of challenges:
1.Differentiating themselves in the market
With competition increasing, how can they remain relevant to existing clients while fighting off rivals from above and below?
2.Attracting and retaining staff
In incredibly competitive markets, the squeezed middle lacks the name recognition and safe salaries of older businesses, while not offering the potential rewards of getting equity in the next Facebook provided by start-ups.
3.Choosing where to expand
After building a base in a single country or segment, companies need to look at their next steps. But with limited resources they have to choose wisely and invest enough to drive success, without risking their overall survival.
4.Keeping the excitement going
Five years on from being a start-up, teams can become tired and see the world from jaded eyes. How can you keep people motivated, particularly when that IPO or acquisition seem further away than ever?
5.Attracting continued attention
Start-ups can manufacture news, while established players have a pipeline of new products, partners and customers to publicise. For companies in the middle, finding new things to talk about can be hard – journalists and social media flock to the next big thing, rather than celebrating incremental progress.
Over the years, I’ve worked with a number of organisations in the squeezed middle and there are a number of ways of marketing yourself that can differentiate your from larger and smaller competitors:
1. Be known for something
Don’t try and take on established players by talking about the speed or even cost of your product – even today, many buyers are reassured by the expense of buying from a big company, while start-ups will be more than happy to make wild claims/offer below market pricing to build their business. Focus on the business issues your potential customers suffer from, and become known as the answer to their problem. This might mean looking at just a part of what your product does, but if the niche is big enough you can dominate it. The same applies to marketing – don’t try and out-compete the big boys through a playbook of hundreds of messages or campaigns. Cover a few, but do it well and keep repeating it to hammer it home, so that you are known as an expert in at least one thing.
2. Focus on the customer
It is an obvious point, but to get where they are, middle aged companies have had to sign customers. And often these companies are passionate about the benefits that their products have delivered to their operations, making them the best possible evangelist for the business. Nurture them, treat them well and involve them in strategic planning (through things such as customer days and customer advisory boards), so that they remain onside and are happy to be involved in your marketing.
3. Build the right culture
Retaining staff – and attracting new blood – is crucial to growing your middle aged business, but it is about continuity rather than revolution. Set out to build the culture that will make the most of your advantages, such as international reach, but include the flexibility and inclusiveness that big companies don’t have. Show that every member of staff can contribute and make a difference – without the imminent threat of closure that underfunded start-ups face.
4. Keep doing it, all the time
It can be tempting for middle aged/midsize businesses to try a lot of different things, searching for a silver bullet that turns them into a star overnight. Unfortunately, marketing doesn’t work like that. What is needed is constant, consistent, campaigns that hammer home a message day after day, month after month. Do the basic things right and don’t be downhearted if things aren’t an immediate hit, but build over time. Obviously look at measuring results and improving what you do, but keep on keeping on. It may sound like an uninteresting approach, but it doesn’t have to be – it is just a question of avoiding the flightiness of a start-up or the random changes that big businesses can often make in an effort to be trendy.
In competitive sectors, middle aged tech companies can easily get an inferiority complex – to succeed in their marketing they therefore need to make the most of their advantages, apply hard work, and focus their efforts if they want to thrive.
This week saw Bernie Ecclestone replaced as the head of Formula One, after essentially running the sport for 40 years. It is no understatement to say that Ecclestone built Formula 1 from a disparate collection of races into an extravaganza that ranks as the third most watched sports event in the world, behind the Olympics and football World Cup. The fact that Liberty Media paid $8 billion for the sport is a further demonstration of the value of the F1 brand.
However, at the same time, Ecclestone has been a controversial figure. Tried for blackmail in Germany over previous sales of F1’s TV rights and accused by some teams of pocketing a fortune while leaving them struggling financially, he also cosied up to autocratic regimes in countries such as Russia, Bahrain and Azerbaijan and was fond of provocative utterances such as praising Hitler and calling women ‘domestic appliances’. In many ways he echoed the power and dubious practices of other sports leaders such as Sepp Blatter at FIFA and Lamine Diack at the International Association of Athletics Federations (IAAF), meaning his removal marks the end of an era.
So how do you turn a squabbling series of teams and races into a polished product that is worth $8 billion and is known across the world? There are four communications lessons – good and bad:
Ecclestone was continually coming up with new ideas – whether it was changing the qualifying format or awarding double points for the final race of the 2015 season. These didn’t always work in terms of spicing up the spectacle, but they generated discussion and hence interest in the sport.
2.Be approachable and open
By all accounts Ecclestone was always visible in the F1 paddock and accessible to journalists. He may not have necessarily answered their questions, but always gave good quotes, meaning his own profile (and that of F1) moved beyond the sports pages to reach the general public.
3.Don’t forget new audiences
Every sport or brand needs to attract new fans, otherwise it will eventually become irrelevant. Yet Ecclestone seemed disinterested in investing in younger generations – due to the hosting fees he charged circuits to hold grand prix, ticket prices were enormous, pricing many families out of the market. The main focus appeared to be corporate guests and sponsors – he famously asked why F1 should appeal to 15 year olds as they were unlikely to buy Rolexes or bank with sponsors UBS, ignoring the fact that they are undoubtedly buying Red Bull. At the same time more and more TV rights have been sold to pay TV channels, limiting the available audience by shutting out the casual viewer.
4. Don’t forget the internet
One of the big areas that Liberty Media has promised to address is the internet and social media. F1’s presence and use of these channels has been pretty woeful, taking years to even come up with a Twitter hashtag for races. Again, this stems directly from Ecclestone who said he didn’t see any value in “tweeting, Facebook and whatever this nonsense is”. While it may not directly lead to money coming in, fan engagement is crucial to every sport today, and is an area where F1 as a brand (unlike teams and drivers) has been lacking.
And before his detractors see Ecclestone’s departure as the end of the era of fast-talking, slightly dubious, deal-making dinosaurs take a look at the new resident of the White House. Perhaps if Ecclestone was on Twitter, he’d still be leading F1……………
Photo Habeed Hameed [CC BY-SA 2.0 (http://creativecommons.org/licenses/by-sa/2.0)%5D, via Wikimedia Commons
Who do you trust? Perhaps unsurprisingly given the political turmoil in 2016, the answer is ‘no-one at all.’ That’s the headline finding of the latest Edelman Trust Barometer, which found that trust in politicians, media, business and ‘the system’ has dropped precipitately over the last year. Less than a quarter (24%) of those surveyed in the UK trust the media, and just 26% trust the government. Figures continue to drop – comparing data from the end of 2016 and beginning of 2017 shows that trust levels fell a further 11%.
What is most worrying is that while trust in politicians is at rock bottom, the majority of people believe outspoken, spontaneous ‘straight-talkers’ over diplomatic communicators. This echoes Oxford-educated Michael Gove’s boast during the EU referendum that the British public “have had enough of experts”. 53% of people believe the system has failed them and that the odds are stacked against them. They blame immigration, technological change and changing values and simply don’t trust existing politicians and organisations to sort them out.
As someone who studied history it is easy to draw parallels with the 1930s. The immediate impact of the Wall Street Crash was bad enough, but the failure of things to return to normal over time led to disillusionment and the rise of radicalism and racism. Existing liberal institutions thought they could control these forces, hence trying to do deals with the likes of the Nazis. Instead, it had the opposite effect, making them appear stronger than they actually were and encouraging a rise in support.
What is especially concerning is that things could be about to get much worse in 2017. We already have the prospect of Donald Trump in the White House, and the triggering of Article 50 to launch a hard Brexit. But elections are also due in France, Germany and the Netherlands (and potentially Italy), where extremist and anti-establishment parties are expected to do well with disenchanted electorates.
The impact of two of the main factors driving the breakdown in trust (immigration and technological change) are going to accelerate, further weakening support for the status quo. It is a vicious circle – isolationism and suspicion reinforce themselves, allied to the fact that many of us now get our news through social media networks that reflect our own background and views, rather than leaving us open to ideas that are different.
What can be done to change this? And, can it be changed at all? The first step is to wake up to the seriousness of the issue. Just as politicians and the public seemed to sleepwalk into the rise of the far right in the 1930s, there is a danger that the same thing will happen again. Politicians need to take a stand and outline exactly what the benefits of the current system are, taking steps to be positive about what it delivers to people. This is what the Remain campaign singularly failed to do during the EU Referendum vote.
Secondly, equip people to deal with change. Automation and artificial intelligence are hollowing out the workforce, but they are also creating new jobs. It is up to government, working with business and trade unions, to put in place the training to help reskill people on an ongoing basis. The old system of early education needs to be complemented by lifelong learning with access for all.
Thirdly, the media must take a stand against extremism and those that are wantonly making up ‘facts’. They need to call out deliberate lies from politicians, even if that makes their job harder. And companies like Facebook need to be considered part of the media, and redouble their efforts to stamp out fake news on their networks, given that this is where a large (and increasing) percentage of the population get their information.
The breakdown in trust that the world is currently suffering from cannot be easily remedied. But that doesn’t mean that it isn’t worth trying. Public relations professionals should be playing their part, but it will take a sustained effort from all the groups named in the Edelman report (business, politicians, government, the media and NGOs) to change perceptions and rebuild trust.
Most people I know have been deeply depressed since the results of the EU referendum came out. Many clients and colleagues are EU citizens who have no idea what the future holds for them, while others work for companies that will be directly impacted by Brexit, either because they trade with the remainder of Europe, or because they are owned by businesses based in the EU.
The fact that many people seem to have been swayed by the downright lies of the Leave campaign adds to the anger, as does the hasty backtracking of Brexiteers on key pledges repeated during the campaign.
We’re left in limbo, and what’s more it won’t be resolved soon – negotiations to leave will not begin until the Autumn at the earliest, and then could take two years to complete. So how can businesses ensure that they are not casualties of Brexit, and what marketing lessons do they need to learn?
1. Strengthen existing relationships
It could be tempting to deprioritise any customers within the EU and focus on the UK only. This is exactly the wrong approach – now is the time to invest in the relationships that you have and even extend them. No-one knows what will happen when it comes to potential trade tariffs or barriers, but the best way to be ready is to build a strong relationship with customers that mean they still want to deal with you if tariffs mean your prices will potentially go up. Make the effort to go out and visit customers and get under the skin of their businesses to make yourself as critical as possible to their operations.
2. Target the US
One immediate consequence of the Leave vote has been a slump in exchange rates between the pound and other major currencies. This means that for those selling abroad, they are currently more competitive – particularly if you are a services business that is not buying in raw materials from overseas to make products. So look at how you can exploit this by marketing to Europe and the US and coming up with new offerings targeted at their particular needs.
3. Develop new markets
Brexiteers claim that we don’t need Europe, as we should focus on trade with emerging economies such as China, as well as internally within the at the moment United Kingdom. So do look at how you can market yourself to new countries – what is required and what advice/grants can you access to build a presence in new areas?
4. Show you are open for business
As many commentators have pointed out, companies can only play the hand of cards they are dealt – unlike Boris Johnson they can’t just walk away from the mess we are in. As we move forward it is time to show that you are going to focus on the positives. Invest in marketing to spread the message that you are open for business and ready to take on the challenges of the next few years. This is equally true if you are an international company or a local one – people are looking for reassurance, so ensure that your marketing reflects this.
5. Focus on the value you deliver
Even if there will not be a recession in the UK, there is likely to be an economic slowdown of some sort. The companies that survive will be those that deliver real value to their clients, rather than just winning business due to costs or familiarity. Go back to basics, talk to clients and understand what the benefits are that you deliver, and market these strongly to existing and new clients. This might mean pivoting your business, or introducing new services, and that can be difficult, but might be necessary for your survival.
Nietzsche’s quote that “that which does not kill us, makes us stronger” has already been trotted out many times, but it is not a bad place to start post-Brexit. Unless you plan to flee the country your business needs a plan to move forward, and following the marketing ideas above is a good place to start. If you have any further suggestions don’t hesitate to add them in the comments section below.
It began as a bright idea to interest the general public in polar research and swiftly became an internet phenomenon. The little-known National Environment Research Council (NERC) wanted to come up with a fitting name for its advanced new polar exploration vessel, and so decided to hold an open competition for the public to provide suggestions and then to vote on which they thought would be most suitable.
All was going well, with a selection of worthy names in the running, until BBC radio presenter James Hand came up with Boaty McBoatface. Interest (and votes) skyrocketed, with other new suggestions including RRS I Like Big Boats & I Cannot Lie, RRS Capt’n Birdseye Get Off My Cod and the apt RRS It’s bloody cold here. In all 7,000 names were provided by the public, though Boaty McBoatface was the clear winner with just over 124,000 votes cast for it. Through Twitter alone, the research council reached 214m people after the BoatyMcBoatface hashtag went viral.
This left the NERC with a bit of a problem, as Boaty McBoatface wasn’t quite what they were thinking of when they started the process. Instead, they’ve chosen the fourth place name, RRS David Attenborough – although one of the boat’s submersibles has been given the Boaty McBoatface moniker (surely it should be Subby McSubface?). The head of the NERC was even called before a Commons Select Committee to discuss whether the PR campaign was a success or failure – which either shows how little MPs know about PR or was simply an excuse for them to make boat-based puns.
So what can businesses learn from the PR campaign? I think there are four things:
1. Don’t take yourself too seriously
It would have been really simple for the NERC to close the poll or simply vet suggested names to ensure that they were ‘sensible’. But it didn’t – it rode the wave of good PR and used it to draw attention to what it does. Even the most casual observer now knows that the NERC does something with polar science.
2. Have a Plan B
The NERC made very clear from the start that the winner of the online poll wouldn’t necessarily be chosen as the name of the ship, and that public suggestions were merely ideas that would be considered. That meant that when it didn’t chose Boaty McBoatface the backlash was minimised – even more so when one of its robot submersibles was given the name. Expect him/her/it to get their own Twitter account as soon as they are launched.
3. Link to the rest of the news agenda
In many ways NERC was lucky, as the poll closed at pretty much the same time as the nation celebrated David Attenborough’s 90th birthday. This gave it a ready-made name that summed up exactly the right image of science, exploration and explanation that they were looking for. Holding the competition first, rather than simply naming the ship after Attenborough made all the difference to coverage of the announcement – it moved from a news in brief to the front pages of the press and onto the national news.
4. Make it work going forward
This is where NERC has to capitalise on the interest and goodwill of the British public and keep them involved once the ship is launched and dispatched to the polar regions. It needs to engage through social media, popularising what the vessel is doing and the benefits it brings in a straightforward and approachable way. That will not only help its work in particular, but will hopefully spark wider interest in science generally, guaranteeing its future importance (and funding).
So, before embarking on a campaign that may take off make sure you have a plan B, set clear rules of engagement but be prepared to go with the flow, and keep momentum going beyond the end of the programme. That’s the overall lesson for all communicators, whatever sector they are in or product they are publicising.
I don’t think there’s ever been a better time to launch a startup in the UK. The public profile of the tech industry is incredibly high, and those that create businesses are more likely to be seen as visionary entrepreneurs than cranks who couldn’t get a job in a proper company. Indeed, for those leaving university, setting up your own startup is a valid (if not as initially lucrative) alternative to becoming an accountant, banker or lawyer. I’m sure startups would complain that it is still difficult to raise money, or scale up their businesses, but it feels that there is now wide public and political acceptance of the importance of creating a culture that encourages startups.
Read the press and politicians’ speeches and there seems to be a relentless search to find the ‘European Google’ or ‘British Facebook’, multibillion dollar global companies that can become standard bearers for the industry. Alternatively, other European companies essentially mimic what is being done in the US, taking their business models, localising them and then hoping that first mover advantage will let them create viable businesses before the original enters the market.
The people that run startups are smart, as are the venture capital funds that back them. But are they looking in the right areas when it comes to creating new businesses – as an article by Liam Boogar in Rude Baguette recently asked “Where are the European startups to solve Europe’s biggest problems?” Leaving aside the question of whether Europe is cohesive enough that the same problems apply to life in Edinburgh, Athens and Bucharest, it is a valid point. What issues can be solved, first in Europe, and then expanded globally, to create thriving companies that benefit us all?
The article focuses on the need to shake-up the savings market, and with interest rates in many countries close to (or even below) 0% I can see the opportunity to transform the sector, such as through peer-to-peer lending.
However, what other areas would enable European startups to build global businesses? Thinking about the particular problems Europe faces, here are four that come to mind:
Across Europe, people are living longer and birth rates are falling. Longer lifespans increase pressure on health and social care services, as the elderly battle chronic diseases and poor health. While this isn’t just a European problem, it is one that startups can focus on, particularly given the public money currently being spent on healthcare research. Areas such as wearable monitors and the Internet of Things can potentially help improve the quality of care, even allowing people to remain in their own homes, rather than be treated in hospital.
From driverless cars to drones, technology is revolutionising transport. With its combination of major car and aeroplane makers, Europe is well-positioned to lead the way, but it needs an injection of startup energy and fresh thinking to succeed. Whether it is new ways of charging electric vehicles as they wait at traffic lights or smarter cities where you are automatically guided to the nearest parking space, there is plenty of scope for innovation, along with the chance to scale up to export the technology across the globe.
More than 6 million jobs were lost in the recession between 2008-13, and youth unemployment in many countries remains high. Many of the roles that were made redundant are simply not coming back as they have either been offshored to lower wage economies or replaced by technology. What are needed are ways to reskill European jobseekers so that they can compete in the global market. Much of this should be the responsibility of governments, but technology can help with new ways of training, new opportunities for collaboration and the encouragement of remote working to combat rural depopulation.
4. Cutting bureaucracy
All governments, of whatever political persuasion, seem to delight in creating red tape that tangles up citizens and businesses alike. And, despite the European Union, there is still a range of different measures that need to be met. Many countries have begun to put their services online, but more can be done, and in many cases nimble startups can get things done quicker than lumbering government departments.
I’m sure there are plenty more European problems that need solving, from the environment to education. These don’t just benefit society, but are potentially extremely lucrative as well. So the challenge for startups and entrepreneurs is to try and solve them – and at the same time we might create the European Googles that politicians are so keen on.
The announcement that Chris Evans has been signed to headline the new Top Gear is a rare good news story for the BBC. Following the furore over Jeremy Clarkson’s suspension and subsequent non-renewal of contract after punching a producer there was a real danger that one of its prized assets could be under permanent threat.
This was a big issue for two reasons. Not only does Top Gear make a lot of money for the BBC in terms of overseas sales, but it is also one of the most popular programmes on TV, particularly (but not exclusively) with middle-aged men such as myself. At a time when charter renewal is looming, showing that the BBC provides something for everyone is crucial to successful negotiations, especially as many see it as a bastion of a left-leaning metropolitan elite, rather than an organisation that is in touch with the rest of the UK. Not a viewpoint I personally subscribe to, but one that can be seen regularly in newspaper coverage of the corporation.
So setting out a plan for the future of Top Gear was about more than simply replacing a presenter. And the whole negotiations with both Evans and the outgoing presenting duo of James May and Richard Hammond seem to have been handled confidentially, respectfully and without any of the noted HR cock-ups that the BBC has made in the past. With Evans on board, the BBC has recruited a noted car nut who is a familiar face to the UK audience, with a wide appeal and a similar sense of humour to the old Top Gear team. He’s also been through the public wringer in the past, rising to stardom with The Big Breakfast and the Radio 1 Breakfast Show, before becoming a staple story in the tabloids for his drinking and bad behaviour. He’s obviously learnt from his mistakes – and what drove him to them – something that Clarkson never really seemed to do.
So, now there is a one host in place for Top Gear, the rumour mill is in full swing about who else will present it with him. Rather than follow the bookmakers favourites (the likes of Jodie Kidd and Guy Martin), here are some other potentials:
1. Ed Miliband
Currently at a bit of a loose end, he’d be perfect as the earnest one to replace James May. Rather than endlessly explaining about internal combustion engines he could bore the audience with his views on the redistribution of wealth, and why Labour’s electoral defeat was not to do with carving promises into pieces of stone. Counting against him is what seems to be a complete lack of interest in cars, but I’d tune in to see him attempt to lap the track while eating a bacon sandwich.
2. Prince Philip
A direct replacement for Clarkson with his views on foreigners, and a chance to increase viewers in the pensioner category. Well known for owning a London taxi that he drives around the city, so has an interest in cars, alongside carriage racing. Possibly not up for driving long distances in Top Gear specials, but presumably could get a chauffeur to do this for him.
3. Alexis Tsipras
Another Greek, and one who may be looking for a new role depending on how well current negotiations with his country’s creditors go. Unlike his finance minister, Yanis Varoufakis, who is a noted biker, his transport preferences are unknown. However as someone that has driven in Athens (and survived), I know that all residents of the Greek capital have nerves of steel on the road, coupled with a wanton disregard for indicators, making him a perfect role model on the track.
4. Mary Berry
There have been rumours of Great British Bake Off host Sue Perkins joining the team, prompting death threats from assorted morons on Twitter, but why not go for the real star – the fragrant Mary Berry. She’d not take any nonsense from anyone and, I suspect, would be a demon behind the wheel. I’d like to see her challenge the other presenters to make fairy cakes while lapping the Nurburgring in under 7 minutes.
5. Bradley Wiggins
Another coming to the end of his first sporting career, and potentially looking for a new challenge post-Rio 2016. While not as much of a car nut as his fellow Olympian Chris Hoy, he’d bring plenty of irreverence to the programme if he swapped two wheels for four. Main stumbling block could be the previous hostility between Top Gear presenters and cyclists, but the perfect opportunity for the show to bring the two groups together and benefit from the rise of the MAMIL.