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.
I’ve just moved house and am still recovering from the experience. Having last moved 11 years ago I expected that technology would have changed things in the interim, but it seems that the process is still paper-based, slow and (as far as I can see) incredibly inefficient. If you ever wondered who still uses a fax machine, look no further than solicitors………
It starts so well. The front-end of house buying is now pretty much web-based. So there’s no more peering through the windows of estate agents as you can set your criteria and instantly bring up potential properties that you are interested in. In fact there could be too much information available – we took the virtual tour of our house off our details as we worried that people could be making up their minds based on that, rather than coming for a viewing. The technology used to gather these details is also pretty high tech – with drone cameras taking aerial photos for example.
However once you’ve had your offer accepted, the back office processes revert to paper – based on my experiences, here are five areas that seem ripe for digitisation:
1 Paper-based forms
Some documents, such as Land Registry files and searches, are now all online, making it much quicker to access them. But a lot more aren’t – the fixtures and fittings form is still paper-based for example, meaning it has to be posted and scanned at the other end. By mandating that all communication is electronic, the whole process could be much quicker, more environmentally friendly and less stressful.
2 Real-time communications
We wondered why we always got emails sent on behalf of our solicitor just after 4pm. Then we realised – he’d dictated them to his PA in time to get them in the post, but rather than appearing as a letter it had just been turned into an email. While this saves some time it doesn’t deliver real-time answers that people demand (and which could dramatically speed up the process).
3 Getting a mortgage
Criteria for mortgage applications have been tightened following the easy lending that preceded the banking crash. That’s understandable, but there’s no common sense in the process now. It took weeks to get a telephone appointment with our bank to go through our personal details and outgoings – and then when the mortgage rate changed we had to do the whole thing again in order to get a better deal. And we had to talk to the same advisor (who was on holiday), adding more time to the process. Being able to re-use answers you’ve already provided, within a reasonable timeframe, would be more efficient for the bank as well as avoiding customer frustration.
4 Money transfer
On completion day, it takes forever for the purchases to take place. The money from the purchaser at the bottom of the chain goes to the solicitor for the house they are buying, who then pays the next person and so on. This is all logical but is incredibly slow – in an era of online banking where you can transfer money instantly, this is another area that needs addressing as it is inefficient and time-consuming. Our buyer’s removal van was waiting outside our (old) house for the money to go through – it then took another hour to complete on our purchase.
5 Changing address
After you’ve moved you then need to update your details with everyone from your bank to HMRC. What amazes me is how difficult some people make this. In an online world you’d imagine it would be straightforward to change the address a magazine subscription is delivered to – but in many cases I’ve had to email to get details changed rather than just amending my address online. A central portal to change all your official details might sound a bit Big Brother to some people but I would prefer it to having to wade through hundreds of sites, remembering seldom-used passwords in order to tell companies I’ve moved.
As you can probably tell, the whole moving process has left me frustrated at the missed opportunities to speed things up and make it more efficient for everyone. I don’t think it is on any party manifesto, but reforming house buying would surely be a vote winner given the stresses and traumas it creates. And having moved into our lovely new house, I won’t be leaving in a hurry…………..
50 years ago, engineer Gordon Moore wrote an article that has become the bedrock of computing. Moore’s Law, as first described in the article, states that the number of elements that could be fitted onto the same size piece of silicon doubles every year. It was then revised to every two years, and elements changed to transistors, but has basically held true for five decades. Essentially it means that computing power doubles every two years – and consequently gets considerably cheaper over time.
What is interesting is to look back over the last 50 years and see how completely different the IT landscape is today. Pretty much all companies that were active in the market when Moore’s Law was penned have disappeared (with IBM being a notable exception and HP staggering on). Even Intel, the company Moore co-founded, didn’t get started until after he’d written the original article. At the same time IT has moved from a centralised mainframe world, with users interacting through dumb terminals to a more distributed model of a powerful PC on every desk. Arguably, it is now is heading back to an environment where the Cloud provides the processing power and we use PCs, tablets or phones that, while powerful, cannot come close to the speed of Cloud-based servers. This centralised model works well when you have fast connectivity but doesn’t function at all when your internet connection is down, leaving you twiddling your thumbs.
Looking around and comparing a 1960’s mainframe and today’s smartphone you can see Moore’s Law in action, but how long will it continue to work for? The law’s demise has been predicted for some time, and as chips become ever smaller the processes and fabs needed to make them become more complex and therefore more expensive. This means that the costs have to be passed on somehow – at the moment high end smartphone users are happy to pay a premium for the latest, fastest model, but it is difficult to see this lasting for ever, particularly as the whizzier the processor the quicker batteries drain. The Internet of Things (IoT) will require chips with everything, but size and power constraints, and the fact that the majority of IoT sensors will not need huge processing power means that Moore’s Law isn’t necessary to build the smart environments of the future.
Desktop and laptop PCs used to be the biggest users of chips, and the largest beneficiaries of Moore’s Law, becoming increasingly powerful without the form factor having to be changed. But sales are slowing, as people turn to a combination of tablets/phones and the processing power of the Cloud. Devices such as Google Chromebooks can use lower spec chips as it uses the Cloud for the heavy lifting, thus making it cheaper. At the same time, the servers within the datacentres that are running these Cloud services aren’t as space constrained, so miniaturisation is less of a priority.
Taken together these factors probably mean that while Moore’s Law could theoretically carry on for a long time, the economics of a changing IT landscape could finish it off within the next 10 years. However, its death has been predicted many times before, so it would take a brave person to write its epitaph just yet.