Revolutionary Measures

Football crazy? Can clubs control the media?

The new football season is already nearly a month old, and while action on the pitch is taking centre stage, how fans get information about their team is also becoming a hot topic for debate. Several clubs, such as Swindon and Newcastle, have banned certain newspapers from attending their press conferences or talking to their managers and players. The reason? They prefer to communicate direct with fans through club websites, newsfeeds, social media, apps or even in-house TV channels. Scottish club Rangers has even banned particular journalists due to not liking the articles they’ve written about the club’s governance or finances.

Polish Football Fans 001

In a way this approach simply fits with the ability of the internet to remove middlemen (in this case the media) and to connect brands directly with their audiences. However it also sets a dangerous precedent – with coverage reduced to happy soundbites stage managed by the club’s PR team. The decline of newspaper and magazine staff numbers has tipped the balance in favour of big brands, with many journalists now using their skills to publicise companies and PR agencies. Football teams are not the only brands aiming to do this, using the distribution mechanisms of the internet and social media to get their message out unfettered by the critical filter of the press.

As a PR person I can see the initial attraction in this – after all, what marketing manager doesn’t want guaranteed 100% positive coverage? But it isn’t sustainable. One of the reasons for the rise of PR was that an independent article in a newspaper or an interview on the radio was more believable, and therefore worth more than an advert. While the internet has blurred the lines, I’m convinced people still react best to coverage that delves deeper than a press officer’s prepared statement. Football is the perfect case in point – fans may love their club, but be intensely suspicious of the owners, board, manager or particular players. Take the frequent demonstrations at matches and the vitriol directed at players on social media. Therefore simply providing bland statements of how the new centre forward is looking forward to the season ahead and how wonderful the training facilities are, is not going to keep true fans interested or happy. At the same time social media, while providing a channel for brands, also actively undermines them by making it easy and fast to share unofficial information. This could come from anywhere – a disaffected (or unthinking) player, a taxi driver that overheard a conversation or a barman that saw that same new centre forward slumped over his pint the night before his debut.

What brands (of all sizes) need to realise is that you need three different types of content (paid, earned and owned) to build your profile. There is paid media, essentially advertising and sponsorship, where it is normally clear that money has changed hands. Earned content is when a third party (which could be a publication or simply a fan on social media) shares or publicises your messages. Finally, owned media are the channels you control – from in-house TV channels to websites and Twitter feeds.

Successful brands combine all three of these in a cohesive way that builds engagement. Fans will want to the chance to interact directly with you and get information straight from the horse’s mouth, but at the same time they want independent verification through trusted third parties such as the press and the backing of their peers through social networks. And these same social networks provide the platform for independent fans and commentators to create and share their own content, outside the club’s control. Therefore the football clubs that have succumbed to the beguiling fantasy of controlling the news should take a step back and look at organisations and countries such as Soviet Russia that have relied on propaganda. Citizens stop believing in the news they read and before too long even the most rigid states begin to show cracks and eventually collapse.

August 19, 2015 Posted by | Creative, Marketing, PR, Social Media | , , , , , , , , , , , , | Leave a comment

Are startups solving the right problems?


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.

Relief map of Europe and surrounding regions

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:

1. Healthcare
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.

2. Transport
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.

3. Employment
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.

August 5, 2015 Posted by | Uncategorized | , , , , , , , , , , , , | 2 Comments

Can social media help politicians engage?

Politicians have an image problem. In the main they are seen as aloof, out of touch and not particularly interested in their constituents except around election time. This lack of connection goes a long way to explaining the appeal of non-traditional parties such as UKIP, the Greens and even the Scottish Nationalists at the last election. Voters are bored with hearing the same platitudes mouthed by interchangeable MPs who think less about the long term, and more about their career. Of course, there are plenty of honourable exceptions, and, even in the case of Lord Sewel those that try and liven up the image of politicians by snorting cocaine from the breasts of prostitutes.

twitter fail image

However, a better long term strategy for building the right sort of relationships is staring politicians in the face – social media. By providing the chance to listen, engage and be themselves, it should enable them to build stronger ties to their constituents and consequently change attitudes. You only need to look at how Barack Obama mobilised voters in two presidential elections to see how powerful social media can be.

Unfortunately, many MPs are still either not using Twitter, or if they are, simply RT the party line or delegate it to their interns. It is time for this to change, and any MPs worried about doing an Ed Balls should read this excellent guide for MPs to using Twitter. Written by Stuart Bruce for the Chartered Institute of Public Relations it was submitted to the Speaker’s Commission for Digital Democracy.

But it isn’t just MPs that should take a look. Reading through it I was struck by how relevant the best practice it contains is to anyone in business who is tweeting or thinking about taking the plunge.

Some of the key points I’d highlight are:

  1. Twitter isn’t just for the young. The fastest growing group of users is those between 55 and 64. So, whatever your customer demographic you should investigate joining the network
  2. Use it to talk, not to broadcast. Twitter works best if you spend time listening and joining/starting conversations, rather than simply pumping out your point of view
  3. There is no such thing as ‘in a personal capacity’. We’ve all seen the caveats that tweets are personal and don’t show any endorsement or company backing. But in reality politicians will be judged by what is tweeted in their name, and if you provide your company name then it will be too. So if you want to be wild and outrageous (but legal), get yourself a second Twitter account (or save it for Facebook).
  4. Be human. This goes back to talking, not shouting. Use humour and vary what you say, but do remember that spoken irony doesn’t necessarily translate on screen.
  5. The 60 second rule. If you just learn one thing from the guide it’s this. If you think your tweet is potentially contentious wait a minute, go back to it and take another look before you press send. And don’t tweet while drunk.
  6. Your account is never hacked. The standard political argument for when a dubious tweet appears is that someone has taken the time to break into your account and tweet in your name. No-one believes this anymore – so obey the 60 second rule and you shouldn’t have a problem
  7. Use Twitter to find information – look for specific hashtags, follow relevant people and news sources and it will ensure you are better informed. You can also use it to build relationships with new business prospects, but do bear in mind there’s a fine line between proactive sales outreach and stalking.
  8. For politicians and their wives, I’d add an eighth point – never conduct your marital break-up over social media, but I can’t imagine many people think this is a good idea at the best of times….

So for anyone in business who isn’t on Twitter, or even those that are, but aren’t using it to its full potential take a look at the guide and see what you can apply to your own tweeting – it may not get you elected, but it will help you engage with the right audiences and build stronger relationships.

July 29, 2015 Posted by | Creative, Marketing, PR, Social Media | Leave a comment

War moves online

Most people know that the funding for the prototype of the internet (Arpanet) came from an agency within the US Department of Defense, and that one of the reasons for the decentralised nature of the network was to make it more robust in case of physical attack during wartime.

Therefore it is ironic that the underlying internet infrastructure is used as a platform for new kinds of attack, from cyber warfare by individual states and as a way of disseminating propaganda by terrorist organisations such as IS.

Of course, governments and terrorists have always aimed to use communication channels to get their messages across. Hence censorship in times of war, and even reporting restrictions during peacetime – I remember the ban on members of Sinn Fein (and other Irish republican and loyalist groups) from speaking on TV in the 1980s and 1990s.


Photo David Shankbone via Flickr

The internet, and more particularly social media, has opened up completely new ways of reaching audiences, and groups such as IS have been particularly strong at using these sort of channels. One study claimed that IS and its sympathisers controlled 90,000 Twitter accounts for example. Governments have tried to fight back, but the combination of the size and global spread of the internet and the difficulty of pinpointing specific individuals has made their job more difficult. The latest measures, recently announced by David Cameron, include ensuring that ISPs do more to remove extremist material and identify those that post it. However in a fast-moving world, the concern is that it is impossible for governments to move fast enough – as well as worries about the impact on free speech.

Some people are therefore taking action independently. Hacktivist group Anonymous is targeting alleged IS supporters online, recently publishing a list of over 750 Twitter accounts that it claims are spreading IS propaganda. It is also trying to take down Facebook pages, blogs and websites used by supposed supporters of the group. To try and influence search engine results it is flooding some Twitter accounts with images of Japanese anime character ISIS-Chan, making it more difficult for those looking for information from IS to find it.

I must admit that the attacks by Anonymous leave me in two minds. On one hand, anything that reduces the online footprint of a group that advocates cold-blooded killing of those that it disagrees with, can only be a good thing. But at the same time Anonymous is setting itself up as judge and jury – there is no right of appeal if someone innocent is targeted in error. It feels very much like the justice of the Wild West, perhaps because that is what many parts of the internet have become. For example, other groups linked to Anonymous recently took down the website of the Royal Canadian Mounted Police, after one of its officers shot and killed a protester, an action that could have hampered the ability of the public to find out information or potentially report incidents.

I’m sure Anonymous is confident in the information it is working with, and when it comes to IS its mission is laudable in many ways, and seems to be getting some results. But surely it is something that a combination of social networks and the authorities should be leading on? The real issue is that the majority of those with the technical skills to hack perceived wrongdoers don’t want to play by the rules – they’d much rather operate outside the law, rather than as part of it. The challenge for governments is therefore not only to persuade the online population of the dangers of IS, but to enlist the help of hackers to work with them more officially if they want to use their skills for good. That won’t be easy, but is vital if there is going to be a united front when it comes to the online War on Terror.

July 22, 2015 Posted by | Marketing, Social Media | , , , , , , , , , , , , , | Leave a comment

Do we really need Chief Marketing Technology Officers?


Photo Flickr –

The last five years has seen two, separate trends hit marketing. Firstly the use of technology has skyrocketed as digital channels such as the internet, email and social media have risen in importance. Secondly, marketing has increased in importance as businesses across every sector realise that it is central to winning and retaining customers, reaching stakeholders and engaging with external audiences.

At the risk of showing how old I am, it is worth comparing the tools I had in my first PR job twenty something years ago, and what I have now. I started with a computer (yay!), and it even had email – but that was purely internal to the ten person company I worked for. I could just about access the internet, but it was text based, rather than the colourful World Wide Web we know today. If I wanted to communicate with a journalist I looked them up in a paper-based directory and called them. If I needed to give them information I wrote them a letter, printed and posted it. The same applied to press releases, which were faxed over by clients, laboriously re-typed, faxed back to the client for checking and then sent to a mailing house for distribution. Press clippings were sent through the post by a monitoring agency, and I then stuck them on large boards to show to clients or made up physical cuttings books. And I worked for a technology PR agency, so at the advanced end of marketing at the time.

Now marketers have access to a huge variety of online tools and devices. You can find out information instantly about a journalist through the web and send out a press release to the whole world at the touch of a button through mailing software – not to be advised unless you want to get a reputation as a spammer. Email and social media have replaced the telephone as primary communication channels, while digital marketing technology is available to run campaigns from start to finish. You can target audiences based on what they have searched for, what they have talked about on social media or simply the pages they’ve visited online. Marketing has gone from being behind the curve on technology use to being one of the most active spenders on IT. Much of this has been driven by the move to digital, with a corresponding rise in status for marketing chiefs. Rather than Marketing Directors, often reporting to sales, more and more organisations now have Chief Marketing Officers (CMOs), with a seat on the board and budgets to match.

In 2011, Gartner predicted that the CMO will spend more on tech by 2017 than the Chief Information Officer (CIO). People scoffed at the time, but it looks like this is well on the way to becoming a reality. There are now more than 3,000 marketing technology vendors, all aiming to support agencies and in-house marketers in their roles. This frankly dizzying Tube map-style infographic tries to make sense of their relative positioning, but was probably out of date as soon as it was released, such is the rate of growth and innovation.

I’ve longed argued that marketers in general, and PR people in particular, need to change and embrace technology if they want to continue to be relevant. However they shouldn’t just focus on technology for its own sake, but use it to support what they do – engaging with customers and creating long-term relationships that benefit both sides. There’s no point running an award-winning Facebook page if it doesn’t link to your marketing and business objectives and is measured solely by the number of Likes it delivers.

So I’m suspicious of the latest marketing trend – the introduction of the Chief Marketing Technology Officer (CMTO). It aims to bridge the gaps between stereotypically creative marketing people and the more conservative, risk-averse IT department, finding a middle ground so that marketers don’t make the wrong choices, but aren’t held back by out of date IT procurement practices. Despite its spread in the US – Gartner says that 80% of organisations have someone filling a CMTO-type role, even if it isn’t called that, I don’t believe that marketing (or IT) needs one. It is surely better to get both marketing and IT to talk to each other, and learn how to co-operate, than to essentially try and create a half-way house of someone with the range of skills to talk both tech and marketing. If the CMTO sits in marketing you just end up with a silo-based, departmental approach, rather than looking at the wider picture of what the business needs. Technology is a vital part of every department’s role, but that doesn’t mean it is good for them to operate in isolation. Marketers should continue to improve their tech knowledge, but actually use their communication skills to talk to IT and get their help in navigating the marketing tech maze. Otherwise the risk is that money is wasted and the whole business suffers.

July 15, 2015 Posted by | Creative, Marketing | , , , , , , , , | Leave a comment

5 things I’ve learnt in 5 years of running my own business


Birthday Cake

This month marks several major anniversaries in my life. I’ll have been married for 15 years and July 1st was the beginning of my sixth year of running my own business. Leaving aside everything I’ve learnt from my marriage, here are the top five things I’ve learnt after setting up on my own:

1. Network, network, network
It doesn’t really matter what type of business you are, the easiest way to bring in new revenues is to be recommended by someone else. That only happens if you both do a good job for existing clients, and more importantly network with the community around you. Trekking out after work to meet new people can seem a bit like going to the gym – you know it is good for you, but you can invent 1001 excuses why you should just stay at home. Just like physical exercise, you need to overrule the little voice in your head and spend time networking. At the very least it’ll get you out and talking to people with potentially similar interests, or who offer complementary services – and it will also increase your public presence and ensure companies know who you are. And networking doesn’t stop there – connect with people on LinkedIn, follow them on Twitter and make sure you make the effort stay in touch.

2. What goes around comes around
This may sound a little Zen, but I’m a firm believer that being nice to people, and helping them, stores up good luck that could help you in the future. Give people that can’t afford to hire you advice, connect them to people that can help them and be supportive of the community around you. Even if it doesn’t bring you direct business you’ll feel better about the world around you and know that you’ve made a bit of a difference.

3. Learn to let go
If you are in a business that revolves around selling your time and expertise, there’s a natural ceiling on how much work you can do. There are only 24 hours in a day, and working on all of them isn’t a long term business strategy. So be ruthless and look through your workload. Hire people to help – whether experts such as an accountant to look after your book-keeping or someone to assist with admin, they will free you up to focus on what clients are actually paying you for. And you’ll (hopefully) get your evenings back too.

4. Keep doing new stuff
I know a lot of people that have built successful businesses, get to year six and decide on a complete change of tack, such as creating their own start-up. While I couldn’t do this myself, it shows the need to keep challenging yourself and doing new stuff. On a less dramatic note it could mean offering new services, taking on clients in a completely different sector or investing in new skills and qualifications. The world is changing fast and failing to change with it will not only leave you bored, but you’ll gradually lose clients as they move to businesses that offer new services that meet their new needs.

5. Build up an ecosystem
No business is an island, and you can’t survive on your own. As well as networking, make sure you plug into people with complementary skills who can help you, whether with advice, mentoring or just providing you with a sympathetic ear from time to time. I know I’d not have built my business without the support of a whole range of people, which is another reason to spend time networking in both the real and virtual worlds.

Don’t get me wrong, the last five years has been a lot of hard work, a few tantrums and occasional worries about where the next job would come from. However it has also been tremendous fun, bringing me into contact with a wide range of interesting, innovative and sometimes quirky people. I’ve learnt a lot, enjoyed being my own boss and been able to (sort of) balance work and life. Here’s to the next five years!

July 8, 2015 Posted by | Cambridge, Creative, Marketing, PR | , , , , , , , , | 1 Comment

The battle for banking – Amazon enters the fray

In a previous post I talked about how the big four internet companies Google, Apple, Facebook and Amazon (GAFA) had quickly developed their businesses. They’ve all moved beyond the sector they started in, extending what they offer to compete with each other in areas such as ecommerce, social networks, mobile devices and mapping.amazon_logo_wb_2328

How have they done this? They’ve used the four strengths that they each possess:

1. Agility
With the exception of Apple, GAFA was born on the internet meaning they aren’t burdened with long-established corporate structures compared to their traditional rivals. So they can make decisions quickly, unhindered by the warring departments and turf wars that characterise first and second generation technology companies.

2. Data
Rather than purely physical assets, GAFA’s USP is data and what it does with it. From selling our search histories to monetising our personal pages, the four companies have built up extremely detailed pictures of their users and their lives. This allows them to accurately predict future behaviour – how many times have you bought something suggested by Amazon even though you had no idea it existed until the recommendation popped into your inbox? The advent of even cheaper machine learning and potentially limitless cloud-based resources to crunch data means that this is understanding is only going to get more precise.

3. Focus on the customer experience
Even though the majority of interactions don’t offer the personal touch of a bricks and mortar shop, these companies have gone out of their way to create a simple to use customer experience. Compare the Apple iPhone to previous ‘smartphones’ – the only difficulty for users was unlearning the convoluted way you had to access information on Microsoft or Nokia devices. I know, I had one of the first Windows phones – the user experience was terrible. Innovations such as one click ordering, reviews and simple sharing all mark out internet companies from their rival.

4. Scale
The final differentiator is scale – and the speed at which it is possible to grow on the internet. Rather than taking 20 years to become dominant in an existing market, companies can create a sector of their own and expand globally within months. Part of this is down to the network effect, but scale has also been achieved by moving into adjacent markets and just adding them onto the offering for existing users. This lowers the cost of entry for the company with the user base and creates a barrier to entry to rivals.

Taking these four factors into account, banks should be worried about Amazon’s latest move as it builds on all four of these strengths. Amazon Lending will make loans to small businesses in the UK that sell through the company’s Marketplace platform, after the service was successfully launched in the US. The beauty of the scheme is that Amazon knows exactly how the small business is performing as it can track their sales, and then use this data to offer selected companies short term working capital to improve their business. As it handles all the billing and cash collection for Marketplace sellers it can even take repayments directly from their profits, before they it pays them, minimising risk.

Adding to this data advantage, it is also offering the same simple to use customer experience that sellers are already familiar with. Compared to faceless or unhelpful banks, this is just the sort of thing that expanding small businesses are looking for.

The ironic thing is that, on the face of it, there is nothing to stop banks offering something similar. Their merchant services arms handle online and offline debit and credit card transactions, so they have access to data that could be used to work out creditworthiness. They have a network of branches to provide loans through, as well as a significant online presence. But all of these are separate departments and banks don’t have the agility to bridge the silos and provide the one stop shop that businesses are looking for.

In the same way that Apple Pay is disrupting payment services, Amazon Lending will take another bite out of the traditional business of big banks. And, as more and more of such services launch that nibble away at banking profits, then they face being outmanoeuvred by nimbler, more customer-focused and cleverer competitors. It is therefore time for retail and business banks to get joined-up or face becoming low margin commodity businesses in the future.

July 1, 2015 Posted by | Marketing, Social Media, Startup | , , , , , , , , , , , , , | Leave a comment

Top Gear – more than a TV show

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.

English: BBC Radio 2 presenter Chris Evans (pr...

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.


June 24, 2015 Posted by | Creative, PR, Uncategorized | , , , , , , , , , , , , , , , | Leave a comment

Apple: Do no evil?

English: Apple. Polski: Jabłko.

The technology world, outside China, is increasingly dominated by four companies – Google, Apple, Facebook and Amazon. They’ve even spawned their own, rather ugly collective acronym – GAFA. What’s interesting is that while all four have started from different places in the technology ecosystem they are now competing with each other in areas as diverse as smartphones and mobile devices (Android vs iPhone/iPad vs Kindle/Fire), mapping, and retail (especially music).

But the biggest – and most lucrative – battleground is digital advertising. Both Google and Facebook are using the huge amount of information they know about their users, whether through searches or their social media profiles, to target adverts so that they are more personalised and therefore more effective. In a less creepy way, Amazon analyses what you’ve already bought and suggests potential new purchases.

This reliance on consumer data, has led to issues, with users complaining about their privacy being invaded for example. Others have pointed out that with ‘free’ services like Facebook, the consumer becomes the product, with their data effectively paying for the access they receive.

Up until now GAFA have been pretty united in their use of consumer data and attitudes to privacy. This has now changed spectacularly with Apple CEO, Tim Cook, launching a blistering attack on his rivals, stating that “I’m speaking to you from Silicon Valley where some of the most prominent and successful companies have built their businesses by lulling their customers into complacency about their personal information.”

If that wasn’t direct enough an attack on Google and Facebook, he added, “We believe the customer should be in control of their own information. You might like these so-called free services, but we don’t think they’re worth having your email, your search history and now even your family photos data mined and sold off for God knows what advertising purpose.”

Before we hail Cook as a white knight of the IT industry, it is worth bearing in mind four facts:

  1. Apple has complex privacy policies just like the rest of GAFA
  2. Advertising is key to a large number of the apps within the AppStore
  3. Currently the default search engine in Apple devices is Google, so the company indirectly benefits from “selling off your search history”
  4. He was speaking to EPIC’s Champions of Freedom event, where he was honoured for corporate leadership – so he was hardly likely to speak positively about data-driven rivals.

Putting cynicism aside, there are two other reasons for Apple to embrace privacy and break from other members of the GAFA pack. Firstly, it made a profit of $13.6 billion in its most recent quarter, so it doesn’t really need to upset its more upmarket customers by selling their data for a (relative) pittance.

Secondly, and more importantly, Apple is now moving into new areas where security and privacy are everything – payments (with Apple Pay) and health (with a new ecosystem focused on wearables and sensors). Both of these are based on the most personal of personal data, where a single misstep would destroy consumer trust and essentially stop expansion in its tracks. It might even harm the overall Apple brand.

So Cook (and the rest of Apple’s strategists) have made a choice. They believe that people are happy to pay more for premium iOS products, on the understanding that their personal data will not be abused. It is in stark contrast to Google’s focus on mass market, cheap or free products where consumers pay by giving up control of their information. As the battle within GAFA rages, it will be interesting to see which side comes out on top in both the PR and sales wars.

June 17, 2015 Posted by | Marketing, PR, Social Media, Uncategorized | , , , , , , , , , | 1 Comment

How to turn FIFA’s reputation around


Português: Zurique (Suíça) - O presidente da F...

Money and football have not been far from the news over the past two weeks, with FIFA’s long-rumoured corruption finally exposed. For most people, football fans or not, it is heartening to see the crooks who lined their pockets hopefully being brought to book. The scale and audacity of the bribery is astonishing. Just take the millions supposedly sent to support football in Trinidad and Tobago that allegedly ended up in the pockets of former FIFA vice-president Jack Warner. Added together it could probably have funded multiple stadiums the size of Wembley, for a country with a similar population to Glasgow.

However, the tangled web of corruption, ongoing investigations, and the fact that current FIFA president Sepp Blatter will not officially step down until a new election is organised (taking at least four months), shows that the scandal will not be over anytime soon. And the scale of the problem is shown by Blatter allegedly receiving a standing ovation from FIFA staff after he returned to work following his resignation.

FIFA needs to rebuild its reputation, but this is not going to be easy – after all, the next two World Cups have already been awarded to Russia and Qatar making it difficult for the organisation to simply draw a line in the sand and begin the bidding process again, without upsetting the potential hosts.

So from a PR perspective, what can FIFA do to change its reputation? I’d say there are five things it needs to look at:

1. Accelerate the election
The first step is to remove Blatter from the building – and that means holding the election as quickly as possible. Until then the organisation is in limbo and cannot move forward. The election itself has to be open, transparent and clear – country football federations need to vote publically so that they can be held to account by their own media and public.

2. Bring in independent experts
The public perception is that FIFA needs root and branch reform – and that existing senior management are not the right people to do this. It needs to bring in a team of independent experts who understand governance and compliance to create a completely new structure for the organisation and everything it does. This can then be voted on by delegates at the conference, but should follow external best practice, rather than simply tweaking existing ways of doing business.

3. All senior remuneration to be transparent
MPs have to publically declare all of their outside financial interests and have a fixed salary. The same should be true of senior FIFA officials, allowing them to be scrutinised by the media and any wrongdoing brought to light. After all, the fact that ex-FIFA vice president Chuck Blazer spent nearly £4,000 per month renting a flat for his cats should have led to questions about exactly how much he was earning. Additionally, money needs to be shared more equitably – particularly with countries actually hosting the World Cup – so that it doesn’t cost them billions for little reward.

4. Bring in new blood
Footballers are idolised around the world – yet FIFA is seen as broadly being run by stuffy bureaucrats. More current and recently retired footballers need to be involved in FIFA, particularly in its initiatives to spread grassroots football around the world. In the same way that the UN uses celebrities as goodwill ambassadors, so should FIFA. This would both provide a stronger link to the game itself and highlight positive initiatives.

5. Move HQ
Switzerland is the home of many international sporting governing bodies, from cycling to the Olympic movement. But in many people’s minds it is also a country known for secretive private banks, allegedly happy to help with tax evasion. If FIFA is serious about improving global football it should move its HQ from Switzerland to somewhere more in keeping with a new, open culture. It could follow the lead of the UN and open up in New York or be more daring and move to Africa or Asia. That would have the added advantage of helping with a fresh start, with new staff, a new office and new ways of working. Yes, it would be expensive, but FIFA has the money and it would send a strong signal to the world.

Rebuilding FIFA’s reputation will take years, but as the International Olympic Committee has shown, strong leadership, transparency and a desire for change eventually translates into major improvements. The public relations task starts now – and is going to last for a lot longer than 90 minutes.

June 10, 2015 Posted by | Marketing, PR | , , , , , , , , , , , , , | 1 Comment


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