The success of Pokémon GO has been unprecedented. Around the world people of all ages are playing the game, in many cases spending more time on it per day than on Facebook. When the game’s servers go down players feel lost and distraught and there have been countless warnings to people to be careful when hunting Pokémon – the latest about wandering into minefields in Bosnia.
The business impact has been equally huge. Nintendo’s share price has doubled since the launch of the game, while spending on in-app purchases is estimated to be running at $1.6 million every day. Bear in mind that a substantial chunk of that goes to either Apple or Google as owners of the respective iOS and Android app stores and you can see there are a large number of beneficiaries of the craze.
However, you don’t need to be a big business to benefit – one of the beauties of the game is that there are opportunities for organisations of all sizes to market themselves. Here are five to begin with:
1 Exploit your location
Pokéstops, where players collect items, can be any sort of prominent building, including pubs, leisure centres and churches. If your premises have been designated a Pokéstop it means you are likely to have more visitors. This is the perfect opportunity to boost your business – welcome Pokémon hunters into your shop, restaurant or bar with special offers. The same goes for gyms, where Pokémon are trained and fight. Also, be smart about it – if you deploy a Lure, which attracts local Pokémon for half an hour, you are likely to also receive more visitors. Activate these when you are less busy and you can bring in visitors in quiet times as well.
2 Get people walking/cycling
To hatch eggs, players need to walk or cycle for a set distance between 2 and 10km. And you can’t cheat by driving as your speed needs to be below 10 mph (slow for many cyclists). This is the perfect opportunity to get people exercising – towns and organisations such as the National Trust should look at setting up trails that players can follow, while the NHS and the Department for Health can try and incorporate Pokémon GO playing into people getting healthier.
3 Be Pokémon friendly
One of the biggest issues to playing the game in the countryside is the lack of a reliable 3G/4G signal. I’ve been close to catching numerous Pokémon, only for the critters to escape when the signal vanishes. Again, this is an opportunity for businesses – if you offer free wifi, make it available to players and you’ll gain their goodwill and custom. Given that people are focused on their screen when playing set up a safe area, away from traffic, where they can hunt, particularly if you have a Pokéstop in your location.
4 Bear in mind this is just the start
Pokémon GO isn’t the first augmented reality (AR) game, and it certainly won’t be the last. In fact, it isn’t really that complex or advanced in terms of technology. So even if this is just a craze, there will be many more AR apps coming on the market seeking to replicate the game’s success. So anything you set up to cash in on Pokémon GO’s success is likely to be equally applicable to other apps down the line. Be AR ready.
5 Use your brand
For bigger brands, particularly those creating their own apps, there are two lessons to learn from the game’s success. Firstly, it is built on being incredibly simple to use, setting a benchmark for user experience that everyone should aim to follow. Secondly, think about how AR can benefit your brand. If you are a visitor attraction such as a castle or historic ruins, you could bring the past to life with an AR app that shows people what your building looked like in its heyday. For consumer brands or retailers, can you create compelling AR experiences that help engage shoppers – or even guide them to specific locations in your shop to find what they are looking for.
Pokémon GO’s combination of usability, nostalgia and clever technology is driving huge success around the world. Whatever size of business you are, make sure you are exploiting the opportunities it offers to your brand.
With thanks to Lucas Measures for additional ideas for this post!
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.
As I write this, Thursday’s EU Referendum looks too close to call, although polls seem to indicate that the Remain camp is moving back on top. I don’t want to use this blog to discuss politics, particularly having seen the mindless abuse that the Leave camp has subjected Remain supporters to – see the comments on Rio Ferdinand’s thoughtful and well-argued Facebook post as an example.
Instead I want to look at the public relations and communications strategies around the campaign, and what it means for PR professionals, and more importantly for political dialogue in this country going forward. I have five conclusions:
1. Lies are going unchallenged
While both sides have come out with some pretty unbelievable statements during the campaign – voting to Remain will prevent World War 3, for example, the Leave campaign seems to be basing its central positions on the complete untruth that the UK sends £350m to Brussels every week. This ignores the rebate that is applied BEFORE any money changes hands, and also ignores all the other grants and support, such as to agriculture that the UK benefits from. Despite being proved to be a palpable lie by experts such as the independent UK Statistics Authority, it is still being peddled by the Leave campaign. It seems that interviewers have given up challenging Leave spokespeople on this, and newer misinformation such as the alleged imminent arrival of hordes of Turkish migrants following their country’s accession to the EU – an event that is highly unlikely to ever happen.
2. Experts are bad
Linked to this communication strategy is painting any expert that disagrees with Leave as not worth listening to. The IMF, Barack Obama, other European leaders, business leaders, David Beckham, Rio Ferdinand, Nobel prize-winning economists – they are all part of a conspiracy against the general public. Indeed, Michael Gove himself said “The UK has had enough of experts” – presumably why he is at the head of the Leave campaign.
On a more serious note this distrust of knowledge is mirrored in Donald Trump’s appeal in the US – and shows that the traditional dislike of politicians has spread to anyone in authority or positions of influence. This is deeply disturbing as it removes one of the major planks of an advanced democracy – people spend years studying a subject, become an expert and then use their knowledge for the greater good. Why bother when a man with bad hair can solve the world’s problems by shouting and building a wall?
3. The devil has the best tunes
Incumbents always have a hard job. People may be innately conservative (with a small c), but they have a record that they can be judged on. By contrast the Leave campaign is freely promising the earth, spending the mythical £350m on a whole raft of schemes, from the NHS to farmers, despite having neither power nor accountability. As anyone that has repitched for a piece of business knows, it is easy for rivals to upstage you by gulling clients with ideas that you know are impossible to implement. This makes the Remain campaign’s job harder, particularly as their opponents’ rhetoric gets more and more fanciful.
4. Language and tone
In his famous essay “Politics and the English Language”, George Orwell wrote “Never use a long word when a short one will do.” He saw keeping language simple as a way to communicate with the wider public, and get across complex theories in ways that were understandable to all. What he didn’t foresee was for the same tactics to be used to actively bamboozle the populace with glib statements that cannot be put into action. Again, this is very similar to the rhetoric employed by Trump in the US election. Looking at the campaign names Leave is much more active and punchy than Remain – it sounds more exciting, masking the real message in a dangerous way.
When he promised a referendum David Cameron said that he’d only argue for Remain if he received concessions from the EU in certain areas. While he did negotiate improvements, this illustrates his half-hearted approach to the whole issue. He has dramatically underestimated his opponents, appeared ambivalent until campaigning began and struggled to match the passion of the Leavers, who have been working up to this point for over 10 years. Cameron seems to have failed to have learnt the lessons of the Scottish Referendum which showed how difficult it is for the status quo to be positioned as a positive choice. Ultimately, he may well pay for this lack of passion with his job – whichever way the vote goes.
The EU Referendum is a once in a generation event, therefore it is right that arguments are made with passion – the vote really does matter. However what campaigning shows is that there is a deep fissure developing between the electorate and those they elect, with trust breaking down and people turning away from the facts, and embracing hearsay and lies. The ironic thing is that the people the Leavers are led by (Boris Johnson, Michael Gove and Nigel Farage), are as much a part of the establishment as their Remain opponents – they are simply happy to embrace the disaffected and turn their grievances against their political rivals. The rules of political communication have been not just ignored, but completely ripped up, meaning that whatever the result it will leave a fractious, divided and ultimately poorer political landscape across the UK.
Sometimes listening to captains of industry being interviewed can be a yawn-inducing experience. They’ve been media-trained to within an inch of their lives and appear to have been sent off with a stern warning that anything they say will immediately impact their stock price/company survival/job prospects. The result? Cagey, bland and message-filled interviews that don’t get across their personality or that of the brand that they represent.
Of course, there are exceptions who engage with the audience while still getting their message across, but for many, fear of failure stops anything interesting being said. As a PR person I find this really frustrating, as it is a missed opportunity to communicate.
Therefore it is always entertaining to hear from those CEOs who have built a brand on not giving a damn on what they say and seem to deliberately go out of their way to antagonise interviewers. Michael O’Leary of Ryanair immediately comes to mind, but he seems to have mellowed – O’Leary has even said that “If I’d only known that being nice to customers was going to be so good for my business I would have done it years ago.”
Another case entirely is Mike Ashley of Sports Direct, who has combined an appetite for controversy with not caring about speaking to the media. Given his reputation for frank speaking I can see why his PR handlers have kept him out of the limelight, so like many I was expecting fireworks when he appeared in front of House of Commons Select Committee to discuss working conditions at his Shirebrook warehouse. However, I was surprised at what I heard. Rather than bluster and defensiveness he admitted past mistakes, such as not paying the minimum wage, and said that the company’s size meant that it had probably outgrown his ability to run it. And all this after previously stating that he wouldn’t appear at the session and that if they wanted to speak to him, he’d send his helicopter to ferry MPs to his company HQ for an interview.
So what caused this road to Damascus moment? I think partly it was the realisation that, like O’Leary, being hated by your customers and the public isn’t a long term business strategy. Competition is fierce in the retail market, and while many shoppers may not care about the working conditions behind their cheap trainers, others do. There is such a thing as bad publicity – stories about a female member of staff giving birth in the Shirebrook toilets as she didn’t want to call in sick and risk her job is bound to resonate widely with many people. By admitting errors and saying that the company was going to change he’s now one step ahead of his critics, though the focus will be on him to deliver on his promises.
Another reason was that his actions give him the chance to occupy the retail moral high ground, given the ongoing investigation into the collapse of BHS, which has also seen leading figures in front of parliamentary committees this week. Former boss Dominic Chappell (who bought the business for a pound from Sir Philip Green), was accused of “having his fingers in the till” by one of his associates, described as a “Premier League liar” and of threatening to kill the chief executive after he challenged him on his behaviour. In turn Chappell’s testimony tried to shift the blame to Green, who he claimed had bankrolled his purchase (with more than a pound), and was behind the decision to put the chain into administration. Green will now get the chance to defend himself in front of the committee, so expect more mudslinging. Given his contrition it all makes Ashley look like a paragon of virtue – something that may help fulfil his desire to buy BHS in some form.
For anyone talking to the media, they should keep these examples front of mind. Develop your own style, tailor it to the audience in order to engage with them, and take the time to go beyond the pre-written message if you want to be remembered for the right reasons. Whether you are Michael O’Leary, Mike Ashley or just talking to your trade press, invest time in the interview and you (and your company) will reap the benefits going forward.
Sponsoring a successful sportsperson or team should be a no-brainer for brands. Provided they pick one that appeals to their key demographic, they can benefit from their success, use them as a spokesperson, boost their brand and generally engage more deeply with potential and actual customers.
However, if this is true why are many of the biggest companies in the world conspicuous by their absence from sports sponsorship? I may have missed it, but I don’t see the logos of Google, Apple or Facebook on footballer’s shirts, F1 cars or advertising hoardings in athletics stadiums. They simply don’t see it as a good use of their marketing budgets it seems.
Looking deeper, this is part of a retrenchment over the past few years, with commercial sponsors replaced by trade suppliers in many sports. In Formula One, the biggest sponsor of Lewis Hamilton’s Mercedes is, err, Mercedes, while Red Bull is a hybrid owner/sponsor. In cycling a large number of teams are sponsored by bike manufacturers and equipment suppliers and in athletics the likes of Nike and Adidas have a huge profile. In football seven of the 20 Premiership teams were sponsored by online bookmakers over the 2015/6 season, and a further two (including champions Leicester) by their owner’s companies.
So, why are consumer brands less visible when it comes to sports sponsorship – and what can clubs, teams and sportspeople do about it? I think it boils down to four factors:
1. The threat of scandal
There’s always been a chance that your brand’s chosen ambassador will go off the rails and get you publicity for the wrong reasons. But in an age of constant scrutiny the slightest indiscretion is now plastered over the front pages before your brand has the chance to react – look at Tiger Woods as a good example. As testing technology improves, more and more drugs cheats are being caught, even if, as in the case of Lance Armstrong, it is years after their offences actually took place. And that’s before you start on the impact of corruption within governing bodies on public and business perceptions of a sport. Many brands simply don’t want to take the risk of involving themselves in a crisis down the line.
2. Value for money
Sports sponsorship obviously covers a huge range of budgets and opportunities, but generally is becoming more expensive. Global competitions, such as the Premiership and F1 have a worldwide reach, meaning that only the largest brands have the budgets to spend on sponsorship. And to get any value from your sponsorship you need to make sure people know about it, using other marketing activities to make sure that your target audience feels involved and included, and that you maximise the impact through advertising, corporate hospitality and other add-ons.
We’re coming up to Euro 2016 and the Rio Olympics, meaning sports fans will see a procession of sponsor logos over the next couple of months. By the end of it all, will people really remember who sponsored what? Was it Nike or Adidas that provided the match balls for Euro 2016, or had pride of place on the stadium hoardings? I’m sure, if asked, many fans would claim to have seen adverts for brands that weren’t even there, such is the level of advertising saturation we are subjected to thanks to wall-to-wall TV and internet coverage. Demonstrating this, over half of the brands that consumers associated with Euro 2016 in a poll were not even sponsors of the tournament.
4. Other opportunities
Put simply, brands have a growing number of places where they can spend their marketing budgets. From online advertising to supporting good causes, they are all opportunities to boost a brand and engage with audiences. In many cases these channels weren’t there 10 years ago – and equally some sports have been hit by what you can and can’t advertise. One of the reasons for the growth of F1 for example was the enormous sponsorship from tobacco companies – they had nowhere else they could advertise in most countries, so could focus their budgets on one sport. F1 is in many ways still coping with the hangover, with high costs and a cultural desire to outspend rivals – but not the budgets to support it.
Digital channels in particular make it much easier to measure the results of marketing in terms of click throughs, visits and sales, whereas measuring the impact of sports sponsorship can be more difficult.
So, is sports sponsorship doomed? Not completely, not while we are still able to be moved by amazing feats of sporting prowess on the field or track. However, brands need to be more careful on what they spend their money on, and activate sponsorship more cleverly if they are to stand out from the crowd. And teams, players and governing bodies need to focus on getting their own houses in order, removing cheats and corruption and remember that the reason that brands sponsor them is to reach the fans – put them first and you’ll build loyalty that will deliver return on marketing investment, whatever sport you are in.
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.