Revolutionary Measures

Why the trust breakdown is getting worse – and how to fix it

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%.edelman-trust-barometer-archive

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.

January 18, 2017 Posted by | Uncategorized | Leave a comment

Has Donald Trump saved Twitter?

The past couple of years have not gone well for Twitter. User numbers have stalled, attempts to monetise the platform have come to naught and no potential suitors for the company have emerged, despite plenty of rumours.

Donald Trump

Yet, Twitter is probably now the most important (social) media company in the world. It was central to Donald Trump building his fanbase and allowed him to communicate directly with voters during the election, ignoring the media and their pesky fact checking. Essentially it delivered what the internet first promised – a way of interacting with the public without going through middle men, and was, in a large part, directly responsible for Trump’s election as President.

It is a scary thought that while previous politicians looking to grab and hold onto power (think Silvio Berlusconi, Lenin and the Chinese Communist Party) have made it a priority to buy or nationalise communication channels such as newspapers and TV/radio stations, Trump has done it without spending a penny on Twitter. No wonder that Twitter CEO Jack Dorsey says his feelings about the President-elect’s use of the service are “complicated.”

And Trump’s use of Twitter has, if anything, intensified since the election. He’s used it to challenge the intelligence services’ claims that the Russians hacked Democratic Party emails, and to take potshots at businesses that he claims are moving jobs and production outside the US. The result? Companies such as Ford and Carrier have backed down on overseas investments and the share prices of Lockheed-Martin, Toyota and GM amongst others fell after Trump tweets criticising them. PR and analyst relations professionals for blue chip companies must be spending their time glued to Trump’s Twitter feed, hoping and praying that he doesn’t single them out for punishment, like hapless flunkeys at the court of a particularly unpleasant medieval monarch.

If you needed proof of the power of Twitter, Trump provides it. And ironically, given the left-leaning sensibilities of Silicon Valley, he could well have saved the social network, or at least bought it some breathing space. The number of tweets sent in the US between August and November 2016 was over 1 billion (not all from Trump), with 75 million on election day and its aftermath. While it hasn’t helped the long-term share price, it undoubtedly aids efforts to find a buyer for the service. The question is whether this will be another tech company (Google is a logical fit) or whether another would-be politico will see the opportunity to build their profile à la Trump and invest. Whatever the outcome, expect more incendiary tweets in the future, with policy being set and communicated in 140 characters………….

January 11, 2017 Posted by | PR, Social Media | , , , , , , , , , , | 3 Comments

4 challenges to the rise of the virtual assistant

Home automation is the next battleground for technology. Following on the heels of Amazon’s launch of its Echo and Echo Dot devices, which feature its voice-controlled personal assistant Alexa, Google has unveiled its plans for a range of hardware to control the smart home. The Google Home speaker features a virtual assistant, excitingly called Google Assistant, that lets you give commands and then either provides information or controls your smart devices. For example, you can stream music, control the temperature and turn the lights up/down/off, as with the Echo. And Amazon and Google are not alone, with Apple announcing its HomeKit standard which will allow users to control devices through their iPhone via either apps or Siri.amazon_echo

When it comes to mass adoption, it is early days in the home automation market, and each one of the major players will need to overcome four big obstacles:

1          Do we need it?
Smart home kit has yet to really take off, with many consumers not willing to pay extra for internet-enabled light bulbs or thermostats. While Google Assistant and Amazon’s Alexa can do more than control your home, with the ability to find information, check the weather/traffic, book an Uber taxi etc., you don’t really need a separate device for this. You have one – your smartphone. So what each player has to do is find ways of encouraging people to adopt it, developers to create apps that use its functions, and manufacturers to incorporate it into their own hardware. Given that we’re talking about white goods such as fridges which are replaced infrequently and are normally price-sensitive purchases, this last point is going to take some time. As an early adopter I’m going to give Alexa a go, but I can’t see a compelling reason for mainstream consumers to buy an Echo or Home, until the ecosystem around them are more mature.

2          Is it clever enough?
As an existing Siri user I know that for a smart assistant it can be pretty dumb. It doesn’t really know enough about me to provide helpful answers and most attempts at ‘conversation’ end with switching it off and trying a Google search instead. Amazon and Google promise that their assistants will be much cleverer and will learn about you in order to provide a personalised experience that understands your context, location and previous behaviour. The jury is still out on whether it can be intelligent enough to replace human interaction for basic tasks.

3          Is it private?
The self-learning promise of Assistant and Alexa also has a darker side. Essentially, you are putting an internet-enabled microphone in the heart of your home, where it can listen and learn about you, before sharing that information with Google and Amazon. While both have privacy safeguards, the less you let it share, the less useful it will be. Many people will be concerned about where their data is going, and how it will be used – particularly given the amount of information Google and Amazon already possess about us all.

4          Are we going to be trapped in silos?
For me the main issue behind each of these platforms, is that essentially they are silos. You can’t play any music stored on iTunes on either of them for example, but have to either rely on Amazon Music, Google Play Music or Spotify. Even in an age of technology giants, very few of us rely on just one platform – we tend to use bits of each and value the fact that we can pick and choose where we get email, buy products or listen to music from. By their very nature, rivals are not going to push their competitors’ services, and no-one wants to have to buy multiple hardware to cover all their bases. What is needed is some form of interchange between all platforms, a kind of one ring to rule them all – but I can’t see that happening soon.

As with any innovation there’s a lot of hype around virtual assistants, and the hardware that they control. What is needed is some equally smart marketing that overcomes the objections listed above and really focuses on the benefits – otherwise mainstream consumers are likely to simply keep their dumb homes as they are.

October 26, 2016 Posted by | Marketing, Startup | , , , , , , , , , , , , , | Leave a comment

Communicating in a state of permanent crisis

Français : Bradley Wiggins, vainqueur du Crité...

It used to be that a company suffered a PR/communication crisis once in a blue moon. The response was simple – well-prepared organisations dusted off their crisis plan, put it into action and, dependent on their execution and the scale of the problem, they either succeeded in safeguarding their reputation or not.

Things have now changed. Organisations can be hit by a crisis that is impossible to predict, strikes suddenly and/or simply will not go away. Restaurant chain Chipotle, already suffering after multiple food safety incidents, saw its share price plummet by $300m when author Eric Van Lustbader tweeted that his editor had been taken to hospital after eating at a New York branch of the business. Closer to home the Sky cycling team, and rider Sir Bradley Wiggins, are caught up in an ongoing crisis about the use of therapeutic use exemptions that let Wiggins take otherwise prohibited substances in the run up to three major races. Sky obeyed the rules at all times but a combination of suspicions caused by cycling’s doping past, the team’s stated commitment to anti-doping, and ham-fisted attempts to manage the crisis have seen it run and run.

What this tells everyone is that today you cannot either rely on a crisis plan or get away with not taking any allegations seriously. We live in a digital world, where any information can be shared/hacked, whether by private individuals or state-sponsored organisations. Social media works alongside the traditional press to broadcast material, enabling wide-ranging discussions of, and even the creation of, conspiracies at an accelerated pace.

Bearing this in mind, business leaders and communication professionals need to change how they operate in five key ways:

1. Keep building your brand
Any business can be hit by a crisis, even if it is not directly linked to their operations. For example, a supplier could be hacked, releasing your customers’ credit cards details onto the web, or a contractor could break bribery laws without your knowledge. In all of these cases, the source doesn’t matter – you’ll be held responsible. This means you need to have already built a strong brand that means something to people – that way you may take a hit from an incident, but it will be less of a blow. Poor brands suffer more – take the backlash against TalkTalk (already pilloried for poor customer service) when it was hacked.

2. Be proactive
The digital world has ushered in a new era of transparency. So any secrets will come out at some point. It is therefore better to control the dialogue – be honest and open if a crisis happens, and explain the full circumstances up front, including any other problems that haven’t been immediately highlighted. That might mean an initial hit to the share price, but it should recover quicker if everything is known from the beginning.

3. Everything can be a crisis
The smallest incident has the potential to spark a major crisis, so take everything seriously. Be prepared to step in quickly and deal with a problem rather than making the mistake of thinking it will go away. It is more work, but it is better to solve something early instead of waiting and facing an unstoppable juggernaut of a story.

4. Keep monitoring
You don’t want the first you know about a crisis to be when your share price tanks or you get a call from the BBC. Make sure you have monitoring in place across the internet and social media to keep a track of any potential issues, so that you can act swiftly, and brief frontline staff to flag problems and involve the communications team early.

5. Show you are taking action
Given shrinking attention spans people are bored of pre-prepared statements that don’t actually mean anything. What they want is action, and they want it immediately. This isn’t always possible, but showing that you have weighed up the facts and are being decisive is the best way to take control of the story. It doesn’t always work – shutting the News of the World didn’t end the phone hacking story for News International, but it reassures stakeholders that you are taking things seriously and have a plan.

Overall, businesses need to replace their crisis management plans with something more flexible and adaptable, based less on what can go wrong and more on how you react to changing events. Only then will they be able to avoid a drama turning into a full-blown crisis.

October 19, 2016 Posted by | Creative, PR, Social Media | , , , , , , , , , | Leave a comment

Loose lips sink ships – the Sam Allardyce sting

English: Picture of football manager Sam Allar...

I’m probably one of the few people in the country with some sympathy for Sam Allardyce. Once the Daily Telegraph ran a story on how he’d advised undercover reporters pretending to be businessmen on how to get around player transfer rules, his days looked numbered in the job. Add in the allegation that he accepted a £400,000 deal to represent the businessmen to Far Eastern investors and his fate was sealed. Rule bending and big payments never look good in headlines.

Allardyce has definitely committed a serious error of judgement, in talking about getting round third party player ownership rules, criticising his predecessor Roy Hodgson and his assistant Gary Neville, and complaining that FA president the Duke of Cambridge didn’t attend meetings.

However, I put a lot of blame for the situation on his employers, the Football Association. Given the high profile nature of the role, he was bound to be targeted by reporters in one way or another – did he not have training or warnings about how he should behave in such situations? Imagine he was a senior manager at a company – standards of ethics, what he could and couldn’t discuss and his general behaviour would have been drummed into him. Remember that despite his status, the England manager isn’t a CEO and he has a boss in the FA chief executive Martin Glenn. There should be organisation wide policies that were drummed into him, yet none of the press coverage mentions them. As World War Two posters proclaimed, “Loose lips sink ships”, and Allardyce’s job has been sunk after just 67 days in charge.

There is also much that any business (or anyone in the public eye) can learn from Allardyce’s misadventures:

1.Nothing is off the record
Any conversation, even private ones, can be made public. In the days of smartphones and tiny microphones anything can be recorded and used against you – as the Queen found out when she was overhead complaining about Chinese officials at a garden party.

2. If it looks too good to be true, it probably is
Always look a gift horse in the mouth. While Allardyce said he would have to run the £400,000 payment past the FA before accepting the deal, business people appearing out of nowhere with large sums of money should have rung alarm bells, even in the world of football. The fact that he took his agent and accountant to the meeting shows how seriously he was taking things – it would have been better to have cleared it with his bosses first.

3. Beware the friendly journalist
Most of us are hardwired to want to be accepted and get on with people, and a big part of any interview or meeting is building rapport between everyone involved. So when a journalist or anyone else asks a question or raises a subject people are normally happy to jump in with an answer that either makes them look good or agrees with the general conversation. Hence why pretty much all sting operations get their victims to ditch the dirt on their colleagues or ex-colleagues. It is simply human nature to be helpful, but you need to be on your guard at all times.

4. Make sure everyone knows the rules
As I say, the FA must have strict rules on what members of staff can and can’t do, particularly when it comes to deals that personally benefit themselves. Make sure everyone knows them inside out, with proper training sessions rather than simply burying them in a contract or a staff handbook. Keep them front of mind and ensure that people realise how important they are.

Sam Allardyce won’t be the last celebrity to be caught in a sting operation, but his fate should be a warning for anyone in the public eye about how they should and shouldn’t behave. And, most of all, it should be a wake-up call for employers to set policies and train people so that they don’t end up in the same boat.

September 28, 2016 Posted by | Marketing, PR | , , , , , , , , , , , | Leave a comment

What every PR can learn from Apple – good and bad

For anyone looking for inspiration for their PR and marketing strategy it makes sense to look at what bigger players are doing. Obviously slavishly copying what they do won’t work, but there are always lessons to be learnt that can benefit your brand, whatever size it is.

With CEO of Apple Inc. Steve Jobs.

So looking at Apple’s strategy over the last few years is a good place to start. It may be difficult for many people to grasp, but 20 years ago the company was in a mess, hanging on for its very survival. Founder Steve Jobs re-entered the picture, pushing through innovative new products beginning with the iPod, and then moving onto the iPhone and iPad. The result? Apple became the biggest company in the world by market capitalisation, selling millions of premium products and building a reputation as the maker of must have gadgets for huge numbers of people.

For those looking to see how Apple drove success on the PR side, there’s a fascinating Harvard Business Review article from Cameron Craig, who worked for the company for 10 years. He sums up the approach in five points:

  1. Keep it simple. Don’t use jargon in press releases, and ensure that your language is straightforward and easy to read.
     
  2. Value reporters’ time. Apple doesn’t send out many press releases (leading to complaints of secrecy). Contacting reporters sparingly does mean they’ll pay attention when you have important news – though this is easier for the likes of Apple to do compared to a startup that needs the oxygen of publicity on a more constant basis.
  3. Be hands on. Ahead of any interview Apple organised a hands-on product briefing to explain how it worked, the benefits and features. This is a great way to keep control of the conversation – again, it works better for a big player that has something reporters want than a smaller business struggling to attract their attention.
  4. Stay focused. Keep true to your mission (in the case of Apple providing products that allow customers to unleash their creativity). Don’t comment on news or trends that don’t support this as it wastes time and dilutes your message.
  5. Prioritise media influencers. Focus on the press and influencers that will shape the debate and use your time to build strong relationships with them, as opposed to taking a scattergun approach that targets hundreds of people. This is a really important lesson for businesses – it isn’t just about the amount of coverage you get, but also where it is – get into the right publications read by your target audience and your brand will get noticed.

What’s also interesting is that Apple’s PR and social media strategy seems to be changing. Ahead of the iPhone 7 launch it created its first centralised Twitter account and more information leaked out about the details of the phone. Before this, CEO Tim Cook carried out press interviews after the billionth iPhone was sold earlier in the year.

The change in strategy to be more proactive is partly a response to slowing iPhone sales, and perhaps also the well-publicised EU demand that it pays €13 billion in back tax to Ireland. Getting messages out early also allows Apple to monitor feedback and tweak what it is doing to ensure that the final launch goes smoothly and any questions are successfully answered. Whatever it may be, all companies should take a look at Apple’s PR strategy and see how they can apply the lessons to their own communications.

September 21, 2016 Posted by | Marketing, PR, Social Media | , , , , , , , , , , , | Leave a comment

Back to the Future

Picture of the EO Communicator (source: the Un...

For anyone like myself who was around during the dotcom boom, it is hard not to feel that you are suffering from déjà vu. Many of the exotic ideas and concepts that spectacularly flopped at the time have been reborn and are now thriving. Take ecommerce. Clothes retailer Boo.com was one of the biggest disasters of the period, burning through $135 million of venture capital in just 18 months, while online currency beenz aimed to provide a way of collecting virtual money that could be spent at participating merchants.

Offline, we were continuously promised/threatened with smart bins that would scan the barcodes of product packaging as we threw it away, and automatically order more of the same. And goods might arrive from a virtual supermarket, run as a separate business from your local Tesco or Sainsbury’s. You could pay for low value goods and services with a Mondex card instead of cash (though initially only if you lived in the trial town of Swindon). The first Personal Digital Assistants (PDAs) were launched, providing computing power in the palm of your hand. We’d already laughed out of the court the ridiculous concept of electric cars, as typified by the Sinclair C5.

Fast forward to now, and versions of all of these failed ventures are thriving. There are any number of highly graphical, video based clothes retailers, while you can take your pick of online currencies from Bitcoin to Ethereum. We’re still threatened with smart appliances that can re-order groceries (fridges being the latest culprit), but Amazon’s Dash buttons are a neater and simpler way of getting more washing powder delivered that put the consumer in control. And Dash bypasses the supermarket itself, with goods dispatched direct from Amazon. I can pay for small items by tapping my debit card on a card reader – even in my local village shop. More and more cars are hybrids, if not fully electric, while handheld computing power comes from our smartphones.

What has driven this change? First off, the dotcom boom was over 15 years ago, so there’s been a lot of progress in tech. We have faster internet speeds (one of the reasons for Boo’s demise was its graphics were too large for most dial-up modems to download), better battery life for digital devices and vehicles (iPhones excepted), hardware and sensors are much smaller and more powerful, and network technologies such as Bluetooth and ZigBee are omnipresent.

However, at the same time, the real change has been in the general public. Using technology has become part of everyone’s daily lives, and those that are not online are the exception, rather than the rule. It is a classic example of the move from early adopters to the majority, as set out in Geoffrey Moore’s Crossing the Chasm. And it has happened bit by bit, with false starts and cul de sacs on the way.

So what does this mean for marketers? It really brings home the importance of knowing your audience and targeting your product accordingly. Don’t expect raw tech to be instantly adopted by the majority, but build up to it, gain consumer trust (perhaps by embedding your new tech in something that already exists), and prepare to fail first time round. And the other lesson is to look at today’s big failures, and be prepared to resurrect them when the market has changed in the future……

 

September 14, 2016 Posted by | Creative, Marketing, Startup | , , , , , , , , , | Leave a comment

Why marketers fail at building online communities

In today’s world every brand wants to engage with its audiences and use the power of digital to deepen engagement and increase loyalty. Yet there’s a balancing act – consumers are choosier about who they engage with and are increasingly likely to use social media to complain about brands and their actions. Witness this week’s furore after Sainsbury’s changed the range of items eligible for its lunchtime Meal Deal.global_453812571

Many brands have tried to create communities to get closer to customers, but often these have failed to deliver any results. Why is that, and how can marketers ensure they are building effective communities for the long term? At this week’s Cambridge Marketing Meetup Chris Massey of Mind The Product explored some of the reasons why, and gave some tips to maximise the chances of success.

Building a community relies on three factors:

  • Your audience has to be reachable
  • Your community needs to be relevant
  • Members have actually got to care about your product/company

The third factor alone explains why so many communities fail. You may be the one toilet bleach manufacturer with huge sales, but how many people actually care or feel an affinity with your brand? The only way to get their interest would essentially be by buying it – offering free stuff for their time, which will result in low engagement and not deliver lasting results.

As with any marketing initiative, you need to follow a process when creating a community. Start with building a business case – what problem are you trying to solve? For companies with technical products it could be reducing support calls as the community shares its knowledge to provide answers to basic queries, or it could be to help co-create new products and services. Identify your goal, and then create aims and metrics around it, ensuring you get the right level of buy-in internally.

Secondly, do you need to create a community at all? Is there an existing community that you can become involved in? There’s no point reinventing the wheel, particularly if members are unlikely to move across to your community from an open alternative.

Why do people join communities? It is normally for a combination of four reasons, which increase in engagement and commitment as they move up the hierarchy of needs:

  1. To get things (mugs, discounts, general free stuff)
  2. For access – to receive privileged information, such as pre-launch news before everyone else
  3. To feel powerful – members see that their feedback is taken on board and really makes a difference
  4. For increased status – they are respected within the community and essentially can become brand ambassadors/fan boys for your company

Once you have connected with people you need to keep it going. As Chris pointed out, in many ways this is the difficult thing – technically it is easy to create a community, but it takes a lot of work to ensure it thrives over the long term. Think about how you set membership criteria, what it is going to be called, and remember that it is going to take a lot of human management from your end to drive it forward. You aren’t going to always be in control, so bear that in mind, but any community needs to fit your own brand values or it will undermine the rest of your marketing.

Creating a community is not easy, and isn’t a short term project – but done well it can drive real engagement and create a multiplier effect that boosts your brand through third party endorsement. Just start with the business case, rather than building it and hoping that they will come…………

September 7, 2016 Posted by | Cambridge, Marketing, Social Media | , , , , , , , , | 2 Comments

The PR lessons from Rio 2016

Usain Bolt in celebration about 1 or 2 seconds...

It’s probably fair to say that there was a lot of trepidation about how the Rio Olympics would turn out. Russian doping, the Zika virus, political turmoil in Brazil and worries about the venues being ready on time, and up to standard, all dominated the news in the run up to the games. At a country level, Team GB’s medal count was expected to fall compared to London 2012, while time differences meant that less of the action would be taking place when it could be easily viewed by the British public.

Instead, rather than being a disaster, the games came through. There were obvious issues in terms of infrastructure, but nothing major, and while attendance was poor at a lot of sports it seems there was a real buzz by the end of the event. Team GB not only hit its stated medal target, but exceeded its London 2012 total, with medals in a huge range of sports. In football, the host nation got revenge for its World Cup drubbing by Germany, winning gold in a penalty shootout. The decision of the IAAF to ban Russian athletes helped more countries than ever before to win medals, and while there were police raids linked to ticket touting, in general the IOC bureaucrats either behaved (or weren’t caught red-handed). So who were the PR winners and losers of Rio 2016?

1. Ryan Lochte
The prize for worst public relations (and behaviour), undoubtedly goes to US swimming superstar Ryan Lochte. After a drunken night out he, along with some of his team mates, claimed they’d been robbed at gunpoint by Brazilian policemen, feeding the world’s fears about crime and corruption in Rio. Luckily for the games, the real story was captured on CCTV. Rather than being robbed, the swimmers had smashed up a local petrol station toilet, causing security guards to pull guns on them until they paid for the damage. Once the truth came out the press were able to delight in headlines such as Liar, Liar, Speedo’s on Fire – and sponsors (including Speedo) quickly dropped Lochte from their campaigns.

2. Usain Bolt
Such is the pulling power of Usain Bolt that his presence and success helped define the games. From dancing a samba at a pre-race press conference to entering the arena with dry ice swirling, he is a consummate showman, as well as the fastest man in the world. And he does it with a smile on his face, helping fans and the general public to empathise with his performances. Given the recent history of drug taking in sprint events, his performances have essentially rehabilitated the sport.

3. Team GB
As I said, everyone was expecting a drop in the medal total for Britain after London, something that Team GB administrators kept repeating at every opportunity. This meant that the country’s success was even more unexpected, particularly when some early medal shots (such as Lizzie Armitstead in the cycling) didn’t come through.

However, it did create a bit of a dilemma for many people. We’re meant to be plucky British underdogs, but thanks to the skills of the athletes and coaches, and lottery funding, we now dominate in many sports. No wonder that many broadcasters seemed unsure how to play the triumphalism – the BBC’s end of games roundup was a mixture of awe and confusion.

What impressed me was both the range of sports where Team GB won medals and the attitudes of the athletes. Sports participation actually went down after London 2012, and clearly there was a concerted effort to try and address this. Pretty much after every medal athletes encouraged people to get involved, try things out and visit their local sailing/swimming/gymnastics etc. club. Let’s hope the message resonates and that grassroots sport gets a boost.

4. Golf
Like a lot of people, I didn’t believe that golf merited a place in the Olympics – or, if it did, it should be something more exciting, such as Crazy Golf. With many of the sport’s stars pulling out, citing the Zika virus as an excuse, the tournament looked like it was going to be a high profile disaster. Yet the sport shone through and the stars that had championed the event gave us a thrilling event, with Justin Rose winning at the death. Thanks to that, golf may well have saved its place at future Olympics.

5. British Airways
Painting post boxes gold in the home towns of Olympic champions was the PR masterstroke of London 2012. Given the time difference this sort of marketing was more difficult in Rio, but British Airways managed to pull it off, with a gold nosed plane (renamed victoRIOus) carrying many of the athletes back to the UK. Cue lots of shots of gold medal winners on the flight deck, and selfies shared on social media, probably helped by the 77 additional bottles of champagne the plane was carrying. Even the fact that a large number of medal winners, such as Bradley Wiggins, Andy Murray, Laura Trott and Justin Rose had already left Rio, didn’t detract from the triumph.

August 24, 2016 Posted by | Marketing, PR | , , , , , , , , , , , , , , , , , | Leave a comment

Why ARM’s acquisition shows that Cambridge is changing

The official logo for the ARM processor archit...

Like a lot of people I was initially shocked by the recent £24 billion takeover of ARM by Softbank of Japan. Not only was it the biggest acquisition ever of a European IT company, but it was also widely seen as the jewel in the crown of the Cambridge/UK tech scene.

A few years ago Cambridge had three stock market listed companies worth over a billion pounds each – ARM, Autonomy and Cambridge Silicon Radio (CSR). All have now been acquired, with varying degrees of success – HP, Autonomy’s purchaser is still suing the previous management about alleged overstating of accounts.

At the same time a large number of the next tier of Cambridge companies, such as Jagex, cr360 and Domino Printing Sciences, have also been bought, leaving many people wondering where the next tech superstar will come from. This is particularly true as an increasing number of earlier stage businesses in exciting markets have been acquired by tech giants – Internet of Things startup Neul was bought by Huawei, Evi by Amazon and Phonetic Arts by Google. And that’s just the acquisitions that were announced. I’m sure that in many cases promising technology has been snapped up without making it into the press, as the deal size has been relatively small.

So, as someone involved in the Cambridge tech scene, should we be worried? Is Silicon Fen going to turn into an offshoot of Silicon Valley – a bit like the tech towns around Heathrow, but with a bit more IP? Thinking about it more rationally, there are two main reasons for the flurry of acquisitions, particularly of smaller businesses.

1          Cambridge’s reputation
All of these acquisitions are actually recognition of the strength of the Cambridge tech sector. Big companies are attracted to the area because of the talent and innovation on show, and are increasingly willing to take a punt on earlier stage businesses to get in first and lay their hands on new technology and IP. They’ve realised that not every acquisition will work, but that the wins should outweigh the losses. So, Cambridge’s PR has worked in attracting the largest tech companies to the area.

2          Changing mix of companies
Traditionally, a lot of Cambridge startups were built on biotech, science and engineering, either from the University or the innovative consultancies that differentiate the city from many other clusters. As Cambridge grows, a greater number of companies are software-based, which means that developing their technology is faster than when trying to commercialise a product from an interesting piece of lab research. Therefore, they are likely to have a steeper growth curve, and potentially a shorter lifespan as they reach maturity (and acquisition) quicker.

A further reason for optimism is given by the new Cambridge Cluster Map, which lists the nearly 22,000 businesses based within 20 miles of the city centre. With a turnover of £33 billion, the map demonstrates the range of companies and the strength of the local economy. A third of this turnover is made up of knowledge-intensive businesses, employing nearly 60,000 people. That’s a lot of innovation, whoever ultimately owns the companies concerned.

Looking back, I think commentators will see that the ARM acquisition is part of a change in Cambridge as it matures and becomes a recognised part of the global tech sector. The economy will continue to grow, but more of the capital will come from outside the city. While this means we will have fewer ARMs and CSRs, and more outposts of Amazon, Apple and Google, it won’t stop growth and innovation, which means the Cambridge Phenomenon is likely to go from strength to strength.

July 27, 2016 Posted by | Cambridge, Startup | , , , , , , , , , , , , , , , | Leave a comment