Revolutionary Measures

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 | Social Media, Marketing, Startup | , , , , , , , , , , , , , | Leave a 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 | , , , , , , , , , , , , , | Leave a comment

Print engagement vs online eyeballs

Newspaper

Newspaper (Photo credit: Wikipedia)

In a previous blog I wondered whether the rise of technology would mean the end of interesting, creative ads, to be replaced by a combination of content-based marketing and basic, fast, algorithmic ads powered by our online behaviour.

I still believe that the ability for us to zone out ads on digital media (whether TV or the internet) means that brands are going to have to try harder to engage our attention on these channels. One area I didn’t talk about was print advertising in newspapers and magazines. After all most commentators have been saying for a while that the internet has pretty much killed off physical publications, with old media facing falling circulations and rising costs. But recently listening to Sir Martin Sorrell, the boss of advertising giant WPP, has made me think again. As a man who spends millions of client money on online and offline ads, he obviously knows what he is talking about, and he believes that while digital advertising may be getting the eyeballs, traditional media is getting the engagement.

He points out that having tens of thousands of Facebook Likes, mentions on Twitter or prominent online campaigns is meaningless if it is merely transitory and consumers simply skip onto the next big thing, without lingering over your message. Additionally, it is quite possible for online ad campaigns to be subject to clever frauds where views are artificially inflated to justify increased spend.

In contrast, offline readers spend more time reading a newspaper or magazine, including viewing the adverts, driving a deeper engagement that means both PR and advertising messages are more likely to be remembered. Obviously it still means the story or advert has to be memorable, interesting and targeted, but if it meets those criteria, it could do more for your brand than ten times as many online ads or mentions.

The other advantage of print is that, battered by digital, advertising prices have come down considerably over the past few years. This makes print more cost-effective than it was previously, adding another reason to invest in the channel.

The disadvantage of print is it is that much more difficult to measure who has seen your article or advert and how it has moved engagement forward. Clearly every reader does not read a paper cover to cover, including the ads, but there’s no set way of working out its impact. It is no coincidence that WPP has recently invested heavily in measurement technology as this will be key to really demonstrating engagement – both on and offline. In the past print measurement, particularly for PR, was incredibly vague. For many years the standard way of demonstrating PR ‘value’ for a particular piece of coverage was to take the equivalent cost of the same size advert and multiply it by three as editorial was deemed much more believable by readers. Thankfully those days have gone, but it does leave a gap. By contrast you can measure everything online – but sheer numbers don’t tell you everything, particularly about engagement.

What is needed is a new approach that can link the two – but in a way that isn’t intrusive, respects user privacy, and doesn’t involve in extra work for the publication, brand or reader. Google Glass would have met some of these needs, but certainly didn’t tick the privacy box. So, the search goes on – but until then, marketers should bear in mind that eyeballs don’t equal engagement and choose their media channels accordingly.

June 3, 2015 Posted by | Creative, Marketing, PR | , , , , , , , , , , , , | Leave a comment

Ten lessons from ten years of YouTube

Español: Logo Vectorial de YouTube

This year YouTube celebrates its tenth anniversary. Originally founded in 2005 it has grown to have over 1 billion users, with 300 hours of video currently uploaded every minute of every day. For those without a calculator that’s 432,000 hours of new content every day.

Available in 70 countries and languages it made its founders $1.65 billion when Google bought the site back in 2006. At the time many thought they were mad, but the phenomenal growth and the amount of user data that it provides to Google has proved the doubters very wrong.

So what can startups and marketers learn from YouTube and the growth of video more generally? To mark ten years of YouTube, here are ten lessons I’ve drawn from its success:

1. Don’t always follow the rules
One of the big issues with startups in new markets is that existing legislation doesn’t cater for their disruptive power. Think of Uber and Airbnb and the regulatory issues they are having as they look to sidestep rules governing taxis and accommodation respectively. With YouTube and other video sites that launched at a similar time the big issue was users uploading copyrighted material. Competitors protected themselves by checking content before it was uploaded – slowing down their growth and adding to their overheads. In comparison YouTube let users upload anything and then took it down if lawyers or rights holders complained. This gave it a key differentiator, attracted more users and reduced its costs.

2. It is all about You
Despite the growth of brands on the site, the vast majority of content on YouTube is still created by amateurs. By giving a platform for everyone to easily share video, YouTube has been part of a democratisation of the web – as shown by the viral success of many of its videos, and the helping hand it has given to the careers of artists and bloggers such as Psy, Ed Sheeran, Zoella and many others. Brands trying to connect with audiences on YouTube need to understand that it is a two-way street – it isn’t just about providing your own content, but encouraging consumers to work with you and share what they are doing if you want to increase engagement.

3. Video is worth 10,000 words

It may have taken a few years for broadband and mobile data speeds to be able to comfortably cope with streaming video, but now it is the medium of choice for many. If a picture is worth a 1,000 words, video is at least 10x as effective as it allows people to see what is happening, rather than relying on words or static images.

4. It isn’t just cute cats
A few years ago I did some market research with C-level executives to find out where they got information from. The big surprise was that YouTube featured highly in their responses. But a quick look at some of the business content on the site – from the Harvard Business Review to TED talks and The Economist – shows that there’s plenty for any audience to learn from YouTube, whatever demographic they are part of.

5. It can be monetised
People do make money from YouTube. Aside from the celebrities and stars that have used the channel to launch themselves, owners of popular channels are able to make money from the ads around their content. The targeted audiences YouTube delivers (thanks to Google’s knowledge of viewer’s demographics), make it an important way for marketers to reach the right people quickly and easily.

6. Media has become multimedia
Ten years ago there was a sharp divide between traditional print media and the broadcast world. The combination of YouTube and cheaper, higher quality video cameras (or even just smartphones), mean that any journalist or publication can create and upload multimedia content quickly and easily. From interviews to reports, people now expect to see embedded video on news sites, with most media outlets now having their own YouTube channel to host and share content.

7. YouTube is the back end, not just the front end
For every video accessed directly on the site, many hundreds more are reached through other sites. Essentially YouTube provides a complete infrastructure for brands to set up their own channels, for free, and then embed links in their own site or other media. Again, it makes it easy for companies to share video, on or off the site.

8. Attention spans are shorter
People, particularly on mobile devices, are increasingly browsing video content, rather than settling down to watch it for a long time. While there are plenty of exceptions – my children would watch 10-15 minute videos of Stampylongnose playing Minecraft all day – most people don’t want to watch long form content on YouTube. So videos need to be short, snappy and broken up into bite size chunks if they are to be watched and shared.

9. Showing is easier than telling
Doing a DIY job used to involve poring through a manual or asking friends and family for advice. Now you simply go onto YouTube and watch a professional doing it, explaining as they go. The same applies to lots of jobs and hobbies, and with YouTube results prominently displayed in Google searches, it has never been easier to work out how to do something for the first time.

10. Innovation is constant
YouTube may be ten, but it still faces challenges. Facebook is looking to compete by making it simple for its users to share videos on the network, while streaming music services are waking up to the amount of music content watched on the site. Recently Snapchat announced that it has 100 million users watching 2 billion mobile videos every day. The shift to mobile and the fact that as video grows up it becomes more of a commodity means that YouTube needs to constantly evolve if it is to remain relevant.

Ten years is a long time in tech and social media, and the growth of YouTube shows how it has managed to build a brand by understanding what people want and giving them a platform to share. It will be interesting to see what the next decade brings – hopefully not another Justin Bieber………….

May 27, 2015 Posted by | Creative, Marketing, PR, Social Media, Startup | , , , , , , , , , , , , , , , | Leave a comment

Hunting for unicorns

Mankind has always had a fascination for mythical beasts, and none more so than the unicorn. Despite allegedly dying out in the flood after failing to board Noah’s Ark in time, they are still all around us in popular culture, from Harry Potter to children’s toys. I even found an exhibit in a Vienna museum labelled matter of factly as a “unicorn horn” – it was actually from a narwhal.unicorn

The horned horses are back in the news, in the world of tech at least, with any startup valued at over $1 billion by venture capitalists now dubbed a unicorn. However with more than 100 companies now achieving unicorn status there’s a growing worry that startups are trading short term valuations for longer term success. True, unicorn status helps attract skilled staff, but down the line it requires either a trade buyer that is willing to pay big money or an IPO to translate mythical (paper) valuations into hard cash. There have also been a raft of stories on how investors have structured their unicorn funding in ways that protect their cash (rather than the shares of others, such as founding teams) if the company should lose its value.

A focus on unicorns also favours certain sectors and types of company. A browse through Fortune’s latest unicorn list reveals a large number of consumer electronics (Xiaomi, Jawbone), retail (FlipKart, Snapdeal) and sharing economy (Uber, Airbnb) companies. In many ways this is what you expect – company valuations are based on what the addressable market is, so the biggest investment goes into those startups that can make most money.

However, it does potentially limit where investors put their money. There are lots of startups that will never be a Facebook or an Uber, but have the potential to be extremely successful niche players that could well grow into billion dollar valued companies. Look at ARM – when it began as a spin-off from Acorn Computers with a completely new business model, very few would have predicted its current success.

There’s also a definite geographic bias where unicorn investors are putting their money – Silicon Valley, China and India. Out of the latest Fortune list just three are in Europe, one in Australia and one in Israel. This doesn’t reflect the energy, ideas and potential in any of these places, particularly in emerging sectors. The danger is that if investors spend their time chasing unicorns they’ll miss out on the startups that could do with their help to build long term businesses that can make a difference to many markets.

So I think we need to add another category alongside unicorns. Keeping the mythical theme I’d go for centaurs. Sturdier than a unicorn, probably better in a fight and with a bit more intelligence (and opposable thumbs). They may not have the beauty or the (frankly over the top) horn of their flashier cousins but they are built for the long term, rather than mythical valuations that don’t necessarily deliver. Given the potential returns they can produce, it is time for investors to move away from the fascination with unicorns to more realistic startups that may be uglier, but have just as much potential.

May 20, 2015 Posted by | Cambridge, Startup | , , , , , , , , , | Leave a comment

Algorithms versus spontaneity – striking the happy medium

There’s been a number of recent pieces about the rise of self-learning technology that uses artificial intelligence (AI) to carry out tasks that would previously have been too complex for a machine. From stock trading to automated translations and even playing Frogger, computers will increasingly take on roles that used to rely on people’s skills.

English: NEW YORK (May 31, 2010) Visitors inte...

Netflix used an algorithm to analyse the most watched content on its service, and found that it included three key ingredients – Kevin Spacey, director David Fincher and BBC political dramas. So when it commissioned original content, it began with House of Cards, a remake of a BBC drama, starring Spacey and directed by (you’ve guessed it) Fincher.

This rise of artificial intelligence is worrying a lot of people – and not just Luddites. The likes of Stephen Hawking, Bill Gates and Elon Musk have all described it as a threat to the existence of humanity. They worry that we’ll see the development of autonomous machines with brains many thousands of times larger than our own, and whose interests (and logic) may not square with our own. Essentially the concern is that we’re building a future generation of Terminators without realising it.

They are right to be wary, but a couple of recent stories made me think that human beings actually have several big advantages – we’re not logical, we don’t follow the facts and we don’t give up. Psychologist Daniel Kahneman won a Nobel Prize for uncovering the fact that the human mind is made up of two systems, one intuitive and one rational. The emotional, intuitive brain is the default for decision making – without people realising it. So in many ways AI-powered computers do the things we don’t want to do, leaving us free to be more creative (or lazy, dependent on your point of view).

Going back to the advantages that humans have over systems, the first example I’d pick is the UK general election. All the polls predicted a close contest, and an inevitable hung parliament – but voters didn’t behave logically or according to the research and the Tories trounced the opposition. While you might disagree with the result, it shows that you can’t predict the future with the clarity that some expect.

Humans also have an in-built ability to try and game a system and find ways round it, often with unintended consequences. This has been dubbed the Cobra effect after events in colonial India. Alarmed by the number of cobras on the loose, the authorities in Delhi offered a bounty for every dead cobra handed in. People began to play the system, breeding snakes specifically to kill and claim their reward. When the authorities cottoned on and abandoned the programme, the breeders released the now worthless snakes, dramatically increasing the wild cobra population. You can see the same attempt to rig the system in the case of Navinder Singh Sarao, the day trader who is accused of causing the 2010 ‘flash crash’ by spoofing – sending sell orders that he intended to cancel but that tricked trading computers into thinking the market was moving downwards. Despite their intelligence, trading systems cannot spot this sort of behaviour – until it is obviously too late.

The final example is when humans simply ignore the odds and upset the form book. Take Leicester City. Rock bottom of the English Premiership, the Foxes looked odds-on to be relegated. Yet the players believed otherwise, kept confident and continued to plug away. The tide now looks as if it has turned, and the team is just a couple of points away from safety. A robot would have long since given up……..

So artificial intelligence isn’t everything. Giving computers the ability to learn and process huge amounts of data in fractions of a second does threaten the jobs of workers in the knowledge economy. However it also frees up humans to do what they do best – be bloody minded and subversive, think their way around problems, and use their intuition rather than the rational side of their brain. And of course, computers still do have an off switch………….

May 13, 2015 Posted by | Creative, Marketing, Startup | , , , , , , , , , , , , | Leave a comment

Publish and be damned

The old saying is that everyone has a book in them – it is just a question of sitting down, writing it, finding a publisher, marketing and then selling it. That used to be the hard part but technology is changing this, making the whole process easier. No wonder that UK publishers released 184,000 new and revised titles in 2013 – the equivalent of 20 books an hour, which means the country published more books per inhabitant than any other nation. In the US 1.4m print books were released in 2013 – over five times as many as 2003. That figure excludes anything self-published, pushing the total up even further.

English: The second generation Amazon Kindle, ...

 

So, what is driving this growth – and what does it mean for publishers? There are essentially four ways technology is making the writing and publishing process easier:

1          Writing and editing
The platforms for editing and proofing manuscripts are now predominantly online. This makes it easier for a single editor at a publishing house to work with multiple authors, and also allows the different parts of the process to be subcontracted to copyeditors, designers and proof readers.

2          Publishing the book
The rise of ereaders like Amazon’s Kindle mean that books don’t physically need to be printed. This speeds up the publishing process as it removes the sole manual, mechanical and time consuming part of it – getting ink onto paper. Technology is also changing physical printing, with short runs a lot more feasible due to digital printing.

3          Distribution channels
The rise of ecommerce has decimated high street book shops, and has concentrated power in the hands of online retailers. Whatever the consequences for the public, this makes the job of authors easier as they can promote their book and simply direct potential buyers to Amazon. If they route them through their own website they can even collect affiliate fees. No need to keep an enormous box of books in the spare room and then laboriously pack and post each one to fulfil an order.

4          Marketing
With this increased competition from more and more new titles, the job of an author is now more about marketing than ever before. As this piece in The Economist points out, authors have to be much savvier about the different ways of promoting their tome, from gruelling book tours to ensuring that it is stocked/sold in the right stores to make particular bestseller lists. A lot of this comes down to brand – if you have built up a following and people know who you are, it gives you a headstart in shifting copies. Hence the enormous number of ghost written celebrity biographies released every Christmas and the high sales of books ‘written’ by Katie Price.

Social media gives the perfect opportunity to develop that brand, before putting pen to paper. Promotion of Ann Hawkins and Ed Goodman’s excellent New Business: Next Steps, a guide to developing your fledgling business, was helped by the community and following the authors had previously built on social media. Cambridge Marketing College (CMC) is self-publishing academic books, based on its existing reputation, large numbers of alumni and the shrinking costs of digital printing. Due to its ongoing courses, CMC knows where there are gaps in the market for textbooks, and can therefore exploit them. The key points here are that the brand and following were created first, rather than trying to launch a book and create a buzz from scratch at the same time.

The changing market also begs the question – do we need publishers anymore? After all, the costs to publish a book, either physically or digitally, are much lower than ever before. This means that publishers need to up their game, adding value across the entire process and embracing digital techniques to help find and promote authors, crowdsource ideas and use technology to push down their costs. Otherwise smaller publishers without a defined niche risk being pushed aside by well-developed brands that can use technology to find gaps, develop the right content and market it professionally. The publishing market is changing rapidly – the only sure thing is that the number of new titles will continue to rise.

February 25, 2015 Posted by | Cambridge, Marketing, Social Media | , , , , , , , , , , | Leave a comment

Are we a Tech Nation?

According to a new report, more and more of us are working in digital technology companies. Research led by Tech Nation has found that 1.46 million people (or 7% of the workforce) are employed by more than 47,000 digital companies across the UK – and of these just 250,000 are working in inner London. 74% of digital companies are located outside London.technation

To put that in perspective, according to other government figures, agriculture employs 535,000 workers, construction 2.2 million and manufacturing 2.6 million. So nearly three times as many people tend computers instead of animals. Heartening stuff, and a welcome antidote to some of the more extreme London-oriented digital stories seen in the media.

The highest density clusters in the report are Brighton & Hove, Inner London, Berkshire (including Reading), Edinburgh and Cambridge, while the highest rates of digital employment are in London, Bristol and Bath, Greater Manchester, Berkshire and Leeds.

It is easy to be cynical about the timing of the government-backed report, with an election coming up fast. I’d also query the definition of ‘digital’ – my PR business makes it in, which seems to show a wide classification range (not that I’m complaining). The headline findings that certain sectors have more digital companies than the national average (Brighton 3.3x, Cambridge 1.5x, for example), is interesting, but needs to be put into context. Brighton employs 7,458 people in digital, out of a population of 155,000 – under 5% compared to other clusters that potentially have a greater proportion of digital workers.

But what is more interesting is how the research reinforces the importance of clusters. Statistics include:

  • 77% of respondents have a network of entrepreneurs with whom they share experiences and ideas. This rises to 90% in Cambridge.
  • 54% believe their clusters help attract talent (65% in Cambridge).
  • 40% believe their cluster gets them access to affordable property (such as science parks or co-working spaces).
  • 33% believe their cluster helps attract inward investment
  • For Cambridge, access to advice and mentorship was seen as twice as important to growth than nationally (scoring +100%), and the positive perception of the Cambridge brand (+62%), was also a key driver for expansion.
  • Issues highlighted in Cambridge include poor transport infrastructure (scoring -111% compared to the UK average) and lack of available property (-31%).

This clearly demonstrates that to succeed and grow, tech businesses need to be part of an ecosystem that provides support, the right conditions to start (and grow) and that more and more of these are springing up across the UK. Nurturing a cluster takes time, so everyone involved, from local government to academia and investors have to think long term if they want to develop a tech ecosystem in their area.

What I’d like to see is companies and regions use this report as a starting point to build closer ties. Firstly, any businesses that feel they’ve missed out need to get on board and be given the chance to be added to the report. This is vital to keep it as a living, interactive document that maps changes over time.

Secondly, local government and organisations need to take a look and make sure that they are reaching the companies in their area, and providing them with the conditions for growth. At the very least local networks (or in their absence, local councils) should be making digital companies aware of their existence, and what they can do to help them. That way more sub clusters will form and grow, strengthening the overall picture.

I don’t think we’re yet the full Tech Nation that the report and research promises, but we’re definitely on the way – we therefore need continued focus and investment if we’re going to move forward, across the country.

February 11, 2015 Posted by | Cambridge, Startup | , , , , , , , , , , | Leave a comment

Will Facebook at Work work?

Last week, Facebook launched Facebook At Work, its latest attempt to bring the social network into the enterprise business mainstream. Cue lots of commentators prophesying doom for the likes of LinkedIn as the social networking behemoth pushed into the world of work.

Facebook logo Español: Logotipo de Facebook Fr...

On a closer look, LinkedIn shouldn’t be too worried, as Facebook At Work is more about collaboration and sharing inside an organisation, rather than looking for new jobs outside the office. In fact it is more of a rival for the likes of Yammer and Huddle.

The other point to note is that this isn’t the first time that Facebook has tried to embrace the enterprise. Back in January 2011, Mark Zuckerberg launched BranchOut, then touted as a rival for LinkedIn. This built a network on top of your Facebook contacts and aimed to find and match you with job opportunities. BranchOut seems to be still going, but is now billed as “letting people capture and share everyday moments in the workplace through photos, news and updates.” While it claims 30 million users, compare that to the 300m+ who have profiles on LinkedIn.

The other factor to bear in mind is the notorious difficulty of getting mainstream workers to adopt collaboration tools, no matter how compelling the user interface or functionality. I remember trying to introduce an intranet into a relatively small organisation and just giving up as no-one wanted to use it, despite the benefits it brought.

So why is Facebook trying again? I can see three benefits for the company – though at least one of them has nothing to do with work……….

1. Add more subscribers
Facebook claims over 24 million active daily users in the UK. This sounds impressive, but that is less than half the population. Obviously some of these holdouts are children, but I’d guess that a fair number are actually the very workers that Facebook At Work is aimed at. While you can keep your Work and personal Facebook accounts separate, I’m sure the company is hoping that a fair proportion of those using the platform in the office will be seduced into setting up a profile for out of hours use. So the social network will get an influx of new members, with the corresponding demographic data and potential revenues that this adds.

2. Easy to use interface
As I’ve said getting workers to use collaboration tools can be like pulling hen’s teeth. But for those already on Facebook I wager that the new At Work interface won’t be very different, encouraging its adoption. This, rather than functionality, will probably be the strongest selling point, when Facebook starts encouraging business use.

3. Spoiling for a fight
While LinkedIn has been successful in many areas, there’s still a huge opportunity in the market. LinkedIn members at present tend to be in professional roles, with a large part of the world of work un-networked. The company itself realises this and is adding a wider range of job ads for roles such as checkout operators and delivery drivers, often directly linked from employer’s websites. Coming from the personal social network space, Facebook believes it can also fill this gap, with the first step being to get within the enterprise and cosy up to HR people through bridgehead initiatives such as At Work.

The benefits for Facebook are clear, but with the network effect being less important for businesses, I’m not sure what the advantages are for the enterprise. Worries about the confidentiality of documents have already been raised, and it would take some strong policing to avoid people slacking off and reading their personal Facebook timelines rather than collaborating internally. Watch this space to see if Facebook can move into the enterprise at its second attempt.

January 21, 2015 Posted by | Creative, Social Media | , , , , , , , , , | Leave a comment

The City and the Countryside

Forget city-based startup clusters, as, according to new government figures, the countryside is now the place to launch your business. The Department of Environment, Food and Rural Affairs (DEFRA) report points out that the rural population will grow by 6% over the next decade, with more people moving from cities to the countryside than vice versa. More businesses are starting in the countryside than in cities, and rural productivity is growing for the first time since the industrial revolution.

All very positive, leading to Environment Secretary Liz Truss to talk up the innovation within rural areas and point out that people will no longer have to commute to cities, but can work from home using newly deployed superfast broadband.

This all sounds incredibly positive, but as someone who lives (and works) in the countryside I can see four big issues that are holding back rural growth.

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Image – Peter Mooney via Flickr

 

1          Networking in a field
While there are more businesses being started outside urban areas, London is still the dominant place for startups, reflecting its position as the centre of the economy. One of the advantages that London and other cities/towns have, is a concentration of people and companies in a small space. This means that it is easy to network, partner and find suppliers to help you grow. Things are much more scattered in rural areas and it is more difficult to identify other companies. I only know about the two people in my village of 3,000 people running complementary businesses to my own because of chance meetings in the school playground. So, there needs to be more done to link rural businesses together in order to help them network.

2          Intermittent infrastructure
A lot has been made about the rollout of rural superfast broadband, and that is improving. But I still don’t have a 3G signal or decent mobile reception in my office, making it more difficult to work. Getting all communications channels right is vital if companies are going to set up and thrive in rural areas. The government has talked about addressing rural mobile “notspots” and this has to be a priority to help everyone in the countryside (not just businesses).

3          Transport by tractor
I’m obviously speaking personally about where I live but rail transport links to London are rickety and slow, while roads can be congested and prone to traffic jams. This means getting anywhere takes time – more time than it should. And, given that for a lot of businesses, including mine, you still need to get to London relatively regularly, this is a cost to doing business in the countryside.

4          Finding skills
Locating staff with the right skills to help your business grow is hard, wherever you are based. But it is much more difficult in rural areas due to the lack of networking and also that a lot of the best talent disappears off to cities and universities straight after school. That is perfectly understandable – but it does mean people don’t tend to return to the countryside until they are settling down and starting a family. This leaves a gap in the market when looking for bright, ambitious staff with some experience who are willing to learn. A lack of affordable housing doesn’t help persuade people to stay in the countryside either.

Don’t get me wrong, I love working in the countryside and contributing to a thriving rural economy. However, government needs to do more if it is to create sustainable, knowledge-based companies and that starts with investment in infrastructure, networking and skills.

January 7, 2015 Posted by | Cambridge, Marketing, PR, Startup | , , , , , , | Leave a comment

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