When you think about the negative connotations surrounding the word “persuasive”, you can understand why a lot of us in the industry are afraid to use persuasion to influence the customer journey.
We’ve seen this first-hand. Brands will avoid persuasive design as they are under the impression it uses “dark patterns”, which is a term used for a type of design that manipulates the unassuming customer into completing a call to action for financial gain.
This is simply not the case.
Persuasive design is not about manipulation, it’s about catering to your users’ best interests and anticipating the needs of your customers from discovery to purchase. You are essentially guiding your customer to make a decision that will, in the end, be beneficial for both you and your customer.
In short. Throughout the entire customer journey.
Once you understand the different types of customers that could be attracted to your services, you should use persuasive design or “nudges” across various parts of the online experience to subtly steer their judgment resulting in a successful conversion.
You should always try to make the customer journey simple… but not too simple. You want to create a seamless experience, but you also don’t want to illicit self-defeating behaviour, as this could impact customer retention.
If you’re still unsure how to use effectively use persuasive design, there are four key elements to think about when designing a journey your customers will not be able to stay away from.
A persuasive experience is more than one linear journey. Customers can connect with your brand in more ways than ever before, and you need to see each initial interaction as an opportunity to build a rapport and create an emotional response.
Failure to recognise these points of interaction leaves you with no indication of how your customers are feeling before, during, and after they complete their journey.
Whether your customer begins their journey through Google Search, social media, or even through a newsletter you should always map and follow the customer journey to see if and/or when their emotions change.
In just one journey a customer can fluctuate from excited to frustrated, or from hopeful to disappointed, and a map will allow you to see what caused these sudden changes. With this information, you can add positive reinforcements to parts, which caused the greatest emotional response.
If you wanted to keep a high retention rate, sending a “thank you” message or a reward to your customer after they’ve completed a purchase can be very effective.
For customers that you want to reassure, you could add a “final check” before purchasing, which allows them more time to finalise their details.
Persuasive design is not about deceiving the customer, it’s about helping them reach their desired end goal in the quickest and most efficient way.
There’s a great deal of truth to this, especially for eCommerce brands, as almost every customer will use the website that allows them to successfully complete a purchase in the shortest amount of time.
To ensure the transaction process is kept to a minimum, brands need to allow users to feel they are in control by stepping aside and giving the user the freedom to do what they want.
For this type of journey to be successful, your usability and UX hygiene needs to be on point! Slow loading speed, illegible fonts, and too many advertisement pop-ups can dramatically decrease your conversion rate.
You should always run thorough tests into what is not working on your website and fix it quickly before your customers turn to your competitors.
At the end of the day, your users are not just a number, they are human beings with ranging emotions and needs, and if you don’t grasp that concept then opting to use persuasive design is pointless.
The needs of a person looking to book a summer holiday abroad are going to be different from a person looking to take out a loan, so we can’t expect their experiences to conjure up the same needs or emotional responses.
When it comes down to it, the main reason your persuasive design will fail is if you haven’t anticipated your customers’ expectations or considered how you can cater to those specific expectations.
The more you can tailor the experience to your customers’ goals, needs, and frustrations, the better the retention rate.
Take the time to research your customers and use this data to create core personas, which will help you design a more targeted customer journey. If you don’t have these personas in mind, your design won’t be relatable to your desired users, and will not trigger the emotional response you desire.
When thinking about persuasion there are three things that are applicable to all brands: USPs, reassurance and incentives.
To start you need to show your customers what makes you unique and more appealing than your competitors. To do this you can highlight your benefits clearly on your website, so users will be able to quickly understand your value.
Next, you need to reassure your customer that you are the best option. If users do not trust you, then they will not convert. To demonstrate your value and trust as a company you could include positive customer reviews, ratings, third-party testimonials, and logos from trusted payment providers on your website.
The final thing you need to consider is including some form of incentive, and this could be the difference between losing a customer or successful retention.
When customers feel like they are getting something for free, they are more likely to complete a purchase and buy from you again. For example, offering free delivery or a gift if they spend over a certain amount will always be an enticing offer.
While the idea of persuasion and persuasive design may sound deceptive and difficult to get right, the reality is that this form of marketing is all about trying to understand and empathise with your customer.
When you understand what makes your users’ tick you can create a seamless customer journey that meets their needs. Once you have achieved this, what follows is a customer journey that users will trust and return to again and again.
It’s as simple as that!
If your attention span is anything like mine, it takes little more than the buzz of a phone to kickstart an afternoon-long procrastination episode.
One moment, you’re replying to a quick text. The next, you’re three hours into a doom-scrolling session that’s somehow left you four years’ deep in Gordon Ramsay’s Twitter timeline.
Of course, businesses know this about the general public. And advertisers are more than happy to capitalise on it. But in the golden age of social media, most businesses are missing the most basic trick in the book – a ‘distraction-proof’ website.
One of the dominant trends in web page building is the ‘omni page’. And it’s existed since the internet began.
Just as it sounds, ‘omni’ describes a singular webpage structure. And each page contains content.
But between relevant content, imagery, videos, copy which tries to hit certain word counts in a misguided attempt to improve SEO rankings, not to mention the input of internal business stakeholders who want to promote their own departments, websites are becoming increasingly bloated.
Often, each webpage ends up hundreds – if not thousands – of words long, and takes minutes, rather than seconds, to scan. With multiple menus, widgets and pop-ups, it all ends up proving distracting and frustrating for your visitors.
In essence, web agencies are being asked to include more and more content into every page of a website they’re building, often for the purpose of ticking certain boxes, rather than thinking of the user experience (UX). And the result is akin to building an entire website on every single webpage.
You’d think, given our doom-scrolling habits, that one long, jam-packed page of information would lend itself to today’s consumer. However, the complete opposite is true.
Research conducted by Microsoft has shown that we have an average of between 7 and 8 seconds to catch our website visitors’ attention. That’s because many – if not most people – are in the habit of scanning a page for information before reading the detail.
If you’re looking for a paper supplier for your business, and you need to know that they meet the right sustainability credentials, how long would you spend trying to find that information on a page that’s endlessly long, filled with videos, links to download a whitepaper on the merits of different paperweights, photos of the team, a social media widget and a few case studies?
My guess is, not very long.
Because, like most users, you’d probably rather visit a page that leads with the header ‘Your local sustainable paper supplier’, followed by a list of sustainability credentials.
Maybe you then see a link to ‘Our recent case studies’, which you could choose to visit and dive into more info, if you’re interested. Or perhaps you’ll explore the site’s menu to find out more about the team via the ‘About Us’ page.
But if your boss is breathing down your neck, and you’re performing a search for ‘sustainable local paper supplier’, the chances are you won’t spend more than those precious initial 7 seconds to find the right info.
Web agencies like ourselves aren’t the only ones who’ve noticed this trend of over-complicated page structures.
Google has also noted a large detrimental impact on page performance, particularly when it comes to how it the mobile device experience.
Google Page Experience is a new measurement for a webpage’s UX – specifically, how users perceive the experience of interacting with a web page beyond its pure information value.
It includes Core Web Vitals – metrics that measure real-world user experience for loading performance, interactivity, and visual stability of a webpage – and also includes existing Search signals: mobile-friendliness, safe-browsing, HTTPS, and intrusive interstitial guidelines.
What this means is if you want a webpage that’s built for SEO, it can’t be overstuffed with keywords – something we’ve talked about before. Any page you consider important for your business needs to score highly on these additional metrics and be valuable to your visitors.
In short: Don’t overstuff your pages with content. Only provide the information that’s truly useful to your customers, and you’ll gain the most value from your website.
It’s time to more thoughtfully consider what’s actually needed on each webpage. This is what will help keep your visitors focussed, engaged, and more open to valuable cross-selling and up-selling opportunities – without the opportunity for distraction.
Ready to talk more about how your website could more skilfully direct prospects through your sales pipeline? Talk to Proctors, at [email protected].
During a recent panel discussion, TMW CEO Chris Mellish made this statement on gender balance in leadership: “We shouldn’t just be talking about this on International Women’s Day, it needs regular dialogue.”
Yep, I went there – I opened with a quote from a man. But it may well take male support, particularly from those in leadership, to help push the agenda for women – and get all genders on board with it. According to leading scholar and anti-sexism educator Jackson Katz, the mere mention of the phrase ‘gender issues’ can lead men to switch off as they often see gender-related conversations as ‘women’s issues’, rather than anything to do with men. But genders don’t operate in isolation.
“We shouldn’t just be talking about this on International Women’s Day, it needs regular dialogue.”
– Chris Mellish
Put simply, because it makes businesses more effective. In 2019, Credit Suisse researched 3,000 companies across 56 countries to find that shares of companies with more women managers delivered higher returns, while a greater number of women executives also correlated with stronger revenue growth and higher profit margins. This was echoed by a report from consultancy The Pipeline:
“Companies on the FTSE 350 index would generate 195 billion pounds ($250 billion) of additional pre-tax profit if their margins matched that of the firms with greater female representation.”
But aren’t women hardwired to be the primary caregiver in the home? Cognitive neuroscientist Gina Rippon analysed the data on ‘differences by sex’ in the brain – and found there to be none. If gender alone has no impact on brain functionality, Rippon concluded that what we deem as typical male or female traits are, as she describes, the result of a “gendered world” – so nurture, rather than nature.
And yet LinkedIn research suggests a staggering 60% of female marketers have left or considered leaving the profession because of Covid-19. That’s more than any other industry. In heterosexual partnerships, women have taken on more duties in terms of caring and homeschooling, in addition to their careers, and are left feeling overwhelmed.
“60% of female marketers have left or considered leaving the profession because of Covid-19.”
There are signs of change with studies worldwide reflecting a shift in the balance of housework and caregiving from pre-pandemic times. But mothers still spend about twice as much time on caregiving and household labour, even as they’ve rapidly increased the number of hours they work outside the home – and even when they’re the primary breadwinner.
For International Women’s Day, Unlimited ran a panel discussion with women in leadership roles from across our group, joined by our male representative, CEO Chris Mellish. The panellists shared personal experiences of difficulties faced in getting to their position. Yet on the point of children, the panel questioned their own choices on who in their family took the role of primary caregiver. Some voiced concerns of being left behind during maternity, and recounted being judged as “not ambitious enough” for wanting children – or being seen as “too ambitious” for not having them at all, as if the two options were mutually exclusive.
“The panel shared . . . the general expectation that women must be better, sparkier, more articulate – and work harder than their male colleagues.”
But motherhood is not all that impacts a woman’s capacity to succeed in the workplace. The panel shared experiences of their confidence being damaged in all-male environments, having to use humour to ‘handle’ comments on their appearance, being asked to consider how men would feel if women were promoted over them, and the general expectation that women must be better, sparkier, more articulate – and work harder than their male colleagues.
These experiences are not new, and many echoed a 2019 report from the Government and Equalities Office. The report cited barriers to gender balance as lack of transparency in pay and promotion supporting biases that disadvantage women. Hostile or isolating organisational cultures, and a conflict between external responsibilities and current models of working – compacted by unpredictable work demands and alternative ways of working do not always offering parity of opportunity. Many women reading this post will be able to relate to each one of these.
The Unlimited panel covered a range of ways we can start to shift the dial and work towards gender balance in leadership. There are practical considerations around flexible working, recruitment processes, and transparency on pay and promotions, allowing more unbiased access to a seat at the table. Mentorship, coaching and workshops can serve to build confidence and address what holds women back.
“There are practical considerations around flexible working, recruitment processes, and transparency on pay and promotions, allowing more unbiased access to a seat at the table.”
But a theme that came out strongly from the panel is, as Chris said himself, to keep talking. That is the ambition we must work towards as an agency – for all genders to play their part. We want to create space for getting into the awkward stuff we don’t like to talk about. The often-cited reaction to the Me Too movement from men is fear, being nervous of saying the “wrong thing”, but this doesn’t serve any of us. I’m often struck by how even my most supportive male friends are simply unaware of the challenges of walking in my shoes as a woman. One positive that may come out of the tragic events surrounding Sarah Everard’s death, is the heightened awareness of the daily challenges women face. We can’t afford to maintain inertia. We deserve better for ourselves and future generations of women in the workplace and beyond it. And this is the challenge we have set ourselves – to continue the conversation, and back it up with action.
– Martin Luther King, Jr.
Yes, another man – but what a man.
Written by: Emma Woodrow, Group Account Director
Illustrations by: Paloma Kaluzinska, Junior Designer
Mr B & Friends has scored a hat trick of wins at this year’s Transform Europe Awards.
At the event, held on Wednesday 23rd June, the agency won Gold and Bronze awards for its work with Accsys, as well as a Young Contender award for designer Kieran Hawes. The awards recognise and celebrate the best of the best in brand strategy, development and transformation- how a company, brand or product’s visual identity, story and proposition can make an impact.
The Gold award for the ‘Best Visual Identity from the engineering or manufacturing sector’ and the Bronze award for the ‘Best rebrand of a digital property’ reflect the work that Mr B & Friends has done with Accsys over the last year for its sustainable wood product Accoya. The new positioning, branding and best-in-class website connect business and consumer customers to both the product and each other, making the decision and purchase easier and smoother than ever before.
Midweight designer Kieran was awarded Distinction in the Young Contenders category, which recognises the best up and coming creative and strategic talent in the business.
Members of the Mr B & Friends team attended the event with the client team from Accsys.
The full Accoya case study can be found here.
Bristol-based Gather Round is a growing family of unique, soulful, creative workspaces, purposefully designed for creatives by creatives. Its mission is to build remarkable co-working spaces where creative thinkers and doers can connect, collaborate and thrive.
Founded by Fiasco Design owners, Ben Steers and Jason Smith, Gather Round’s flagship workspace, in the Cigar Factory, Southville, opened its doors to Bristol’s curious creative community in 2019 and it will be opening the doors to a second venue, in Brunswick Square, St. Pauls, in early September 2021.
Its members are creative industry professionals; designers, writers, filmmakers, publishers, photographers, brand strategists… A truly eclectic and talented bunch, and the diverse mix of businesses within its member community is valued as highly by members, as the beautifully designed workspaces themselves.
New Gather Round, Brunswick Square
Gather Round, Brunswick Square, breathes new life into 15-16 York Street, a unique, historic building in one of Bristol’s most vibrant neighbourhoods. From early September 2021, a supportive community of 80-90 creative professionals will take residence here; freelancers, self-employed and micro-businesses, from the surrounding areas of St Pauls, Montpelier, Easton, St. George, Kingsdown, etc.
The space will provide flexible areas with fixed and casual desks, a mix of small to medium-sized studios, private meeting rooms, hang-out areas, communal kitchen tables and quiet areas for thinking. It will also have a dedicated public event space with room for 50-60 person events.
Gather Round offers private studio, resident and co-working membership options, with part-time flexible co-working costing £110 per month plus VAT, and full-time memberships from £195, plus VAT.
First month’s membership FREE
Knowing that signing up to a co-working space can feel like a big step, Gather Round are offering new members who join Brunswick Square before Monday 16th August, their first month free.
Community Support Commitment
Gather Round creates nurturing environments in which local creative businesses flourish and it is also committed to supporting its neighbouring communities in the following ways:
Founders Ben Steers and Jason Smith say, “By design, Gather Round provides an intimate, supportive creative environment. We know that a nurturing community makes all the difference to our members’ businesses and we’re delighted to be extending what we offer in Southville to residents of North Bristol. Our aim is to open the doors at Brunswick Square in September, with a ready-made creative community.”
Find out more about Gather Round’s latest creative co-working space and membership options, or contact Amie Thompson, Community Manager for Gather Round – [email protected]
*Image: Gather Round members attend a ‘Campfire Talk’ at Gather Round, Cigar Factory, Southville
Since my earliest years, I’ve been a fan of athletics. Long-distance running in particular. I’ve watched it on TV. Chatted about it with friends. Followed its greatest exponents with fascination and even become something of an (armchair) expert on the subject.
But until a year or two ago, I’d never taken the plunge and given it a go myself. It felt like something reserved for others. Something that you needed to prepare for meticulously, before ever getting out there and hitting the pavements for yourself. It just seemed altogether too difficult to try.
Then something changed. I was persuaded by a friend to join them on the journey from ‘couch to 5K’. And, at the risk of being that annoying running evangelist, I’ve never looked back.
For many in the marketing world, account-based marketing holds the same appeal – and presents equally erroneous perceived obstacles. It looks great. It seems to work brilliantly for others. But it can also appear prohibitively complicated and quite possibly hideously expensive.
Happily, if you get account-based marketing right, those negative perceptions are some way wide of the mark. And in this article, I’ll explain why it’s an approach you can’t afford to ignore.
There are websites, books, research papers, even degree courses devoted to an explanation of account-based marketing. But for our purposes today, I’m going to keep things straightforward. At Proctor + Stevenson, we view ABM as marketing that identifies high-value companies within defined sectors, and focuses on generating quality sales leads through targeted strategy and pinpoint messaging.
It’s an approach we’ve employed to great effect over the past few years, helping clients including Panasonic outperform campaign goals by as much as 100%. And we’re not alone: Forrester research reports that 62% of marketers have reported a positive impact on their marketing performance since adopting ABM.
It comes with strong credentials then. But if that isn’t enough to help you persuade your colleagues that account-based marketing is the way forward, here are those five key reasons that should really turn the argument in your favour…
The pandemic has taught us that certain sales and marketing approaches are affected by external conditions and factors beyond our control. Exhibitions and events being an obvious one. Account-based marketing remains impervious to those irresistible forces, replacing sales meetings and product demonstrations with digital outreach and online communication. It also has the flexibility to incorporate more ‘traditional’ tactics (personalised direct mail, for example) when the time and targeting is right, making it the marketing strategy for all seasons.
The beauty of ABM lies in its focus. Unlike other broad-brush strategies that make marketing a numbers game, account-based marketing is lean and keen, ensuring that your financial resources are allocated only where they’re going to have maximum, direct impact. Even in those longer B2B buying cycles, there’s no wastage. Communications and marketing collateral are sent to those prospects you’ve identified as interested, via the channels they use, carrying messages you know will resonate with them.
Most ABM strategies are built with digital communication at their core. So you can account for every penny or euro you spend, and attribute every click, reply, meeting booking, expression of interest or sales opportunity you elicit directly back to the activity you’ve instigated. And there’s little that will make your board-level colleagues happier than that.
Ah, the old sales vs marketing conundrum. Should be best of friends, very rarely are. In this respect, you can think of account-based marketing as the United Nations. Employed properly, an ABM strategy achieves that holy grail – a harmonious collaboration in which marketing and sales work in tandem, generating interest, qualifying leads and nurturing prospects until they’re ready to hit ‘buy’ (and beyond, if your ABM strategy is far-sighted enough).
As I mentioned a little earlier, our clients have enjoyed great success with account-based marketing over the past year or two. Working with them, we’ve doubled projected lead targets, improved ROI, achieved better conversion rates, even generated six-figure sales pipeline. And all within the parameters of tight marketing budgets.
The final advantage of ABM that I’ll mention here is that it isn’t an all-or-nothing strategy. It looks different for every business. And we can help you take those first steps towards making it work for yours. So if you’d like to know more, don’t sit on the side lines any longer. Lace up your shoes, get in touch and let’s see where account-based marketing can take you.
More and more businesses are taking sustainability seriously.
The Purposeful Company recently announced that 14 of the UK’s top companies have pledged to put employees, communities, and broader society higher on their boardroom agenda.
In the UK, on average, one company per day is gaining B Corp certified status. Even the FT has recently said that “rewards await those who put sustainability ahead of short-term gains”.
There has also recently been a wave of books devoted to the concept of ‘conscious capitalism’, from John Elkington’s Green Swans to Mark Carney’s Value(s) via Bill Gates’s How to Avoid a Climate Disaster.
The consensus is that we still need to make significant changes to the way we make, sell and buy our stuff; but change is happening, and businesses are realising that sustainability and profitability are not contradictions (in fact, they are often catalysts).
What can we, as advertisers and marketers, do to help? Well, according to the World Federation of Advertisers, quite a lot…
They’ve recently launched ’Planet Pledge’ in an attempt to create a framework to galvanize our industry to make a difference.
We need to stop thinking of ourselves as merely ’consumer drivers’ and look at the bigger picture – and who else is better placed to help shape consumer behavior and preferences than marketing and advertising specialists?
As someone who works in conversion optimisation, I’ve been considering how to add this way of thinking to our armory. We’re used to considering various heuristic frameworks, cognitive biases and persuasive mechanisms when seeking to refine customer journeys; let’s overlay the importance of sustainability factors too.
In order to do this, I found an incredibly useful resource from the Sustainability Accounting Standards Board: their ’Materiality Map’. It’s a detailed summary of the sustainability issues most likely to affect the performance of companies in different markets and industries.
These issues can act as a proxy for consumer preference and help us move away from just thinking about ’sustainability’ as a whole, and dig deeper into what really matters.
From the SASB Materiality Map we can see that under the building products and furnishings section, one of the key factors is product design and lifecycle management. As they state themselves, this relates to the way a company manages the product lifecycle, including end-of-life.
Our conversion optimisation experience also tells us that consumers respond well to reciprocity (will feel a need to give back to others if they’ve gained themselves) and also commitment (when someone publicly commits to doing something that aligns with our values).
With this in mind, you can see why Ikea’s ‘buy-back’ service could be a great success for them… as well as generate some fantastic PR.
Nationwide has always created compelling messaging built on their heritage as a building society, hence their investment in community.
When it comes to typically persuasive messages that would align with this, we’d probably lead with social proof (evidence that other people have been here before) or liking (we like to buy from people and organizations that seem ‘similar’ to us).
But if we consider the sustainability factors, it reminds us that financial institutions are judged very closely on factors such as privacy and data security – remember, sustainability isn’t just about treating the environment well, it’s about treating people and society well too.
If you take a look at the Nationwide website, and many of their advertising campaigns, you can clearly see plenty of references to the crossover between data security, privacy and community. It’s not at all surprising why this is impactful.
Sustainability has always been a core part of the mission for Bamboo Clothing (you can read their story here), so messaging around sustainability obviously features significantly along the customer journey.
However (and I’m trying to be objective because they are a client of ours), they display these messages in some fantastic ways.
From a conversion optimisation perspective, the journey contains prominent, product-level, third-party reviews that provide reassurance.
The website has loads of great content around sustainability, which cements their value proposition as a leader in this area; plus, they do a great job of reducing anxiety by providing clear messages around their flexible delivery and returns policies.
But it’s one specific sustainability element that I want to highlight.
If we go back to the SASB Materiality Map, we can see that in the apparel, accessories and footwear sector, two of the key factors are supply chain management, and materials sourcing and efficiency; consumers want to know their product has been produced in a truly sustainable way.
What better way to do this than show the impact of every item’s production on the environment? Bamboo Clothing has worked with Green Story, a Canadian business specializing in supply chain evaluation in the fashion industry.
The objective credibility of this is great, but it’s the execution that’s brilliant. For each product, they then display the positive impact the consumer will have if they purchase this product from the supplier in question compared to a regular fashion retailer.
Sustainably-conscious customers can toggle between a view that shows the ‘equivalent’ impact (for example, water saved is shown in ‘days of drinking water’) or the ‘actual’ (water saved shown in liters)
Each of these businesses has taken an approach to sustainability that is more meaningful and widespread rather than using it simply as a tool to nudge someone along the customer journey; for an increasingly sustainability-conscious consumer, that authenticity is key.
However, it’s the way they are then leveraging that approach, inserting compelling signposts to improve their website performance, that is impressive.
I expect to see more and more of this over the coming year; as such, maybe those of us working in conversion optimisation just might be able to do our bit extra to help save the planet.
At Proctors, our people make us who we are. Bold. Brave. Imaginative. Resilient. But resilience doesn’t mean things are always easy.
It’s truly taken a village to see us through the last 12 months. And this article explains more about how our team spirit and collaborative culture have helped us to balance the books throughout these difficult times – and flourish, rather than just float.
When COVID first hit in the beginning of 2020, the consensus was this epidemic would be around for three months in the UK, and we should start to see signs of economic recovery beginning in July 2020. (No comment!)
At the time, we’d just finalised our financial forecasts for the year ending March 2021, but it was clear we needed to review these figures.
After revisiting our forecasts, we worked on a realistic model which would see a dip of around 30% in the company’s income for the first quarter of 2020, before gradually returning to 100% by the summer. We then expected we’d see an uptick in work – to around 130% by the end of the year – as clients rushed to spend already -approved budgets.
Despite knowing now that the information on the pandemic’s duration proved to be inaccurate, this approach placed us in excellent stead.
Our biggest challenge was managing cashflow. With fee income dropping, we still had to cover our business costs. It became crucial to cut costs wherever we could – and quickly.
We reviewed our overheads, and any payments deemed non-essential were stopped or placed on hold. The government also launched an initiative called the CBIL Scheme, and allowed us to defer our PAYE and VAT payments, helping us manage cashflow.
We also made the decision to place any money received from loans or PAYE and TAX deferments into a savings account. As we knew the funds were always going to have to be repaid in March 2021, we decided to only use them if we had to.
Employee utilisation is something we’ve always used to measure productivity across the business at Proctors. It describes how much time any staff member is spending on achieving paid work each month.
During the pandemic, we were able to use our employee utilisation data to forecast upcoming work, and quickly identify the staff members who would be under-utilised over the coming weeks and months, and the skillsets where there wouldn’t be a lot of work coming in from our clients. We could then place those affected employees on furlough, whilst ensuring all other staff had high utilisation levels, reducing our costs while keeping our clients happy.
Over the last few years, we’ve introduced a number of KPIs to ensure we’re always performing efficiently, aiming to be within the top 10% of agencies of our size, financially. This has given us a strong financial foundation, allowing us to continue to support our clients who were also struggling though uncertainty.
Our relationships
Externally, we’ve been part of a working group of Financial Directors within creative agencies for the last four years. Pre-COVID we would meet quarterly, discussing all things financial and operational as well as sharing ideas, best practice tips, and KPIs.
At the beginning of the pandemic we met via Zoom, and as usual shared our latest updates – only this time, we discussed how to approach the upcoming challenges which would affect all of us.
Many agencies cut back on their non-fee earning staff, including new business and marketing. But our own stance differed: as long as we weren’t at a net loss, we would continue to look for new clients and deliver new initiatives to our existing ones.
We kept our new business and marketing team together, giving them the creative and technology staff needed to work on pitches and ideas – and for us, it paid off, resulting in new clients and new business.
Despite a number of businesses in the aforementioned Financial Directors group making different decisions based on what might work best for them, being part of a community that shares knowledge, resources and support has been invaluable.
Those invaluable relationships have extended to our clients too. Like many other businesses, we’ve been there for our clients – and vice versa – during an incredibly testing year. In most cases, we’ve gotten to know each other even better, and have built even stronger business and personal relationships with many of them.
A challenging time for the world, for our business, and for our people. It was so important to us to ensure our employees felt valued, informed – and were able to have just a little fun wherever possible.
Over the last year we’ve introduced a number of new staff initiatives, including our Quarantine Quiz. We originally introduced the quiz to raise money for the Quartet Community Foundation, donating to their Coronavirus 2020 Response Fund, as well as to boost our teams’ morale while we’ve all been forced to work remotely.
And unlike many of the Zoom quizzes we might have held in our personal lives, to this day The Proctors Quarantine Quiz lives on! The format has now evolved slightly, with different staff members hosting each Wednesday, and one lucky winner claiming a £50 Amazon voucher in a nice little midweek boost.
We’ve been rewarding staff for more than just their general knowledge, too. 2021 has seen the return of our famous Proscars awards. The Proscars are our quarterly awards by employees, for employees, with every staff member able to vote for three colleagues they believe should be rewarded for their hard work. Our three winners then get to choose a prize – either £250 in cash or £400 in vouchers.
To get us all moving, we’ve been further breaking up the working week with weekly lunchtime fitness and yoga sessions, hosted by a personal trainer online. And if you’d rather gin than gym, on Fridays our weekly virtual social kicks off at 5pm – although, it’s strictly BYOB!
If all that wasn’t enough, each Friday afternoon our Chairman, Roger Proctor, sends out his weekly ‘Good News’ email. Just as it sounds, it’s a cross-department weekly catch up about all things good – inside and out of work – and an informal welcome to the weekend.
As well as looking after our finances, it was also critical our staff had access to the support they needed to look after their personal wellbeing.
We engaged a psychotherapist and Mental Health Consultant to run a series of wellbeing workshops and Q+A sessions with all Proctors employees. This was followed up with a further series of workshops with our managers, providing them with additional tools to guide and support their team, as well as handouts on working from home, managing stress and more.
Throughout the pandemic, we’ve continued to promote our Employee Assistance Programme, offering 24/7 GP, legal and financial helplines, with options for counselling and psychiatric therapy available through our private medical insurance.
We also felt it was important to offer extra help to those who might be struggling with the pressures of family life in lockdown. Therefore, we sought to share helpful guidance and tips to P+S parents for effective home school and balancing with work as well as providing additional flexibility for maintaining work balance and wellbeing during additional childcare and home schooling. We even set up regional and international remote working agreements for those who benefited from being with their family outside of Bristol.
Christmas looked different in 2020, but we still managed to celebrate in style. In lieu of our traditional knees-up, we sent a hamper brimming local treats and bubbles from The Mall Deli in Clifton to each of our staff. But it was also important for us to give back too.
We joined forces with Caring in Bristol to donate a video in aid of homelessness in our city, helping to raise over £20,000. And we’ve kicked off the new year in a similar way by sponsoring Lebeq Ladies – a local women’s football team, in our community of Easton, Bristol.
Our future
None of the positive action we’ve taken should be viewed as temporary.
We intend to continue treating Wellbeing as a priority across the Group, and are continuing with initiatives in this area, such as with Mental Health First Aid training for select staff in June.
Above all, our people will continue to steer our direction moving forward: whether that’s via team surveys, policy and process updates or with lots of creative ideas. Because this has been one of the hardest times in recent memory to manage and market a business. And tough times lie ahead. But with a strong foundation, and an overwhelming commitment to your original values, it is possible to stay above water – even in the most testing of times.
If you’d like to talk to a truly ‘people first’ agency, we’re herewith a listening ear. So talk to us, at [email protected].
After the year or so we’ve all had, the mental wellbeing of employees is increasingly concerning. As human beings, our state of mental health is always in fluctuation but the pandemic and consequent lockdowns, working from home and homeschooling have all had a serious impact on mental wellbeing across the globe.
The statistics are shocking. According to the Nuffield Trust, at any time, one in six adults has a mental health condition and one in 100 has a severe mental illness.
The reality is that one could be anyone.
Including your employees or members of your team.
The pandemic has exacerbated our everyday stressors and concerns. Loneliness, in particular, has become a big issue as we’ve been separated from our loved ones and colleagues and asked to work from home. It’s becoming increasingly evident that we won’t necessarily be returning to the office life we knew before, and while there are of course a number of benefits to home working, there are plenty of people out there who are struggling with the change.
With the introduction of this new normal, it’s not enough for businesses to simply throw in a few new procedures and call the job done. It’s time to change the culture completely and destroy the taboo surrounding mental ill-health. Businesses owe it to their employees to take responsibility for its role in their well-being. And you, as an employee, owe it to your colleagues to ensure no one suffers in silence.
So how can you ensure that?
It starts with the culture. Have you created a safe and supportive environment for your employees and colleagues? Have you made it clear, leading by example, that mental wellbeing is a priority? Have you provided channels of support or steps that can be taken by any employee who may be struggling, and do you promote a positive and supportive digital culture?
It’s important to strive towards an environment in which any member of the team feels comfortable coming forward with their concerns and sharing their feelings. This starts with being willing to share your own and being honest about your own difficulties.
Equally, you can’t always expect others to come to you. You must make it a priority to check in with employees and colleagues proactively. Working from home can be isolating and it’s not as easy to get a sense when something may be wrong. While you may notice a colleague looking a bit down or stressed grabbing a coffee in the breakroom, it’s much less likely you’ll notice the same subtleties during an online meeting. Make time to chat on an informal basis. It will be just as crucial to the success of your business as any other meeting, if not more so.
Normalise dealing with poor mental health before it reaches crisis point. Make mention of the mental health support available part of the everyday conversation and put an emphasis on the normalcy of asking for help. At Armadillo we provide a dedicated employee assistance programme through Health Assured. They provide both emotional and practical support through qualified and experienced counsellors and legal advisors. Not only do they offer 24/7 confidential support through telephone counselling, as a one off or a reoccurring structured service, but can support employees through things such as writing a will, immigration information and divorce procedures. They also provide the ‘My Healthy Advantage’ app which holds a range of valuable materials for employees such as videos and podcasts with celebrities on dealing with anxiety, stress and traumas, 4-week well-being plans and the opportunity to live chat with their support team.
It’s so important that staff know the services that are available to them and are encouraged to take advantage of what’s offered. There can be a stigma around things like calling a helpline when feeling overwhelmed but it’s important to make it clear that your business does not endorse that kind of thinking. A great way of showing this is by leading from the top and ensuring your senior management team are promoting what’s available and using it themselves.
Crises happen. Are you prepared?
As an employer you owe it to your employees to know how to help and support them when help and support is needed. And as a colleague (and hopefully friend) the same applies. We don’t want to think of crisis situations happening, but the truth is, sometimes it’s largely out of our control. But that doesn’t mean you can’t do something about it if it should happen.
Again, it comes down to creating a work culture that cares. At Armadillo we’ve offered mental health first aid training to ensure staff feel equipped.
Krisztian Szabo, Account Manager at Armadillo, is one of the team members who attended a two-day, mental health first aid training course run by Mental Health First Aid England. A mental health first aid training course is a wonderful way to empower staff and the business as a whole to feel confident taking action in a variety of mental health related crisis situations. The first aid training covers a variety of topics such as suicidal ideation and self-harm. All participants are briefed before the course begins to ensure their own mental health is protected and are also provided with an action leaflet at the end of the course to support them should they ever need to put their learnings into practice.
We really try to emphasise the course as an opportunity for Armadillo staff to learn valuable skills and techniques to protect their own mental health and support and nurture that of others.
Kris is passionate about making discussions surrounding mental ill-health as normal as those around physical ill health and ultimately that’s where you need to be as a business. You can only achieve this by making massive changes to work culture. Without this, amazing support procedures like phone lines and mental health first aid training go to waste because if your culture suggests mental health isn’t important, your staff won’t value it or feel it’s valued either.
We’re living in a new world. It’s time for a new attitude towards mental health in the workplace.
This article first appeared on Business Leader, May 2021.
By Holly Sorensen, Finance Manager.
On June 16th, Adapt is hosting a webinar in conversation with Head of Ad Tech at IAB UK, Tina Lakhani, about how businesses can start preparing for life after third-party cookies. Register here…
Third-party cookies are soon to be a thing of the past.
This – we hope – shouldn’t be brand new information, as Google announced in February 2020 they were going to begin phasing out third-party cookies on Chrome next year.
What’s caused a stir more recently is Google’s further announcement that they are not going to create “alternative identifiers” to track users and will not use these in their products.
And that was not the way many marketers wanted the third-party cookie to crumble.
For marketers, these trackers were our bread and butter – they allowed us to not only track our website users, but we used them to improve user experience and, most importantly, to ‘collect data that helped us target ads to the right audiences’.
It’s obvious that we need to go, at least partly, back to the drawing board and properly prepare for life after third-party cookies. But a lot of us don’t know where to start, despite the fact many of the points below are, arguably, best practice already.
To help you better prepare for life after third-party cookies, we’ve put together a list of the 11 ways we think you should be readying your business for the incoming data gap.
This again is one which we hope you have begun exploring. If you haven’t then now is the time to start.
Google’s customer match is a very nifty tool. You can use information that your customers have shared with you to create targeted ads across search, the shopping tab, Gmail and YouTube. It will also help target new customers who have similar interests to your existing users.
Another great tool to have in your wheelhouse is Facebook’s custom audiences. With this, you can opt for your chosen ad to target your desired audience among Facebook users. It also allows you to utilize Facebook’s customer lists and website traffic to develop a tailored audience of users who have engaged with your brand.
Now is the perfect time to get creative and come up with new ways that will encourage users to share data with you. Here are three ways you could grow your database:
This shouldn’t be a new concept for you since GDPR came into effect.
Be sure to check the data you already have in order to gain a clear insight into what data you’ve got, and then update your privacy policy to shed light on how you are using this data.
Permission management tools should be on your radar, and you can add these to your website so users can take control of their consent and data.
As we are now losing valuable data, we need to start thinking beyond the usage of cookies. We can do this by optimizing our usage of the data we still have.
Now is the perfect time to experiment with various management strategies to see which ones are most effective. Once you have found which strategies work best you should make these bulletproof for the future.
Many industry-leading tech companies are developing new ways to harness first-party data, so it’s worth taking an active role in as many tests as possible.
Google is encouraging businesses to lean into using privacy-focused solutions, and one they are championing in particular is the use of ‘value-based bidding’, as well as a new first-party cookie solution to assist with conversion tracking.
Contextual targeting is often overlooked, but it’s a great strategy to use as it doesn’t use third-party cookies.
While it does involve dedicating a great deal of time to figuring out where best to place your ads on certain platforms, it is certainly worth the effort.
Your targeted audience is more likely to respond to these ads as they won’t feel as though their privacy has been breached. Once you have gained the trust of your customers, you will be able to build strong lasting relationships.
These relationships can help you further as you will soon be able to spot patterns and user behavior within specific groups, which will provide you with vital data you can track.
MartechSeries defines people-based marketing as “a means to create a customer-centric, cohesive marketing system that revolves around customers and their real-time behavioral data”.
When you combine this data with your first-party data you will be able to target your desired audience in real-time across a variety of channels. People-based marketing is a great solution as it does not rely on third-party cookies and it also allows you to engage with users directly at a time that suits them.
According to BounceX, a successful people-based marketing strategy has three key elements:
GA4 will be an excellent tool to use as it is being developed with stronger cloud-based, machine-learning modeling and will pair nicely with server-side tracking.
While GA4 won’t be a replacement for the current iteration of GA, having both these analytics tools at your disposal will have a considerable impact on your data tracking.
Or you can use other systems like Google Tag Manager that focus on site-wide first-party tagging. These are designed to drastically increase the volume of the conversion data you already have.
To put it simply, you really should be using these, as these ad platform tools have been created to help optimize these conversions.
With this amount of data, you will be able to distinguish in more detail what campaigns are proving effective, and which need to be restructured.
It’s not just about quantity when it comes to collecting data, it’s also about quality. So rather than worrying about what data you don’t have, work with the data that you have now.
Focus your energy on hiring the right people who will be able to go through your data with a fine-tooth comb and optimize your business models.
We also recommend giving your contact lists a refresh on a regular basis to ensure you don’t have irrelevant contacts. You could make this automatic by creating a system that deletes contacts who haven’t reacted to your messages for a pre-determined period of time.
Allowing your users to have the power to opt in or out of their subscriptions is another great way to maintain the quality of your database. Those that leave are contacts you do not need, and this opt-in system shows users you comply with the data protection legislation.
If you want to get ahead in a cookie-less world, you need to understand what identifiers your business is using, and with this information you can begin to profile your visits.
Create ‘collection points’ throughout your website and then you can use this collected data to understand your audience in a more detailed light.
CookiePro, for instance, is talking about two types of User IDs that could be used in the future. And while we’re not confident enough to make the same claim ourselves, they do offer an interesting glimpse at the types of solutions that are incoming.
The first is Probabilistic ID, which is a type of ID used to reap the rewards of anonymous data points. You can use this type of data to find behavioral parallels between these anonymous users and your known users.
Deterministic ID is basically a form of identifiable data. Examples of this type of ID are log-in data, offline data, or information the user has agreed to share with you.
The departure of third-party cookies is something that we can’t ignore – it’s going to drastically change the digital marketing landscape as we know it.
But we still have time to re-think and re-model our marketing strategies, and the earlier we start to implement these changes, the more prepared we will be when third-party cookies have gone stale.
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