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Bristol Creative Industries is delighted to be sponsoring Creative Day at Bristol Technology Festival 2024 alongside BCI members Aer Studios and MyWorld. 

Now in its sixth year and organised by techSPARK, Bristol Technology Festival is the UK’s largest regional technology festival.

It celebrates the awesome people, innovation, community and thriving tech scene in the city. We are excited to be involved and representing Bristol’s brilliant creative industries.

Each day of the festival from 7-11 October is themed. Thursday 10 October is Creative Day.

Here the brilliant free events to attend on Creative Day:

SXSW UK is being hosted WHERE?
MyWorld, 9.30 – 11am

…we all know it should have been here, right? Join us as we unlock the untapped potential of creative tech in the region and realise what it takes to position ourselves as rightful global leaders.

Fuelled by barista coffee and brunch, this interactive workshop invites participants to collaborate with key community figures and industry bodies to define what creative technology means to our community and chart a path forward.

Register here.

Panel: Setting the future vision of creative technology in the South West
Motion, 12.45 – 2pm

Join us for an engaging and interactive panel discussion that will dive into the future of creative technology in our region. Building on the insights from our morning workshop, our panel of industry experts will discuss the untapped potential of our sector and work together to define a shared vision for the future.

Meet the panel:

• Moderator: Tom Harber, Bristol Creative Industries board director | Aer Studios managing director
• Gail Caig I Bristol Creative Industries board director | Policy advisor
• Briony Phillips I The Bristol Business Bugle | Connector | Facilitator
• Ash Phillips I Rebellious Co | Start-up mentor
• Nicola Price I Digital Catapult | Strategic partnerships

Register here.

MyWorld Creative Tech Showcase
Motion, 2 – 5pm

Join us and immerse yourself as we explore emerging technology innovations and trends, such as AI, immersive, gaming, sound and how they are going to continue to transform creative industries. The event showcases the technology that has been researched and developed through MyWorld.

Register here.

The Sheds studio tours
MyWorld, 9am – 5pm

Book a tour to look around MyWorld’s state of the art facilities at The Sheds and experience some of the innovative technical research being developed in the spaces.

Register here.

Meet Bristol Creative Industries

Tom Harber, Bristol Creative Industries board director and Aer Studios managing director, said:

“We see our involvement in Bristol Technology Festival as a meaningful step towards driving deeper collaboration with the tech sector and a stronger relationship with key organisation including techSPARK and MyWorld.

“Creative Day at Bristol Technology Festival provides a platform for Bristol Creative Industries to discuss the creative industries’ role in driving innovation in the region and will bring valuable insight for our members, as well as opportunities for cross-sector collaboration.”

If you’re new to Bristol Creative Industries, here’s a bit about us.

Founded in 2005 as Bristol Media, we’re  a community interest company that supports the creative sector to learn, grow and connect.

Driven by the common belief that we can do more collectively that alone, we’re about prosperity for creative businesses and that means attracting new talent and new customers.

In Bristol and across the region we:

• Connect our members and encourage collaboration.
• Advocate excellence by providing training opportunities.
• Host events to showcase great work and thought leadership.
• Provide a digital platform to promote their business.
• Help members to boost career opportunities and find new staff through our jobs board.
• Develop diverse new talent through our internship programme and other initiatives.
• Act as ambassadors for our members on behalf of the sector.

We are supporting Bristol Technology Festival to foster greater collaboration across the sectors and create opportunities for insight and connections for our members.

To maximise the benefits of tthe Bristol Creative Industries network, support our work and help the region’s creative sector thrive, you can join as a member.

Look out for representatives of Bristol Creative Industries at Bristol Technology Festival events.

The creative industries are a vital component of the local economy and here at Bristol Creative Industries, we encourage young people to look to the sector for a rewarding and inspiring career. As modern technologies like gaming, VR and AI continue to develop, we need a new generation to take on the jobs of the future that the local economy needs if it is to thrive.

See below for our updated guide to creative industries-related further and higher education in Bristol, Bath, Weston-super-mare and beyond.

If you’re an employer or education provider, scroll to the end of the article to find out how to get involved in the Bristol Creative Industries Talent Programme, which is focused on boosting workforce diversity in creative businesses and helping to grow the talent pipeline.

School sixth forms

A selection of the creative post-16 courses offered by sixth form departments at Bristol schools and academies:

Bath Academy

Among the A-levels at Bath Academy are art and media studies.

Beechen Cliff

A-levels on offer at this Bath sixth form for boys include creative design and music.

Future-proof your website: migrating from Drupal 7 to Drupal 10

As the end of Drupal 7 support looms, it’s crucial for businesses to take action and migrate to Drupal 10. Staying on Drupal 7 puts your site at risk of security vulnerabilities, performance issues, and could even damage user experience (and your reputation).

Stay tuned to learn the essential steps to assess and optimise your current Drupal 7 site, establish a robust Drupal 10 environment, and ensure a seamless migration. By following this guide, you’ll not only protect your digital presence but also position your business for future growth and innovation.

Step 1:
Assess and optimise your Drupal 7 site

Secure a comprehensive backup
‍Protect your existing Drupal 7 site by securing a full backup. This safety net covers both your database and files, ensuring you’re prepared for a smooth transition.

Content and module audit
‍This is your chance to streamline your site. Identify the content and modules that drive your business. We’ll help you eliminate outdated or redundant elements, clearing the way for a leaner, more efficient site.

Update for stability
‍Ensure your Drupal 7 site is fully updated to the latest version. This step not only lays a stable foundation for migration but also presents an opportunity to patch any vulnerabilities and optimise performance before the big move.

Step 2:
Establish a future-ready Drupal 10 environment

Choose the right hosting
Select a hosting environment tailored to support Drupal 10’s advanced capabilities. This stage allows you to reassess your hosting needs and choose a platform that can scale with your business, ensuring long-term reliability and speed.

Deploy Drupal 10
‍Our team will handle the installation of Drupal 10, setting the stage for your site’s evolution. This is your opportunity to start fresh with the latest technology, ensuring your site is equipped to handle future growth and innovation.

Initial setup and configuration
‍We’ll configure your site’s basic settings, aligning it with your brand’s unique identity. This is the moment to revisit your site’s core settings and make improvements that reflect your current business objectives and user needs.

Step 3:
Migrate with precision and care

Activate migrate modules
‍Leverage the power of Drupal 10’s Migrate modules. Our experts will ensure they’re installed and ready to work their magic. This phase is an opportunity to refine the way your data is organised, improving site efficiency and data integrity.

Seamless content migration
‍We’ll meticulously migrate your content – from nodes to users, and beyond – ensuring your data arrives intact and ready to drive engagement. It’s the perfect time to clean up your content, ensuring only relevant and high-quality information makes the move.

Configuration migration
Transfer your site’s configurations with precision. Whether it’s content types or views, we ensure your site’s core functions are not just preserved but optimised for better performance and user experience in Drupal 10.

Step 4:
Rebuild, redesign, and revitalise

Custom module rebuild
‍Rebuilding custom modules in Drupal 10 isn’t just a task – it’s an opportunity to innovate. We’ll ensure your modules are not just replicated but enhanced for improved functionality, security, and speed.

Theme overhaul
‍Elevate your brand’s digital presence with a redesigned theme that’s fully compatible with Drupal 10’s cutting-edge standards. This is your chance to modernise your site’s look and feel, ensuring it reflects your brand’s evolution and appeals to your target audience.

Feature testing
‍We rigorously test all features to guarantee that your site performs flawlessly. This stage is crucial for identifying areas where user experience can be improved, leading to higher engagement and satisfaction.

Step 5:
Launch with confidence

Comprehensive testing and debugging
‍Before going live, we conduct extensive testing across all platforms. Our commitment is to iron out any issues, ensuring a smooth launch. This is the final opportunity to fine-tune your site, making sure it’s in peak condition for launch.

Content accuracy review
‍We perform a detailed review of your migrated content, ensuring everything is aligned with your business objectives and looks impeccable. Use this stage to ensure your content strategy is up-to-date and resonates with your audience.

Go live and thrive
‍Once we’ve ticked all the boxes, we’ll seamlessly transition your site to Drupal 10. This launch is more than just a migration; it’s an opportunity to reintroduce your brand to the market with a stronger, more powerful digital presence.

The risks of staying on Drupal 7 – don’t get left behind

Sticking with Drupal 7 now that support has ended is a risk your business can’t afford. Without security updates, your site becomes vulnerable to attacks, risking data breaches and downtime. The lack of updates also means your site will fall behind in performance, leading to poor user experience and potential loss of business opportunities.

The clock is ticking – don’t wait until it’s too late. Migrating to Drupal 10 isn’t just an upgrade; it’s a critical step in future-proofing your digital presence. With Drupal 7 reaching the end of its life, now is the time to act.

Book your FREE consultation

Ready to make the move? Let’s talk.

Book a free consultation with our Technology Director, Steve King, and Marketing and Business Development Director, Sophie Harris. Together, we’ll map out the perfect migration strategy for your business, ensuring a smooth transition that positions you ahead of the competition.

To schedule your consultation and take the first step toward a more secure, high-performing website contact us today.

Drupal 7 is nearing end of life – could Webflow be your new CMS?

You may not have heard: Drupal 7 reaches end of life in January…

Just kidding. Of COURSE you have. It’s been the talk of the digital town for a while now. Not to mention the source of quite a few headaches as businesses scramble to work out what the next move is.

What it comes down to is this: if your current site runs on Drupal 7, you need to choose a new content management system (CMS). And preferably sooner rather than later.

‘Why the urgency?’ we hear you cry. Because when security and software updates stop, your site will be at increased danger of security breaches. And you’ll find the performance of your website becoming increasingly compromised. Staying on the old platform is a case of diminishing returns and increasing risks.

Surely an upgrade to the latest Drupal version makes the most sense? After all, it’s done you proud so far. And you’re familiar with it. Well yes, there are plenty of reasons that make it a great option.

But it’s not a total no-brainer. Let’s delve into why.

It’s not just a case of ‘Copy’ and ‘Paste’

You might imagine that a move to the latest version of Drupal would simplify the migration process. If it’s the same provider then won’t it be easier to just take your existing content and place it in the new system?

Not quite. Given all the new features and functionalities that have been added between version 7 and the latest iterations, it is still a major undertaking.

But migration has the potential to be a lengthy process whichever platform you choose. So it’s important to make your decision carefully.

Hold on, how long will migration take?

We’re glad you asked! This does depend on the size of your website and the number of assets to be transferred. But let’s break down the steps you’ll need to take to get your new website up and running:

1.        Partner with an experienced web-migration expert who can help streamline the process, suggest new features and test it all before the final launch.

2.        Audit your existing website and make a note of all your pages, site functionalities and content, including page URLs.

3.        Create a new site and design a repeatable migration process to transfer all the content over from your existing site.

4.        Carry out multiple tests to ensure your new site will run smoothly after launch, replacing the test content with the final content when you are happy.

5.        Prepare to launch – set up the new site and switch your web address to the new version. Make sure all your webform submissions are safely migrated and you’re good to go.

That might sound daunting, but not only will migration future-proof your site it also offers some exciting possibilities.

New CMS, new opportunities

Chances are, you’ll have experienced a few issues with your old site. Choosing your new CMS is a great chance to iron some of these out. Plus add additional capabilities so you can showcase what you do in a more effective/dynamic way.

And it might be that Webflow gives you more flexibility.

Why Webflow might be the one for you

Once you’ve conducted your website audit (see step 1 above), you and your chosen migration partner will have a much clearer understanding of your new requirements. And, depending on what you need, Webflow might offer the best performance.

Streamlined from start to finish

Webflow represents something of a one-stop shop: its low code/no code approach means you don’t need a development team (or front-end and back-end developers) to create your website, and you don’t need painstakingly built plugins or modules.

Each software element is designed specifically to run on the platform. And you can choose from a vast array of third-party integrations. All of which makes your website simpler and faster to build. And adds up to faster page loads as there are no external layers to run.

The Webflow application will also save you time by managing the maintenance of your site and all your integrations, take care of CDM delivery and ensure the website stays live.

Even better, any future changes can be made by one designer and developed on the platform at the same time.

A creativity first approach

Webflow sees itself as a ‘visual-first’ platform which puts fewer boundaries in the way of your imagination.

Code-based websites require multiple steps to build as each iteration or change bounces back between design and development teams.

Webflow allows a designer to build out your site as they go. And with millions of third-party integration options available, it’s easy to find what you need to make your ideas come alive.

Enhanced scalability and SEO

You might be concerned that the low code/no code approach means your site will face limitations. That’s simply not the case. Webflow allows you to address global audiences with native localisation, which is excellent for boosting your SEO and allows you to build strong domain authority with each localisation sitting under a single URL.

We know that’s a lot to take in. If you’d like help making your decision, talk to our experts today.

The July global IT outage posed a key question to B2B brands:

Can you respond, with impact, to those big industry moments when projecting integrity, trust & credibility becomes key?

On Friday 19^th July 2024, the biggest global IT outage to date caught leading service and security providers completely off-guard. Banks, manufacturers, media firms, airports, airlines, rail services, payment systems, the London Stock Exchange, multiple news organisations, and many public and emergency services platforms held up by Microsoft all reported severe interruptions.

Why is this disruption of urgent interest to B2B marketing planners?

Put simply: because resilience is a growing buying priority.

The world’s largest and most industry-critical enterprises are held up by increasingly complex supply chains and vendors.

In the wake of the debacle, thousands of buying groups (including downstream suppliers, partners, industry ecosystems and less-affected but increasingly cautious organisations)  will be questioning the reliability of their current IT systems.

And they’ll be asking themselves one thing: do they have the capability to keep the lights on when the next Big Moment hits?

How can the latest buying-journey research help you respond to a trust crisis with impact?

Cutting-edge data from 6Sense reveals that B2B buyers spend 70% of the buying journey doing their own research before talking to vendors.

(view image in blog here.)

Here are the biggest headlines steering optimised B2B content performance in 2024:

• Buyer’s don’t make contact with a vendor until 70% of their journey is complete
• The average buying journey from initial research to deal is 11 months
• Buyers don’t speak with vendors until 8 months into the journey
• If there are more than 6 viable vendors (increasingly likely given the increasing complexity of IT supply chains) even more time is spent before any vendor contact is made

Source: 6Sense Point of First Contact Research Summary

If your content and campaigns rely on buyer conversion via a landing-page form or traditional lead generation it’s time to rethink. You won’t be getting your brand in front of key decision makers and influencers when they’re gathering the information that will heavily influence their purchase decision.

It is urgent for B2B sellers to increase their roster of ungated, educational content. You need to remove as much friction as possible for potential buyers wanting fast insights without a form.

Blogs, external product validation, helpful articles, videos, even some higher-value guides/buyers guides should be readily available to your audience without requiring an email. Concerned about tracking conversions when using more ungated content? We can help!

Using B2B-platform superpowers to win the trust war

‍Whether you’re a fledgling startup or an established technology vendor selling into enterprise, Google and LinkedIn are likely your hero channels for paid media. Most organisations have not activated a key superpower: using the two platforms in combination. Deployed correctly, you can build trust with your audience and maximise awareness of your brand during that crucial first 70% of the buying journey.

Installing the LinkedIn Insights Tag on your website pages means you can track visits to specific website pages from your upper-funnel traffic-driving activity. And funnel those people back into LinkedIn. Now you can filter that audience down to your ICP profile (specific companies or industry, job function + seniority), and offer higher-value site visitors a better-connected content experience. Showing them the most relevant assets based on what they have seen and the strength of their engagement. That builds trust faster and accelerates the time between browsing and buying. And it can keep customers loyal when that next big crisis hits.

It this all sounds incredibly complicated, we get it! You want to make sure your content is making an impact on today’s buying journey. That you’re getting the most out of B2B paid media in the do more for less era. And that your digital communications are robust enough to achieve the right impact in a global emergency! That’s where we come in. Talk to us and find out how we can help build you a robust B2B platform.

Are you feeling like your blogs and social posts are shots in the dark, fired out without a clear aim and, ultimately, missing the mark?

Or maybe you feel there are never enough hours in the day to be consistently updating your digital platforms, like you’re always catching up.

There are a number of reasons why your B2B digital strategy might be falling flat.

So, how do you keep the conversation about your brand, products, and services fresh and engaging, without sounding like a broken record? And why does it feel so challenging?

“…58% of businesses don’t have a digital strategy in place…”

It turns out, 50% of businesses don’t have a digital strategy in place. Those that do certainly aren’t immune to avoidable marketing mistakes. And, as Roger L. Martin – strategy and management expert, and author of A New Way to Think – puts it, strategy is NOT planning:

“A strategy is an integrative set of choices that positions you on a playing field of your choice, in a way that you win.”

In essence, strategy is a theory, meaning there is a ‘how’ and a ‘why’. The ‘why’ is the reason you choose to do it. And the how, is the way you plan to beat your competition – playing to your organisation’s strengths to gain opportunities and sidestep risks.

Why do you need a digital strategy?

Every business will have different aims, but here are some reasons you might want to dial up your digital strategy:

Your competition is growing a strong following and gaining market share

Digital platforms give you the opportunity to test what works and what doesn’t, helping you hone your messaging and stay competitive. If your competitor is gaining traction online, it’s likely no accident – you can bet they have a solid strategy in place.

You’re under pressure to do more with less where your marketing budget is concerned

Compared to traditional OOH marketing, TV and print, digital marketing can offer low-cost opportunities to reach even more people – both organic and paid. A robust digital strategy will help you prioritise where you spend that limited budget to maximise returns.

Your sales and marketing teams don’t have enough data to confidently modernise their approach

It’s a misconception that B2B sales are all about meeting rooms, suits and handshakes. In fact, a recent report from Sana found that 58% of B2B buyers prefer placing complex and high-value orders online. By harnessing the power of data in your digital strategy, you can learn a lot about your audience and their preferences. This has the power to transform your marketing communications, your sales patter and direct messaging, and dictate how and where you choose to advertise.

Your audience needs your products or services, but they don’t know it yet

Sometimes an extra step of awareness and education is needed to nurture prospective customers. If you have products or services that require a bit more explanation, digital marketing offers numerous opportunities to build anticipation and understanding, guiding them into the next stage of the funnel. LinkedIn advertising is a particularly effective way to educate a B2B audience.

How will you plan your strategy, to ensure success?

“Invest deeply in understanding the problem before proceeding. You create a strategy; you don’t pick one. Design and imagination are critically important to strategy.”

– Richard Rumelt, Good Strategy/Bad Strategy: The Difference and Why it Matters.

Diving deep into the complexities of your industry and consumer behaviour isn’t just helpful – it’s essential groundwork for crafting your B2B digital marketing strategy.

You’re battling lengthy sales cycles, multi-seat buying committees, and high-stakes transactions. So, it’s crucial to nurture your audience with a well-thought-out digital marketing strategy.

This means catering to every key audience persona, at every stage of the marketing funnel – from awareness, right through to decision.

Equally, business-to-business marketing is a competitive game. Developing an effective B2B marketing strategy requires an in-depth understanding of not only your industry and audience, but your competition.

Once you have your market research in place and a solid understanding of the pain points your audience is facing, you can figure out how you want to position yourself.

Key challenges when developing a B2B digital marketing strategy:

• Buyers often face decision fatigue from seeing too many similar products with none standing out. Figuring out your unique perspective and differentiators in a saturated B2B market can therefore prove tough. It requires pinpointing an area of focus that you know your competition isn’t talking about.

• Buying behaviours can change, influenced by economic factors, cultural shifts, and values-driven buying. Some of these are out of your control, but ensuring your brand is authentic and human will improve loyalty, helping you weather these social transitions. Promoting your values and brand via social media can be a great way to forge genuine connections with your audience, and build trust.

• The rapid evolution of tech and the introduction of generative AI to the workforce has been both an advantage and disadvantage to businesses in many ways. ChatGPT, for example, can help you summarise, plan and focus your ideas, but it cannot guarantee the data it provides is original, authentic or reliable. So, it’s best your content strategy doesn’t rely too heavily on AI content creation.

• Resources and time constraints can be a major factor for many businesses trying to develop a digital marketing strategy. We are lucky enough to have an in-house team of graphic designers, copywriters, videographers, web designers and developers, but we know that isn’t the case for every business. So finding ways to create high-quality content appropriate for your brand can be a real challenge.

• With the introduction of Google Consent mode V2 and the death of the third-party cookie… regulatory and privacy challenges are becoming more of a barrier to connecting with your audience, but they’re incredibly important changes that protect consumers against intrusive marketing and security risks. When developing a digital marketing strategy, it is very important to remain compliant across all platforms to avoid unwanted financial penalties.

What to do?

1. Choose the channels you want to reach your customers on

‍Where can you find your audience? How do you want them to engage?

2. Develop a content strategy

‍Provide content that speaks to your audience in every stage of the buyer journey: awareness, consideration, decision, as well as making it unique and reflective of your brand. What value are you adding to your audience? How is your content going to solve their problems?

3. Use paid promotion to your advantage

‍Decide where you want to put your budget that will be most effective for you. For instance, do your customers mainly search for your product on Google? In that case PPC may be the most viable option. Or perhaps you offer a product that appeals to Gen Z – if so, consider TikTok, Instagram or Snapchat. Be sure to track your spending and the conversion rate to optimise wherever possible and get the most bang for your buck.

4. Map out the customer journey

‍Use tools like Hotjar and GA4, and any other analytics tools you’re subscribed to, and map the journey of your customer from awareness of your brand (social media engagement, for example) and first website visits right through to purchase.

5. Decide which tools best meet your aims

‍Ensure you research marketing tools carefully before subscribing, and select ones that most seamlessly slot into your processes, providing the most efficient and effective support for the least investment.

6. Get your hands on as much data as possible

‍Use it to evaluate the effectiveness of your digital marketing strategy, which should be flexible enough to adapt with your findings. Then, be sure to make use of A/B testing to find out how your data works in practice.

Not sure where to start?

Chat to us today for a free consultation and we can provide some tips to help breathe new life into your B2B digital marketing strategy, boost engagement and get you those all-important conversions.

Bristol integrated brand agency saintnicks has announced a further senior appointment with the hiring of Marcus Culloty as the agency’s new Creative Director.

Marcus joins saintnicks after holding the title of Creative Director at McCann Bristol. Before that, he was the Creative Director of The Mix Dublin, part of Pernod Ricard’s global in-house agency network.

With more than 17 years experience working for some of the UK and Ireland’s leading network and independent agencies including Havas, Publicis, and The Leith Agency, he has created a raft of award-winning campaigns for global clients such as Toyota, O2, Jameson and Dunlop.

Now as saintnicks’ Creative Director, Marcus will be leading the agency’s conceptual output alongside supporting with the mentoring, shaping and development of its creative studio.

On his appointment, Culloty said: “saintnicks has a great philosophy for crafting great work that helps their clients and their brands really fly. That’s why I can’t wait to dive in, be part of this experienced agile independent agency’s senior team and take things further than ever.”

It’s a time of continued growth for the Bristol agency with further new talent joining across the business. This month sees the arrival of Richard Canueto-Cook and Hannah Bain into the Client Services team as Account Directors. Both join with previous careers at Ogilvy, Havas and McCann.

The appointments coincide with another strong year for the agency after a consistent period of new and existing client growth within the automotive, sport and audio sectors and a string of industry award nominations.

Steve Davies, ECD of saintnicks commented: “The quality of talent and the versatility of skills in the agency has enabled us to generate stronger campaigns and deliver better performance metrics across the board. With over 65% of our business from international brands we are always seeking talent who can help us to take clients further, and Marcus is a most welcome and exciting addition to the team.”

Social media expert and Bristol Creative Industries member Luan Wise recently delivered a series of BCI events focused on practical insights for using LinkedIn to make connections, boost your business and find work. The first was tips on optimising your LinkedIn profile.

Dan Martin summarises her brilliant advice. 

—-

LinkedIn is one of the oldest social media networks having launched in 2003. It now has over one billion members in 200 countries and regions worldwide.

LinkedIn’s mission is to “connect the world’s professionals to make them more productive and successful”, with the vision of “creating economic opportunity for every member of the global workforce”.

Key questions to ask when building your LinkedIn profile

Luan advises asking yourself the following questions to ensure your LinkedIn profile is relevant and beneficial to what you are trying to achieve.

What will you be using LinkedIn for?

• Looking for a new job
• Finding new clients
• Networking with peers and referrers
• Staying up-to-date with industry news and insights

Who do you want to find your profile on LinkedIn?

How do you help solve their problems?

What keywords will they search for to find you?

Who would you like to be in your network on LinkedIn?

What do you want to be known for within your network?

Consider upgrading to a premium LinkedIn profile

Luan says that while there’s lots you can do with a free account, there are many useful benefits of paid accounts. Before upgrading to a paid account, think about whether the features will benefit you enough to justify the cost. LinkedIn offers a one month trial.

As a Premium Business user (currently £49.99 a month or £359.88 a year), the benefits are:

• Private browsing
• Unlimited search
• AI features to help you write your posts
• InMail credits (message people before you connect)
• LinkedIn Learning
• Who’s viewed my profile (see everyone who is looking at your profile – subject to privacy settings)
• Custom button (a call to action that appears on everything you do on LinkedIn – ‘visit my website’, ‘join my newsletter’ etc)
• Service page features
• Business insights (Company Page)

Think about settings and privacy

Luan advises to consider your privacy settings on LinkedIn and who you’re sharing your content with. Go to the visibility section to check your settings

One section you can switch off is allowing your network to see all your contacts. Luan says:

“Leaving it switched on would be like walking into a room and leaving all of my data assets, my connections, my business cards on the table. I don’t want everyone to see so I switch it off.

“I would suggest that you switch yours off, but if you’re looking at someone else’s profile, and you’re in a sales, or business development mindset, there’s nothing stopping you having a look if they haven’t adjusted that setting.”

Choose a great LinkedIn headline

Your LinkedIn headline appears on your profile and every time you post, so make it count! Luan says:

“By default it will be the job title and company name taken from the ‘experience’ section of your profile. But job titles can sometimes can be a bit vague, and company names don’t always communicate what you do, so add a descriptor.

“For example, if you’re freelance and offer a multitude of skills, you could change your headline to say ‘I help these types of clients by doing this.’

“Have a look around LinkedIn, and see what other people have done with their headlines. Think about making a good first impression, what will appear in search results and what will appear alongside everything you do on LinkedIn.”

Use the ‘experience’ section to show how you can help

The ‘experience’ section of your profile is the CV-like section of your profile, “but unless you are job seeking”, Luan says, “reframe it to be a description of your role and responsibilities and how you can help the person that you want to be viewing your profile.” She adds:

“I would also encourage you to include a small paragraph describing the organisation you work for. If you’re part of a team, all your colleagues should use the same paragraph. Tell people what your company does, its size, its client portfolio etc, so people immediately understand what you do and how you can help.

“You will naturally include keywords that people are searching for. You can also add assets such as website links, videos, PDFs etc.”

See the ‘skills’ section as a place for current keywords

In the ‘skills’ section, which allows you to get endorsements for your skills from other people, Luan instead has switched endorsements off and uses it a place to showcase current skills that people are searching for:

“I see the skills section as a set of forward facing keywords. I don’t include all the skills that I’ve developed throughout my career, because there things that I don’t want to do anymore and services that I don’t want to offer. There are also skills, such as AI, that I’m starting to develop and want to be found for over the next 12 months.

“As I’m keeping the skills section up to date, my personal thoughts are that it would take a lot of work to get endorsements and I think there are ways that I can show evidence of my work, my credibility and my skills elsewhere on my profile.

“So my advice is use the skills section, but think about your organisation, the services you offer and your personal skills. You can allocate them to other sections of your profile as well, such as the ‘about’ and ‘experience’ sections. I personally don’t do this but if you’re job seeking or starting out in a new business and want to show more evidence, you might want to showcase them in other sections.”

Recommendations: Quality over quantity

Testimonials about you from real people are a powerful way to showcase your skills. These appear in the ‘recommendations’ section of your LinkedIn profile. Luan says:

“Recommendations add credibility, endorsement, and social proof to your profile. Ask your peers, colleagues, and clients for recommendations. Go for quality and substance over lots of people saying that you’re great.

“Think about who you want to be named on your profile, and what they can say about you to add to your story.”

Use the ‘about’ section to tell your career story

Luan says the ‘about’ section is a brilliant place to bring everything together, tell your story and explain why people should connect or work with you.

“This isn’t a CV-style personal statement. I want to see your career story. I want your highlights. I want to know what you’ve done and who you’ve done it for. If you can name drop, then name drop. Tell me what you’re doing now. At the end, put a call to action.

“You will naturally include keywords, and you can keep it up to date to reflect why you are using LinkedIn at any given point. I change my ‘about’ section often, depending on what I’m looking for and what I’m working on.”

Key actions

In summary, Luan’s key tips for creating a great LinkedIn profile are:

• Focus updating your profile on your primary purpose for using LinkedIn
• Write your profile for the people you want to attract
• Use keywords for discoverability
• Keep your profile up-to-date and reflecting your current work
• Consider a Premium Business account

You can connect with Luan Wise on LinkedIn here, follow Bristol Creative Industries here and join our LinkedIn group here.

Bristol-based CRM specialists Flourish have today joined forces with the creative services agency Curious and The Harbour Collective, in what is the first step in the development of a new marketing company – the Harbour Group.

The group will be led by Paul Hammersley. Previously founder of Harbour Collective, Hammersley will become the CEO of Harbour Group, with Hugo Varney taking on the role of CFO. Before forming Harbour, Hammersley was a chief executive of DDB and Cheil. He launched Harbour in 2017.

Hammersley said, “For some time we have been discussing with a number of our Collective member agencies how to more closely align their shared interests and create a more connected plan for future growth and value creation… central to those discussions has been our desire to allow for the continued autonomy of the agency Brands.”

Founded in 2004, Flourish built its reputation in CRM and Customer Journey marketing, working for clients such as Nissan, Twitch and ASOS. Today, the agency employs over 50 people and operates from offices in Bristol and Dubai.

Of Flourish’s three founders, Neil Hecquet and Rich Hartson will be departing the agency, whilst Keith Nichol will remain, taking a position on the Harbour Group board. Nichol said, “The last 20 years have been such an incredible personal experience. I couldn’t have hoped for better partners than Neil and Rich and both have been instrumental in Flourish’s success. The time has come to push on and this opportunity with Harbour enables us to add our strength to a wider group proposition.”

Ian Reeves, Flourish’s Managing Director, said “The Harbour Group vision is clear and offers our clients tangible value through vertically integrated and complimentary services. We’re excited to start the journey alongside Curious and believe their offering can help push the creative barriers of what can be achieved within CRM.”

For more information, please contact Aimee Blakemore, Marketing Manager at Flourish on 01173 117620 or [email protected].

About Flourish

Flourish, which has offices in Bristol and Dubai, is a CRM agency “specialising in the development and delivery of personalised data-driven experiences, direct communications and content”. Its clients include Nissan, Bet365 and Asos.

www.flourishworld.com

About Curious

Curious is a “tech-driven agency that provides design, artwork, photography, video, CGI, and content distribution services”, with clients that include Diageo, Specsavers and Patek Philippe.

www.curious-productions.co.uk

About Harbour

Harbour Collective, described as a “standalone company which manages a membership base of a number of independent agencies”, includes Live & Breathe, Pretty Green, Thursday, Platform, Digital Natives, TCO, Just So and Mi Media.

www.harbour.london

With the 2024 general election taking place on 4 July, members of Bristol Creative Industries share what they would like to see for the sector from the next government.

We also outline the specific promises for the creative industries included in political parties’ general election manifestos. 

“Everyone is quick to support the creative industries and our contribution in theory, but it’s the delivery of that support in practice that matters. Support means access to funding – proper grants, that actually give companies what’s needed to innovate and accelerate. It’s also about making that funding fully accessible to all.

“It’s been interesting to read the different parties’ approaches to small business in their manifestos (and the lack of focus on it, in some). I like the idea of the FSB’s Small Business Act, particularly measures like making HMRC as helpful as possible, and penalising late paying companies, which can have a devastating impact on smaller firms. Overall, I’m optimistic for change.”

Jessica Morgan, Carnsight Communications

“We’d like to see greater collaboration between the government and educational institutions to develop curriculums tailored to the evolving needs of the PR industry, especially around adopting AI in PR practices.

“We see a real commitment from UK businesses in ESG initiatives and we think the next government should encourage sustainable practices further through incentives for green initiatives and sustainable business operations.

“Lastly, we’d like to see the implementation of economic policies that foster a stable and growing economy, open financial markets, and provide capital to drive innovation after a prolonged period of uncertainty and upheaval.”

Laura Lear, AMBITIOUS

“The creative industry faces two significant challenges: attracting and retaining skilled talent and securing financial support to facilitate investment and growth in a challenging economic environment.

“Many creative businesses are small and agile, enabling them to deliver results with minimal resources. However, for these businesses to reach their full potential, the next government must acknowledge the creative sector’s value and contribution to the UK economy and provide tangible support.

“That means offering tax incentives to small businesses and startups, increasing access to loans and grants – and not just for R&D – expanding and supporting creative apprenticeship programmes, and providing business support programmes specifically tailored for small and creative businesses.

“Finally, we need greater market visibility and opportunities to access national and international trade.”

Catherine Frankpitt, Strike Communications

“Creative businesses are heavily dependent on eduction. Recruitment is not easy and neither is it easy for freelancers and employees to keep their skills current. We need really solid education right from pre-school to continuing professional development.

“The National Education Service proposal in the Labour manifestos of 2017 and 2019 would have worked very well for creative businesses. Unfortunately it doesn’t appear in the 2024 manifesto.”

Adam Nieman, Real World Visuals

“There is a huge gap or opportunity to support creative business owners with better business management training, e.g. mini MBAs for small creative service firms. Most agencies are lead by creatives or technicians, without a grounding in leadership, management, finance, business strategy, marketing etc. and most “get stuck”. Mini MBA type programs, similar to the Goldman Sachs offer and perhaps provided through university business schools would help agency founders to get basics right, to save years of plateauing and enable them to focus on growth rather fire fighting.”

Janusz Stabik, digital agency mentor

“The arts have recently been diminished within education and the national curriculum, so support should be focused around embracing and building back creativity and arts within schools for the next generation of designers and creatives.”

Paul Ellis, Oakwood

“When will any government make 30 day payment terms mandatory across businesses? It would bring a level of certainty of cash flow for creatives across the sector and reduce the amount of wasted time chasing paperwork.”

Neil Sims, Oakwood

“I would like to see a change in pay reporting from businesses to help tackle the gender pay gap. The government states that businesses over 250 people must publish their pay scales, but 98% of the design industry employ less than 50 people. Changing this pay reporting to include smaller businesses will help close the gap, along with other incentives that can help tackle gender pay inequality.”

Alison Harvey​​​, Oakwood

“It was disheartening to read in The Guardian that design and technology could potentially be removed from the national curriculum within four years. This stark possibility underscores the urgent need for immediate government action to support and promote the creative industries.

“To continue building the creative sector, further focus needs to be placed on education, advocacy, and innovation, ensuring the sector not only survives but thrives in a rapidly changing world.

“Education is where it begins. The government must recruit and keep inspirational teachers who can inspire and cultivate the future generation of creative individuals. Quality educators play a crucial role in motivating students and equipping them with the necessary skills to excel in creative industries.

“It’s also crucial to advocate for the creative industry and change outdated perspectives to promote diverse career paths. Traditional career guidance often emphasises professions like policing or accounting, while overlooking the numerous opportunities available in creative industries. It’s important to shift this discussion in educational institutions, as well as with parents and the community, whilst showcasing success stories and the economic potential of creative careers.

“Innovation is at the heart of the UK’s creative accomplishments. For instance, consider Sir Tim Berners-Lee’s creation of the World Wide Web or the iconic design of the Mini car. These examples illustrate the UK’s leadership in problem-solving and generating new ideas. To continue this momentum, the government needs to provide support to creative start-ups, allocate funds for arts research and development, and promote collaborations between businesses and creative professionals.

“So, let’s remember what we’re good at as a nation, continue to nurture it, and constantly innovative, to remain at the global forefront of creativity.”

Ryan Wills, Taxi Studio

“As a specialist SEO agency, we are seeing such transformation with AI powered search and recognise the impact this will have on our clients. We are focused on building our AI innovation expertise and investing in our agency team and talent, so that we are constantly ahead of the curve.

“We are strong advocates that the next government must focus on digital skills education to help prepare our future creative industry workforce. We see investment in digital and AI education, skills, initiatives and training will be crucial for businesses like ours, so we can recruit exceptional talent for the future.

“We believe the next government must also foster collaborations between educational institutions and industry, to help bridge skills gaps and by investing in these, the government can empower and future proof the creative sector to help drive economic growth.”

Tom Vaughton, Varn

“The next government’s priorities should be on building confidence in the economy to support stability and growth, holding businesses to higher social and environmental standards, and supporting arts and creative education to nurture future talent and innovation.

“I also can’t help but mention that being more collaborative, open and friendly with Europe will bring in more opportunities for work and market access, which would be a big win for the creative sector.”

Ed Garrett, The Discourse

“We would like to see an updated approach to skills and training, that includes apprenticeships and skills bootcamps which are better suited to industry’s needs and the types of (self/contract) employment that make up so much of our workforce.

“The current inability of freelancers to access quality extended CPD through apprenticeships is a big barrier to those wishing to upskill and take on new clients & responsibilities.

“We also feel that there is a space for new training solutions that support people with some experience to gain enough skills to be be fully employable. Skills bootcamps are a partial solution but there is a big gap between 60 hours worth of skills training and 12-24 months of an apprenticeship. A mid-way offer that facilitates, for example, a graduate in one discipline to move into another related (e.g. music tech to events technician) one would unlock a huge amount of potential.”

Nick Young-Wolfe, MUTI Live

“The UK represents vast untapped potential for creative businesses. For young people, entry into the industry remains something of a closed shop, achieved via well-trodden paths. Any efforts to broaden these pathways are largely driven by charities or pro bono work by smaller businesses. So we’re undoubtedly missing out on millions of incredibly talented people, and they’re missing out on what could be exceptional careers.

“The incoming government should invest meaningfully in giving the next generation more exposure to what our industry can offer, and easier access to financial and professional support that would make a creative career a viable option for all, regardless of background. Then let’s see what we could achieve!”

Ailsa Billington, Proctor + Stevenson

“The critical area where creative businesses, specifically SMEs, are likely to fall down in the next few years is around developing the digital and emerging tech skills to remain competitive and current. I’m hoping that the new government not only extends its investment of funding for the SME creative community to upskill their teams, but also facilitates better collaborations between business and academia to ensure future training options are both fit for purpose and accessible to businesses of all sizes.”

Lucy McKerron, Purplefish

“Businesses have faced so much disruption and uncertainty in recent years that stability wouldn’t go amiss.

“That’s why, above all else, I’d like to see focus from the next government. I hope this fosters sustainable growth and effective planning, instead of short-term fixes.

“Establishing a supportive environment for green technology, renewable energy, affordable housing, education, and skills is crucial. Running across this is an urgent need to provide sustainable funding for local authorities which stand on the brink of financial collapse.

“These are not ethereal things distant from people’s lives, even if they may not be headline grabbers in themselves. They affect how we live, work and learn.

“Addressing them takes long-term planning. That’s why focus, and purpose, matters. Without it, progress becomes more difficult.”

Ben Lowndes, Distinctive Communications

“Recognise and recompense the creative industries for the contribution to the UK economy and wellbeing. Appoint a secretary of state for culture, media and sport who has worked in business. Provide vital finance for the running of smaller galleries, theatres, museums and music venues. Explore innovative funding models for reducing ticket prices, i.e. an ‘entertainment tax’ for Google, Netflix, energy suppliers etc.

“Reduce bureaucracy for funding applications and encourage collaboration versus competition for industry bodies. Urgently work with business and implement policy to critically improve career access for under-represented groups. Acknowledge that the foundation of the industry is freelancers and review their tax treatment.”

Rachel Lane, Ladbroke Gnomes

“Making Tax Digital (MTD) has been a massive cloud over our heads for about a decade now and we are still not ready for it. I’d like to see more understanding for the creative industries in regards to keeping the threshold at £50,000 turnover before MTD for income tax is compulsory. Creative business owners are not ready, and some don’t even know about it enough to apply everything that comes with it successfully. If it is voluntary, more will come on board without any major issues. It is all about how it is handled rather than enforcing. Make it voluntary or give them more time to provide funded training.”

Yarka Krajickova, Action Your Accounts

• Investment incentives already exist (under the Conservatives) on full expensing for businesses. These need to continue and extended to small creative businesses when purchasing expensive IT.
• The Conservatives have already cut National Insurance twice and will do more, including the abolition of NI for the self-employed. Labour won’t.
• The Conservatives have undertaken to help freelancers and SMEs. This includes a large number of creative freelancers.
• Funding exists, but the levels, types and sectors should be reviewed to accelerate innovation, creativity and productivity.
• The tax-free personal allowance, currently £12,570, should be raised when the UK can afford it.
• Raise the VAT threshold for creative businesses.
• Better study to work support programmes for apprentices and undergraduates to help ready them for the workplace.
• Export credits for brilliant creatives selling their work outside the UK.
• More robust artificial intelligence and intellectual property laws to protect everyone.
• Enshrine in law 30 day maximum payment with enforced interest rate penalties on late payments (like in Germany).
• Enshrine in law payment for agency pitche. This would also apply to speculative work requested of freelancers.
• Enshrine in law a maximum of five agencies for pitches with a clear, robust and communicated pitch timeline to encourage due diligence by clients, reduce time wasting and improve productivity. The same should apply for freelancers for fair alignment.

Andy Clarke, Huho Consulting

What political parties have promised for the creative industries in general election manifestos

Here are policies specific to the creative industries included in political parties’ general election manifestos:

Conservative Party [read the full manifesto]

– “deliver a dedicated flexible coordination service so that everyone who wants to work in the film, TV, gaming and music sectors can work on live productions whilst benefiting from at least 12 months of secure training”.

–  ensure creative sector tax incentives “remain competitive”.

–  ensure creators are “properly protected and remunerated for their work, whilst also making the most of the opportunities of artificial intelligence (AI) and its applications for creativity in the future”.

–  launch a review of England’s nighttime economy, “looking at how to reverse the decline in pubs and clubs and how to make our towns and cities great places to go out”.

–  the Conservative Party says “the BBC should represent the perspectives of the entire nation with diversity of thought, accuracy and impartiality as its guiding principles. The party says it “will carefully consider the findings of the Funding Review ahead of the next Royal Charter and ensure it upholds these principles”, and also “introduce a new complaints process for the BBC so the BBC does not mark its own homework”.

Labour Party [read the full manifesto]

Labour’s general election manifesto refers to its ‘plan for the arts, culture and creative industries‘ which it published in March 2024:

–  “find the right balance between fostering innovation in AI while ensuring protection for creators and the ongoing viability of the creative industries”.

–  make sure that a freelance career in the arts remains a viable prospect through a “New Deal for Working People”.

–  seek arrangements with the EU to facilitate easier touring and cultural exchange

–  support creative SMEs, and prevent the loss of local cultural spaces through “Space to Create”, “the first national cultural infrastructure map”.

–  support arts and cultural organisations “which will enable growth in the wider creative industries by making sure there are pathways from grassroots art and culture to creative careers and support the broadening of audiences”.

–  collaborate with the sector, the Creative Industries Council, Arts Councils and other public funders to “create a finance models to attract more funding from different sources into arts organisations”.

– “work constructively to make sure the BBC and our other public service broadcasters can carry on investing in the companies that create distinctive creative output which is exported across the world; and to continue informing, educating and entertaining people across the country for generations to come.”

– launch a review of Arts Council England to consider how best to position the organisation for the next decade.

–  introduce the National Music Education Network as a ‘landing point’ for parents, carers and teachers.

–  support the museums and galleries sector to make more, high-quality images available for free, and “to bring incredible art and artefacts into communities”.

–  tackle ticket touting by capping resale prices and giving the Competition and Markets Authority powers to regulate resale platforms.

–  create a National Data Library “to bring together existing research programmes and help deliver data-driven public services…whilst maintaining strong safeguards and ensuring all of the public benefit”.

–  support the development of the artificial intelligence sector and remove planning barriers to new datacentres.

Liberal Democrats [read the full manifesto]

–  “protect the BBC, S4C, BBC Alba and Channel 4 as independent, publicly owned, public service broadcasters.”

–  “promote creative skills, address the barriers to finance faced by small businesses, and support modern and flexible patent, copyright and licensing rules.”

–  “negotiate free and simple short-term travel arrangements for UK artists to perform in the EU, and European artists to perform in the UK.”

–  establish creative enterprise zones across the UK to grow and regenerate cultural output.

–  appoint a dedicated minister of state for tourism and hospitality.

–  maintain free access to national museums and galleries.

–  apply to participate fully in Creative Europe to improve funding.

–  require at least 80% of on-demand TV content to be subtitled, 10% audiodescribed and 5% signed.

–  “support independent, Leveson-compliant regulation to ensure privacy, quality, diversity and choice in both print and online media, and proceed with part two of the Leveson Inquiry.”

–  pass a “anti-SLAPP law” to “provide robust protection for free speech, whistleblowers and media scrutiny against Strategic Lawsuits Against Public Participation (SLAPP).

– “support the BBC both to provide impartial news and information, and to take a leading role in increasing media literacy and educating all generations in tackling” the impact of fake news.

–  implementing the Competition and Markets Authority’s recommendations to crack down on illegal ticket resale.

–  “create a clear, workable and well-resourced cross-sectoral regulatory framework for artificial intelligence that promotes innovation while creating certainty for AI users, developers and investors”.

–  negotiate the UK’s participation in the Trade and Technology Council with the US and the EU “so we can play a leading role in global AI regulation”.

Green Party [read the full manifesto]

–  invest an extra £5bn over five years for local government spending on arts and culture.

–  VAT axed on tickets for local theatre, cultural events and hospitality.

–  visa-free access to the EU for UK musicians.

–  “implement the 2012 Leveson Report recommendations on cleaning up the media and reinstate the second part of the review.”

–  help the night-time economy through a review of planning regulations and giving local authorities the powers to ensure there is space for cultural life.

–  push for rules on media to be tightened so that no individual or company owns more than 20% of a media market.

–  new grants to encourage the growth of local news publishers.

–  introduce a Digital Bill of Rights that “establishes the UK as a leading voice on standards for the rule of law and democracy in digital spaces”.

“push for a precautionary regulatory approach to the harms and risk of artificial intelligence”, and “align the UK approach with European countries, UNESCO and global efforts to support a coordinated response to future risks of AI”.

–  “insist on the protection of the intellectual property of artists, writers and musicians and other creators, ensure that AI does not erode the value of human creativity and ensure workers’ rights and interests are respected when AI leads to significant changes in working conditions”