Business Archives | Page 5 of 35 | Bristol Creative Industries

The government’s 2024 Spring Budget takes place on 6 March. Bristol Creative Industries members share what they would like to see in chancellor Jeremy Hunt’s speech for creative businesses.

“One thing we’re not looking for from the spring budget is a handout. After many conversations and hearing discussions at industry events, I don’t believe most businesses want this either. I set Distinctive up about three months before the not-so-mini budget in 2022. That single event made trading harder for our clients and us, deterred investment and had real life impacts on our colleagues.

“Given this context, another tax cut won’t touch the sides. What I’d like to see from the spring budget, first and foremost, is firm commitment to supporting things vital for sustainable economic growth and enabling us to plan effectively. Whether you call the state we’re in a ‘technical’ recession or not, that’s clearly not happening yet.

“If the economy is to stand a chance of growing sustainably, it needs investment in sectors like green technology, renewable energy, affordable housing, skills, and education. We also need a sustainable funding settlement for local authorities who are on the brink of financial collapse. Handouts grab the headlines, but they won’t address these fundamentals.

“It’s going to take more than one budget to change things for the better. But the government has a crucial opportunity with this budget to set a positive path, for an innovative, resilient creative sector and the broader economy.

“As with many businesses in the South West, recruiting exceptional talent is a key priority for Varn, so investments in digital skills training programs are crucial going forward. We are focused on the impact of artificial intelligence (AI), innovation and how search marketing will be evolving, so I hope to see initiatives from the government around education and investment to recognise that we are in an era of constant change.

“Allocating resources to establish AI-focused programs in schools and universities will help prepare our future creative and digital workforce. I’d love to see initiatives and apprenticeships tailored to AI and technology fields, in order to incentivise students to pursue learning in these critical areas.”

“While the past few years have been an incredibly exciting time for the creative sector in Bristol, we are currently grappling with navigating emerging technologies, rising costs, and increased competition.

“I’m hoping for more grant provision for evolving businesses to invest in team training and development, specifically in use of AI, automation and new tech. This is critical to helping Bristol retain its innovative creative reputation on a national and international stage, while helping to continue to attract and retain talent in the city.”

“Working within the digital space, we’re always striving to innovate, particularly to bridge the gap between tech and physical, providing people with new and personalised experiences. As tech evolves at pace, the creative industries within the South West must have access to the new techniques, new languages and innovations needed to ensure they remain relevant.

“Our hope for the Spring Budget is that there will be further investment into supporting access to that tech, not just for those already working in the industry, but also ensuring inclusive access to the critical emerging talent coming into the sector.”

“It would be great to see a clear and strategic plan for the creative industries, notably arts and culture, that supports investment in skills and infrastructure. There needs to be a multifaceted approach across funding, facilities, business development and planning to nourish a thriving local arts and culture ecosystem. This requires collaboration across government agencies and community stakeholders.

‘The government’s creative industries sector vision published in June 2023 needs proper goals and funding if it is not to become an empty promise like Like Build Back Better and Levelling Up.

“At this stage in an election year however, it’s probably too late. The budget will inevitably focus on tax incentives to meet the expectations of traditional conservative voters.”

“We believe that AI has amazing potential as a complementary tool for the creative industries. We have seen the hype around this technology soften at the start of 2024 – primarily because people are realising that it takes time and effort to learn how to get good results. This is why training is such a vital part of realising the full value of AI.

“We think a fund to support recruitment and training of early careers talent into creative services, targeted on increasing digital/AI skills, would help ensure that the UK’s creative sector remains world leading and provide a valuable avenue for younger generations to acquire the skills they’ll need to navigate a digital future.”

“With ESG and sustainability a key focus for many of our clients, we’d like to see the government put in place measures which will support and incentivise investment in net zero, particularly for smaller businesses who are facing financial constraints.

We’d also like to see research and development tax breaks prioritising sustainability-focused industries, such as renewable energy, mobility and facilitating the circular economy. With the right investment these sectors can be the growth engine of the UK; and Bristol is already leading in many of these areas. The budget is an opportunity unleash more of this potential.”

“We’re officially in recession, but the truth is that we’ve been feeling the effects of a difficult economy for a long time, as smaller business owners as well as consumers.

“What I don’t want to hear in the budget discussion is how many “tough decisions” have been taken. As business owners, we understand tough decisions and take them most days! There are over 5 million businesses like mine which are often called the “backbone” of the economy, so we need to be respected, understood and supported. I don’t want to be used as a political pawn.

“I’d like some policies aimed at helping us to grow. Moves like an increase in corporation tax and a decrease in dividend allowance will affect the smaller business community disproportionately. When I get together with fellow small business owners, there’s a strong sense of support. I’d like to see that sense coming through from the government and wider business community.

“The consistently late payers that put small businesses under pressure are the large corporates, in my experience. I would certainly like a clamp down on late paying, which can be crippling.”

The human touch has returned as a top prospecting priority due to digital lead generation marketing automation overload, a major new survey of UK new business and agency leaders has revealed.

The seventh annual UK New Business Barometer by specialist new business consultancy jfdi and strategic insight agency Opinium found that 88% of respondents used management connections to prospect, with 44% citing this a top strategy.

Another 68% said they asked clients for referrals and 67% formed alliances and partnerships. The report said the change is likely driven by email overload and an explosion of pushed content in an over-supplied agency market.

Winning and losing pitches

The survey, which included responses by several Bristol Creative Industries members, also found that ideas that deliver, are practical and affordable are winning pitches. Ir revealed that in the current difficult economic environment, the proportion of respondents saying they commonly win projects because of ideas that are deliverable, practical and affordable rose eight points to 33%.

Another trend highlighted by the study was that only around 50% of the ideas and recommendations presented in pitches are executed, which jfdi said confirmed winning pitches requires more than answering the brief.

When asked about the reasons for winning pitches, 73% said relevant and expertise was important, a figure that was 6% up on last year. Another 69% said it was due to good chemistry.

For unsuccessful pitches, more than two fifths (43%) of respondents reported client withdrawal of budget as the most common reason for not winning a pitch. This was up up 10% on the 2023 study despite having been broadly stable for the past six years.

Other reasons include “rarely given a reason” (41%), “economic uncertainty”, (33%); “ideas not deemed affordable” (20%), and “agencies failed to demonstrate relevant expertise/capability” (18%).

The cost of losing pitches escalates exponentially by size of agency, the study revealed, with every agency spends more annually on losing pitches than they do on winning ones.

The report showed small agencies are spending on average £86,000, medium agencies spending £350,000, and large agencies are spending £1.4m on losing pitches.

“This shows how a marginal gain in conversion can feed down to the bottom line with more budget available to spend elsewhere in the business,” the study said.

‘Ticking stress time bomb’

The study warned of a “ticking stress bomb”, with 70% of new business practitioners reporting their role becoming more stressful over the last 12 months. The report said “this worrying trend signals the need to ensure mental health welfare and wellbeing in this space”.

Other findings

Advice related to the report’s findings

In uncertain economies, it’s understandable that businesses review their budgets. Often, marketing spend is one of the first costs to be slashed – part of a defensive, cost-cutting strategy.

This ‘batten down the hatches’ approach is an instinctive reaction. Why keep spending when every penny counts? But the data speaks for itself. This is a time for marketers to be proactive, not reactive.

Recession-proof marketing strategy

A Harvard Business School study of 4,700 businesses during past recessions found that those who reduced costs selectively were 37% more likely to come out of the period in a stronger position than their competitors. By focusing more on operational efficiency, while investing in marketing, R&D, and new assets, these businesses could stay ahead of the competition and hit the ground running when the economy bounced back.

To many, this may feel counter-intuitive. But brand growth is driven by an investment in long-lasting commercial impact. And, as any professional investor will tell you, success lies in buying low and selling high. In times of recession, media is cheaper, and the landscape is quieter as your competitors begin to retreat. So, the longer-term impact – as we come out of recession – should be greater.

Luckily, there’s robust data to support this theory. The WPP Centre for Research and Development provides us with important insights from the past into the performance of brands through a downturn. It bases its analysis on data from the Profit Impact of Market Strategy (PIMS) database.

The PIMS database is the only source from the past that contains both marketing data and financial information for the same brands throughout the period of the study.

Cutting advertising in a recession doesn’t increase short-term profits

It’s tempting for businesses to show bottom-line results by cutting advertising spend in a downturn, especially when under pressure to report short-term quarterly results to investors.

However, the PIMS data shows that cutting advertising spend in a downturn doesn’t increase your short-term profits.

Increasing spend in a downturn grows market share

Whilst it might seem risky to increase spend in a challenging economy, the data from the PIMS database shows that it’s easier to gain market share in a downturn than it is in better market conditions.

“businesses in the PIMS database enjoy a higher rate of share growth during downturns, and a lower rate of share increase during stable periods and periods of growth.”

Increasing marketing spend in a downturn will naturally show a short-term fall in ROI for most businesses, depending on their sector. Figure 3 shows, on average a reduction of 1.9%.

However, there’s only a 0.1% difference between those cutting their spend by an average of 11%, and those increasing spend by an average of 10%.

‍As we’ve seen from the data in Figure 1, even a moderate increase in spend resulted, on average, in an increased market share during a downturn.

Further, as demonstrated in figure 4, there’s a substantial body of evidence to show that a larger share of the market generally leads to a higher return on marketing investment in the longer term.

So, we know there’s a case for being especially intentional about marketing during a downturn. But what should that look like?

A proactive approach to marketing during a recession should focus on maintaining a consistent and confident presence. This means keeping up with brand awareness campaigns and ensuring your identity, messaging and value proposition stay true, relevant and strong. It’s the wrong time to shy away from stand-out, brand-led marketing.

So even scaling back on advertising could be a mistake if you want to gain market share and a competitive advantage. And while investing in SEO, PPC and lead generation might seem more pressing than brand and awareness, a strong, visible presence might just be the key to long-term success.‍

Case study – Proctor & Gamble

Don’t dismiss this case study because P&G is a large consumer brand. Studies by Binet & Field show that the principles of B2C brand building apply equally to B2B brands.

Without a doubt, the decisions we make today will affect the health of our businesses substantially for the longer term. So now, more than ever, we should ground our strategies in empirical data to avoid strategies based on fear and emotion.

So, while we’re all under considerable pressure to revisit our marketing strategies, remember the evidence from the past:

Need help building your brand?

Whether you need advice or support with positioning, visual identity, a digital refresh, or all of the above, we’re here to help. Get in touch and book a free consultation today.

Embedding culture, engaging employees and increasing productivity with internal branding and communication

Internal branding and communication are a critical part of the marketing mix for any company. Your business needs to be a place people want to work. And that goes beyond simply listing the benefits and occasionally posting something on the intranet.

Your employees need to understand your purpose and ambition, and why it should matter to them. They need to consistently feel engaged and be kept in the loop. Engaged employees become advocates for the brand, which can have a tangible impact.

What are internal brand ambassadors?

Engaging ‘brand ambassadors’ within an organisation can ensure your brand is communicated effectively and consistently between employees, leadership and the business itself. Whether it’s through workshop events, campaigns, or organically through your culture, it’s important to educate employees on your brand, its values and what’s expected of them.

According to Deloitte, 73% of employees are more engaged when they believe they work for a purpose-driven company. And, as the Hinge Research Institute states:

‍“A formal employee advocacy program helps shorten the sales cycle. Nearly 64% of advocates in a formal program credited employee advocacy with attracting and developing new business, and nearly 45% attribute new revenue streams to employee advocacy.”

Internal communications

Prysmian Group is a global manufacturing giant, with over 28,000 employees worldwide. Sometimes that means that, when an opportunity comes up, the best person for the job already works for the company. But they might be on the other side of the world.

Prysmian’s HR and internal communications team needed a way to let the whole company know about these vacancies. It had to be distinct from other internal communications and stand out on the intranet.

So we took the idea of ‘Internal Job Posting’ and made the IJP brand and campaign. By including real Prysmian people and sharing their internal recruitment story with the rest of the company, we were able to paint those who had already successfully used the service as champions, advocates and advisors.

Knowing that people you know or recognise have already been through the process builds trust. We were able to take away the ‘leap of faith’ feeling – delivering a tried and tested model, all wrapped up with an eye-catching, stand-out brand campaign across various digital touchpoints.

Internal awareness campaigns

Prysmian Group also has a programme called YES, which stands for Your Employee Shares, which gives a discounted rate to employees wanting to invest in the company, plus some free additional shares that can be sold for the full rate 36 months later. The aim is simple – reward and encourage loyalty.

In 2018, Prysmian Group acquired its American competitor, General Cable. There was some resistance to this from the new American team, as there often is when competitors merge. So Prysmian wanted the newly expanded group of companies to get off on the right foot, and to welcome the new General Cable employees in with open arms (and a new perk).

We updated the YES brand to make new and existing shareholders the spokespeople for the programme, with their ‘signatures’ all over the campaign. This meant we needed lots of original footage of those enrolled in the programme emphatically showing their support.

There are only small windows where people have the chance to buy into the scheme, so we had to get our timings, impact and delivery methods spot on. Lots of Prysmian’s workers don’t regularly need to use a computer for work, so the approach needed to be hybrid – on and offline – and cohesive throughout.

Internal brand guidelines

The Islamic Solidarity Fund for Development (ISFD) was in desperate need of a brand that reflected the ambitious and aspirational aims of the fund – to reduce poverty in member countries.

The brand needed to be something the internal team understood and could rally behind and be proud of. And it needed to be more clearly in line with the rest of the IsDB Group, which holds a lot of political capital.

As part of the discovery process, which is critical to the success of any branding and change-communication piece, we gathered inputs from a cross-section of the organisation, as well as some of the external bodies they work with in the NGO and not-for-profit sector. This meant we could accurately address the needs of the wider team.

So one of the core deliverables of our branding process was a simplified strategy document, an employee handbook, a poster with the key themes of the new brand, and a simplified version of the brand guidelines, which will all be used at ISFD’s ‘launch’ day.

This would give the whole team the understanding and the knowledge to apply and represent the brand in the best and most accurate way possible, and articulate why it is so important.

The impact of great internal comms and inside-out branding

The success of each of the projects we’ve highlighted relied on getting the right information to the right people, at the right time. This is the core principle of all good marketing.

You need to bang the drum. Communicate your values and your mission – share the reason your team should be as passionate as you are.

Internal marketing has impact from the top down. Deloitte finds that “82 percent of leaders who say their companies have a strong sense of purpose expect to grow […] compared to just 67 percent of leaders who didn’t feel that sense.”

Bristol Beer Factory stands as a brewing icon in the city and beyond. Bristol-based design agency Rhombus Studio is excited to announce its new creative partnership with the independent brewing giant, crafting a new chapter in BBF’s beer branding story.

Rhombus is excited to draw inspiration from the city to continue Bristol Beer Factory’s incredible design work across cans, kegs, casks, merchandise, and more. The partnership will encompass the core beers and the brewery’s special releases, pouring a fresh touch into every new brew.

Rhombus Studio, a proudly independent design agency from Bristol, crafts identities, and websites for progressive businesses, change-making charities and forward-thinking people. Their commitment to creativity and community aligns with Bristol Beer Factory’s vision, a brewery that lives, breathes and brews Bristol.

This collaboration is more than design; it’s about values and a shared commitment to the local community. BBF has always looked for ways to give back – recently, the brewery launched Brewed to Give – contributing 2% of their total brewery sales to activities that uplift people and places across Bristol.

Brewed to Give supports a range of vital community services across the city, from primary school play equipment, subsidised sporting activities for young people from deprived areas, cooking classes for asylum seekers and refugees, and mental health therapies for men to care and support for people with terminal illnesses.

Bristol Beer Factory and Rhombus Studio are raising a toast to community, creativity, and collaboration – cheers to giving back!

We’re thrilled to share the news that as of the 23rd of December 2023, The Discourse is a Certified B Corporation™.

Achieving our certification is up there as one of our most significant achievements to date. Joining the B Corp movement has given us the opportunity to interrogate what it means to be a ‘good’ business, and while we’ve always believed that our mission to use design as a force for good was the right way to approach our work, the B Corp process has allowed us to validate this belief internally and open the wider business to external scrutiny.

Having now completed our certification, we’re proud to be a part of a community of over 2250 B Corps in the UK and over 7650 internationally, all committed to using business as a force for positive change. Our experience, not without its frustrations, has given us confidence that the B Impact Assessment process is rigorous, and a good way to help judge claims that a business may make to be doing things the right way. That’s not to say that it’s right for everyone, flawless, or by any means the most important thing that an organisation can do, but we do believe that the approach to business that is advocated by B Lab and the B Corp movement will pave the way for a new standard across the world, where it comes to balancing the interest of people and the environment with profit.

We were fortunate enough to have an incredible amount of support along the way, both through professional consultants and existing B Corps always willing to share their advice and experience. To pay this forward, we have compiled our thoughts and advice into the article below, hoping that it helps, inspires and motivates others. We’ve covered the reasons we applied in the first place, what we’ve learned about certification as a small business, what we wish we knew from the start, and our improvement plans for the next three years prior to recertification.

If you’re currently going through the process yourself, or even thinking about starting, we hope you find this useful and please feel free to reach out with any questions.

To B or not to B (why we applied)…

Since first registering our company in 2020, design as a force for good has been central to our ethos. Day to day we see how design can empower purpose-led businesses and charities, and while we’ve always tried to make a positive impact with our work, our B Corp certification has enabled us to validate our policies, processes and impact based on the stringent criteria set by B Lab.

In case you don’t know, B Lab is the non-profit network behind B Corp that is working to transform the global economy to benefit all people, communities and the planet. Achieving the certification has required us to adhere to high standards of social and environmental impact, public transparency, and legal accountability; a set of standards which we are pleased to have met. For a young(ish) business, it’s provided a benchmark to which we can hold ourselves accountable and ensure that our business truly is a force for good, both internally and externally. It also signals to anyone that doesn’t already know us, who we are and what we stand for.

Although not our primary motivator, it’s worth mentioning that certified B Corps tend to outperform their competitors in both ESG and financial performance, seeing an impressive turnover growth of 26% between 2017 & 2020, compared to a national average of 5% (B Lab, 2021). This proves the claim that doing business the right way and making money are not mutually exclusive, and this mindset is starting to redefine the way people perceive success in the business world.

The journey from A to B (Corp)

The B Corp certification involves a thorough review of how your company impacts various stakeholders. The review path will vary depending on the nature and size of the company, and the impact assessment will review the following areas:

Governance (policies and practices)
Workers (employee well being)
Community (local economic and social well-being)
Environment (the planet)
Customers (the value that you create)

Your total score must be above 80 for certification and the review is conducted in two phases – assessment and verification. The B-Impact Assessment is the initial ‘health check’ and submission of intent to become a B Corp, verification is a detailed audit by B Lab into the claims you’ve made and the documentation provided. As we learnt during our own audit, scores can fluctuate, so we recommend aiming for at least 90 points at the assessment phase if you can.

Completing the B Corp certification has been challenging but very worthwhile. It helped us to understand the policies and processes that we needed in the business to achieve high standards of social and environmental impact. That’s not to say that it is the only thing that a business should do in order to be ethical or sustainable, there are many businesses out there that have chosen not to certify and this takes nothing away from the incredible work they do.

As a small business, without a dedicated sustainability lead or ESG department, it has been the perfect tool and process to help us level up. It has enabled us to understand what we are doing right, in addition to what we need to improve and how projects such as the design for good grant can be developed further to create the change in the world that we want to see.

However, it wasn’t all smooth sailing, so if you’re on the journey to B-Corp yourself there are a few things we wish we knew from the start that would have helped us on the way…

Managing expectations (timescales):

Becoming a B Corp is no walk in the park; it’s a time-consuming and labour-intensive process. This isn’t just a checkbox exercise, the B Impact Assessment delves into every aspect of a company’s social and environmental footprint, and the devil is in the detail. Providing substantial evidence is a challenge, so the more adept you are at documenting your processes and your wider impact, the smoother this journey will be.

We submitted our application in March 2023, but the heavy lifting started to happen in the summer and over the last few months of the year, where we needed to dedicate a substantial number of hours each week to get everything ready in time for our interview. As a team of creatives we have mastered the art of procrastination, so our advice to anyone embarking on this process is to carve out dedicated time each week to chip away at the work, as it’s not something you can easily achieve as a casual side project. More on this below…

Asking for help (just do it):

One highlight of our B Corp certification journey was the incredible sense of community that embraced us. We were showered with invaluable advice and support from a number of remarkable individuals, and a huge shout-out to Ecolibrium, Pieminster, Skylark Media and Enviral for their advice and encouragement on the way. If you’re navigating this process, don’t hesitate to reach out to existing B Corps for guidance, as you’ll be pleasantly surprised by the amount of support you receive.

It’s also worth highlighting that there are some incredible consultancies dedicated to assisting businesses in achieving B Corp certification. The advice and support we had in the early stages of the process from Namoi Lawson (a local B Leader), Andy Hawkins (Business on Purpose) and Will Powell (Future Shift) was invaluable, there’s no way we would have achieved certification without them. Our advice to anyone reading this, given affordability, is to enlist professional support as early as possible. Had we done this much earlier in the process we easily could have halved the amount of time it took to complete.

While we may not have all the answers, we’d be more than happy to share our learnings and support you along the way. The B-Corp journey is still very fresh in our minds so feel free to reach out with any questions you may have.

Be adaptable (as things will change):

We submitted our impact with a stellar initial score, only to watch it dip during the verification stage due to technicalities around our impact business model – a bit of a buzzkill, to be honest. It was an aspect we had been warned about but not really considered, and although we were frustrated by elements of the outcome, it’s given us confidence that the process is becoming much more rigorous. If you find yourself in a similar situation, don’t let it demotivate you. Expect some fluctuations during the verification stage as it’s all part of the process.

The B Corp certification is a serious test of your ability to document and validate any claims you make as an organisation to be ethical, sustainable and impactful. A few of our clients like WECIL and Frank Water, proved to be game-changers for us when it came to measuring the wider impact of our work. While it’s a lengthy journey, it’s also a valuable opportunity to re-engage with your clients and beneficiaries, understand where you are and benchmark your business against best in class criteria. Admittedly, the process took much longer than expected, but without a doubt, it’s been worth the effort and we’ve emerged as a stronger and more mature business for it.

Over the last 12 months, our Project Manager Holly Smith was invaluable to getting our certification over the line. Here’s what she had to say about it…

“B Corp was a great learning curve for me. It gave me such a great insight into the accreditation itself but also about what being a “good” business looks like. It was great to get into the detail of what The Discourse really stands for and how the business meets the standards that B Corp sets out. It was great to work through the company’s aspirations with Ed, to understand what we do now but more importantly, how much better we have the potential to be and how we’re going to get there.

There is a lot of work to be done throughout the whole process. It is time consuming and you really need to manage it as a project. You need to understand how different areas interlink and what you need to deliver in order to meet the criteria. Then comes the part where you need to ensure you have the processes and structure internally to stand it all up and ensure it becomes a continuous way of working and doing business. B Corp isn’t about ticking a box and becoming accredited, it’s about changing your business to benefit people and the planet, and aspiring to change it even more going forward.

I am particularly passionate about the Community and Workers part. It’s good to see the commitment from the business to treat its people fairly and also to do good in the community.

If I had to do something differently, I would treat it as a project right from the start. It wasn’t until we were quite far along, that we realised how many deliverables there were. I would create a detailed plan from the start, with date commitments and timeframes. It would have made things much clearer and I think we would have completed the process much quicker too.”

Our results (and plan for the future)

Achieving our Impact Assessment score of 91.8 has made it clear how much we have to be proud of already. Within the five B impact areas, Governance and workers emerged as our strongest areas, which makes us proud of how the business has matured in just over three years. Our mission-locked, impact business model secured a decent number of points, underscoring the very essence of why The Discourse was founded – to support businesses and charities in shifting the narrative in society and industry. Our fair employment policies and our offices at The Future Leap, a carbon neutral business hub, were a huge asset, as it meant we were able to track, monitor and record lots of our environmental impact.

Becoming a B Corp doesn’t mean that a business is perfect, far from it, and there is always room for development. As well as working on our customer stewardship, environmental footprint and our support for underserved populations, we are significantly increasing the amount of work we deliver each year through the Design for Good grant.

For us, B Corp Certification is a commitment to accountability, transparency and continuous improvement. Attaining the status is a fantastic endorsement of what we achieved, but the real driver for us becoming a B Corp is looking forward – it sets the future direction of The Discourse as a progressive and ethical design agency, and represents our ongoing efforts to leverage our business as a positive force in every aspect.

Conclusion:

We hope you found this helpful, we will be giving regular updates on our involvement with the community so follow us on LinkedIn and Instagram, and sign up to our newsletter to keep up to date. If you’re a business working towards their B Corp or have any questions about the process, please don’t hesitate to get in touch.

As a collaboration between Wasabi and mustard jobs, the ground floor of Bristol’s historic Tramshed building will now be open for desk space hire.

Being a stone’s throw from notable Bristol landmarks like the Bristol Beacon, the Christmas Steps and the Hippodrome, this office is perfectly placed for any freelancers, start-ups and small businesses looking to take that next step. The collaborative duo hope that the space will become a bustling creative hub offering opportunities to new businesses.

The recently renovated office boasts an array of facilities including:

Interested in viewing the space in person? Reach out to the team: Marketing@mustardjobs.co.uk

A new skills training programme to support creatives looking to break into behind-the-camera roles on scripted film and high-end TV productions made in the West of England will launch later this month.

It comes after Bristol City Council’s Film Services have secured almost £300,000 (£299,818) from the West of England Mayoral Combined Authority, led by Metro Mayor Dan Norris, to deliver an industry-led West of England Film & High-End TV Workforce Development Programme to help creatives make their impact and find new career opportunities.

Delivered by The Bottle Yard Studios, Bristol UNESCO City of Film and Bristol Film Office – the three departments that make up Bristol City Council’s Film Services – the year-long programme will be open to regional participants from backgrounds currently underrepresented in the industry. Tailored training will demystify the world of scripted production and prepare trainees for entry level crew positions, with the aim of strengthening the pipeline of diverse local crew talent.

The investment comes at an important time of continued growth in the West of England’s film and high-end TV sector, with an estimated 21,000 new crew forecast to be needed across the UK by 2025.*

Metro Mayor Dan Norris, who leads the West of England Mayoral Combined Authority, said: “The West of England is fast becoming the Hollywood of the UK. Only recently, huge names like Disney+ have checked in to The Bottle Yard Studios’ new state-of-the-art and West of England Mayoral Authority-funded TBY2 facility – that’s a massive vote of confidence in our world-leading creative industries. But to keep up the pace, we need to tap into the extraordinary wealth of creative talent we have in the West. That means supporting them with world-class training to create that new home-grown creative generation for the sector.

“That’s why I’m delighted to be launching this programme fully funded by the Mayoral Combined Authority I lead, to give West of England residents the opportunities they need to thrive in film and high-end TV – something the West does so well. It gives a platform to the next generation of talent who will shape our region’s bright creative future. So, to those considering a career in film and TV: I want to hear from you!”

Councillor Craig Cheney, Deputy Mayor of Bristol with responsibility for City Economy Finance & Performance said: “It’s brilliant to see Bristol’s thriving film and TV sector in the spotlight once again and we are delighted to secure funding to further support this vital industry, as well as the talented people who bring Bristol’s creative sectors to life.

“Bristol remains a world-leading hub for film and TV production, with some the industry’s biggest names choosing our city to produce their shows. Bristol’s new state-of-the-art film studio, The Bottle Yard’s TBY2 facility, has already played host to some of the UK’s most exciting productions since opening its doors in 2022 supported by £12 million in funding. However, as the sector continues to go from strength to strength, more targeted investment into training and developing the next generation of homegrown production talent is becoming increasingly necessary. This industry-led development programme will tap into the deep pool of creative talent here in the West Country and open new career pathways to underrepresented groups who may never have had the opportunity to take their first steps into this fast-growing sector.”

Laura Aviles, Head of Film, Bristol City Council says: “We’ve long made the case that targeted skills investment for scripted crew in our region is essential if we’re to develop this often-overlooked segment of the screen workforce. Film and high-end TV production levels in Bristol and the West have been increasing steadily in past years, supported by The Bottle Yard’s expansion and the region’s Film Offices facilitating more productions on location. With this success comes the opportunity to grow our local talent base – which is crucial when the existing crew base hits capacity, something we anticipate as we move on from last year’s US writers and actors strikes. We are delighted to have secured this funding to deliver a programme designed to help local entrants understand and navigate the fast-paced world of production they are not yet familiar with, to support them in identifying the right opportunities and having the confidence to step into industry roles that suit their talents and ambitions.”

Natalie Moore, Bristol UNESCO City of Film Manager, says: “Developing a local skills pipeline for scripted crew is a key priority in our Bristol UNESCO City of Film Action Plan. Opening up opportunities for regional talent from a wide range of backgrounds makes for a more sustainable and resilient industry base. With so many career opportunities that can and should be made available to people living within the region, we want to make access routes into the film and TV industry easier to navigate and provide support to build a more diverse local workforce. This programme will create a clear pathway to help underrepresented talent from Bristol and the West into scripted production careers, demystifying the industry and preparing them for employment with the right level of support and guidance.”

The programme, which is funded by the UK Government through the UK Shared Prosperity Fund, will feature a series of sessions repeated for three intakes throughout 2024, including a ‘Get to Know the Industry’ webinar, an Industry Induction Day at The Bottle Yard Studios, and a specially designed 5-week training scheme to equip potential new entrants for a career in film and high-end TV production. Training will focus on confidence-building, set etiquette and work-readiness, communication skills and teamwork, wellbeing and resilience, as well as digital and financial literacy and how to find work as a freelancer.

The programme will aim to engage up to 750 people in total across its different strands of activity, with a view to 45 undertaking the 5-week training course that will equip them to go on to get jobs. Those who complete the full training will be added to a New Entrants Portfolio given to film and high-end TV productions filming in the region.

The programme will also launch a digital New Entrants Hub, designed to signpost anyone in the West of England interested in a career in film or high-end TV to useful resources, training and development opportunities that are relevant to the region.

Applications will be invited from residents of Bristol, Bath and North East Somerset, and South Gloucestershire aged 17 and above**. Underrepresented target groups will include young people aged 17-25**, those not in education, employment or training, under-employed people and those on zero-hour contracts, women, people from the global majority, disabled people, people living with mental health issues, carers and care leavers. An Access Fund will be provided to support any participants who face a financial barrier to taking part.

The West of England Film & High-End TV Workforce Development Programme has been devised following recommendations of the BFI Skills Review (June 2022) and Olsberg’s Workforce Development Report commissioned by Bristol City Council and The Bottle Yard Studios (July 2023). The first call for applications will open in January 2024.

The West of England Mayoral Combined Authority is working in partnership with Bristol City Council’s Film Services (comprising The Bottle Yard Studios, Bristol UNESCO City of Film and Bristol Film Office) to deliver the Mayoral Priority Skills Fund. This fund provides flexible grants to meet current priority skills gaps in the region. This project is part-funded by the UK Government through the UK Shared Prosperity Fund.

Upcoming productions recently filmed in Bristol and the West of England include Jilly Cooper adaptation Rivals (Disney+), series three of spy thriller Alex Rider (Amazon FreeVee), series three of Stephen Merchant’s The Outlaws (BBC/Amazon Prime Video), comedy drama Boarders (BBC Three), teen crime thriller A Good Girl’s Guide to Murder (BBC Three) and series five of children’s drama Malory Towers (CBBC). Titles currently in production in the region include Wolf Hall: The Mirror and the Light (BBC/Masterpiece PBS) and romantic comedy The Road Trip (Paramount+).

As 2024 begins, Bristol Creative Industries co-chairs Lis Anderson and Heather Wright set out their vision and plans for the next 12 months.

Our unwavering commitment to driving value for Bristol Creative Industries members remains our top priority. We will persist in creating opportunities for our community to learn, connect and grow their businesses. Simultaneously we are dedicated to amplifying our influence within the city and nationally advocating for the views and the needs of our local creative industries.

Events, networking and learning

The highly successful programme of in-person keynote events from industry figures will continue to be a catalyst for inspiring new thinking and encouraging reflection and evolution for business growth.

We encourage leaders to bring their wider teams to these events, which may otherwise be out of reach for smaller organisations. We also aim to diversify our line-up of speakers to represent the broader spectrum of creative industries.

Freelancers constantly say how much they love the networking events and the freelancer drinks at the Square Club in Bristol have grown from strength to strength. We’ll be running more of these events in 2024 on 6 February, 23 April, 11 June, 10 September and 19 November.

Member lunches, recognised for fostering valuable real-world partnerships, will continue due to the positive feedback and opportunities they generate.

Supporting the next generation of talent

Building on the success of the Bristol Creative Industries Internship Programme pilot in 2023, we’re leveraging the insights gained to make it even better this year year, with enhanced experiences and outcomes for both interns and employers.

2024 will also see BCI working more closely with education providers across the region to grow the creative talent pipeline for our members. We’ll be raising awareness of career opportunities in our sector, facilitating mentorships and feeding into course materials.

Film and TV

As we continue to grow, we’re keen to attract new members from the film and TV industry. With strategic partnerships formed with Bottleyard Studios and Bristol Film Office, we aim to connect our members with the many new opportunities arising from the many high end TV productions coming to the city.

New board members

To achieve our ambitious goals, we’re actively seeking new Board members. Find full details here as we look to welcome individuals who share our passion for Bristol’s creative industries.

We wish you all a very happy New Year and look forward to supporting and celebrating creative businesses throughout 2024 and beyond.

If you’re not yet a Bristol Creative Industries member, join here. We’d love to welcome you in 2024.

One of the big benefits of Bristol Creative Industries membership is the ability to self-publish content on our website. We’ve seen lots of great content published in 2023 including some brilliant business advice.

Here are the 20 most popular advice posts of the year. The list includes some posts from 2022 that have continued to attract views thanks to their great tips.

Winning and losing pitches

‘Ticking stress time bomb’

Other findings

Advice related to the report’s findings

Recession-proof marketing strategy

Cutting advertising in a recession doesn’t increase short-term profits

Increasing spend in a downturn grows market share

Case study – Proctor & Gamble

Need help building your brand?

Embedding culture, engaging employees and increasing productivity with internal branding and communication

What are internal brand ambassadors?

Internal communications

Internal awareness campaigns

Internal brand guidelines

The impact of great internal comms and inside-out branding

Need help building your brand?

Bristol Beer Factory stands as a brewing icon in the city and beyond. Bristol-based design agency Rhombus Studio is excited to announce its new creative partnership with the independent brewing giant, crafting a new chapter in BBF’s beer branding story.

We’re thrilled to share the news that as of the 23rd of December 2023, The Discourse is a Certified B Corporation™.

To B or not to B (why we applied)…

The journey from A to B (Corp)

Managing expectations (timescales):

Asking for help (just do it):

Be adaptable (as things will change):

Our results (and plan for the future)

Conclusion:

As a collaboration between Wasabi and mustard jobs, the ground floor of Bristol’s historic Tramshed building will now be open for desk space hire.

The recently renovated office boasts an array of facilities including:

Events, networking and learning

Supporting the next generation of talent

Film and TV

New board members

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