Digital is the status quo
We’re all doing our best to meet the ever-growing demand for organisations to ‘go digital’.
Whether we’re trying to reach more customers, more effectively market our products and services, minimise our carbon footprint or deliver more cost-effective business solutions, finding a digital – and in many ways more accessible – solution is pretty much today’s standard course of action.
The opportunities when we meet a new audience in a new space are obvious. But what about the pitfalls?
The potential for being misunderstood, taken out of context, or having your brand diluted across multiple platforms becomes more likely – especially when considering the speed at which online content is delivered.
And it’s for this reason that our brand identity becomes even more important.
What are brand guidelines?
Your brand guidelines are the rules which determine how your brand is presented to the world. It usually contains information about your brand name and how it’s used, your corporate logo, brand colours, fonts, tone of voice etc.
Your brand guidelines should clearly illustrate how your brand identity is portrayed and communicated to consumers, providing a reference point for employees and clients alike.
And we need them, because when your brand remains consistent, it remains recognisable.
Research has shown 86% of consumers say that authenticity is a key factor when deciding what brands they like and support. And when we think about it, it makes complete sense.
Imagine you nip into your local corner shop to buy a bottle of Coca Cola. Only, the label on the bottle looks strange. In fact, it’s not the typical Coca Cola red at all – it’s bright orange.
And, come to think of it, the font looks different too: It’s narrower than you remember. And not as cursive. Plus, the bottle’s neck is slightly longer. But the drink is still claiming to be authentic, traditional Coca Cola – what’s the likelihood this is a fake?
Maybe you risk it. Or maybe you pick the more familiar-looking bottle of Pepsi, instead.
According to PwC’s consumer insights survey, customers selected trust as their number one reason for choosing a retailer. And how can you expect customers to trust your brand if you don’t remain consistent?
The need for maintaining brand consistency across platforms is critical, because it promotes authenticity and trust. In fact, ensuring a consistent representation of your brand can increase revenue by as much as 33%.
With 80% of consumers agreeing that a signature colour increases brand association and recognition, the importance of sticking to your guidelines – is hard to overstate.
What about having a refresh?
There’s nothing wrong with intentionally refreshing your brand. In fact, updating your branding every few years ensures you stay modern, and reflects your company’s ability to evolve with the times.
But with any brand refresh, your guidelines need to be refreshed too.
Many organisations keep their brand guidelines in a PDF or printed format, meaning you’ll need to factor in time-consuming tasks: updating your documents, checking and proofing them, making amends, artworking them and having them signed off – all this on top of your rebranding process.
But there is a better way.
Digitising your brand guidelines allows for quick and resource-light updates to guidelines, that are quick to roll out and distribute to all relevant stakeholders.
Creating digital brand guidelines
A digital brand guideline ‘book’ can be accessed from anywhere, at any time, and on any device – without the trouble of having to locate a physical copy, or share a long-lost PDF that’s buried on your desktop. Simply share the link, and go.
At Proctors, we use Webflow to create and update our clients’ digital brand guidelines. Whether they’re used by your colleagues, your customers, media or external business partners, making your guidelines accessible on Webflow gives everyone clear direction on presenting your brand consistently.
Even better, with Webflow, elements such as your logos, fonts and colours can be downloaded by anyone you share the link with. So in today’s digital first world, your media partners or social media managers can remain responsive when it comes to pushing out branded content.
Plus, with digital-first increasingly the norm, companies who use motion graphics in their brand elements can demonstrate real, live examples in their digital brand guidelines book too – something which isn’t possible in other formats.
Even large organisations with lots of different sub-brands can benefit from Webflow’s flexibility. It’s a quick and efficient process to create and update your guidelines, whether you need to edit just one page or to build and deploy several branding ‘chapters’. Plus, any changes or updates can be highlighted on the landing page, so all employees are made aware of them.
With Webflow’s no-code format, any brand refresh updates can be easily executed by your marketing team, meaning you’ll save masses of time on updates. Not to mention avoiding the need to print – and that’s one big environmental benefit.
Scaling up with Webflow
If you want your brand to remain trusted in the digital era, you need to practice consistency.
With easily accessible guidelines, you’ll be able to ensure you’re presenting an authentic brand. So you can reach more customers, and more effectively market your businesses.
If you’d like to find out more about our digital brand guideline services, or any of the other services we offer, talk to us today at [email protected].
In his book on creativity, Dave Birrs (ex Poke, McCann, etc.) explores what creativity is and isn’t. He presents an approach to help individuals and organisations develop better ideas.
In the first half of “How To Get To Great Ideas” Dave debunks a few of the myths surrounding creativity. These include “creativity = art”, “creativity = originality,” and “you can’t develop creativity”. He concludes that creativity is more of a path to get to ideas. The book continues on to explore the relationship of creativity to human development from our neolithic selves to the present day. Along the way, we learn that the human brain is shrinking, curiosity is the foundation of creative thought, and that it may be almost entirely impossible for a single person to discover something new in the modern day.
The second half of the book focuses on the process. Dave introduces us to his R.I.G.H.T. thinking framework. While it would be great to have a little more meat on the bone in the form of activities and examples, overall, he delivers enough practical advice here to work into your own creative processes. The framework starts with Research. So often, we are put off of researching by its dry nature. However, it is a powerful tool. When data is given context by adding information and knowledge, we can get to wisdom. It is from this wisdom that good ideas take shape. Dave is keen to encourage us to create divergence from habits and routines, use play within our team sessions, develop our individual creativity, learn how to judge good ideas, and then hone them into great ideas.
I like the book because it provides a balance of insight and practical tips. These help you develop your creative thinking prowess and build out a culture of curiosity and creativity in your team. I found that I picked up quite a few points that I missed on the first reading. So, I recommend keeping it around to refer to while you tweak your ideas generating machine.
Head over to Amazon to get your copy.
If you would like to find out more about our creative process, check out Chris’s article on creative workshops.
This week sees the end of the Government’s ‘work from home’ mandate in England which has been in place since the start of the pandemic. We know anecdotally that many businesses within the region’s creative industries have taken this opportunity to review their flexible working policies and we’re keen to understand what the future looks like for the South West’s creative community.
We’ve pulled together a handful of questions that will give us a top-line view of the new normal. We’ll be more than happy to share the findings with BCI members who may like some guidance on shaping their future flexible working policies. Share your thoughts here.
Photo by Kevin Bhagat on Unsplash
Cookie acceptance pop ups might be driving us around the bend, but since the requirement to ask permission was introduced a couple of years ago, businesses and marketers have built their marketing strategies and systems around them.
Now things are all about to change again. It might have been predictable, but with Google telling us that 48% of consumers actually stop a purchase if they don’t trust the company to collect and manage data on them, it’s no surprise that Google are following the likes of Apple and Mozilla, and have announced that they were stopping third-party tracking in 2023.
This leaves businesses having to reset their marketing strategies, relying solely on any first-party data they hold, with many businesses, particularly in e-commerce, having to go back to more traditional marketing and brand building, but in a more digital world than before.
Any that fail to do so will find themselves simply giving their marketing keys to the tech providers with no real insight on their client base.
The option of doing nothing is a dangerous one, yet whilst Pimento research tells us that most marketing professionals intend to ‘do something about it’, 19 out of 20 acknowledge that they won’t be prepared for the great switch off.
Marketing will no longer be about stalking people across the web. We now have the opportunity where digital marketing can mature to become a real weapon to help brand building in a more meaningful way.
So, what’s the action plan? And what should all businesses, large or small, be lining up to do right now?
Action 1.
Do the gap analysis now. Work out what you currently use and need to achieve marketing penetration, and what will you have post the demise of third-party cookies. That’s the gap that needs filling.
Action 2.
Focus on the business infrastructure and get back to basics.
If you need support in doing the analysis, and in building the strategy going forward, make the move now to find it. Closer to the time, resources will be limited and remedial time scales will be longer.
Action 3.
Cement the data you have and get your consent strategy robust for the future, building the new approach around it. Undertake a cookie audit now.
Action 4.
Take a relook at customer experience and contextual for scale, so that you stay completely in touch with your customers’ buying triggers in the post cookie era.
This isn’t just a marketing challenge. It impacts the whole business spectrum, from SMEs to multinational corporates. Mid and large corporates will use their in-house resources to reposition, but small businesses will struggle in the absence of teams they can fall back on, and budget.
Pimento is well placed to be the surrogate team to look to though. With over 200 independent marketing agencies, covering most marketing disciplines, bespoke solutions are close at hand irrespective of size and sector.
This is not an issue for selective blindness. Businesses who fail to act will see their markets slowly dwindle away.
If your attention span is anything like mine, it takes little more than the buzz of a phone to kickstart an afternoon-long procrastination episode.
One moment, you’re replying to a quick text. The next, you’re three hours into a doom-scrolling session that’s somehow left you four years’ deep in Gordon Ramsay’s Twitter timeline.
Of course, businesses know this about the general public. And advertisers are more than happy to capitalise on it. But in the golden age of social media, most businesses are missing the most basic trick in the book – a ‘distraction-proof’ website.
One of the dominant trends in web page building is the ‘omni page’. And it’s existed since the internet began.
Just as it sounds, ‘omni’ describes a singular webpage structure. And each page contains content.
But between relevant content, imagery, videos, copy which tries to hit certain word counts in a misguided attempt to improve SEO rankings, not to mention the input of internal business stakeholders who want to promote their own departments, websites are becoming increasingly bloated.
Often, each webpage ends up hundreds – if not thousands – of words long, and takes minutes, rather than seconds, to scan. With multiple menus, widgets and pop-ups, it all ends up proving distracting and frustrating for your visitors.
In essence, web agencies are being asked to include more and more content into every page of a website they’re building, often for the purpose of ticking certain boxes, rather than thinking of the user experience (UX). And the result is akin to building an entire website on every single webpage.
You’d think, given our doom-scrolling habits, that one long, jam-packed page of information would lend itself to today’s consumer. However, the complete opposite is true.
Research conducted by Microsoft has shown that we have an average of between 7 and 8 seconds to catch our website visitors’ attention. That’s because many – if not most people – are in the habit of scanning a page for information before reading the detail.
If you’re looking for a paper supplier for your business, and you need to know that they meet the right sustainability credentials, how long would you spend trying to find that information on a page that’s endlessly long, filled with videos, links to download a whitepaper on the merits of different paperweights, photos of the team, a social media widget and a few case studies?
My guess is, not very long.
Because, like most users, you’d probably rather visit a page that leads with the header ‘Your local sustainable paper supplier’, followed by a list of sustainability credentials.
Maybe you then see a link to ‘Our recent case studies’, which you could choose to visit and dive into more info, if you’re interested. Or perhaps you’ll explore the site’s menu to find out more about the team via the ‘About Us’ page.
But if your boss is breathing down your neck, and you’re performing a search for ‘sustainable local paper supplier’, the chances are you won’t spend more than those precious initial 7 seconds to find the right info.
Web agencies like ourselves aren’t the only ones who’ve noticed this trend of over-complicated page structures.
Google has also noted a large detrimental impact on page performance, particularly when it comes to how it the mobile device experience.
Google Page Experience is a new measurement for a webpage’s UX – specifically, how users perceive the experience of interacting with a web page beyond its pure information value.
It includes Core Web Vitals – metrics that measure real-world user experience for loading performance, interactivity, and visual stability of a webpage – and also includes existing Search signals: mobile-friendliness, safe-browsing, HTTPS, and intrusive interstitial guidelines.
What this means is if you want a webpage that’s built for SEO, it can’t be overstuffed with keywords – something we’ve talked about before. Any page you consider important for your business needs to score highly on these additional metrics and be valuable to your visitors.
In short: Don’t overstuff your pages with content. Only provide the information that’s truly useful to your customers, and you’ll gain the most value from your website.
It’s time to more thoughtfully consider what’s actually needed on each webpage. This is what will help keep your visitors focussed, engaged, and more open to valuable cross-selling and up-selling opportunities – without the opportunity for distraction.
Ready to talk more about how your website could more skilfully direct prospects through your sales pipeline? Talk to Proctors, at [email protected].
Our friends at TechSPARK are celebrating the CreaTech sector this month so we thought we’d join in and highlight five awesome businesses from the Bristol Creative Industries member community.
As outlined in this article, CreaTech is the term used to describe where creativity meets technology. The Creative Industries Council defines it as “bringing together creative skills and emerging technologies to create new ways of engaging audiences and to inspire business growth and investment”.
The CreaTech sector is strong in the UK as a recent report by Tech Nation showed. Despite a very tough year in 2020, CreaTech companies raised a record £981.8m in 2020. That puts the UK third in the world for CreaTech venture capital investment, behind only the US and China.
The sector is big news in our region too with the South West having the highest median investment between 2015 and 2020, ahead of Scotland and London.
With that in mind, we thought it was the perfect excuse to showcase five businesses from the Bristol Creative Industries member community doing amazing things. Connect with them by visiting their member profile. If you want to join the community, you can sign up here.
This company describes itself as “changing the face of cyber security education for young adults” through its CyberStart product. The platform that gamifies cyber security education has been used by over 200,000 students. Teaching cyber security to 13-18-year-olds is hard so this is a really innovative way to do it. In the game, participants take on cyber-criminals by solving puzzles and using learning techniques like code breaking and password cracking,
The company has a US version of the product and it was recently part of the National Cyber Scholarship competition with over 10,000 high school and college students taking part.
Congrats to the 70 CA HS students named National Cyber Scholars! Thank you @CyberStartUSA @NCScholarship for nurturing + empowering our next generation of #cybersecurity experts. See full list of our rising stars https://t.co/OCBYY1nwfo pic.twitter.com/HGd8RI119W
— Dept. of Technology (@CADeptTech) June 8, 2021
Visit Helical Levity’s BCI member profile
In the midst of Euro 2020 (come on England!), it seems appropriate to include this Bath-based business. Founded in 2017, StatsBomb provides football data and analytics to clubs, media and gambling companies across the world. The company has developed its own proprietary, industry-leading data collection and analytics software with a user-friendly high-vis front end.
The business started out as a team of three but now has over 150 employees based in its head office in Bath and in the US and Egypt.
Yerson Mosquera, Atlético Nacional 2020 & 2021
Wolves have become the latest club to dip into the South American market 🇨🇴
Scouting from a global database has never been more important. StatsBomb customers can shortlist players from 80+ competitions 🌎https://t.co/TY2rzzCOBN pic.twitter.com/XxJ480y2uP
— StatsBomb (@StatsBomb) June 17, 2021
Visit StatsBomb’s BCI member profile
Bristol-based Gravitywell describes itself as using “technology and creativity to guide businesses through digital transformation and help startups blossom and achieve their goals”.
The company has delivered some impressive projects including working with English Heritage and artist Clive Hicks-Jenkins to creatre an interactive illustrated web app map of English myths and legends.
In just six weeks, the team designed, built and launched the web app. They turned Clive’s analogue artwork into a digital production that brought the creatures and characters to life. The map picked up a number of awards, including best digital design at the 2919 SPARKies, TechSPARK’s annual awards celebrating the best tech in the west.
View Gravitywell’s BCI member profile
We are all craving the return of international travel and here’s a company that can help when we can finally go on our next adventures. Bristol-based TravelLocal is disrupting and bringing online the huge tailor-made holidays market and pioneering the “buy local” movement in travel.
The company’s cutting edge web software platform connects locally-owned travel companies in more than 60 countries worldwide with a global client base of travellers, to create and deliver tailor-made holidays.
TravelLocal was started in 2008 by founders Tom and Huw who felt something was missing from the travel industry. Big tour operators were dominating the market and the local experts that planned the trips were treated as a “trade secret”. They started TravelLocal to change that.
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Visit TravelLocal’s BCI member profile
This Bristol-based company believes “there’s a brilliant storyteller in everyone but sometimes you just need a little help unlocking your superpower”. Sparkol was “born out of the simple belief that everyone should be able to share their stories quickly, easily and affordably (without any special skills)”.
The company’s flagship software, VideoScribe, has been used by over two million users worldwide. It allows users to quickly create professional-looking animations.
Another service is Scribley which gets you creating engaging video experiences in minutes using a browser on desktop or tablet.
If you don’t want to do it yourself, Sparkol Studio can help by taking your wildest ideas and transforming them into ‘share-worthy’ video content, and Sparkol Academy provides training on video skills and animation.
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Visit Sparkol’s BCI member profile
We love the creativity of Bristol Creative Industries members and there are hundreds more we could have shared. Meet them all in the member directory. If you want to be featured, join as a member.
The Creative Industries Council CreaTech Ones to Watch competition is celebrating inspiring companies and consortiums from across the UK. We’d love to see some BCI members featured. You can enter here until 28 June.
More and more businesses are taking sustainability seriously.
The Purposeful Company recently announced that 14 of the UK’s top companies have pledged to put employees, communities, and broader society higher on their boardroom agenda.
In the UK, on average, one company per day is gaining B Corp certified status. Even the FT has recently said that “rewards await those who put sustainability ahead of short-term gains”.
There has also recently been a wave of books devoted to the concept of ‘conscious capitalism’, from John Elkington’s Green Swans to Mark Carney’s Value(s) via Bill Gates’s How to Avoid a Climate Disaster.
The consensus is that we still need to make significant changes to the way we make, sell and buy our stuff; but change is happening, and businesses are realising that sustainability and profitability are not contradictions (in fact, they are often catalysts).
What can we, as advertisers and marketers, do to help? Well, according to the World Federation of Advertisers, quite a lot…
They’ve recently launched ’Planet Pledge’ in an attempt to create a framework to galvanize our industry to make a difference.
We need to stop thinking of ourselves as merely ’consumer drivers’ and look at the bigger picture – and who else is better placed to help shape consumer behavior and preferences than marketing and advertising specialists?
As someone who works in conversion optimisation, I’ve been considering how to add this way of thinking to our armory. We’re used to considering various heuristic frameworks, cognitive biases and persuasive mechanisms when seeking to refine customer journeys; let’s overlay the importance of sustainability factors too.
In order to do this, I found an incredibly useful resource from the Sustainability Accounting Standards Board: their ’Materiality Map’. It’s a detailed summary of the sustainability issues most likely to affect the performance of companies in different markets and industries.
These issues can act as a proxy for consumer preference and help us move away from just thinking about ’sustainability’ as a whole, and dig deeper into what really matters.
From the SASB Materiality Map we can see that under the building products and furnishings section, one of the key factors is product design and lifecycle management. As they state themselves, this relates to the way a company manages the product lifecycle, including end-of-life.
Our conversion optimisation experience also tells us that consumers respond well to reciprocity (will feel a need to give back to others if they’ve gained themselves) and also commitment (when someone publicly commits to doing something that aligns with our values).
With this in mind, you can see why Ikea’s ‘buy-back’ service could be a great success for them… as well as generate some fantastic PR.
Nationwide has always created compelling messaging built on their heritage as a building society, hence their investment in community.
When it comes to typically persuasive messages that would align with this, we’d probably lead with social proof (evidence that other people have been here before) or liking (we like to buy from people and organizations that seem ‘similar’ to us).
But if we consider the sustainability factors, it reminds us that financial institutions are judged very closely on factors such as privacy and data security – remember, sustainability isn’t just about treating the environment well, it’s about treating people and society well too.
If you take a look at the Nationwide website, and many of their advertising campaigns, you can clearly see plenty of references to the crossover between data security, privacy and community. It’s not at all surprising why this is impactful.
Sustainability has always been a core part of the mission for Bamboo Clothing (you can read their story here), so messaging around sustainability obviously features significantly along the customer journey.
However (and I’m trying to be objective because they are a client of ours), they display these messages in some fantastic ways.
From a conversion optimisation perspective, the journey contains prominent, product-level, third-party reviews that provide reassurance.
The website has loads of great content around sustainability, which cements their value proposition as a leader in this area; plus, they do a great job of reducing anxiety by providing clear messages around their flexible delivery and returns policies.
But it’s one specific sustainability element that I want to highlight.
If we go back to the SASB Materiality Map, we can see that in the apparel, accessories and footwear sector, two of the key factors are supply chain management, and materials sourcing and efficiency; consumers want to know their product has been produced in a truly sustainable way.
What better way to do this than show the impact of every item’s production on the environment? Bamboo Clothing has worked with Green Story, a Canadian business specializing in supply chain evaluation in the fashion industry.
The objective credibility of this is great, but it’s the execution that’s brilliant. For each product, they then display the positive impact the consumer will have if they purchase this product from the supplier in question compared to a regular fashion retailer.
Sustainably-conscious customers can toggle between a view that shows the ‘equivalent’ impact (for example, water saved is shown in ‘days of drinking water’) or the ‘actual’ (water saved shown in liters)
Each of these businesses has taken an approach to sustainability that is more meaningful and widespread rather than using it simply as a tool to nudge someone along the customer journey; for an increasingly sustainability-conscious consumer, that authenticity is key.
However, it’s the way they are then leveraging that approach, inserting compelling signposts to improve their website performance, that is impressive.
I expect to see more and more of this over the coming year; as such, maybe those of us working in conversion optimisation just might be able to do our bit extra to help save the planet.
At Proctors, our people make us who we are. Bold. Brave. Imaginative. Resilient. But resilience doesn’t mean things are always easy.
It’s truly taken a village to see us through the last 12 months. And this article explains more about how our team spirit and collaborative culture have helped us to balance the books throughout these difficult times – and flourish, rather than just float.
When COVID first hit in the beginning of 2020, the consensus was this epidemic would be around for three months in the UK, and we should start to see signs of economic recovery beginning in July 2020. (No comment!)
At the time, we’d just finalised our financial forecasts for the year ending March 2021, but it was clear we needed to review these figures.
After revisiting our forecasts, we worked on a realistic model which would see a dip of around 30% in the company’s income for the first quarter of 2020, before gradually returning to 100% by the summer. We then expected we’d see an uptick in work – to around 130% by the end of the year – as clients rushed to spend already -approved budgets.
Despite knowing now that the information on the pandemic’s duration proved to be inaccurate, this approach placed us in excellent stead.
Our biggest challenge was managing cashflow. With fee income dropping, we still had to cover our business costs. It became crucial to cut costs wherever we could – and quickly.
We reviewed our overheads, and any payments deemed non-essential were stopped or placed on hold. The government also launched an initiative called the CBIL Scheme, and allowed us to defer our PAYE and VAT payments, helping us manage cashflow.
We also made the decision to place any money received from loans or PAYE and TAX deferments into a savings account. As we knew the funds were always going to have to be repaid in March 2021, we decided to only use them if we had to.
Employee utilisation is something we’ve always used to measure productivity across the business at Proctors. It describes how much time any staff member is spending on achieving paid work each month.
During the pandemic, we were able to use our employee utilisation data to forecast upcoming work, and quickly identify the staff members who would be under-utilised over the coming weeks and months, and the skillsets where there wouldn’t be a lot of work coming in from our clients. We could then place those affected employees on furlough, whilst ensuring all other staff had high utilisation levels, reducing our costs while keeping our clients happy.
Over the last few years, we’ve introduced a number of KPIs to ensure we’re always performing efficiently, aiming to be within the top 10% of agencies of our size, financially. This has given us a strong financial foundation, allowing us to continue to support our clients who were also struggling though uncertainty.
Our relationships
Externally, we’ve been part of a working group of Financial Directors within creative agencies for the last four years. Pre-COVID we would meet quarterly, discussing all things financial and operational as well as sharing ideas, best practice tips, and KPIs.
At the beginning of the pandemic we met via Zoom, and as usual shared our latest updates – only this time, we discussed how to approach the upcoming challenges which would affect all of us.
Many agencies cut back on their non-fee earning staff, including new business and marketing. But our own stance differed: as long as we weren’t at a net loss, we would continue to look for new clients and deliver new initiatives to our existing ones.
We kept our new business and marketing team together, giving them the creative and technology staff needed to work on pitches and ideas – and for us, it paid off, resulting in new clients and new business.
Despite a number of businesses in the aforementioned Financial Directors group making different decisions based on what might work best for them, being part of a community that shares knowledge, resources and support has been invaluable.
Those invaluable relationships have extended to our clients too. Like many other businesses, we’ve been there for our clients – and vice versa – during an incredibly testing year. In most cases, we’ve gotten to know each other even better, and have built even stronger business and personal relationships with many of them.
A challenging time for the world, for our business, and for our people. It was so important to us to ensure our employees felt valued, informed – and were able to have just a little fun wherever possible.
Over the last year we’ve introduced a number of new staff initiatives, including our Quarantine Quiz. We originally introduced the quiz to raise money for the Quartet Community Foundation, donating to their Coronavirus 2020 Response Fund, as well as to boost our teams’ morale while we’ve all been forced to work remotely.
And unlike many of the Zoom quizzes we might have held in our personal lives, to this day The Proctors Quarantine Quiz lives on! The format has now evolved slightly, with different staff members hosting each Wednesday, and one lucky winner claiming a £50 Amazon voucher in a nice little midweek boost.
We’ve been rewarding staff for more than just their general knowledge, too. 2021 has seen the return of our famous Proscars awards. The Proscars are our quarterly awards by employees, for employees, with every staff member able to vote for three colleagues they believe should be rewarded for their hard work. Our three winners then get to choose a prize – either £250 in cash or £400 in vouchers.
To get us all moving, we’ve been further breaking up the working week with weekly lunchtime fitness and yoga sessions, hosted by a personal trainer online. And if you’d rather gin than gym, on Fridays our weekly virtual social kicks off at 5pm – although, it’s strictly BYOB!
If all that wasn’t enough, each Friday afternoon our Chairman, Roger Proctor, sends out his weekly ‘Good News’ email. Just as it sounds, it’s a cross-department weekly catch up about all things good – inside and out of work – and an informal welcome to the weekend.
As well as looking after our finances, it was also critical our staff had access to the support they needed to look after their personal wellbeing.
We engaged a psychotherapist and Mental Health Consultant to run a series of wellbeing workshops and Q+A sessions with all Proctors employees. This was followed up with a further series of workshops with our managers, providing them with additional tools to guide and support their team, as well as handouts on working from home, managing stress and more.
Throughout the pandemic, we’ve continued to promote our Employee Assistance Programme, offering 24/7 GP, legal and financial helplines, with options for counselling and psychiatric therapy available through our private medical insurance.
We also felt it was important to offer extra help to those who might be struggling with the pressures of family life in lockdown. Therefore, we sought to share helpful guidance and tips to P+S parents for effective home school and balancing with work as well as providing additional flexibility for maintaining work balance and wellbeing during additional childcare and home schooling. We even set up regional and international remote working agreements for those who benefited from being with their family outside of Bristol.
Christmas looked different in 2020, but we still managed to celebrate in style. In lieu of our traditional knees-up, we sent a hamper brimming local treats and bubbles from The Mall Deli in Clifton to each of our staff. But it was also important for us to give back too.
We joined forces with Caring in Bristol to donate a video in aid of homelessness in our city, helping to raise over £20,000. And we’ve kicked off the new year in a similar way by sponsoring Lebeq Ladies – a local women’s football team, in our community of Easton, Bristol.
Our future
None of the positive action we’ve taken should be viewed as temporary.
We intend to continue treating Wellbeing as a priority across the Group, and are continuing with initiatives in this area, such as with Mental Health First Aid training for select staff in June.
Above all, our people will continue to steer our direction moving forward: whether that’s via team surveys, policy and process updates or with lots of creative ideas. Because this has been one of the hardest times in recent memory to manage and market a business. And tough times lie ahead. But with a strong foundation, and an overwhelming commitment to your original values, it is possible to stay above water – even in the most testing of times.
If you’d like to talk to a truly ‘people first’ agency, we’re herewith a listening ear. So talk to us, at [email protected].
On June 16th, Adapt is hosting a webinar in conversation with Head of Ad Tech at IAB UK, Tina Lakhani, about how businesses can start preparing for life after third-party cookies. Register here…
Third-party cookies are soon to be a thing of the past.
This – we hope – shouldn’t be brand new information, as Google announced in February 2020 they were going to begin phasing out third-party cookies on Chrome next year.
What’s caused a stir more recently is Google’s further announcement that they are not going to create “alternative identifiers” to track users and will not use these in their products.
And that was not the way many marketers wanted the third-party cookie to crumble.
For marketers, these trackers were our bread and butter – they allowed us to not only track our website users, but we used them to improve user experience and, most importantly, to ‘collect data that helped us target ads to the right audiences’.
It’s obvious that we need to go, at least partly, back to the drawing board and properly prepare for life after third-party cookies. But a lot of us don’t know where to start, despite the fact many of the points below are, arguably, best practice already.
To help you better prepare for life after third-party cookies, we’ve put together a list of the 11 ways we think you should be readying your business for the incoming data gap.
This again is one which we hope you have begun exploring. If you haven’t then now is the time to start.
Google’s customer match is a very nifty tool. You can use information that your customers have shared with you to create targeted ads across search, the shopping tab, Gmail and YouTube. It will also help target new customers who have similar interests to your existing users.
Another great tool to have in your wheelhouse is Facebook’s custom audiences. With this, you can opt for your chosen ad to target your desired audience among Facebook users. It also allows you to utilize Facebook’s customer lists and website traffic to develop a tailored audience of users who have engaged with your brand.
Now is the perfect time to get creative and come up with new ways that will encourage users to share data with you. Here are three ways you could grow your database:
This shouldn’t be a new concept for you since GDPR came into effect.
Be sure to check the data you already have in order to gain a clear insight into what data you’ve got, and then update your privacy policy to shed light on how you are using this data.
Permission management tools should be on your radar, and you can add these to your website so users can take control of their consent and data.
As we are now losing valuable data, we need to start thinking beyond the usage of cookies. We can do this by optimizing our usage of the data we still have.
Now is the perfect time to experiment with various management strategies to see which ones are most effective. Once you have found which strategies work best you should make these bulletproof for the future.
Many industry-leading tech companies are developing new ways to harness first-party data, so it’s worth taking an active role in as many tests as possible.
Google is encouraging businesses to lean into using privacy-focused solutions, and one they are championing in particular is the use of ‘value-based bidding’, as well as a new first-party cookie solution to assist with conversion tracking.
Contextual targeting is often overlooked, but it’s a great strategy to use as it doesn’t use third-party cookies.
While it does involve dedicating a great deal of time to figuring out where best to place your ads on certain platforms, it is certainly worth the effort.
Your targeted audience is more likely to respond to these ads as they won’t feel as though their privacy has been breached. Once you have gained the trust of your customers, you will be able to build strong lasting relationships.
These relationships can help you further as you will soon be able to spot patterns and user behavior within specific groups, which will provide you with vital data you can track.
MartechSeries defines people-based marketing as “a means to create a customer-centric, cohesive marketing system that revolves around customers and their real-time behavioral data”.
When you combine this data with your first-party data you will be able to target your desired audience in real-time across a variety of channels. People-based marketing is a great solution as it does not rely on third-party cookies and it also allows you to engage with users directly at a time that suits them.
According to BounceX, a successful people-based marketing strategy has three key elements:
GA4 will be an excellent tool to use as it is being developed with stronger cloud-based, machine-learning modeling and will pair nicely with server-side tracking.
While GA4 won’t be a replacement for the current iteration of GA, having both these analytics tools at your disposal will have a considerable impact on your data tracking.
Or you can use other systems like Google Tag Manager that focus on site-wide first-party tagging. These are designed to drastically increase the volume of the conversion data you already have.
To put it simply, you really should be using these, as these ad platform tools have been created to help optimize these conversions.
With this amount of data, you will be able to distinguish in more detail what campaigns are proving effective, and which need to be restructured.
It’s not just about quantity when it comes to collecting data, it’s also about quality. So rather than worrying about what data you don’t have, work with the data that you have now.
Focus your energy on hiring the right people who will be able to go through your data with a fine-tooth comb and optimize your business models.
We also recommend giving your contact lists a refresh on a regular basis to ensure you don’t have irrelevant contacts. You could make this automatic by creating a system that deletes contacts who haven’t reacted to your messages for a pre-determined period of time.
Allowing your users to have the power to opt in or out of their subscriptions is another great way to maintain the quality of your database. Those that leave are contacts you do not need, and this opt-in system shows users you comply with the data protection legislation.
If you want to get ahead in a cookie-less world, you need to understand what identifiers your business is using, and with this information you can begin to profile your visits.
Create ‘collection points’ throughout your website and then you can use this collected data to understand your audience in a more detailed light.
CookiePro, for instance, is talking about two types of User IDs that could be used in the future. And while we’re not confident enough to make the same claim ourselves, they do offer an interesting glimpse at the types of solutions that are incoming.
The first is Probabilistic ID, which is a type of ID used to reap the rewards of anonymous data points. You can use this type of data to find behavioral parallels between these anonymous users and your known users.
Deterministic ID is basically a form of identifiable data. Examples of this type of ID are log-in data, offline data, or information the user has agreed to share with you.
The departure of third-party cookies is something that we can’t ignore – it’s going to drastically change the digital marketing landscape as we know it.
But we still have time to re-think and re-model our marketing strategies, and the earlier we start to implement these changes, the more prepared we will be when third-party cookies have gone stale.
As of March 2021, P+S are now an official Amazon Web Services (AWS) Select Consulting Partner. Hurray! Exciting news for us – but why should anyone else care?
Don’t worry. This isn’t your typical self-congratulatory post.
What this means is we can help clients to grow and scale their businesses on AWS. So you could get a cost saving, industry-leading and super secure application.
To achieve our AWS Select Tier status, we had to demonstrate a whole lot of team knowledge and prove the strength of our experience too. So, over the past 4 months, we’ve delivered High Availability architecture for clients like Osborne Clarke and the UK Hydrographic Office.
So, we’ve written this blog to tell you just why you should take note about what AWS has to offer, and answer a few of the questions you might have.
Because they’re the industry’s leading cloud provider.
AWS offers a huge list of services and a robust global infrastructure that we knew could serve our clients around the world. If it’s good enough for 90% of the world’s Fortune 100 companies and the majority of Fortune 500 companies, it’s good enough for us.
And now our partnership status is testament to our experience and knowledge when it comes to designing and implementing cloud architecture.
As an application implementation, development and infrastructure partner, we can achieve a very close link between your applications’ functionality and its environment, ensuring you always get the very best performance.
We can save you time and money.
It’s likely you already know on-premise infrastructure can be hugely expensive. Or you might be using cloud computing, but finding it’s still costing you a fortune. With the right cloud architecture in place, not only can you gain a huge price advantage, you could also save countless hours of time, too.
Commissioning just one new server can take several days and thousands of pounds of hardware investment. But in the cloud, the same process takes just a few seconds. Plus, you can spin servers up and remove them again easily, and without having to worry about hardware.
Our use cases are normally centred around creating web architecture, where this flexibility is useful for creating cost effective solutions. A traditional web architecture might consist of several web servers behind a load balancer, where traffic is distributed across the instances according to some rules.
The problem with this traditional set up is that during lulls in user activity, e.g., overnight or over the weekend, you end up with more servers than you need – you’re just haemorrhaging money.
Conversely, during traffic spikes, you might not have enough capacity to meet demand, putting your application’s performance at risk.
Auto-scaling prevents this by automatically adding more servers to the group if demand requires it. When the demand drops, these servers are removed.
Because in the words of Werner Vogels, “Everything fails, all the time”.
All technological solutions – no matter how perfect we might like them to be – will have points of failure and downtime. In fact, even cloud solutions within AWS are subject to the same risks.
By creating an infrastructure that anticipates this failure, we can overcome the risks and mitigate the impact before a failure ever happens.
For example, the AWS network consists of several geographical regions based around the world. These regions are further divided into Availability Zones. An Availability Zone is made up of separate physical data centres that are connected within a region.
You can then split your services across Availability Zones, so should one develop a problem, you’ll hardly notice – your application will still be up and running.
At P+S we follow the AWS principals for High Availability across all of our clients’ architecture to ensure there are no single points of failure, and recovery is automatic wherever possible.
Yes. In fact, at AWS, they have a saying: Security is Priority Zero.
This is for good reason, given the critical nature of data security and harsh penalties for businesses who breach regulations.
There are multiple features in AWS’ tools and services ensuring every design meets stringent compliance requirements, with our own architecture including many of these features as standard.
For example, we deploy AWS CloudFront as a CDN as standard in front of all our sites, together with AWS Web Application Firewall and AWS Shield to protect your site against web vulnerabilities and attack vectors, including the OWASP Top 10 – globally recognised by developers as the top 10 risks to application security – and Distributed Denial-of-Service attacks (DDoS), which you may have seen recently taking a number of the Belgium government’s websites offline. It also ensures you’re compliant with Data Protection standards such as ISO 27001.
AWS also provides the ability to create entire virtual networks and subnets within the cloud, with complete control over data and user access and flow. This gives you the ability to lock down access to subnets, instances, and services to only authorised sources. For example, you can block physical access to web application servers, ensuring access can only be gained from the load balancer or approved IPs.
No. One of our favourite methodologies in cloud infrastructure is ‘server-less architecture’.
Server-less architecture means the servers or machine resources used to run a particular task are handled by the cloud provider. So you don’t have to worry about provisioning a server or maintaining it. This saves a lot of time and money; we can simply spin up a database or run code.
This methodology is extremely useful when working on prototypes, for example, allowing us to quicker develop and verify our ideas. It’s also useful for running Continuous Integration workloads to speed up deployments (useful for Autoscaling groups) and helping you manage repetitive tasks or queues.
For example, we successfully offloaded some database queue processing from the application into AWS Lambda. This meant we could configure a smaller database instance than would otherwise have been necessary.
Our summary
At P+S, we believe every business should be able to offer an excellent digital service to their customers. That means creating flexible digital architecture that grows as you – and your customers – need it to. It’s faster, more adaptable, and because it’s flexible, you won’t waste money on servers you don’t need.
Your application shouldn’t go offline unexpectedly. And we don’t believe you should have to pay more for a secure website, so we’ll ensure both your data and your customers’ info is protected at all times.
And our newly earned AWS Select Consulting Partner badge proves that commitment.
Want to find out more? Talk to [email protected] for a no-obligation chat.
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