Speaking to a journalist, especially for the first time, can be a bit daunting. Often we become all too aware of being recorded and of the significance that’s attached to each word. It’s easy to get flustered if you don’t fully understand the question or don’t feel like you have the perfect answer lined up. Talking it through with a PR agency or even a colleague in advance can really help.
Today we wanted to share with you some of our best tips for preparing for a journalist interview so that you can go into a meeting, on a phone call or, increasingly, on a video call with positivity and confidence.
The most important thing in developing your confidence going into an interview with a journalist is that you feel prepared. If you can, ask if it’s possible to see the kind of questions or areas the journalist would like to cover in advance. They may or may not want to share and these might not give you all the detail (many prefer off the cuff answers and discussion) but even some information will help.
You can also think of the kind of questions you might be asked so you can prep some answers, as well as refreshing your memory on any information such as reports or research you’ll need to know. It’s often helpful to write out some key bullet points that can sit in front you as a support.
This is important. It’s great to be interviewed but it’s also important to land some of your key messages during the interview. What do you want to work in there that would help your business and would be useful to say to the particular sector the publication focuses in?
It can be helpful to think of three key points that you can visualise as a triangle in your mind, but even one point about your expertise that would be good to come out is helpful. You should write it/them down and have it in front of you for reference.
You may feel you know what they cover, but be sure to have a good look at the publication your interview is going into so you can get a feel for what they cover. This way you can ensure what you have to say is relevant, and think of your responses in light of its tone.
Having a look at the journalists most recent work can help massively. You’ll get to know their voice and style, what topics interest them, and it can also provide you with reference points for conversation. You can compare and contrast, as well as getting a feel for the dialogue. Twitter is useful here as well as a Google news search.
Even though talking to a journalist might make you feel slightly under pressure, there really is no hurry. It’s important to remember that you are providing value in what you are able to offer. Take your time and don’t feel the need to rush your responses. Allow yourself to think things through as you would in any other conversation.
During the interview, the journalist will write down or record everything you say. Remember, anything they capture could be used for the interview so if you don’t want to see your words in print, it’s best not to say it in the first place. Unless you know them really well, treat everything you say as ‘on the record’.
If you want to share additional information that you’re keen not to attach to you, don’t do it during the interview. Instead, discuss it with your PR consultant or PR agency as there might be another way to share it.
Journalists aren’t trying to catch you out when they leave pauses after answers. Often people fill in the gaps and then say things they hadn’t prepared which leads to more interesting content – which is obviously what they’re after. So feel free to leave silences and let the journalist lead.
If you’re asked a statistic or figure that you don’t know and don’t have written down, feel free to say “good question – I’ll need to check that out. Can I email you back afterwards?” Don’t feel on the spot or you may make a mistake. It’s OK not to know everything immediately. If it’s really not something you can answer you can always say “that’s not really my area of expertise.”
The bridging technique is very important in dealing with difficult questions. For example, you could say something like: “That’s a really interesting question – but I think the key point is…” This will help you move on to something you’d like to highlight and can direct the conversation away from topics you might find difficult to cover. Remember, they are after interesting content, not trying to trip you up at every turn.
“One more thing” – it’s often the final question that trips people up. The formal interview seems to be over and before you say goodbye, the journalist asks an extra question that might catch you off-guard. Remember, the interview isn’t actually over until you say goodbye and hang up or leave the room. Be aware of the last question.
If you can bear these tips in mind during your interview with a journalist, you have little to fear. Often our anxieties are just in our heads. Entering anything with a level of preparedness makes a world of difference to our confidence so relax, give yourself time to prepare, and enjoy.
If you’d like some helping landing an interview with a journalist feel free to contact us here, and we can discuss how Carnsight Communications might be able to help.
There is a lot going on in the world right now – a pandemic, Brexit, and a lot of global uncertainty, but there are also a lot of opportunities.
Global trade is rebounding far quicker than it did after the 2008 financial crisis. Shipping volumes returned to levels in half the time that took to reach post-Lehman. Central banks are continuing to steam ahead with unprecedented financial support packages, driving some global stock markets to record gains.
Most importantly, different countries will recover from this period at different speeds. Which ones will recover faster? Which markets show the opportunity most suited to your expansion plans?
Maybe you have spotted an opportunity?
You need to consider these three things when looking to expand into new markets in 2021.
You have been working with your agency for a couple of years. They have a solid team and presence in a few different countries. You have talked to them about moving into different markets. It was a conversation that brought you excitement. They may have even offered to hire in specific countries for you. “Great,” you thought.
Do not remain with your existing partners for multi-market growth unless you have an extremely good reason to.
Dig into their network properly – assess their depth of expertise in different markets. Do they partner? Do they have a handful of account handlers in different countries and call that ‘international’? What is their client base? Which markets do their client base operate in? Are they showing bias by leading you into new markets based on their own experience?
The key to having a successful international partner is that they genuinely demonstrate to you that they have a substantial network that they have full control over (not partnerships). They need to be focused on the ways and means of providing the agility and connectivity that powers that network.
Customer experience has been an excellent buzzword for a few years. And yes, worry not, we have a customer journey loop we are proud of as well.
If you are looking to expand into a new market, the fundamentals should be understanding the culture and context of a new market. It is not about customer journey mapping in a conventional sense, but it is about truly getting to understand the culture, the context and how to reach customers in your new market. You can only really do this by assembling a team of people who deeply understand the markets you are moving into.
Get your context and cultural understand wrong and you have spent a lot of money and time launching into a new market badly.
What we have seen from clients who engaged with us throughout 2020 is that almost 100% needed help in planning their entry into new markets. The business case was there and strategically it made sense, but the substance in a business case needed building.
This comes from deep exploration into new markets. And by that, I do not mean spending time on ‘Google Market Finder’. I mean local insights – insights based on cultural understanding and a very deep level of data that is well assembled to digest and interpret.
Processing this data, at speed, is very difficult to do well across multiple markets without the right toolset and teams experienced in handling this data. Look for true added value from tools that your partner is offering or look to acquire some. Find a partner who will present you with assimilated data in ways you did not know possible to give you the context you really need.
Spend time interpreting and analyzing this data and ensure your entry into a new market is data-led and well researched, so you fully appreciate the opportunity (and pitfalls) of your strategy.
Clubhouse is the social media network that’s taking the world by storm. Despite only launching in April last year, the app had 8.5m downloads at the end of February 2021 and users including the likes of Elon Musk (@elonmusk) and Mark Zuckerberg (@zuck23).
Drew Benvie (@drewbenvie), social media expert and founder of Battenhall, joined a Bristol Creative Industries event to share tips on how entrepreneurs, marketers and other creatives can use the app to grow their profile.
Here’s a summary of his advice.
With 8.5m downloads compared to Facebook’s 2.8bn active users, Clubhouse “is teeny weeny as a social network”, Drew says, but due to the high profile nature of its users “it’s really starting to turn heads”.
Drew believes Clubhouse sits in a space between social networks such as Twitter, Facebook and Tik Tok and audio/video platforms like YouTube, Spotify and BBC Sounds. “At first I thought this is going to change social media,” he says, “people are going to start listening to things instead of writing or reading, but actually the data suggests it’s increasing use of other social media, and it’s also not really cannibalising mainstream audio or video. It’s kind of complementing that too.”
Drew says what excites him about Clubhouse is that “anyone can rock up, it’s really them and it’s unscripted”. That includes high profile people. Drew was hosting a room (we explain what that is below) about social media and Damian Collins MP (@damiancollinsmp), the former chair of the Parliamentary committee that grills big social network bosses, showed up to listen and then asked to speak. The next day he joined again.
Clubhouse is an app on which users host, listen to and participate in audio groups, known as rooms, where typically one or more moderators host live discussions.
Clubhouse is currently only available on iPhones and iPads. You also need an invite to get access. Speak to someone you know who’s on Clubhouse and ask them for one.
Once you’re in, set up a bio. You can add whatever you like including links to your Twitter and Instagram accounts. You can follow people on Clubhouse but there’s no messaging functionality within the app.
In terms of what username to pick, Drew recommends your real name as Clubhouse is all about real people having conversations.
The Clubhouse algorithm is still “a bit ropey”, Drew says, so to find interesting people to follow select topics that you’re interested in and look for interesting people talking about those topics.
Clubhouse connects with your phone address book so it will show you your contacts already using the app.
When you follow someone, click on the alarm bell icon in their profile and you can select to be notified always, sometimes or never when they speak on the app.
Rooms (sometimes known as events – see below) are where the conversations take place. All rooms are live and they are not recorded so you can’t replay them (although lots of people are secretly recording rooms and uploading videos to YouTube such as this one with Facebook founder Mark Zuckerberg). At this point in Drew’s talk, an attendee said she was in a room with Brad Pitt!
To get used to the app, join rooms that look interesting to you. A room has three tiers; a stage with the people speaking (some of whom are moderators), people being followed by the speakers and everyone else.
Everyone not on the stage is muted and you can’t speak. If you want to speak, you can raise your hand and a moderator can invite you to the stage. Moderators can also remove people from the stage or from the room completely.
It can be nervewracking to speak for the first time but hang out in rooms that appeal to you and when you’re ready and have something to say, raise your hand and speak succinctly.
Your followers can ‘ping’ you to join a room. Exit a room with the ‘leave quietly’ button.
Rooms can be:
The app will show you rooms based on who you follow and the topics you’ve selected.
If you click ‘start a room’ and select the type, it will go live instantly.
If you want to schedule a room for the future, Clubhouse describes that as an ‘event’. Create one by clicking on the calendar icon at the top of the app.
Clubs are anchors for your activity on Clubhouse. They are like what Facebook business pages are to your personal profile. It allows people to follow a theme. There are thousands of clubs covering all sorts of topics including social media, artificial intelligence, movies, public speaking, comedy and start-ups. Within a club, individual rooms are created to have live conversations. When a room goes live, you’ll be notified.
When you get on the app, click the magnifying glass icon top left and you’ll see lots of clubs to follow.
To set up your own club, click on your profile image at the top right of the app and then the + next to the icons of clubs that you are a member of.
When starting a room or a club, Drew recommends planning with other people to maximise exposure. When someone is co-hosting with you, make them moderators.
Listen to rooms to pick up best practice moderator skills such as introducing the show/room/event (they are called all those things!), welcoming people to the stage and keeping the conversation flowing.
To build momentum, it’s a good idea to host a room at the same time every day, week or month.
Drew says speaking in a room tends to grow your following by around 10% of the room’s total participants. You’re also likely to pick up followers on other social networks if you’ve included links in your bio.
You can’t send someone a link to your profile on Clubhouse but you can send them a link to an event you’ve planned.
People are also using other social networks to promote events such as this Twitter account for The Good Time Show, which is part of Good Time, one of the most high profile clubs on Clubhouse. An event with Elon Musk in that club broke the app!
In Clubhouse, you’re talking to strangers and you’re listening to strange conversations. There have been reports of trolling and harassment so Drew advises being safe by not allowing random people to speak in your rooms or letting them be moderators.
Other social networks are already taking on Clubhouse. Twitter Spaces is live and Facebook is rumoured to be building an audio product.
“A wider brand audio strategy on audio is something I would absolutely recommend you start considering if you think Clubhouse is interesting for you,” Drew says.
Think about why your audience would want to engage using audio and harness influencers across Clubhouse.
Drew Benvie runs ‘Trending’ which has a room discussing the latest social media trends every Tuesday and Thursday at 11am GMT.
He also recommends ‘9am in London’ created by Abraxas Higgins (@abraxas), one of the most followed UK Clubhouse users. His club hosts a daily “no agenda” room at 9am GMT.
You can follow Drew on Clubhouse at @drewbenvie and members of the Bristol Creative Industries team, Alli Nicholas, Dan Martin and Chris Thurling, at @allinicholas, @dan_martin and @christhurling.
If you’re a Bristol Creative Industries member who’s on Clubhouse, let us know by following us or sending us a tweet.
As a PR agency, we often talk about the importance of building the profile of a business or an individual, but what does that really mean? Here we cover the basics about building a profile – why it’s important, how it helps with day-to-day PR and where to start.
When we talk about having a profile, we mean being known for something – often for a specialism. For a PR agency, our client having a profile will either mean that, when discussing you with a journalist they might know you by name, or by company. Or we will be able to quickly demonstrate your profile by sharing articles and coverage that proves it.
Equally, you or your company might be given a quick Google at some stage. Generally, a range of pieces appearing, not just from your website, demonstrate what you stand for. The same goes for prospects or potential customers or connections – if they search for you, they should ideally see a good range of pieces that represent you and your area of expertise. (We’ve also written more about the benefits good PR brings across your business).
Being known for something in particular will mean you’re more likely to be featured in an article about it. You might become a go-to person on the topic. You could appear on a podcast or at an event all around it. Even if you feel you’re an expert, it’s much harder to convince a journalist to feature your commentary or news if they’ve never heard of you and can’t find much about you online. Especially if you’re up against competitors with ready-made profiles.
Remember, journalists need to be sure they’re speaking to an expert, rather than someone who could be talking a good game without much substance behind it. They can’t risk spending time on an interview otherwise. And, if they do find a good source with a decent profile, they will come back again, and could even remember you if they move positions or publications.
Two main things are important: the consistency of what you’re saying and the regularity of you saying it. Consistency comes back to your key specialisms or areas to push. And it’s not just about talking – it’s also about demonstrating. As an agency, you can do this through sharing creative work to prove your proposition, for example, or, as a business, through your output or your products.
We are happy to work on one-off pushes or launches, or on ongoing PR. But, to build a profile, you need regularity. It’s important to be providing what publications need frequently and consistently. That’s also key if you want to get into a particular publication. We will help you to understand what to target them with and we will keep them on our radar and discuss you with them at every appropriate opportunity. We can only do this with an ongoing relationship.
We often work with people who have never promoted themselves or their business, or worked with a PR consultancy before, so we’re experienced in starting from scratch. It’s an opportunity – a clean slate. But it’s also important to understand that it’s the start of a process of building a profile. PR isn’t about going from zero to hero overnight.
Take Joe Wicks, as an example. He wasn’t really on my radar until his brilliant PE With Joe initiative this time last year. We’re now faithful Friday home PE fans (fancy dress and all!) and you can hardly move for seeing another article or cover story about him. So I could be forgiven for thinking he was an overnight sensation.
But actually, he’s openly talked about his 10 years of hard work behind the scenes, leading to that event. If he’d have hired a PR company 10 years ago (and maybe he did) there’s no way he would have been so in demand. He worked hard on his product, captured the zeitgeist and now his profile is sky high.
OK, so we don’t all have Joe Wicks ambitions (although some might!), but we may want to become a sought-after speaker within our sector, or the go-to professional in our field within our local area. And it’s great to start with a clear objective.
As PR pros, it’s our job to help you define that objective – that’s why we kick off with our Three Lens Messaging Session. And from that, we create a plan which will have clear steps to build towards that ambition.
We’ve landed some great pieces for clients relatively early on in working with them – be that an interview with the BBC, the Evening Standard or The Times. Fantastic. But one piece – even a brilliant piece in a top tier publication – does not make a profile.
Having a profile is about momentum and consistency. Top tier titles might be part of that, but probably sector press will be as well. More about the importance of trade and local press here.
Two final points – it’s not about having advertorials or paid-for pieces. These aren’t always viewed in the same way as editorial. Advertising is part of the mix, but it’s not the same as having an earned profile. And lastly, timing is also crucial. It’s great if you did some activity five years ago, but if there’s nothing since that, your profile isn’t a current one.
For further advice on this, we’ve also written about what you can do to support profile raising through your own channels.
You’ve probably heard of the term ‘evergreen content’, but what does it really mean and how do you make the most of it? Evergreen content is basically content that keeps on giving. It is something that remains relevant over a long period of time (so is not time-sensitive), has good search engine optimisation, and continues to drive traffic long after it’s first posted.
Though all of your blogs and other online content aren’t likely to disappear after posting, evergreen content is content that people will always need, want and search for. Typically lists, industry resources, how-to guides, top tips and product reviews lend themselves well to evergreen content, but ultimately to make content that’s ‘evergreen’ you must ensure it remains fresh and of interest to your target readers.
Now you know what evergreen content is you might be asking why it matters. Here are some important reasons why you absolutely need it:
Evergreen content ultimately saves time and energy while still achieving great results. It is a necessary part of maintaining website traffic and coverage views.
Despite what you may think, even the biggest and best publications rely on this content and not the splashy, fleeting news headline.
Now let’s talk about how to write evergreen content and how to make that content work hard for your business:
Get to writing up your evergreen content now and save yourself a lot of stress and energy later. Go forth and provide constant value to your reader, while your evergreen content provides constant value to your business.
Vision 2030 has opened up tremendous opportunities for KSA organisations to take their place on the world stage over the last five years.
But, when first impressions are so important, how do you project a brand that connects with a culturally diverse, global audience? How do you convey your unique heritage in a contemporary way? And how can you remain distinctive across a fast-changing digital landscape?
Success relies on connecting your brand to the needs, aspirations and psychological motivations of your audiences. The words and images you use must resonate in their minds. They must feel that you share your purpose with theirs.
But words can be empty if they are not delivered by someone they trust, so the tone and personality you use to tell your brand’s story is important. It must be clear and authentic, spoken with heart and passion.
Above all, you want your brand to be distinctive. It should set you apart from others who tell the same story. It must lead with conviction and clarity. Only then will your brand create advocates in all who work for and do business with you.
There was a time when brands were created and then translated into digital applications as an afterthought. Today, in a world where the primary touch points will almost certainly be online, a ‘digital first’ approach to your brand is essential.
Of course, this raises important considerations for your logo. It should remain crisp and distinctive when rendered on the smallest of screens.And it’s worth considering how your brand narrative and tone will remain authentic in videos and infographics. How will it sound through digital assistants? How will it connect through augmented reality and artificial intelligence? What will the experience be online, in apps, and at virtual trade events and meetings?
Once you have explored the brand digitally, you can confidently translate it into what your audience experiences in the real world.
Creating brand authenticity requires a balancing act:
1. Be distinctive in your organisation’s purpose and personality
2. Be true to your rich and distinct heritage
3. Integrate into the global business community.
Visually, your brand will bridge the gap between the incredibly unique and individual cultures of the MENA region, which celebrate delicacy, nuance and complexity, and global brand dynamics which favour bold simplicity.
It is advisable to include semiotic audience research – the study of shapes, colours and images – as part of the development process, as these can take on different cultural meanings across diverse audiences. Reaching an understanding of these differences can help avoid any unintended miscommunication through the visuals you apply to your brand image.
Tone of voice should be driven by similar considerations. To connect pan-culturally, it is best to speak with clarity, whilst retaining your distinctive personality. At all times you will want to appear confident, but approachable.
We have talked about connecting your brand to the needs and motivations of your audience. To achieve this, your process will need to be grounded in thorough audience research. Not only will this drive the best creative outcomes, it will also help your team to make decisions based on an objective view, rather than personal likes and dislikes.
Equally though, brands that successfully achieve resonance are a true reflection of their organisation and people. Your will ideally represent who you are now, and who you want to be. No matter how appealing your brand, if your people aren’t ambassadors, holding its values and purpose in their hearts, it will be unauthentic.
Involving everyone in your organisation – at every level – in the discovery and development process will create engagement and a passionate shared ownership of the brand you create together. The objective should be to make sure that everyone is able to both understand, and be a living embodiment of your beliefs, aspirations, purpose, ambition and approach.
For your audience, this means that the promise your brand makes through its marketing is realised when they do business with you in person.
We have merely scratched the surface here. At P+S, we use a whole host of further considerations, applications and insights to develop brands for our international clients.
From tone of voice (how you speak to the world) and SEO (how you increase your voice’s reach) to the materials and platforms you choose to convey it all. Getting the right brand message, to the correct audience, at the optimal time, is the key to developing a brand that not only attracts but thrives long-term.
In short, creating and communicating a successful global brand requires strategy, creativity and technology. If you can harness all three, the world is yours.
If you’d like to tell us more about what you’d like to achieve from your brand, and explore what we can offer you in terms of developing and promoting it, please get in touch today via [email protected].
Want to grow your agency but don’t know how? Has growth plateaued? Are you struggling to find more of the right type of client? Are you trying to build an awesome team and are finding it tough to find the right people? Or perhaps your agency is growing but you’d like a refresher, tips and advice on how to accelerate your growth?
If any of these questions resonate then why not join a bunch of highly motivated agency owners and Janusz Stabik, a coach and mentor to agencies across the globe and lead coach for Google across numerous agency growth programs to help find the answer.
Audience: Agency owner/founders
What’s holding you back from running the agency you want to run? What do the high performers do differently from the rest? How good is your agency?
Janusz will take you through the strategy, benchmarks, tips and templates you’ll need to run an efficient and effective agency to accelerate your growth in 2021. You’ll meet other agency owners and gain fresh perspectives, you’ll feel the weight lift from your shoulders, you’ll be energised and excited about the future and you’ll have gained clarity on how to get there.
By the end of the workshop you will:
Audience: Owner founder + Directors
Running and growing agency depends entirely on recruiting and retaining good people who do great work. You work hard to attract great employees, you want the best! But what does the “best” really mean? Good cultural fit? Good at their job? Experienced? Passionate about their work? All of this?
If any of the following rings true, this workshop is for you:
At the end of this workshop you will:
Audience: Agency owner founders, sales/marketing teams, account managers/client service execs
The average agency loses 20% of its revenue every single year through client churn. The sobering fact is, this is the average and it’s not uncommon for churn to be closer to 45% (a HUGE hole to fill). This results in unhappy teams, unhappy clients, lost marketing spend, lost time, lost effort, lost money – no wonder growth is so difficult?
What if:
Sound like a pipe dream? It’s not and it’s eminently achievable.
At the end of this workshop you will:
Join this workshop to find out how to kick-start your growth by focusing on your most important asset – your existing customers.
You can book for each individual session via the links above or, for the most value, book all three sessions as a package by emailing [email protected].
Individual sessions are £45+VAT per session for BCI members or £70+VAT for non-members.
Book all 4 sessions for £100+VAT (BCI Members) or £160+VAT (non-members).
Janusz is a coach and mentor to agency leaders across the globe through his coaching practice and consultancy, Digital Agency Coach, where he helps helping agency owners to run better businesses, lead better teams, make more money and have fun doing so. He’s an ex-agency owner, a trusted speaker for Forbes, head coach at the GYDA Initiative and a lead coach for Google across multiple agency growth programmes throughout EMEA.
Dr Matthew Freeman, Reader in Multiplatform Media at Bath Spa University, has founded Immersive Promotion Design Ltd., a new marketing consultancy for the world of Extended Reality. It supports Virtual Reality (VR) and Augmented Reality (AR) businesses to better communicate with their audiences about the magic of immersive content.
The company builds on sector-development research funded by StoryFutures Academy and Bristol+Bath Creative R+D, and brings together expertise from the BBC VR Hub, Limina Immersive, StoryCentral, Raucous, Bath Spa University and beyond. Last year the team partnered with The National Gallery, Anagram and Studio McGuire to build research-led and audience-tested promotional campaigns for live VR and AR experiences. This led to the creation of new promotional strategies, prototypes, industry bibles and teaching resources for how immersive experiences can be better marketed to today’s audiences.
Talking about Immersive Promotion Design’s success so far, Matthew said: “Many people have recognised the enormous potential of immersive technologies like virtual and augmented reality to transform the creative industries as we know them. Up until now, however, the immersive sector has struggled to reach bigger, more mainstream audiences – the kinds of people used to streaming Netflix but not yet interested in VR headsets.
“The challenge is obvious: How do you communicate the magic of being in a VR experience via social media, posters and trailers? Immersive Promotion Design Ltd. provides a step towards establishing a new promotional language for VR and AR, opening the door to a bigger, more diverse immersive audience. We are very excited to see where this journey takes us.”
Visit www.immersivepromotion.com to find out more.
McCann has further strengthened its strategy team with the promotion of Kathryn Ellis and Gideon Wilkins to managing partners.
Kathryn has over 15 years of experience in leading brand, business and communications strategies, alongside holding the position of associate lecturer in Advertising at Southampton Solent University. She is a leading voice on growing and retaining female talent within the industry, and her acclaimed research in this area has formed the basis for her many keynote speaker appearances at IPA and Creative Equals events, as well as her published work. Whilst at McCann Bristol she has been integral in rebranding the Royal Mint, launching Motability’s first ever direct to consumer campaign and taking Pink Lady apples global.
Gideon joined McCann Birmingham in 2019, having previously held the position of Global Brand Guidance Director at Kantar where he led the Unilever account. In just 18 months, he’s been instrumental in further innovating the McCann strategy offering, enhancing its signature planning and research capabilities, as well as introducing a host of exciting new talent and skills.
The promotions follow the 2020 appointment of Gary Armitage as Regional Head of Strategy, Mastercard last year, and are the latest steps in expanding McCann Central’s 30-strong division of strategy, research and planning specialists, who sit at the core of its effective creative.
Dean Lovett, CEO at McCann Central, commented: “Strategy, planning and research are a fundamental part of everything we do here at McCann and in our pledge to help our clients play a meaningful role in people’s lives. Every day, our expert strategists, planners and researchers uncover insights to guide our creativity and – crucially – create positive results for our clients, which is why we are delighted to be further strengthening our strategy team.
“It’s an exciting time for our business and we recognise that a strong strategy team is central to continuing to deliver the world-class work for which we are known and building on our celebrated philosophy of, ‘Truth Well Told’. We’ve always prided ourselves on the strength of our offering but thanks to these latest developments, we are now the strongest we’ve ever been.
“We’d like to congratulate Gideon and Kathryn on their promotions. We have no doubt that, along with our brilliant team, they will continue to ensure our creative work is the bravest and best it can be, and more importantly truly effective for our clients.”
The McCann strategy team brings different agency disciplines together to build campaigns with a shared, consistent approach. Its strategists’ experience, skills and capabilities include brand planning for digital communication and creative development, from analysis of consumer trends, needs and segmentation, focus groups, workshops and co-creation, to campaign creative and proposition evaluations.
We’re all far too familiar with the term “crisis” after everything this year’s thrown at us. Crisis communications is a key area of PR that may play out in a reactive way, but actually, is something that companies can and should plan ahead for.
Once the preserve of big multi-nationals, this year has shown that even small companies can be propelled into the spotlight, so it’s worth discussing what might need to be in place. I gave my comments in a crisis PR feature in this month’s South West Business Insider. As I said in the article, there’s no one-size-fits all response as your communications approach should vary with the kind of crisis you’re facing. However there are some golden rules as I’ve outlined below:
Please feel free to get in touch to find out more about the kinds of PR support we offer small and medium-sized businesses.
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