Reputation in business

Business leaders, listen up: Stuart Thomson on maintaining reputation in business

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Whether you are the CEO of an international business, a politician with power or a high-profile celebrity with millions of fans, reputation matters. Here to offer advice on building, maintaining and, where needed, rescuing reputation in business is BDB Pitmans’ Stuart Thomson in his new book Reputation in Business: Lessons for Leaders.

Read on for which businesses are getting their comms right, how to handle a reputational crisis and what leaders can learn from Lizzo.

Reputation in Business

Can you introduce your new book?

The book, Reputation in Business: Lessons for Leaders, aims to be a practical guide to building and protecting reputations. A lot of leaders recognise the vital intangible asset that reputation represents but too many don’t really understand what reputation is and the steps that should be taken to build it. So, this is my effort, drawing in the valuable experience of others, to deliver that sort of practical guide.

What inspired you to write it?

I’ve always enjoyed reading books about communications partly to keep myself up-to-date on the latest trends and ideas but also because I find the issues really interesting as well! I find it fascinating to learn from the experience of others. There is no doubting the importance of reputation management in so much of what we do in communications but I thought that while many books were great on the theory, they were less good on ‘and here is what you should do’. That was my inspiration!

Having written other books I had a good idea about what would be involved and the time needed so I spent my evenings and weekends writing. Luckily, I have a very understanding family!

Have your experiences with blogging helped with writing a full book?

I think so. It has helped me to develop a style which is not too formal but also allows me to convey information as well. Regular readers of the blog seem to enjoy that and the book is very much is the same style.

Blogging also focuses you. In a blog you don’t have the amount of words available to go off on too many flights of fancy. You need to show the challenge and convey some ideas and advice. The book follows that same sort of style.

What were the main challenges with writing the book?

Covid, covid, covid. On the one hand it meant that there were plenty of examples, good and bad, to help me illustrate the critical role of reputation management. But on the other, working from home all day during lockdown and then sitting at the same kitchen table in the evening to spend time on the book was a bit tough.

Add to that the ramifications for the publishing sector and it could have been that I had written a book that no one would ever get to read. Luckily, I have a fantastic agent in Matthew Smith and a wonderful team at Routledge who have all helped get it ready for publication.

With reputation particularly important now, and gauging tone-of-voice in comms difficult in light of current events, which brands, businesses or high-profile figures do you think are getting it right?

Very few get it right all the time. I admire the ones who get it right most of the time but also those who, when they make a mistake, move quickly and learn from it. All organisations and individuals need to be constantly vigilant as well. Anyone who thinks they can sit back and take a reputation for granted will, sooner or later, come unstuck.

Just look at some of the brands that seem to have made some very strange decisions during the period of mourning for the Queen and around her funeral arrangements.

I mention in the book, the way in which Liverpool Football Club (which I support) made some terrible decisions during Covid but took quick and decisive action to reverse them. Critically, the leadership took personal ownership of the decisions as well.

With crisis management a key part of reputation, could you name some examples of great crisis comms from the last few years?

Many organisations have plans in place to deal with a crisis so it is surprising that many still manage to get their reaction wrong.

But I think the real issue is those who do not plan properly to stop the mistakes from happening in the first place. Just look at someone normally as sure-footed as Beyoncé. She used an ableist slur in one of her songs only shortly after Lizzo had done the same. Lizzo recognised her mistake, apologised and re-recorded the song. For Beyoncé to make the same mistake very shortly afterwards is poor. Lizzo handled her crisis well.

On the corporate side, I think the pharma companies have done a good job in counteracting the misinformation over the Covid vaccine. It has been more of a ‘slow and steady’ type of campaign and they have had to work with a wide range of audiences but the outcomes have benefited us all.

On the subject of business leaders with reputations that perhaps need better management… what advice would you give to a high-profile figure like Elon Musk for rebuilding their reputation in the eyes of the public?

Some leaders love their persona so much that they seem not to believe that they ever make any mistakes. It doesn’t appear that they take advice because they have complete faith in their own abilities. That takes a very special type of personality.

Building a reputation in the first place is about recognizing your weaknesses and then taking action to address them. Only then can you start build relationships with the audiences that really matter. And that doesn’t always mean the general public.

Were there any subjects/topics that you would love to cover in a follow-up/didn’t have room for in this book?

Well, drum roll, I’ve already been planning my next book and Routledge have kindly agreed to publish that one as well. The Company and The Activist: Going Beyond PR will look at how activist and community groups interact with businesses. It is early stages but I’d be happy to talk to those with a view on these issues.

Which tomes have really helped you in your career in public relations/public affairs – are there any books (apart from your own, of course) that you would recommend those earlier on in their careers to read?

In terms of public affairs, I think Lionel Zetter’s books are always worth learning from and he has a great writing style as well. But also check out Conor McGrath, Erik Akse, Milos Labovic and Anders Kopp Jensen. But I would also say that there are a number of good podcasts out there as well so learn from wherever you can.

Then one of my favourites on reputation management is The Reputation Game by David Waller and Rupert Younger. That is one that I keep returning to.

For more from Stuart Thomson, check out his recent guest post on what Prime Minister Liz Truss’s leadership will mean for public affairs.

Communicating the cost-of-living for charities webinar

How charities are communicating the cost-of-living crisis

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Charities have had to rethink media strategies, budgets, workflow and lobbying as priorities change throughout the cost-of-living crisis in the UK.

For our latest webinar ‘Communicating the cost-of-living for charities’, FareShare public affairs, comms and PR consultant Ali Gourley, NSPCC national media manager Harry Watkinson and Refuge head of media and campaigns Kim Manning-Cooper shared how their communications and approaches have had to change and how their teams are keeping campaigns high on the news agenda and in front of key decision makers.

Watch the webinar here.

Comms plans need to evolve with the changing needs of the public

Each charity represented on our webinar panel has seen how the current economic climate is directly impacting their community. As a result, their workloads and focus have had to change.

‘A big concern for us has been how domestic abuse survivors will be impacted by the current crisis,’ shared Refuge’s Kim Manning-Cooper.

‘Economic abuse is significant. Money being withheld, people being unable to access work and education. We know that many survivors will be recipients of Universal Credit, and that when they flee, they will have to renew it – the cost-of-living crisis could be a barrier to them leaving.

‘We surveyed frontline staff across emergency refuges and services – 92% said that the cost-of-living crisis is already pushing survivors further into debt. Survivors are faced with an impossible choice between staying and poverty.

‘We expect to see an increase in demand for our services’.

Campaign timelines have had to change alongside changing priorities

‘From a policy perspective, poverty wasn’t traditionally a core priority for NSPCC campaigning,’ said the charity’s national media manager Harry Watkinson. ‘Now there is growing evidence that poverty, abuse and neglect are related.’

‘The crisis is influencing how our policy team are working. From a media perspective, journalists are thinking about today, or at a push, next week. We’re still pushing out stories that have been in the planner, but it is like a tsunami; the earthquake has hit, and we’re waiting for the next wave – October, when energy bills start rolling in.

Journalists need more from comms teams now

The lessons the NSPCC team learned during the pandemic about what journalists need from organisations providing support are proving useful during the current crisis – the media needs hard evidence of its impacts.

‘Journalists want evidence on how the financial crisis is impacting the work that we do,’ said Watkinson. ‘In a normal situation, we would give six-month or annual updates on data from our helpline. Now, we’re doing quarterly and monthly updates on physical, domestic and emotional abuse. I’d say, be prepared for the fact they will keep coming back for updates – it is no longer just an annual thing.’

While the media will be saturated with cost-of-living-related stories over the next few months, there will be room for other stories from charities, says Watkinson:

‘There will still be scope to put more ‘normal’ stories, unrelated to the cost-of-living crisis. Moments when journalists are looking for something more uplifting. Having the evidence ready so you can play a relevant part in the media debate and being able to provide alternative narratives from time to time – that is important for charities and supporters’.

Bigger asks of politicians

FareShare’s network of charitable food redistributors are feeling the increased financial pressures – a pivot in its public affairs strategy was needed.

‘We are changing our ask from the Government,’ said Ali Gourley. ‘It costs us more to get food out now and there are more people in food insecurity. We are going out to our industry partners, we have more people at our doors – we need more food.

‘The current situation had changed how we’re positioning ourselves and how we talk to people.’

Working together to make an impact

With messaging from a myriad of charities hitting the media, public and politicians so regularly right now, making an impact among all the noise is a challenge. To achieve common goals, team ups with other organisations can get campaigns more attention.

‘Can be done with open letters,’ advises Ali, using FareShare’s collaboration with the Joseph Rowntree Foundation as an example.

‘All charities have their own agenda, but if common ground can be found, it is doable. Presenting a united front, from a political and campaigning perspective – it definitely works.’

Watch the full Communicating the cost-of-living for charities webinar here.

Find the politicians who can make a difference to the communities you support with the Vuelio Political Database and pitch to the journalists writing about it with the Vuelio Media Database.

Downing Street

What does Liz Truss’s victory mean for climate policy?

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Many shared their confusion online at the sight of a Liz Truss campaign bus driving around Westminster with a depiction of the new Prime Minister photoshopped onto a Union Jack, next to a plate of baked beans, with a promise of a “citizens’ assembly to fix climate & costs”. This unexpected environmental commitment was accompanied by a Government press release that would fool most people who stumbled across it. To many people’s disappointment, it emerged to be an elaborate stunt by activists. On the same day, Truss promised during PMQs to expand supply of North Sea oil and gas to tackle the energy crisis, fueling worries about the new Government’s intentions for handling the climate crisis.

Despite Truss’s reiteration of support for the Government’s 2050 net zero pledge, the International Energy Agency has said that net zero cannot be achieved unless there is a commitment to no new oil and gas, something expansion of North Sea oil and gas clearly conflicts with. Keir Starmer criticised the Prime Minister yesterday for refusing to introduce a windfall tax on oil and gas profits which she argued is not conducive to business. Truss has also committed to scrapping green levies on energy bills and green regulation, and committed to ending the UK-wide moratorium on fracking – a process which leaks methane into the atmosphere and causes air, water and sound pollution. Her strongest commitment to alternative energy has been on new nuclear, an option that is highly contested on environmental grounds.

Appointments to Truss’s new cabinet have caused more worry, with the promotion of Ranil Jayawardena to Secretary of State for Environment, Food and Rural Affairs, and Jacob Rees-Mogg to Secretary of State for Business, Energy and Industrial Strategy. GreenPeace have said Rees-Mogg should be the ‘last person’ in charge of the energy brief, with a history of climate denialism, support for fracking and desire to squeeze ‘every last drop’ of oil from the North Sea. Meanwhile, Jayawardena has publicly criticised the use of rural large-scale solar farms and has a voting record which consistently votes against measures to prevent climate change. The Conservative Party itself is split when it comes to net zero, with two rival groups emerging this year: the Net Zero Scrutiny Group and Net Zero Support Group. Chris Skidmore MP, founder of the Support Group, has launched a UK tour today in defence of green policies, and Alok Sharma has been reappointed COP26 president despite being regarded as relatively proactive on climate policy.

On top of internal disagreements, external pressure is inevitable, especially with COP27 in Egypt at the end of the year. There is likely to be further pressure from developing countries, particularly within the context of worsening global extreme weather (as seen with flooding in Pakistan) and the continued failure for western countries to commit £100bn of annual funding for mitigation and adaptation. Whatever Truss’s intended focus, it is clear that climate policy is a key topic within political discussion on the international stage, within UK politics and inside the Conservative party, which could make it increasingly hard for the new Prime Minister to ignore.

For more news from the political and public affairs sector, sign up to Vuelio’s Friday newsletter Point of Order.

Sarah Scholefield

PRCA announces Chair for 2022-2024

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The Public Relations and Communications Association (PRCA) has confirmed that Grayling’s Global CEO Sarah Scholefield is its 2022-2024 Chair.

Scholefield succeeds Rachel Friend MPRCA in the role, who has led the association through what has been a challenging few years for the international PR and communications industry.

Having been at Grayling for over eight years, Scholefield originally joined in 2014 to lead on strategic direction, coordination, corporate and crisis work for PayPal, later being promoted to CEO of UK and Ireland. She is now Global CEO of Grayling and CEO of the communications group of agencies, Accordience.

‘Sarah is one of the most highly regarded leaders in our industry and has earned the respect of PR and communications practitioners around the world,’ said PRCA Director-General Francis Ingham of Scholefield’s appointment.

‘Her recent promotion to Global CEO makes her the perfect choice for the PRCA as we seek to expand our international footprint.

‘I’d like to thank Rachel for her commitment and leadership during an exceptionally challenging two years. I look forward to working with Sarah as we build on our reputation as the world’s largest and most dynamic PR association.’

Sarah Scholefield said:

‘It is a great honour to take on the role of PRCA Chair, working closely with Francis and the Board to guide the PRCA through the next phase of its journey. I’d like to thank Rachel for her expert Chairing and her commitment to DEI & mental health in the industry: two critical areas to which I am equally committed, as well as a focus on education and promoting our profession throughout schools.

‘I very much look forward to building on her work in helping the PRCA drive meaningful change within the industry.’

Find more on the appointment here on the PRCA website.

Communicating the cost-of-living crisis with Katie Tait at Maggie's

Communicating the cost-of-living crisis: Katie Tait at Maggie’s

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As budgets are being carefully considered and replanned in homes across the country, charities across all sectors are quickly redistributing their resources to help. One charity pivoting to keep up with the evolving needs of their community right now is Maggie’s – ‘everyone’s home of cancer care’, which provides free support and information in centres across the UK as well as online.

Maggie’s director of PR and public affairs Katie Tait shares how the cost-of-living crisis has impacted those fighting against cancer across the UK and how the charity has had to adjust to keep up with the increasing strains on the public:

‘People are more afraid of paying bills than their cancer diagnosis,’ shares Katie.

‘When you are given a cancer diagnosis, you should not have to be scared that you won’t be able to pay your bills’.

How has the cost-of-living crisis in the UK impacted Maggie’s work?

Katie Tait at Maggie'sWe are hearing a huge range of devastating stories from our centre visitors across the UK of how the crisis is hitting them hard. People with cancer already face a financial burden because of reduced income from being off work or unable to apply for work, greater heating (or, this summer, cooling) needs because of treatment and being at home during the day as well as dietary requirements. Added to that – the travel costs of getting to their appointments.

Our benefits advisors are seeing unprecedented demand and they can always find all the different pots of money available but sometimes someone is already receiving all they can. That’s where Maggie’s is so good – because of our wrap-around care, we can support them through the stress and anxiety that living on a severely reduced budget brings. We are hearing of people stopping treatment early or delaying treatment because of travel costs and our cancer support specialists can help them with those decisions and how to know what to prioritise.

What are the unique challenges you’re facing right now?

Everyone is feeling the cost-of-living crisis but our unique challenge is in making sure people with cancer and their families are prioritised. During COVID, we drove home the message that people with cancer were being forgotten through delayed treatments and surgery and that got a lot of traction.

We are now seeing the same thing and our message is the same. People with cancer must be prioritised because of the life situation they are in. When you are given a cancer diagnosis, you should not be scared that you are not going to be able to pay your bills.

What have been some of your main successes recently?

Our recent press campaign and survey on how the cost-of-living crisis is impacting people with cancer got a lot of media attention. We invested in research and a survey with OnePoll which found a really strong and shocking headline figure of people being more afraid of paying bills than their cancer diagnosis. We landed our research in the same week as the Ofgem report which meant there was a lot of noise around cost-of-living and so our quotes and figures and case studies got picked up everywhere. We had a strong CEO statement and our centre visitors lined up for interviews.
It really bought home how critical the cost-of-living crisis was going to be for people living with cancer and with it our message that Maggie’s was here for everyone.

What advice would you offer to charities hoping to be heard by politicians/changemakers on this issue?

Find some champions. There are a lot of MPs, so you need to find the two or three who will become your advocates and advisers. Really research their interests and what they can do to help. Make it easy for them with clear messaging and calls to action. Follow and comment on what they do on social media and give them good content to post.

Our relationship with Tonia Antoniazzi, the chair of the APPG on Cancer, meant we had a Parliamentary reception in Westminster, set up an early day motion on the importance of our support for carers and could be introduced to other MPs. The same goes for Tracey Crouch, whose experience of cancer meant she really understood what Maggie’s is trying to achieve.

How would you advise others with approaching the media to gain coverage on these issues?

We made sure we had all the components ready to go at launch – we had case studies, spokespeople briefed, regional breakdowns of our data and ready-made social media content all prepared so that when we issued our release, we could respond to incoming requests straight away.

We also had a statement from our CEO that summarised the press release, including key data that we could send out reactively to any other cost-of-living stories as it’s such a hot topic.

How do you ensure that your approach is sensitive to those particularly vulnerable during this crisis?

We did a lot of work during our campaign planning to make sure we got our tone-of-voice right. This is something we’re really conscious of at Maggie’s and always strive to make sure the way we’re talking about issues is the way people living with cancer are talking about them too.

So, we held workshops with our storytellers and ambassadors as well as our front-line staff to find out what people are saying when they come to us for help and also what they really wouldn’t want to hear/read. We took out any jargon or anything that didn’t sound completely natural and then issued a tone-of-voice document across the organisation to make sure everyone was on the same page.

Which areas related to cost-of-living are underrepresented – what else should the media and politicians be reporting on?

There’s a lot of talk, rightly, about how the cost-of-living crisis is affecting those from lower income areas and older people, but not much about how it is impacting people living with cancer. We also know that people in lower income areas have a higher rate of some cancers, so it really is a double hit.

Are there particular journalists/sectors of the media you’d like to highlight as doing a good job on reporting on the cost-of-living crisis?

I think the media is doing a great job in covering how the cost-of-living crisis is impacting normal people. Broadcast media is the best way to hear real people’s stories, so for us having people who were happy to be interviewed on the TV and radio was important and hearing those stories straight from the people living them helps to bring home how hard the situation is.

The place that the real conversation is happening though is social media. Our Facebook posts, in particular, got a lot of attention and some really heart-breaking responses – all of which we can follow up with directly to make sure we are supporting them as much as we can.

How important is PR/comms for helping the public on this and making change to policy?

It’s imperative. Getting such a wide range of media outlets meant we were reaching nearly one million people with direct information about people with cancer and the cost-of-living. As we all know, an editorial carries far more punch than an advertorial – getting that Third Party Endorsement from media really does make an impact.

For more on campaigning for support throughout the cost-of-living crisis, read our interview with Love Energy Savings’ Rosie Macdonald on the company’s work with Lancashire-local brands including Robinsons to help families in the area.

Hear from Refuge, NSPCC and FareShare on how they’re navigated the crisis in our webinar ‘Communicating the cost-of-living crisis for charities’.

To connect with journalists reporting on your sector, find out more about the Vuelio Media Database and the ResponseSource Journalist Enquiry Service.

Top tips for timing your comms right

Top tips for timing your PR content and comms to perfection

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This is a guest post from freelance journalist Dakota Murphey.

In PR, timing is everything. Get the timing right and it can mean the PR content that you painstakingly planned for months on end is picked up and run with. Get it wrong and it can feel like an awful lot of wasted effort for no reward. It is not surprising, then, that businesses are increasingly focused on the perfect timing for their PR work. 

Well-planned and executed PR campaigns can be hugely beneficial to your business. They can help to build a connection with customers, limit and quickly manage any damage in a PR crisis as well as establish your business as a leading authority in the sector. Over time this is an incredibly rewarding form of marketing that can result in additional sales and boosted profits.

In this article, we will look at some top tips for timing your PR content and comms more effectively.

Being smart with social media

There can be no doubt that social media have revolutionised how we approach PR. Social media platforms such as Twitter and Facebook can be used by PR professionals to get far more opportunities to connect with an audience online, as well as to provide a much larger potential audience for the content.

It is common for PR professionals to work closely with social media marketing to get the best possible results for their campaigns. Some of the most effective ways to use social media include engaging with press members, as well as identifying trending topics that are gaining popularity and momentum.

Writing engaging content

It is often an overlooked factor of PR: your content needs to stand out from the crowd. Remember that when you are conducting PR you are asking members of the press to take the content you give them and publish it online. That means you need to put a lot of effort and investment into creating truly engaging content.

The last thing you want is content that comes across as promotional or simply acts as an advert for your business. It can be easily seen through, not just by those publishing the work, but also by anyone who ends up reading it.

Writing timely content is an essential part of impressing those looking to publish your work, and you are much more likely to get work out if it has a time-relevant theme.

Responding to the pandemic

For many businesses, planning for PR content and large-scale communications can be done months or even years in advance. It may well be the case that a large part of your company’s business model was actually conceived before the Covid-19 pandemic took place. If this is the case for you, it is important to consider the effect that the pandemic has had on your marketplace and your audience.

“You should recognise that the pandemic has changed things significantly – and this might have to affect your business strategy moving forward,” explains Chris Plumridge, Director at Wellden Turnbull. “It may be the case that the kinds of products and services you offer may need to be re-thought and updated. This can be a painful process, but it is important to ensure that the company is sustainable.”

If you have planned for PR content that is no longer applicable, or perhaps no longer as relevant as it once was, you really need to reconsider the work and think about how you can put it out more effectively. The pandemic is continuing to influence business decisions, so this can be a key part of your strategy.

Building your relationships

There’s no doubt that relationship building is a key part of any PR role. Knowing who to go to with a particular piece of content and how to get them to accept it is the bread-and-butter of the role. A huge part of the good timing of your work is knowing when is the right time to send over a piece to a particular contact.

You should never be sending out a dull press release to generic channels. It is best to take every possible opportunity to build that personal connection – offer a story to a particular journalist, and do your research on them before you send it over.

Using a digital asset management system

One of the biggest challenges of always being timely with your PR content is the fact that you have to manage multiple media outlets at once. As such it can be an extremely good idea to invest in a digital asset management (DAM) system. This is a useful way to manage assets such as images, videos, infographics and more.

Check out previous guest posts published as part of our PR Club series on best practice in PR and comms here.

What will the new Prime Minister mean for public affairs

What the new Prime Minister means for public affairs

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This is a guest post from Stuart Thomson, head of public affairs at law firm BDB Pitmans.

Stuart Thomson

There are only days left before the name of the new Prime Minister will be announced. What will this decision mean for those in public affairs?

Liz vs Rishi seems to have created a long drawn-out debate with plenty of antagonism on both sides. But however much the candidates try to talk about a range of policies, a victory is likely to come down to plans around tax. Both agree that tax cuts are needed but one says now, the other later. All the indications are that Liz Truss, who wishes to take immediate action, will win.

The incoming PM will bring a new approach and a new agenda. They will want to demonstrate some distance from the previous incumbent and may, as a General Election gets ever closer, feel compelled to blame others for failings, perhaps even including the Johnson Government. However, it remains too early for that yet.

There will be differences of approach depending on who wins, but many similarities as well. The big challenge facing both is the cost-of-living crisis and energy prices. They will also both need to prove their Conservative, free market credentials and move away from simply exerting the power of the State.

But what will the election of a new leader and Prime Minister mean for public affairs? Here are 10 things to think about.

1) The need to deliver – the emphasis of the new PM will be on delivery and measures that support economic growth. Ideas that can help support that agenda are more likely to find a favourable ear and obstacles in their way swept aside. Those in public affairs need to seek out those sorts of opportunities and get their campaigns ready.
2) Reviews – policies that were in favour with the last PM, may be cast aside. That could open up opportunities as well.
3) Re-badging – Levelling Up is an example of a policy that, while not being explicitly abandoned, will doubtless be downgraded – even if it still has a Secretary of State. The need to address regional disparities will remain.
4) Short timescale – we have to remember that the longest date for delivery is late 2024 / very early 2025 which is the latest a General Election can be held. There will be extreme pressure on the new PM to demonstrate that they have made a difference by then.
5) New teams – be ready to brief news teams and advisers as those initial conversations could be critical. Grabbing attention early and making a positive impression means that you are in with the best chance of securing the influence you are seeking.
6) Pressure to be party political – there will be increased pressure as all the parties will want to demonstrate support for their approach. Don’t be afraid to rebut such approaches unless they really suit your agenda or campaign.
7) Avoid the blame game – when inevitably things go wrong then the new PM will lash out and look for someone to blame. They will, at least initially, try to avoid past Conservative Governments but blaming Labour will only take them so far. They will look for outside bodies to act as a fall guy. Make sure you have protected yourselves politically.
8) Build your reputation – another way of avoiding potential fallout is to consider your external reputation. Integrity offers protection in the event of political attack but also prevents others from being too critical. An attack on someone with a strong reputation could rebound on them.
9) Opposition parties – there is no doubt that the Conservatives look more vulnerable now than they have for some time. Whoever succeeds Johnson will face a monumental task. Good public affairs is about managing your political risk and that means, in the current environment, building relationships across all political parties. In other words, the result of the next General Election is not a foregone outcome.
10) Consider the long term – while there will be immediate political pressures, don’t let tactical opportunities detract from your longer-term overall strategy. It is very easy to get distracted by the bright lights of a new Government and PM but stay true to your goals.

The introduction of a new PM will bring opportunities and threats in equal measure. Recognise and consider them as early on as possible to ensure you are prepared.

For more news from the political and public affairs sector, sign up to Vuelio’s Friday newsletter Point of Order.

What can the NHS expect from the new Prime Minister?

What can the NHS expect from the next Prime Minister?

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As the Conservative Party leadership race draws to a close, what can the NHS expect from the next Prime Minister? Both contenders Liz Truss and Rishi Sunak have made numerous promises to address current issues in the health and care sector. Here is a rundown of the pledges: 

Liz Truss
The 1.25% national Insurance tax rise, which was introduced in April this year by then Chancellor Sunak to raise billions for the Health and Care Levy, is a particular area of contestation for Truss. Early on in her campaign, Truss vowed to reserve the tax hike, but at this time did say that she was ‘completely committed’ to current Government promises for NHS spending and would instead raise funds with general taxation. However, more recently, Truss has said that she would divert the £13bn a year announced for the NHS into social care. She told a Times Radio hustings: ‘I still would spend the money. I would just take it out of general taxation rather than raising national insurance. But I would spend that money in social care’.

Truss believes that the NHS has received quite a bit of funding, and a greater focus on social care could reduce bed pressures in hospitals. This pledge has proved controversial as Tim Gardner, a senior policy fellow at the think tank The Health Foundation, has said ‘diverting the money intended to help address the NHS backlog into social care would be robbing Peter to pay Paul’. Meanwhile, Richard Murray, the chief executive of the King’s Fund think tank, has commended Truss for paying attention to social care, but has also raised concern about reducing NHS budgets.

Truss has recently criticised current pension rules which mean that higher-earning medics towards the end of their careers are faced with high tax bills, resulting in some reducing their hours or retiring early. Truss has said that she would unveil a series of radical reforms that would enable doctors to continue working after reaching their lifetime pension cap, without paying taxes. The British Medical Association has estimated that 10% of Britain’s consultant and GP workforce will retire in the next 18 months if action is not taken to avoid the ‘pension trap’. She said that changes would be part of measures to reduce the backlog of care in NHS services, as well as reduce workforce pressures.

Truss was forced to U-turn on a short-lived policy announced at the start of her campaign which would have seen public sector workers, including doctors and nurses living outside of London, having their pay cut.

Earlier in the campaign, Truss has also said she wanted to see layers of NHS management stripped away and said that under current systems frontline staff are micromanaged. If appointed Prime Minister, she has also promised to ‘put more money into the physical fabric’ of the NHS and has spoken about some UK hospitals near her constituency falling apart.

Rishi Sunak
Sunak has said that he would introduce a £10 fine for missed GP and hospital appointments. However, the NHS Confederation has raised concern over this policy, with Dr Layla McCay, director of policy, suggesting that ‘the administrative burden this would place on the NHS risks being considerable and could well far outweigh the money brought in by the fines’.

Sunak has also pledged to create a task force to cut bureaucracy and waste and drive radical reforms. He also said he would eliminate waiting times for treatment by 2024 which would be six months earlier than the current Government, if achieved. Sunak is keen to ensure that everyone waiting more than 18 weeks for a procedure is contacted by their trust within 100 days and promised to deliver 200 community diagnostics hubs by March 2024.

Sunak has recently pledged to restore NHS dentistry by ringfencing its funding, strengthening prevention, and encouraging dentists to stay in the health service. He would do this by setting out a five-point plan which includes improving protections around the annual NHS dentistry budget and reviewing the dentists’ contracts. To improve prevention, ideas have included dentists visiting primary schools’ check-ups.

During the campaign, Sunak has stood by his decision to raise National Insurance contributions by 1.25% for the Health and Care Levy. He claimed it wasn’t an easy thing to do, but it was the right thing to do considering the damage caused to the NHS by the pandemic. He has said he is desperate to tackle the NHS crisis including the long waiting lists, claiming that the Tories ‘will be toast’ by the next election if they are not successful in solving the problem.

For more news from the political and public affairs sector, sign up to Vuelio’s Friday newsletter Point of Order.

Energy Price Cap

An overview of the energy price cap

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Energy experts have warned that the price cap could pass £6,000 per household by next April for the first time ever. The cap is currently projected to reach £3,576 in October, which is already unaffordable for most UK households, and will rise to over £4,000 in January, before being predicted to reaching the staggering figure of £6,000.

What is the energy price cap?

The energy price cap was first introduced by the market regulator Ofgem in 2019 and is the maximum amount that energy suppliers can charge customers per kWh of gas and electricity annually. The cap used to have a six-month review cycle but this was changed by the regulator to quarterly, to allow it to react quicker to changes in wholesale prices.

Current affairs worldwide such as the conflict between Ukraine and Russia have majorly affected the wholesale price as Russia are a big supplier to international markets. Their involvement in the conflict has caused prices to spiral to almost three times what they were at the start of the year. By next year, the average household will be paying £355 a month instead of £164 currently but Ofgem has cast doubt over future predictions for January and beyond, questioning their reliability.

Labour has confirmed its plan to make sure people living in the UK would not have to pay ‘a penny more’ despite the expected 80% rise due to happen in October, taking the average household price to £3,600. Labour leader Keir Starmer revealed that his plan would be to freeze the price cap at its current level and that there would be an £8bn windfall tax on energy company profits, meaning the effects of the rise would be low.

Starmer said that ‘Britain’s cost of living crisis is getting worse, leaving people scared about how they will get through winter. Labour’s plan to save households £1,000 this winter and invest in sustainable British energy to bring bills down in the long term’.

The Scottish National Party also spoke on the issue, saying that the Tory Government ‘must come out of hibernation and act on their cost-of-living crisis’ ahead of Ofgem’s announcement on Friday 26 August.

Director of Policy and Advocacy for Which? Rocio Concha has said ‘The Government and regulator must urgently undertake a wide-ranging review of retail energy pricing – including the price cap – to build a fair and affordable system for consumers’.

Child Poverty Action Group has called for at least £1,500 for families with children if the price cap rises to £3,554 in October and again to £4,650 in January.

The Resolution Foundation has also reacted by saying that a universal bill reduction or price cap needs to be accompanied by a solidarity tax to reduce costs and prevent rich households needlessly receiving more support than poor households.

Understanding online accessibility for digital marketers

Understanding onsite accessibility for digital marketers

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This is a guest post by Alice Wicker, junior content marketing executive at London-based SEO and digital marketing agency Reboot Online.

Marketers, PRs and comms professionals need to understand just how diverse their audience is. We think about it all the time when we create buyer personas – but not everyone fits into the niche demographics we create.

By opening up our marketing materials and websites so that everyone can utilise them, we are not only drawing bigger audiences but making a positive statement about the morals of the brands we represent.

What is digital accessibility?

Digital accessibility is exactly what it sounds like — making digital platforms accessible to all. This means ensuring that people of differing abilities, whether visually impaired or suffering from cognitive or neurological issues, can benefit from a digital space that meets their needs.

The World Wide Web Consortium (W3C) has created guidelines to help businesses and web developers create websites with accessibility in mind. For a website to be considered accessible, it has to be built so that individuals with disabilities can navigate, use, and understand the content.

The four core principles of digital accessibility

There are four core principles that direct the approach we should take to digital accessibility:

1. Perceivable: The information on a website or platform and the user interface must be formatted so that all users can perceive it.

2. Operable: Users with differing abilities must be able to operate the platform or interface.

3. Understandable: Both the use of the interface and the content itself must be understandable.

4. Robust: The content must be robust enough to be interpreted and understood by a variety of users, as well as assistive technologies.

How can digital accessibility impact digital marketing?

Approximately 14.6 million disabled people are living in the UK. That number grows to one billion worldwide, with a staggering 15% of the global population having some kind of disability. That’s a significant amount of people whose digital accessibility all-too-frequently gets overlooked.

These disabilities can vary wildly, with each coming with its own unique difficulties when it comes to accessing and understanding information online. A report has found that businesses can lose out on customers by not providing accessible content, with 80% of disabled customers taking their spending power elsewhere due to lack of access.

By ensuring your platform or marketing material is as accessible as possible, you are gaining the ability to draw in wider audiences and customers.

How to ensure your website and marketing materials are accessible

There are many steps we can take to make our websites accessible, and even more best-practice suggestions to improve on this. Here is a quick rundown of what every website and piece of marketing material should contain, to ease access for all.

Clear Content

The content itself should be readable and not too reliant on jargon or technical language. Try not to use an obscure, lengthy word when there is a simpler synonym word that means the same. With that in mind, short sentences and paragraphs make the text more easily digestible.

It is recommended that webpages have a readability score of lower secondary school level and there are even some web tools, such as the Hemingway App, that measure readability.

Descriptive anchor text

Anchor text should accurately describe what the link is directing to, even without the context of the surrounding content. People who use screen readers can navigate websites from link to link, so they need to know where the link will lead them.

Easy to follow structure

You might have noticed in this guide, and on other accessible web pages, that a lot of headings and subheadings are used. This breaks up the text, so it is easier to read. It also makes it more accessible for users so they can skim through and find the information they’re after.

Headers (H1, H2 etc) also enable screen readers to understand how a page is structured, and make it easier for search engines like Google to crawl through.

Pictures and graphics

Graphics can be useful for breaking down information and presenting it more appealingly. Similarly, pictures and images can help present an idea.

Alt-text should describe the image accurately and succinctly. It’s best not to begin with ‘image of’ or ‘drawing of’ because screen readers already say ‘image’ before reading the alt-text.

Alt-text is vital for people who use screen readers and is also useful in helping search engines understand what the image is. Using the keywords relating to your topic is a great way to let users, and search engines, gain an understanding of the page.

It is also important to ensure that people with colour-blindness can understand the graphics you create. It can be easy to differentiate between colours by using tools to check the colour contrast or by using patterns to differentiate.

Videos and GIFs

Much like pictures and images, GIFs should have alt-text that explains what is happening in the GIF and why it is relevant. However, it is important to remember that GIFs with flashing imagery can be simply annoying to some, and dangerous to others by triggering seizures or migraines.

Videos can be a wonderful additional source of information on a web page — particularly if they include sound, for the visually impaired.

However, there are some things to consider to ensure your page is digitally accessible. If your video has activity happening, such as a demonstration, include an audio description so the visually impaired users can understand.

It’s also essential to include subtitles and closed captions, both for the deaf and any users who may want to watch the video with the sound off.

HTML

Ensure all the behind-the-scenes stuff is accessible. This means ensuring bullet points and tables are formatted properly, checking what language the content is in, and making sure any video players are accessible.

PDFs

PDFs and other documents have different formats than a webpage — you can’t use HTML to add alt-text or headers. But you should still use headers, for the skimming we talked about. Any images, graphs, or graphics should have a concise but detailed description, too.

Optimised website for all devices (and aids!)

The technology people use can have a big impact on the platform or website. Make sure your web pages or marketing materials are optimised to be viewed on phones or tablets as well as PCs. Also, be aware that the user might be navigating with a keyboard or need to disable flashing images.

The benefits of having an accessible website

From user experience to bottom lines, and SEO to customer growth, accessibility can have a huge impact on websites.

SEO: We can take several steps to make our websites accessible with headers, structured content, and detailed alt-text on images. These things are read by Google and other search engines.

Any (good) SEO agency will tell you that search engines use this information to help them better understand what your website is about. Google also measures accessibility as a metric for determining where a page will rank.

User experience: Customer standards are on the rise, thanks to the flawless experiences offered by internet powerhouses like Amazon, Google, and Netflix. By streamlining the process of navigating your site for all users, you increase the odds of more people engaging with your content.

Even seemingly minor inconveniences, like small font size, can leave users uncomfortable or even unable to read what you’re saying — and they will soon turn their attention to something else.

For more on ensuring your comms can be accessed by everybody in your audience, check out this previous guest post from Elliot Ross at Taxi for Email ‘How to make your next PR email campaign accessible for everyone‘. 

How to manage a PR crisis in 2022

How to manage a PR crisis in 2022

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This is a guest post by Chris Norton, founder of insight-led PR agency Prohibition, former University lecturer, author of ‘Share This Too’ and social media blogger.

In business, PR crises are unavoidable. We live in an imperfect world where it is impossible to predict what will happen. Problems inevitably arise that can tarnish your company’s reputation in the eyes of the public.

When a problem occurs, you need to respond swiftly to maintain a positive brand reputation. Companies that do this manage to control the narrative and restore consumer trust and confidence.

Here are some of the actions you need to take to handle a PR crisis effectively.

1. Act fast & be transparent

The faster you address the issue, the more control you will have over the narrative. The best way to handle things smoothly under pressure is to have a contingency plan to manage a crisis. That plan improves your chances of you responding appropriately.

Alongside acting fast, you also need to be transparent. You have to update stakeholders on the actions you’ve taken regularly as the crisis unfolds as well. For example, the CEO of AirAsia was quick to take to Twitter after Flight 8501 crashed.

People and the media appreciated the quick actions of the CEO during this crisis. There is definitely a lesson there.

2. Create a crisis response team

To effectively manage a crisis, you’ll need a team that has been trained to handle such situations and can work efficiently to minimise the damage. A PR crisis team will help you do just that.

At a minimum, you always want senior staff members in your crisis team. You might also want support from external stakeholders with experience in crisis management alongside legal counsel.

Every team member must work together to ensure that your company speaks with a single, united voice. Your team must manage the overall response activities, set priorities, and cooperate with shareholders.

3. Train your team

You must prepare your team for emergency scenarios, ensuring that they can efficiently handle any PR crisis when needed. Your team needs to understand your brand identity and organisational values so that they can speak honestly about your company with one voice.

You must communicate procedures to anyone authorised to give public statements. Providing press and social media training will help these people deal with the public at a time when people are more likely to be critical of what you say.

4. Monitor the situation

You need to monitor the situation during a PR crisis carefully. It is important to understand what people are saying about you in the press and on social media.

You can use social media tracking tools to monitor what people say across different social channels. Also, you will want to track the coverage of your brand by journalists, influencers, and competitors. Check the public reviews about your organization as well.

It is possible to measure the success of your PR crisis strategy by tracking public sentiment and monitoring how the press covers the story. Adapt your crisis management strategy as the situation evolves, but stick to the key messaging you agreed on at the outset of the crisis.

Conclusion

A PR crisis is always a challenge. Using a proven framework for managing a crisis reduces the chance of making mistakes. That iscritical because the public and the press are unforgiving of companies that they believe acted wrongly.

Before a crisis, appoint and train a crisis response team. Everyone in the company should know who to contact in a crisis. You will need to appoint people that can make public statements. You want to provide these spokespeople training to know how to handle the press and what they can say on social media.

The first few days are usually the most critical time of any crisis. Get your team together and develop your strategy. Decide on your approach and stick to your talking points. As the crisis unfolds, monitor the reaction in the press and on social media. Adapt your strategy as needed.
Follow these tips, and you will manage any PR crisis that comes your way the right way.

How to create the perfect PR pitch

Dear Gen Z journalist: How can PRs pitch perfectly to the media?

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While there is no ‘Dear Deidre’ for PRs who need advice on pitching to journalists, any comms people with questions out there are in luck. We recently caught up with three up-and-coming freelancers willing to impart their wisdom in our webinar ‘What’s next? The new generation of journalists’.

Watch the full webinar

Here, freelancer and Journo Resources trainee journalist Hannah Bradfield gives advice on extra conundrums from PR people in need of help. First question, please…

DEAR HANNAH: ‘I work in comms for galleries in Scotland. I’m often sharing press releases and pitches to national newspapers based in London (which occasionally get picked up!) but how would you advise reaching out to young journos based down South when that face-to-face interaction is typically impossible?’

Hannah says: I think always start with an email that includes a brief introduction of who you are and what you do. If no reply, I think it’s definitely okay to chase up a couple of times. After email correspondence, you could organise a phone call or Zoom call (I personally prefer as face-to-face as the situation allows).

‘How much detail do you want in your email pitches from PR folk? Would you like us to suggest angles? I never know how to get the right balance! How do you prefer to be pitched? Do you prefer something short and snappy, with a release below, or a longer upfront pitch?’

Hannah says: I think one of the key skills to have as a journalist is to be able to find the best angle in any story. There’s no harm in suggesting an angle if you feel it’s strong or particularly relevant – or is just generally useful for the journalist to keep in mind. However, I think more often than not, journalists will – after some time spent thinking and researching – find and know their angle.

Again, I think as most journalists would probably say, the more information the better when finding an angle for a story. However, that definitely doesn’t mean noting down information for information’s sake. As long as all the info is useful and relevant, it’s best to include it – even if that means the pitch doesn’t come across quite as ‘short and snappy’ and takes a little longer to read (in my opinion).

Basically, in summary, I would say don’t feel pressure to be ‘short and snappy’ but also don’t write a long pitch for the sake of it.

‘Is there any ways for PRs to stand out to you when sending in press releases, and what style of press release is most likely to catch your eye? How important is the subject line in the email? Would you avoid reading the email if the subject line isn’t great?’

Hannah says: The subject line is always important – in almost any email-related scenario – but especially in journalism.

I wouldn’t purposely avoid reading the email if the subject line wasn’t great – but if it didn’t ‘jump out to me’ it would probably go under my radar/into the ‘I’ll read that later’ category, which I usually forget to come back to, unless prompted!

I think being succinct, informative and purposeful often fulfils the criteria of ‘eye-catching’.

‘Have you noticed how you work/your approach being very different to journos of other generations?’

Hannah says: I actually don’t really see it like that. In the newsrooms that I’ve worked in, things have generally seemed to ‘move with the times’ and I feel like journalists of different ages have been quite open to learning from each other in light of the ‘digital revolution’.

I guess that, in my experience, older journalists do seem to be considerably more confident speaking on the phone – whereas younger journos, myself included, are perhaps the most comfortable when talking to somebody face-to-face, whether that’s in-person or on Zoom. This is my own experience, though – I have heard stories about journalists of other generations who’ve been reluctant to see the importance of newer aspects of journalism like SEO, etc.

How important do you think journalism qualifications are now?

Hannah says: I don’t actually have any formal journalism qualifications. I think as long as you can build the experience, they don’t matter hugely unless you know exactly the route you want to take into journalism where an NCTJ is required (e.g., in a lot of local/regional newsrooms). Although, it’s definitely worth looking into the different ways you might be able to get a journalism qualification without having to pay – some newsrooms will pay for these types of qualifications if you’re doing on-the-job training with them, or there might be other entry-level jobs that involve training/a qualification/a wage, all in one.

Personally, I think experience is always the most important – and looking for experience as your first port of call is sensible because you might find out that you hate a certain role anyway, and then you’ll be glad that you didn’t get yourself into debt studying for a journalism qualification.

If you are gaining experience first, this will lead to industry contacts who will in turn be able to direct you towards journalism funding and schemes.

That said, if you find yourself in the situation where you are able to study for a journalism qualification – it will only add to your employability – especially if you have experience to show alongside it.

For more on pitching perfectly to the UK media, download our white paper ‘How to pitch to journalists’.

Find the right media professionals for your campaigns with the Vuelio media database, spanning national press, consumer and trade magazines, broadcasters, social media influencers and more – book a demo.

Top 5 Measurement Mistakes and How to Fix Them

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If you are just getting started in measuring your performance, there are a few common mistakes and misunderstandings that are easy to make. Below are a few of the errors we see most often on the Vuelio Insights team and quick solutions to fix them, so you can be confident in the accuracy and reliability of your results:

Using AVE

While some companies still use AVE (Advertising Value Equivalent), it is now largely discredited and considered an outdated metric by many professionals and global communication trade associations. There are many reasons for this, but primarily, AVE is a restrictive metric that falsely implies the cost of advertising is reflective of its value.

Depending on your goals, purely quantitative measurement can sometimes distort results and provide limited insights — AVE being an example. It does not take into account the ROI or quality of coverage, such as the sentiment. All coverage is considered the same, which provides little opportunity for evaluation and effective strategy.

Vuelio Quick Fix: In order to provide a representative insight into how well you’ve achieved your goals, select a consistent set of both qualitative and quantitative metrics based on your specific performance targets.

Using Share of Voice as a Singular KPI

Share of Voice (SoV) is a highly popular metric of choice when measuring against competitors. However, as we have already discussed, a purely quantitative metric can sometimes provide a limited and inaccurate insight of your performance — high SoV is not necessarily a success and low SoV is not necessarily a failure.

For example, over the past six months, Virgin Atlantic had the lowest SoV compared to competitors, but the strongest ratio of positive coverage. On the other hand, while other airlines had a significantly higher volume of coverage, it was more than 90% negative or neutral in sentiment.

Another example could be that the competitor with the highest SoV has mostly passing mentions, whereas the lowest has a stronger proportion of headline mentions. These are just a few of many reasons why a single figure is not enough to achieve proper performance results and insights to improve future strategies.

Vuelio Quick Fix: Before reporting your SoV (or any other quantitative metric), explore how you can further segment the data from a qualitative angle. What was the sentiment? What were the media types? How many key speakers were mentioned? Was there a dominant location? Referring to your SMART KPIs will help you to pick the right questions and explore the right data in an efficient, relevant and targeted manner.

 

Not setting SMART KPIs

Before embarking on performance measurement, a common mistake we often see is a lack of specific planning. SMART KPIs allow you to outline your specific performance goals and align them with the most relevant metrics ahead of time, enhancing the insight and accuracy of your results. For example, if your goal is to increase awareness of a new animal welfare campaign by 30% in Scottish broadcast media, you know to segment your data by key messages, location and media type. If your KPIs are too broad, you could spend hours exploring how your goal has been achieved from a very broad perspective without producing any real specific and insightful data.

So, how do you create a set of relevant, efficient and effective metrics that are tailored to your goals?

Vuelio Quick Fix: Create a set of SMART KPIs for both overall performance and specific campaigns. Whereas the former may be measured and revisited on a monthly or quarterly basis, campaign KPIs may differ each time. When you have confirmed your SMART goals, plan which metrics you will use alongside this to measure your success.

TIP: What is SMART?

SMART stands for Specific, Measurable, Achievable, Relevant and Time-Bound. They are criteria to keep in mind when setting your KPIs to ensure they are realistic within the framework of time, tools and support that you have.

 

Lacking Consistency

Lacking a specific search framework when measuring performance can drastically impact reliability and accuracy of results. For example, if you were measuring a campaign, do you want to filter by print, broadcast or online media? Are you looking for local or national coverage? Which competitors are you monitoring?

Things can change, but consistency is key for future benchmarking.

Vuelio Quick Fix: Apply specific and ongoing parameters to your analysis. Be sure to apply them to future benchmarking reports in order to accurately compare results.

For example:

KPI: Increase regional media presence of environmental spokesperson by 10% over the next six months, with a focus on sustainability messaging in the Somerset region.

Parameters:

  • Somerset media outlets only
  • Online and broadcast only
  • Local news and political publications
  • Mentions our new climate-action regime in the local area

Performance Metrics: Coverage volume, spokesperson quotes, prominence, industry type split, key message penetration

 

Overloading Data

Be aware of not overloading reports with multiple types and styles of measurement. Doing so can quickly confuse and overwhelm C-Suite recipients and other viewers who may possess less knowledge on what each metric means.

Vuelio Quick Fix: Using a small and targeted array of metrics will help you to focus on the key messages you are trying to get across and ensure they are accessible to viewers. While it is important to apply both quantitative and qualitative analysis where necessary,  it is not always essential to extrapolate every type of data possible from your figures. You can also source PR services that do this for you, for example, Vuelio provides an efficient metric known as ‘Impact’ Score which combines both qualitative and quantitative results into one.

 

Start with the basics

There are a few running themes throughout each of these points that should be factored in every time you measure your performance — consistency, relevance and a balance of both quantitative and qualitative analysis. If you are new to this, it can be easy to feel overwhelmed with so many new terminologies and processes. The most important thing is to not overcomplicate it in the early stages – start small and you will build your way up in no time.

Want to know more about how the Vuelio Insights team can support your PR and communications goals? Find out more.

Cost of living crisis Love Energy Savings

Communicating the cost-of-living crisis: Love Energy Savings’ Rosie Macdonald

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‘When a campaign takes root within the heart of the community, you are laying the foundations,’ believes Love Energy Savings’ senior digital PR strategist Rosie Macdonald.

In an effort to help those struggling in the Greater Manchester area during the cost-of-living crisis, the business utilities and price comparison retailer has teamed up with Lancashire-based brands to make a real difference. One initiative – distributing food to as many children in Bolton throughout the summer as possible while raising awareness of poverty in the area.

Tell us a bit about the initiatives you’re working on related to the cost-of-living crisis?

One of the campaigns we’ve launched is a programme to help provide one meal each working day to as many school children in Bolton during the summer holidays as possible.

More than a third of Bolton’s children are living in poverty and almost half (46%) of children living in the Bolton South East were living in poverty in 2020/21 – a figure which has only increased since the cost-of-living crisis.

Working with other Lancashire-local brands, like Robinsons, Dewlay and Fiddler’s Lancashire Crisps, we have put together donations to be circulated by Bolton Lads and Girls Club, a charity very dear to our hearts which helps provide activities, care and support to children and their families in the Greater-Manchester area. These meals are then delivered by a different Love Energy Savings volunteer each day and given to those who need it most.

We made sure to divide the donation requests into incredibly small quantities per brand, so that what we were asking for was so minute it would be difficult to refuse.

What have been the unique challenges you’ve faced with this work?

The logistical planning of getting all the food donations into the packed lunches and delivered by a LES volunteer each day to Bolton Lads and Girls Club for distribution was the initial hurdle, but the real challenge, funnily enough, was persuading local businesses that we weren’t trying to sell them anything.

It’s understandable why many would be wary of an ulterior motive, which is why we asked very small businesses for a significantly smaller quantity of items than a larger brand, which enabled them to get involved and still have their brand name attached to the project, should they wish. One local brand (Dewlay), actually donated double the amount of product that we asked for because of this.

What were your specific aims?

The aims of this campaign were two-fold. Firstly, and most importantly, we wanted to do something to alleviate the knock-on effects of the increased gas prices and the huge increases to the cost of living in our local community of Bolton.

The second purpose of the project was to aid in the regeneration of Bolton, something very close to our CEO Phil Foster’s heart. Phil has recently been a member on a Regenerating Bolton panel alongside other key pillars of the community and said: ‘To regenerate Bolton for a brighter future, we must invest in our youth to give them the best start we possibly can. We need to do this across everything from education and life skills all the way through to work.

‘However, children can’t concentrate when they’re starving and learning to skip meals is not one of the life lessons we need to be teaching them.

‘When the cost of living is so high that increasing numbers of parents aren’t able to provide the basics for their families, despite doing their absolute best, as brands that’s when we all have to sit up, take notice and do what we can to help.’

What have been your main successes?

As the campaign is still part-way through we’re hoping for significantly more successes to come. We hope that when the campaign reaches its conclusion, one of these will be the increased awareness drawn to the issue of child poverty in the Greater Manchester area. However, it is already evident that one of the biggest wins will be the relationships forged with fellow Lancashire brands.

Building those relationships and contacts will enable us to do campaigns on a larger scale in the future. This will ensure that when we’re setting the next campaign into motion, we can point to the success of the previous and embark on a bigger, bolder endeavour.

What advice would you offer to other organisations, initiatives and charities hoping to be heard by politicians and other change-makers on this issue?

Building a campaign that will reach the ears of politicians and enact change is no mean feat. Our advice would be to focus on the message and ensure that those your campaign is intended for remain front and centre.

Driving a thorough focus into the local area (if applicable) is the key starting point. When a campaign takes root within the heart of the community, you are laying the foundations.

Building strong foundations is incredibly key – from there you can diversify the angles you push, move onto national press and then become a part of the conversation on TV and media outlets. Lots of leg-work, a strong message and consistency are the most important ingredients for success.

How would you advise others with approaching the media to gain coverage on these issues?

Understanding the angles within your campaign is always step one. Once you understand the audience you can target accordingly. Different emails tailored for each angle and for each individual, coupled with follow-up phone calls is a winner.

Research is also vital. Knowing the right person to target, the right publication and timing are all factors that need to be juggled to achieve coverage success.

How do you ensure that your approach is sensitive to those particularly vulnerable during this crisis?

Common sense is key here, especially using language. Words like ‘impoverished’, ‘lower-class’, or any phrase that could bear negative connotations or pigeon-hole are an absolute no-go.

It’s also vital to treat the people you’re trying to help like people. It can be tempting to over-egg a story to play at the heartstrings of the public, but this has to be weighted with understanding that you aren’t just quoting statistics – these are real people’s lives.

When looking for case studies, forums and Facebook groups are a brilliant place to go to reach out, in addition to submitting case study ResponseSource Journalist Enquiry Service requests. Approach-wise, it’s always so important to be gentle and position your request as an opportunity for them to help share their story to shed a light on how bad the situation is for others – this goes hand in hand with acknowledgement. Understanding the difficulties and possible pride, shame or anguish that can be wrapped up in someone speaking to you is so important. Sensitivity will always get you further.

Which areas related to cost-of-living are underrepresented, in your opinion – what else should the media and politicians be paying more attention to/reporting on?

This winter we are likely to see a huge wave of people unable to afford to heat their homes. While this is being discussed, the alternatives – should immediate financial aid not be announced – are hardly touched on.

Public spaces and establishments open later are likely to see an influx of individuals looking to stay warm and save on energy costs. Are these places prepared? Are businesses and those with heated buildings doing enough to make sure they’re ready to invite people in?

Travel ingenuity also does not seem to be as widely covered as it ought to be. With petrol prices through the roof, what are individuals doing to save on costs? Have there been an increase in car-pooling schemes, or an increase in company cycle-to-work programmes? It could be argued that the possible benefits of increased fuel costs are not being addressed. Understandable, given how dire the situation is for so many who cannot travel in any other way – but what about those who can?

Have families hugely downsized the amount of cars they have? Are couples now sharing one car as opposed to two? Could this perhaps be a benefit to the planet and see a decrease in emissions?

Are there particular journalists/sectors of the media you’d like to highlight as doing a good job on reporting on the cost-of-living crisis?

There are so many to choose from. Miranda Bryant and Kirsty McEwan of The Guardian instantly come to mind. I do think a lot of top press are missing the tone, however. Money saving tips to save a few pence in a year seem to be rife, with the line between useful and absurdity often tipping to the wrong side of the balance.

How important is PR and comms for helping the public on this and making change to policy?

Incredibly important. PR is the man behind the curtain of the media – pushing for the right attention, ensuring journalists hear about the relevant news, the latest facts and figures. Without PR, a significant amount of information would never be seen by the general public.

For more on the communicating during cost-of-living crisis, check out our report on how the top six UK supermarkets are communicating inflation as well as how to implement a PR strategy for a local charity.

How social listening can boost your PR campaigns

How social listening can help you plan and boost your PR campaigns

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Social listening can give you an insight into how your audience has received your message and aid in measuring the success of a campaign – but this is only part of its potential.

With a deeper understanding of your existing – and potential – audiences, you can create targeted messaging from the start, pinpoint when and where a campaign should be placed and find influencers to send your message far.

How can social listening help you in campaign planning?

1. Understanding audiences

As well as enabling you to identify your target audiences with social data, social listening can show you who truly cares about your topic and is likely to engage with it.

2. Creating the right message

Once you know who has an interest in your niche, you can uncover what is relevant to them and which tone and format they are most likely to respond to.

3. Determining placement

Our lives are more digitally-connect than ever, but nobody is online 24/7. When are your audience online to see your content? What times of day do they consume and share with their communities/followers?

4. Finding relevant influencers

Traditionally, high-profile journalists writing for newsstand papers were the influencers, but the world of influence has expanded drastically. A print journalist might share your message, but do they reach your audience? A popular TikTok creator may have a large follower base, but will they engage with your content? Social listening can map this and surface the right influencer for your campaign.

5. Deciding strategy and spend

While predicting the virality of content isn’t an exact science, mapping how connected your subject, your target influencers and their communities are can give you a strong start. For your spend strategy, do you want quick shares, or traction over a longer period? Each campaign will require a different approach.

Interactions are happening across digital platforms all around the globe, constantly. Pulsar tracks these conversations on platforms including Twitter, Facebook, TikTok, Pinterest, Tumblr, VK and Sermo, alongside blogs, forums, television, radio, podcasts and review sites.

Within this cacophony of interaction is where you can find the beginnings of conversation topics, where they start to enter the mainstream and where your own message will fit.

Case study: The Climate change and sustainability conversation

Here is an example, using the global conversation around climate change and sustainability.

1. Finding the climate change audience

Climate change - how big is the conversation

Climate change and sustainability is a busy conversation topic, looking at related engagements, posts and web searches. Data from Pulsar allows a breakdown of this audience by factors including age, location, associated interests, public figures they have an affinity with and even the content formats they prefer.

2. Creating your content

Climate change audience - what media do they consume

Close investigation into the climate change audience reveals the kind of media they tend to read and share – they favour The Guardian, The Independent and the Met Office as news sources. Discord and Reddit are high in their choice of social media channels. They share photos frequently, but not gifs or video quite as much.

Climate change conversation themes

For which elements of the climate change conversation is likely to get you greater engagement – sea levels, CO2, Deforestation and Fires. Less popular content – that focusing on nuclear power.

Climate change themes behavioral change

When looking at conversations around behavioral change – those topics that can change the minds and actions of this audience – waste reduction and growing their own produce is important. Travel – despite being a big story in the press over the last few months – isn’t as vital to this group.

3. When and where to share and post

Climate change - when is the conversation happening

According to Pulsar tools, social conversations on this topic within this audience spikes around 10am on Tuesdays, Wednesdays and Thursdays, but goes quieter on Friday afternoons and throughout the weekend.

To target this audience, climate change content should be shared when they’re online and ready to engage.

4. Finding who will share your story

Climate change influencers

That Greta Thunberg and Chris Packham are influential on this topic isn’t surprising, but there are also politicians, journalists and charities worth connecting with on climate change campaigns.

5. Strategy – where to focus your spend

Climate change - audience segmentation

With data on your audience, when they’re online as well as what and who they engage with, you can plan your strategy. On mapping how information travels from person to person within this community, it’s clear this conversation is highly political, but that each pocket of influence is not yet fully connected.

It takes time for content to be shared across this fragmented group, meaning a ‘go viral fast’ strategy won’t work as well as a slower and wider-reaching roll-out for a climate change-focused campaign.

For more on how social listening can help with every aspect of your campaigns, check out Pulsar’s solutions.

Why young people are better equipped for inflation

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Amid a predicted two-year economic crisis, the financial future is often painted black for young Britons. However, with the rise of ‘fin-fluencers’ and a strong selection of youth-branded fintech platforms to explore, our research suggests that both millenials and Gen Z are on track to be the most financially literate generations ever.

Given that nearly half of under 40s spend their entire monthly income on living costs, it is easy to presume that wealth opportunities are scarce for young people. In 2017, Australian real estate mogul Tim Gurner went viral across international news media for saying that millenials should ‘stop buying avocado toast’ if they want to afford a house. This reference took the world by storm, also transcending into a long-standing part of meme culture. Ever since, millennials have been associated with little savings, careless spending and lavish lifestyle choices — but this could not be further from the truth.

The number of UK millennial and Gen Z millionaires has hit a record high, doubling to 2,000 in 2021 from 1,000 the previous year, shows research by Bowmore Wealth Group. The growth in high-earning millennials comes in contrast to the decrease in high-earning Baby Boomers, who have seen a five-year low in declaring an income between £150,000 – £1m.

While the assets of older generations were hard hit throughout the pandemic, 60% of Gen Z subjects reported they used the COVID-19 lockdown to become more financially confident than they were beforehand. Complemented by a keen interest in financial education, they’re also saving earlier for retirement than their predecessors and spending less money on non-necessities.

 

Top Topics: Financial Perspectives of Young People

Over the past three months, several positive observations have been made of Britain’s youth that forecast an optimistic financial future. While Gen Z already have an average £1,000 in their savings, seven out of 10 millennials are regularly setting money aside, with an average of £174 put away per month. As part of Paypal’s Gen Z Financial Wellness Study, 80% of 1,000 18-25 year olds said they felt confident they’ll achieve their financial goals, with over half (55%) believing they will reach them within the next six years.

 

The money-saving generation

Generation X (1965-1980) households spend around £126.39 per week on ‘lifestyle products’ such as new smartphones and weekend trips – more than any other generation. On the other hand, a growing body of international research has shown that young people are far from financially excessive.

As part of  The Millenial Money Survey, which looked at the life goals of over 4,000 UK adults aged 35 or younger, 68% said they have firm plans to save more this year than last year. An additional 30% have saving strategies in place, including eating out less and cutting unnecessary spending such as takeaway coffees (or avocado toast).

‘The majority [of millennials] are far from a reckless generation. Most are sensible spenders who want to take more control over their money, despite a lack of formal financial education and income. They simply aspire to achieve what previous generations have enjoyed. Many only need to shift their money mind-set slightly to get their money working harder’ — Ross Duncton, Head of Marketing, BMO Global Asset Management

 

Side Hustles

Gen Z are also taking matters into their own hands to secure their financial future and source extra income, with half of them (51%) working a second job or side hustle – rising to 61% in London –  producing an extra £248 on average each month. Scottish young adults lead in the UK for this entrepreneurial spirit (at 83%), while South East England comes out at the bottom, at 50%.

What are the top side hustles for UK Gen Z?

  • Making and selling items or food (16%)
  • Content creation and gaming (14%)
  • Looking after children or animals (10%)
  • Putting money into shares/stocks (10%)

 

Digital Finances

The digitised financial landscape is massive. Online banking is now an outdated concept next to NFTs and a diverse array of fintech apps:

 

Most Popular Digital Finance Services by Generation

Sources: Cybercrew, Divide Buy, This is Money, Gemini

Among the most popular digital finance services, fintech banking apps like Revolut, Nude and Lumio have the strongest ratio of usage across all demographics. In fact, the UK has a 71% adoption rate of FinTech companies, much higher than the global average of 64%.

Nevertheless, Gen Z and millenials are the consistently higher share of users overall throughout the digital economy. Millenials currently hold more online banking services than any other generation, while the number of Brits with digital-only accounts could go up to 23 million in the next five years.

Cash in hand is becoming a thing of the past for Gen Z, with 58% using money-transfer services and two in five getting paid via mobile apps for their side-hustle. As discussion evolves around the world about becoming a ‘cashless society’ — a term used 1,381 times by national financial and general news sources since March 1 — 51% of millenials have a positive attitude towards the idea. Moreover, they are readily preparing by educating themselves in new and innovative financial opportunities.

Investments and Cryptocurrency

Of course, one of the most prolific examples of financial innovation over the last decade is cryptocurrency. While the average investor is just 28 on UK app Plum, Gen Zers are also investment buffs, with 54% holding some kind of investment already. 86% of teens are interested in investing, and those that do not say they do not feel confident or their parents do not know how to get started. Furthermore, 56% of Gen Z adults state they are including cryptocurrency or NFTs as part of their retirement strategy.

On the other hand, in a 2021 UK study with cryptocurrency firm Gemini, 57% of over 55s expressed no interest at all. The risks of loss involved may be a strong causational factor behind this, particularly due to strong international news coverage of such dangers. Since May 1, the term ‘crash’ has been used 461 times by leading online news sources in the UK, whereas positive sentiment towards the topic is scarce.

Despite their controversial interest in digital currencies, a large-scale study with Standard Life retirement scheme, 53% of Gen Zers and 51% of Millennials reported an interest in sustainable investing, compared to only 44% among Gen Xers and 36% among Baby Boomers.

 

Financial Literacy and Fin-fluencers

While traditional banks have offered youth-focused educational schemes for some time, the short and snappy format of the ‘fin-fluencer’ (financial influencer) is driving a stronger interest for financial literacy in younger generations than any other method.

Finance trends regularly go viral, from money-saving challenges to crypto and investment. For example, Dogecoin value increased by 40% after going viral on Tiktok. There is a huge 989.3 million views attributed to the #finance hashtag on TikTok and thousands of ‘financial’ series and content posts that have Gen Z coming back for more. The Financial Diet, The Financial Burrito and Millenial Money Man are just a few of these ‘fin-fluencers’ to make a living from sharing such information with their young audiences.

Considering the UK fintech Tally has reported that Tiktok ads are over 300% more effective than Instagram, many fintech brands are spotting opportunities to specifically represent and target Gen Z and millennials. UK fintech Plum (an AI ‘assistant’ helping you save money) is reaping the benefits of early entry to TikTok, seeing strong growth in the 25-34 age group following a series of strong fin-fluencer partnerships. Plum’s debut was well-timed: COVID meant more people were on TikTok, but also led to a 180% increase in investment as people naturally thought about saving more money.

 

‘Millennials are often named as the generation of no income, no job, no assets. Our data proves that for our investors at least, this stereotype is incorrect, as they have shown themselves to be savvy with their smart investment tactics during the pandemic.’ — Victor Trokoudes, CEO & co-founder of Plum

As part of a recent Barclaycard study, young people from the UK, US and Germany were asked what role their favourite brands played in their lives and what they expected from the Barclaycard brand.

It was revealed that they prize ‘good quality’ and ‘trendiness’ above all else, followed by ‘good value’, ‘good design’ and ‘nostalgia’. Good design finds the sweet spot between function and aesthetic, while also streamlined to appeal to short, eight-second attention spans. Nude is a leading example to this regard, demonstrating both ease of use, accessibility and fun visuals for all user types. Another example is Quirk, a UK-based savings app that factors in your financial personality and spending habits as a tool to budget more wisely.

 

The Digital Solution

While the cost of living is rapidly increasing, millennials and Gen Zers have less to lose and more passion to learn. Our research shows they have responded to inflation with an immense amount of financial maturity and are taking on the responsibilities required to prevent economic destruction in their future.

They are more financially transparent than any other generation and are finding ways to profit from sharing financial education to the masses, which can only be an incentive for further learning. They possess the strongest share of investments in both crypto and the stock market, not to mention they’re being guided on where to put their earnings through fintech, who are now building apps both functionally and aesthetically catered to their generations.

While there is no doubt that most of us are facing major setbacks throughout the financial crisis, our research suggests that this does not have to be a long-term representation of the UK economy. Despite being some of the most negatively impacted, young people are already demonstrating their resilience and confident ability to find innovative and optimistic solutions.

Want to know more about this data or how media insights can support your PR and communications? Find out more.

How to brand yourself

How to build your personal brand

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As part of our Access Intelligence Women In Work inclusion group, we were lucky to have time with FutureBricks founder Arya Taware and Airbus head of public affairs Katie Roscoe, who shared how they have built their own personal brands alongside building their careers.

Bringing your personality and values into your work can make your job so much more than just the way you earn money. Here is advice from Arya and Katie on how to build your own personal brand for career success and a more rewarding work life.

1) With authenticity

‘I try to be as authentic as I can. Especially in the age of social media, there is pressure to show perfection and only happy moments,’ said Arya.

‘Authenticity is really key,’ agreed Katie.

‘Your mask will quickly slip if you aren’t being yourself in a professional setting. For me, it’s important to know what you stand for, and to find out if it comes across to other people – are you presenting something that others aren’t really getting?’

2) With passion for what you do

Not everybody can work in a sector they have a real connection with as a career. But if you really love what you do, or at least aspects of it, that will shine through in your interactions and inform what you come to be known for.

Arya had always wanted to be an entrepreneur, eventually launching FutureBricks at 22-years-old, straight out of university, having not worked for anybody else:

‘My first employment was my own business. At the start it was really hard, as a sole female founder, and in an industry that is male-dominated, and older – deals are still occasionally done in pubs.

‘What I do, entrepreneurship, is all about psychological endurance. What kept me going was inner self-belief. I knew that all I needed was one yes.’

While Katie’s choice of career didn’t come with a clear path, she followed her passions:

‘I knew from a young age I wanted to be in Westminster somehow – I basically watched “Yes, Prime Minister” and thought that sounded really exciting! A key moment for me was knowing when to make the jump in my career – make the most of your opportunities, enjoy your job, but know when to move into something new.

‘Don’t just jump for money, if you can help it. Stop and think, if you’ve got the opportunity – is the move right for you? Don’t jump just because you’re unhappy. Sometimes that’s not a choice you may have, but if you’re lucky enough to have the option to wait for the right thing? That’s an amazing thing to do.’

3) With connections

Both Arya and Katie see the benefits of building a network on LinkedIn but use it in very different ways. As an entrepreneur, Arya uses it to build her personal brand alongside her business; for Katie, it is a way to amplify her work with Airbus.

‘LinkedIn is a good professional platform,’ said Arya. ‘You connect with people there and then meet them in real life, or vice versa. It allows us to reach people we otherwise wouldn’t reach (unless we learn to clone ourselves…). It’s a powerful tool and how we use it is completely at our disposal.’

‘I do really like that you can connect with people so simply now,’ added Katie. ‘I have made connections through it that have really helped me.’

4) With mentoring

Katie has benefitted from mentorship in her career, and recommends it for the learning that can happen on both sides:
‘Start a relationship with someone that you know, as a part of the work you do already, or even encourage your organisation to set up a programme. You can reverse-mentor as well – a senior person on the team connecting with a more junior person. We all have different skills and experiences to share. As you build your external network, the right people become more apparent. Always keep it in the back of your mind.’

Not everyone will be with you for the full journey – ‘I look at life as a long train,’ shared Arya.

‘Some people will come with you from point A to C, and then they’ll head off. And then other people are with you longer. I don’t believe in the singular; it’s always collective, for me’.

5) With confidence in your capabilities

‘My practical advice about having to speak up at events and roundtables, when I was more ‘green’, was to speak first or get in early if you’re feeling nervous,’ shared Katie. ‘When watching a panel, I’d stick my hand up straight away, and then I’d feel a bit calmer.

‘The industry I’m in can be hard to get to grips with – to start with, I used to speak to prove that I knew what I was talking about and that I should be there. As you get more experience, you should assume that you’re in the meeting/event for a good reason.

‘Speak when it will add value to a conversation, not just to show what you’re speaking about.’

6) With integrity

‘As a society, we’re trying to evolve, but we’re not always where we want to be,’ said Arya.

‘On an individual level, how we combat that is by challenging, communicating, and showing. Sometimes things aren’t worth a fight, sometimes you’ve got to stand your ground. The elimination of subconscious bias and stereotypes might not happen in our lifetime, but it’s up to us how we change perceptions’.

‘It’s having the strength to call things out and challenge,’ agreed Katie.

‘It’s on us, as we move through the world. Where you feel empowered to do so, challenge. That can have its own risks if you’re very junior, so lean on others around you who may be able to give you advice and guidance, too’.

Choosing food items in a supermarket

Cost of Living: How the top 6 British supermarkets are communicating inflation

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As costs continue to soar in energy, fuel and produce, the cost of groceries is a strong concern for 76% of the UK. According to the Food Standards Agency (FSA), the number of people skipping meals or using food banks has risen from around one in ten in March 2021, to nearly one in six this March — with a strong upsurge in middle class families needing support. Research suggests this uncertainty will remain for at least the next three years.

In a bid to maintain sales, supermarkets across the UK have had to rethink their internal and external communications, with value and support now at the forefront.

With inflation now at a 40-year high of 9.1%, the average shopper will spend £380 more on groceries in 2022. Prices are as much as 5.9% higher in April than a year ago, the biggest increase since December 2011. As a result, the volume of goods being sold in the UK is now falling — with food purchases the number one culprit.

For a second consecutive month the GfK consumer confidence barometer has set a record low, falling 41% in June. Consumer sentiment is dropping rapidly as a result of tighter budgets – for example, price limits are being set at checkouts and the switch to cheaper brands and stores is at an all-time high. Convenience stores are also performing far better than big stores, as consumers search for bargains and value.

Top speakers

Overall,  Sainsbury’s CEO Simon Roberts had the most coverage across national print and online news in relation to cost of living commentary. Among the most popular topics was Roberts’ statement that financial pressures ‘will only intensify’ this year, which was featured in 148 print and online publications related to national news, grocery sales, agriculture and stock market updates. Of this total, 84% featured both Roberts’ name and quotation in the headline.

On the other hand, while ASDA’s Lord Stuart Rose’s volume was lower overall, his statements created stronger spikes in volume and a wider distribution rate. For example, he was quoted 341 times between 22-30 June for reporting that ASDA shoppers are ‘setting £30 limits at the till’ and ‘asking staff to put shopping back’ after that point.

Rose has also held a strong political voice in recent months, calling out Rishi Sunak’s attempts to solve the crisis. Between May-July, he was quoted 55 times by national newspapers after calling Sunak’s £15bn cost of living package ‘not enough’ in a Radio 4 interview.

Wage gap across UK supermarkets

Among the top speakers, all but Giles Hurley (Aldi) and Ryan McDonnell (Lidl) had negative coverage related to wage raises in their top-performing stories. On 6 June, Simon Roberts’ raise of £3.8m was covered by The Guardian and later syndicated a further 214 times by local and national news sources.

Ken Murphy also received a negative salary-related spike on 13 May due to his 2.4% increased pay package of £4.74m — 224 times higher than Tesco staff. On the other hand, Clare Grainger, group people director at Morrisons, was quoted 29 times in retail and grocery-focused magazines as ‘pleased to be maintaining our position as the highest paying UK national supermarket.’ This lead to 19 headline mentions between 8-12 June referring to Morrisons as the best wage-related supermarket.

Negative sentiment towards Sainsbury’s wages spiked for a second time between 27 June – 7 July when senior management rejected a call by ShareAction, HSBC and other investors to become a ‘Real Living Wage’ employer for all company staff. This topic was covered 179 times throughout July, during which ALDI received a peak in positive coverage for increasing staff pay a second time this year.

Since 1 May, all of Sainsbury’s major competitors have received positive coverage tied to wage increases, which has fed into the rapidly growing trend of consumer-led price comparison reports. Overall, wage ratios contributed to overall share of sentiment:

 

UK supermarkets: national share of voice   (1 May – 1 Aug 2022)

In a comparison of the top six supermarkets most often used by Britons, Tesco had the strongest share of voice among UK-wide online news sources in response to the cost-of-living crisis. While the majority was neutral in sentiment, it also received the highest rates of positive and negative coverage. Whereas 86% of neutral coverage was a passing mention, 64% of positive coverage was a dedicated article towards free kids’ meals over the summer period. This incentive has been a competitive theme over the July period,  with Tesco’s move following Asda’s £1 kids’ meal charge earlier in July.

Aside from wage-related backlash, negative coverage has also had consistent ties to the increase of low-cost meal prices. The term ‘shrinkflation’ has been trending since 13 May – the term for charging the same or more for reduced-size products. For example, Tesco was accused over this period of ‘secretly’ shrinking the size of ready meals while keeping them the same price.

Similarly, Sainsbury’s received controversial press for its commitment to banning ‘HFSS’ deals by October. Just one week after debates around this decision, Morrisons received a spike in national positive coverage for opting to delay the ban to support cost of living.

Key campaigns: cost of living

Media discussion around inflation has swiftly evolved since February, as the cost of living in the UK increases alongside Russia’s invasion of Ukraine. Supermarkets and high-profile brands are rapidly changing their messaging to reflect value and support.

For example, John Lewis Partnership transition from its popular ‘Never Knowingly Undersold’ to a focus on ‘Quality and Value’ demonstrates a direct response to consumer needs given rising inflation.

For marketers and marketing to really demonstrate the value it can add, it must go beyond campaigns to the broader actions that sit behind the campaigns that make the difference.

This is evident in that while Aldi and Lidl have the lowest number of inflation-related campaigns, they benefited from a surge in new customers, with sales increasing at both retailers over the last 12 weeks. Clearly, consistently low prices have had a stronger focus than diverse marketing messages for consumers who prioritise value for money.

Similarly, Tesco has added 100 products to its Low Everyday Prices range over the past month. Ken Murphy was quoted 38 times in national online headlines in a statement around the brand’s ‘laser-focus on value’ and plans to be the last of the big UK supermarkets to pass on inflation costs to customers.

Low-cost kids’ meals

As part of the Government’s Help for Households scheme, major retailers across the UK are offering discounts and support over the summer holidays to help families through the cost of living crisis. Tesco, ASDA and Sainsbury’s have signed up  through the summer holidays, into the back-to-school season and through to Christmas. Tesco and ASDA received a strong ratio of high-reaching national coverage in relation to this scheme.

Aldi Price Match

The ever-popular Aldi price-match program has also been a strong and consistent theme over the past four months. Sainsbury’s performed particularly well due to its ’doubling-down’ campaign, which matched a further 250 high-volume fresh products to the same prices as its German competitor. This headline created a strong surge of positive sentiment for Sainsbury’s in the middle of June. On the other hand, Tesco had a spike in negative sentiment in the middle of May following the decision to pull at least 18 products from its Aldi price-match programme.

As the heated competition to beat Aldi’s low costs evolves in the media, ASDA reaped the benefits of introducing its new and tactful Home Bargains price-match programme. Not only was this ASDA’s highest performing campaign, but it also set it apart from its competitors in the trending fight to make ‘essentials’ accessible to all families.

ASDA also introduced its ‘Just Essentials’ line and an Essential Living Hub, providing essential guidance and promotions to those who need it. Its press release was shared 57 times by local and regional media following the launch in early May, all of which provided a link directly to the hub in the body of the article.

 Changes and cuts to marketing

Despite warnings to the contrary, advertising budgets are often the first thing to get cut during an economic downturn. For example, while he did not indicate how much of this cost reduction would come out of marketing spend, Simon Roberts has said the retailer’s focus at this moment is to get its messages to customers, which has involved increasing its use of digital channels and decrease in other areas of traditional messaging.

In an article with Marketing Week, Roberts said Sainsbury’s was ‘using digital way more extensively than we were before’ and ‘really using every channel to make sure we get our value, innovation and quality messages to customers’.

On the other hand, Tesco’s CEO Ken Murphy also reported to Marketing Week that marketing is crucial ‘now more than ever’ and that it is not a cost ‘but more as an investment’ in prioritising crucial cost-of-living communications with customers.

 

 

Demonstrating value and empathy

As inflation continues to induce concern for families across the UK, it is evident that the highest-performing supermarkets in terms of sales and positive coverage are those that continue to drive value and empathy in their communications.

While Aldi and Lidl have the competitive edge of consistently low prices, reporter Chris Kelly commented that this won’t be enough in the long-term and the need to continue driving value-focused messaging is imperative:

‘Don’t assume that your only response to this inflationary moment has to be to cut prices. Think about ways in which you can add value as well, and that will then help you over the long run’, he said.

These doctrines apply to staff as much as customers — which was made evident when Sainsbury’s took a nationwide hit in the media for rejecting to pay all staff the national living wage. Similarly, CEOs saw a spike in negative coverage that questioned their annual salaries against the rising cost of essential household items.

As for who will prevail in the financial crisis, it appears to be those who continue to make care, value and empathy the undercurrent of every decision — from price cuts and loyalty incentives to staff wellness and changes in overall brand voice.

Aldi’s low-cost reputation means it can afford to run fewer campaigns and maintain a highly competitive status. However, other supermarkets that have previously been associated with luxury brands like Sainsbury’s ‘Taste the Difference’ are seeing a clear upsurge in sales and positive media coverage when prioritising diverse loyalty campaigns and the accessibility of household essentials.

Want to know more about this data or how media insights can support your PR and communications? Find out more.

Financial services and markets

Overview of the Financial Services and Markets Bill 2022-23

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Since its inclusion in the Queen’s Speech, many have been waiting for the Financial Services and Markets Bill 2022-23. The Bill was introduced to Parliament the day after the Chancellor’s Mansion House speech on the hottest day ever recorded in the UK.

While the first reading of the Bill was largely a procedural matter, it did give everyone a chance to look through the 335 pages of the draft Bill as well as the extensive explanatory notes. The draft legislation is the biggest set of financial services reforms in over a decade. It includes changes to the framework within which financial services regulators operate, reform of the regime for wholesale capital markets and addresses important issues affecting communities across the country, including fraud and access to cash.

Despite being described by the Chancellor as only being part of the Government’s financial and professional services agenda, the Bill covers a wide range of issues. Here is what has been included in the Bill:

Future Regulatory Framework

As expected, the Bill implements the outcomes of the Future Regulatory Framework Review that will repeal hundreds of pieces of retained EU law. As the Chancellor put it: ‘UK financial regulation will once again be decided in the United Kingdom, for the United Kingdom, by the UK’s expert, independent regulators’. The Government expects that it will take a number of years to complete; the Bill therefore provides HM Treasury with a power to make targeted modifications to retained EU law during this transitional period.

Through this process, the Bill will be delegating further rule-making powers to the UK regulators and will be giving the FCA and PRA a new, secondary objective: to facilitate growth and competitiveness. The Chancellor noted that by making it secondary they are giving ‘the regulators an unambiguous hierarchy of objectives with financial stability and consumer protection, prioritised’. The Bill also includes new measures to increase the regulators’ accountability and relationships with Government and stakeholders.

While there has been some speculation about powers allowing Ministers to intervene in regulators’ decisions ‘in the public interest’, the Chancellor of the Exchequer Nadim Zahawi confirmed in his Mansion House speech that such powers are not in the Bill but is something he is looking at. The sensitivity of this issue was highlighted during Governor of the Bank of England Andrew Bailey’s own Mansion House speech when he emphasised the importance of central bank independence.

Wholesale Markets and Prospectus Regime

The Bill will bring reforms to the Prospectus Regime, as recommended by Lord Hill, and will be taking forward the outcomes of the Wholesale Capital Markets review.

Reforming Solvency II

A key purpose of the Bill, as mentioned in the Queen’s Speech, is that it will enable the UK to proceed with its plans to reform Solvency II and move towards a Solvency UK regime.

Access to cash

The FCA will be granted new powers over the UK’s largest banks and building societies, to ensure that cash withdrawal and deposit facilities are available in communities across the country. To support the FCA, the Government will set out its expectations for a reasonable travel distance when depositing and withdrawing cash.

Additionally, the Bill aims to address the risk of a reduction in wholesale cash distributors meaning the failure of any one could create systemic risk by providing Bank of England with powers to oversee the wholesale cash industry.

APP Scams

The Chancellor confirmed in his Mansion House speech that the Bill contains powers that ‘enables regulators to require that victims of push payment scams are paid back’. The PSR ‘must prepare and publish a draft of a relevant requirement for reimbursement in such qualifying cases of payment orders as the Regulator considers should be eligible for reimbursement’.

In addition, in keeping with the overall theme of the Treasury taking the reigns of regulatory rulemaking, the Bill contains detailed new provisions on the accountability of the PSR, including empowering the Treasury to make recommendations to the PSR on (among other things) how to advance one or more of its payment systems objectives and exercise its regulatory functions.

Cryptoassets

The Bill contains provisions to amend the regulatory framework to support the adoption of cryptoassets including bringing stablecoins, where used as a means of payment, into the regulatory perimeter.

Financial promotion

The Bill amends section 21 of the Financial Services and Markets Act 2000 (FSMA) to implement the new regulatory framework for the approval of financial promotions. Only authorised persons who have applied for, and been given, permission by the FCA to do so will be able to approve financial promotions for unauthorised persons for the purposes of section 21.

Critical third parties

The Bill gives HM Treasury and the regulators powers to make rules to mitigate risks from critical third parties to the finance sector. The proposals are aimed at addressing the risks posed by a concentration in the provision of critical services by one third party to multiple firms.

Net zero emissions target

The Bill will add the need to contribute towards achieving compliance with the UK net zero emissions target set out in the Climate Change Act 2008 to the list of regulatory principles to be applied by both the PRA and the FCA.

Implementation of mutual recognition agreements

The Bill contains powers for HMT to make any changes necessary to domestic law to implement mutual recognition agreements the UK makes with third countries.

MPs will next consider the Bill at Second Reading on Wednesday 7 September 2022. Due to the size and detail of the Bill, Royal Assent is unlikely before 2023.

Conservative leadership race - housing and cost of living

Conservative Party leadership contest: Housing and the cost of living

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As the Conservative leadership race heats up, with MPs from every side of the political divide making their allegiances and opinions known, here is an overview of candidates Rishi Sunak and Liz Truss on housing and the cost of living.

Rishi Sunak on the cost of living

Rishi Sunak has been accused of making a ‘screeching U-turn’ on tax cuts as he has vowed to scrap VAT on energy bills for a year if he becomes Prime Minister. Under his plan, the 5% rate on household energy would be scrapped for one year from October, if the price cap on bills rises above £3,000 for the typical household. Sunak said the ‘temporary and targeted’ measure would save average households £160 a year and would ensure people get ‘the support they need’, while also ‘bearing down on price pressures’.

Sunak had previously been resisting calls for immediate tax cuts, instead saying the nation needs ‘honesty and responsibility, not fairy tales’. He had pledged to service public debt and hold off on tax cuts until inflation is under control, presenting his position as ‘common-sense Thatcherism’. He has also committed to taking a ‘tough stance’ towards public sector pay and the need to avoid wage price spiral.

The former Chancellor has said he would continue increasing corporation tax from 19% to 25% next year, as well as creating incentives for businesses to invest through relaxing financial regulations and scrapping the Apprenticeship Levy.

Rishi Sunak on housing

Sunak has pledged to speed up building in cities and on brownfield sites and crack down on ‘landbanking’ by big developers. He has suggested he wants to see Government funding for affordable housing scaled back and more incentives put in place for developers.

During the environment hustings, Sunak was slightly more vocal about his green policy intentions. He said he would keep the 2050 net zero targets and would focus on improving the energy efficiency of the country’s housing stock, saying the UK has ‘the worst houses in Europe’. He pledged to look at launching a new energy efficiency scheme – hopefully more successful than the Green Homes Grant launched in 2020. He said the new scheme would concentrate on measures such as smart heating controls and cavity wall insulation.

Sunak has signed up to the Northern Research Group’s (NRG) pledges, which include a commitment to a new Minister for the North, more devolution, a levelling-up ‘formula’ to ensure ‘left behind’ places get the Government funding they need, and two new vocational colleges – ‘the vocational equivalent of Oxford and Cambridge’, dubbed ‘Voxbridge’. He has also vowed to scrap EU Solvency II rules to encourage investment into infrastructure.

After just one month in the role of Chancellor, Sunak delivered his first Spring Budget in March 2020, during which he announced a £12bn Affordable Homes Programme. It was welcomed by the sector as one of the largest settlements in years. A few weeks later, he announced a temporary change to Local Housing Allowance rates to cover the cheapest third of rents during the pandemic. He also decided to introduce a £20 a week uplift to Universal Credit.

During Robert Jenrick’s time as Housing Secretary (between 2019 and 2021), Sunak signed off on the £5bn Building Safety Fund, however, he later said the Treasury was unwilling to increase funding despite the significant bills being handed out to leaseholders. Sunak told Jenrick’s successor Michael Gove that the Department for Levelling Up, Housing and Communities would have to step in and use their own budget if developers refused to pay for building safety remediation, rather than asking for more from the Treasury.

Liz Truss on the cost of living

Liz Truss has committed to £30bn of tax cuts and has said she would start implementing them ‘from day one’. She said she would cancel the planned 6% rise in corporation tax and during Monday night’s debate criticised Sunak’s plans to increase business taxes, arguing they would push the country into a recession.

Truss has also promised to cancel the National Insurance increase, which came into force in April this year. She said she would immediately bring in an emergency budget, arguing that it would alleviate the cost of living crisis. Truss has also pledged to hold a review of Government spending and believes the Government can and should borrow more. She has vowed to take a ‘tough stance’ on public sector pay and has highlighted the need to avoid wage price spiral. She said she would lift green levies on energy bills for two years.

Liz Truss on housing

The Foreign Secretary has pledged to amend the Levelling Up and Regeneration Bill to scrap centralised ‘Stalinist’ housing targets and would make it simpler for developers to build on brownfield land in ‘opportunity areas’ by focusing on deregulation and tax incentives. These areas would be low tax zones and would have lower businesses rates and fewer planning restrictions in the aim of encouraging investment and development. She vowed to introduce zones in the North of England. As has Sunak, Truss has signed up to NRG pledges.

She is generally very pro-development, as can be seen in a video posted in 2019 in which she speaks about the need to build more homes. The same year she told the Mail on Sunday that one million homes should be built on the green belt around London and that villages should be allowed to expand by four or five houses a year without having to go through planning. She thinks the UK should ‘build up more’ in cities and has previously expressed her support for zonal planning – a system that would see permission granted automatically on sites that have been earmarked for development.

On net zero, Truss has said she would maintain the 2050 targets and would introduce a ‘temporary moratorium’ on green energy levies ‘to enable businesses and industry to thrive while looking at the best way of delivering net zero’. Green levies are an environmental charge added to energy bills, dubbed a ‘social and environmental obligation’ by Ofgem. The money goes towards supporting the installation of energy efficiency measures in lower-income or vulnerable households.

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