Independent football regulator

Independent regulator for English football

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The UK Government is supporting the creation of an independent football regulator for English football following a fan-led review.

The ‘three points of crisis’ leading to its creation were the collapse of Bury FC, the European Super League and the financial insecurity caused by COVID-19. Sports minister Nigel Huddleston formally confirmed the Government’s support for the regulator in a Commons statement with further details expected to be published in a white paper this summer.

There were 10 recommendations made on the review of the game by Tracey Crouch in November and some of the key ones were to recommend that the Premier League should make ‘additional, proportionate contributions’ to support the game through fairer distribution of money; a review of women’s football; and to consider whether the sale and consumption of alcohol in sight of the pitch should be allowed at lower levels of football.

The collapse of Bury happened after the club fell into financial problems and the English Football League (EFL) expelled them. Creditors had initially approved a company voluntary agreement to help settle the debts but this did not satisfy the EFL’s requirement to provide enough evidence for being financially stable.

Meanwhile the European Super League was a proposed breakaway league by twelve of the biggest football clubs worldwide who wanted to establish a new midweek competition to replace the current one. Proposals came as dissatisfaction with the rewards of winning the current competition, the UEFA Champions League came to fruition, but this was seen as detrimental to the game by fans and pundits alike leading to mass protests against it. The regulator seeks to stop such future proposals to protect the game and its origins as fans were extremely upset with the motivations behind the breakaway which appeared to be financial gain.

The financial impacts of COVID-19 in football would have been felt by all football clubs across the country, but particularly the ones at the lower end of the spectrum. Sponsorship and commercial revenue is a big source of income for the top clubs as well as matchday revenue, but clubs in the lower leagues have a greater dependency on matchday revenue. Consequently, the empty attendances for matches during the pandemic due to restrictive measures was a massive hit for clubs that fall into that bracket. For example, the average revenue for clubs in the Premier League is £258 million, compared to just £6m and £4m for clubs in tiers 3 and 4 for England. These clubs were hit hardest and introduced salary caps for players in an attempt to keep costs in check.

Campaign group Fair Game has backed the move for a regulator but have called for a ‘firm timetable for change’. Department for Culture, Media & Sport secretary Nadine Dorris said ‘football is nothing without its fans and for too long the football authorities have collectively been unable to tackle some of the biggest issues in the game’. The Football Supporters’ Association also urged the Government to move fast because each day drafting the white papers ‘is another day when a club might cease to exist’. The Professional Footballs’ Association added that ‘support needs to be consistently and adequately funded, and we look forward to playing a major part in establishing a system that achieves this’.

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

why accessible events are vital

Why creating inclusive and accessible events is vital

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Flashback to April 2020 where team meetings were swapped for video calls and panic-stricken events professionals around the world raced to take conferences, awards and tradeshows online.

We’re now back to ‘normal’ in the world of events but it’s important that we don’t forget the positives that came out of enforced virtual events.

Accessibility, accessibility, accessibility

As events all shifted online they became accessible to more people. No longer restricted by costly travel, inaccessible venues and lengthy time out of the working day, virtual events allowed people to consume the same content without leaving their house.

With the return to in-person events it’s clear that people have missed human interaction, and no virtual networking will ever equate to chatting to peers during a coffee break. However, it’s important to keep the accessibility progress that was made during the pandemic front of mind when planning in-person events.

Check when planning:

  • Does the venue have good disabled access? Is there a hearing loop?
  • Is the venue easy to get to on public transport?
  • Where is my audience coming from? Will travel costs impact attendance?
  • Is it possible to live-stream or record the event for a virtual audience?
  • If catering is needed, are all dietary requirements covered?
  • Creating events that are more accessible results in a more inclusive event which in turn fosters a wider audience and better discussions.

Work/life balance

Hybrid working has taken the place of the office for many with people valuing the work/life balance the pandemic gave them.

Being respectful of your audience’s time now needs to be worked into any event you’re planning. Whether it’s virtual or in-person, diaries are full so be mindful of the time you’re asking people to give up. Understanding your audience’s working habits is useful when planning, e.g. what days do they go into the office?

Ask yourself when planning:

  • Does the start/finish time allow for people to do the school-run, if needed?
  • Will the day of the week work for the audience?
  • Is the content as efficiently planned as possible?
  • Can you offer both in-person and virtual tickets?
  • If the event is over several days, can you provide single-day tickets?
  • Is it possible to record the event?

Virtual audiences matter

The webinar has become a key tool in every comms and marketers’ kit, providing a cost-effective way to communicate regularly with your audience.

Make sure you are not overlooking your virtual audiences and that these events are as inclusive as your in-person events, both in accessibility and representation. There are tools available that can help with subtitles, recording and editing so no matter who or where your audience are watching the webinar, everyone can enjoy the content.

Virtual events allow for plenty of engagement either with visual and audio or just audio but keep in mind that not everyone in your audience will feel comfortable contributing in a virtual event setting. Giving your guests the option to use their camera or not will make them feel more at ease and able to enjoy the event.

Check:

  • Is there subtitle functionality on the webinar platform and is it enabled?
  • Are you recording the webinar? And does the recording have subtitles?
  • Is your speaker line-up inclusive?
  • Does the time work for your audience based their time zone?
  • Is the sign up page accessible for the visually impaired?

Review and refine

Keep track of what works and what doesn’t so you can keep amending your events to make them as accessible and successful as possible. Look at the data from your sign ups to who shows up and always ask your audience for feedback to help you improve.

Test regularity, time, day and length of your virtual events. Many people suffered from ‘Zoom fatigue’ during the lockdowns so keep this in mind when deciding the length of your webinar or virtual event.

The world of events has changed for the better over the past two years, becoming more accessible and inclusive so more people can learn, network and grow without the restriction of geography, budget or lack of time.

Creating accessible events increases your audience and shows that you care about them and their experience.

For more on virtual events, read our previous posts with tips for moving your event online, why virtual events are more important than ever, and even video call etiquette for when you’re joining from home. 

The Rise of Ethical Branding: Is Fast Fashion Dying Out?

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Last week, news across the UK broke out that online fast-fashion retailer Missguided has gone into administration. 204 national and international outlets reported on the story, with an additional 1,751 publications coming from top regional sources and fashion-focused media. Frasers Group PLC, who bought out Missguided for £20m, has received equally prominent coverage for ‘rescuing’ the brand — a term used 535 times since the announcement on 30 May.

Michael Murray, CEO at Frasers Group, has been quoted in 23% of all coverage as ‘delighted to secure a long term future for Missguided’, which will ‘benefit from the strength and scale of Frasers Group’s platform and our operational excellence’ (The Guardian, 01.06.22). However, a long list of angry suppliers and a ‘limited knowledge’ of the young female demographic has many questioning if the acquisition was a ‘misstep’ or ‘masterful’ (Retail Week, 06.06.22).

Aside from logistical concerns, over half of all UK coverage has used the opportunity to discuss how the rising ethical concerns behind fast-fashion are effecting consumer choices. Missguided has received a variety of bad press over the years for its ‘unsustainable’ prices and ‘unethical’ working conditions (Financial Times, 17.05.18), as well as expansive contributions to climate change (Daily Mail, 17.06.19). With a correlative rise in sustainable fashion influencers such as Venetia La Manna and Mikaela Loach, more than two-thirds (68%) of Gen Z (18-24 year olds) say they avoid ecommerce companies which they believe to have dubious business practices (Charged Retail, 14.02.22). Moreover, a 2022 report by Barclays revealed that UK retailers have cancelled £7.1 bn in contracts across the last 12 months with suppliers that did not meet their ethical standards (Barclays, 10.02.22).

Love Island Drops Missguided For Sustainable Fashion

With this significant shift in values among the young female market, it’s no surprise that Missguided was one of multiple fast-fashion brands dropped by Love Island this year. The hit reality series has announced it will instead be sponsored by eBay, while all contestants will be wearing second-hand clothing (The Independent, 19.05.22). This environmentally-friendly move was reported 1,001 times only a week before Missguided went into administration, creating a huge upsurge in diverse negative sentiment that has been increasing since January:

Prior to the administration announcement on 30 May, positive coverage remained low as influencer marketing dropped in both volume and engagement. During this time, fashion magazines began talking more about ‘influencer fatigue’ — a term used 104 times since April. With influencer marketing being one of Missguided’s strongest sources of positive coverage, the decline in interest and relatability among the young female demographic has had a correlative impact on its performance and reputation. This approach also applies to other fast-fashion outlets, such as SHEIN and Boohoo, meaning the same effect may apply outside of Missguided if this social media engagement decline continues.

Female-Focused Brands: Common Trends

Since January, Missguided has taken the spotlight for the strongest array of controversies across UK media. Prior to the ‘company collapse’, continuous job losses and unhappy suppliers were the most popular areas of coverage between Jan-June. However, some of these topics also feed into the wider fast-fashion market. Both online and high street brands like Boohoo, SHEN, Zara and ASOS have had the spotlight cast upon them for unpaid workers and unethical practises. All of the above (and more) were called out by the viral ‘Gender Pay Gap Bot’, a Twitter account that rose to fame by using International Women’s Day to highlight continuous inequities in the workplace.

The Affordability Argument

Among positive coverage, common themes were almost exclusively based on affordability and celebrity style. For example, titles like ‘10 affordable corset tops that are giving us Kourtney Kardashian vibes from £11.99’ and ‘Cassie from Euphoria’s best outfits and where to buy them’ consumed just over 95% of all positive coverage between January-June. In these articles, Missguided and alike are praised for offering accessible ways to look like influencers. When Love Island chose to publicise their sustainable changes, local and regional media outlets used the term ‘woke’ or ‘wokeism’ in 242 publications between 8 May – 8 June, as fans accused the show of ‘virtue signalling’ and ruining their ‘guilty pleasures’.
The neurological pleasures of buying cheap clothing is the primary incentive that keeps fast fashion running, but as more people uncover the true cost, brands are being lead into a new era of transparency that is forcing many to change their approach.

Attempts of Changing the Narrative

The rise of sustainability trends is evident in the way that brands are swiftly changing their approach to labour, production and transparency. For example, Urban Outfitters has been called out 78 times since September last year for its contributions to climate change. Three days ago, PETA released a statement about three sustainability influencers who are now drawing the line and confronting the brand with demands for climate-focused vegan alternatives.

Large and ongoing backlash from target audiences has led brands to create eco-friendly collections that appeals to the new demand. ASOS, who created its ‘Responsible Edit’ on 2019, is one of many FMCG clothing companies attempting to use recycled materials as an avenue to appearing ‘conscious’ to consumers. Despite the attempts, the term ‘greenwashing’ has been used 5,445 times since 1 March, with significant peaks around the announcement of the Missguided sale and Love Island sustainability switch.

 

Despite their attempts, sustainable fashion advocates are calling out fast fashion brands for imitating green attitudes with misleading information about their production process. Good On You, a leading digital platform in ethical clothing, describes sustainable fashion as striving to ‘create good and avoid harm, whether to people, the planet, or animals’ (Good On You, 16.07.21). Under these terms, newfound FMCG eco-lines fail to meet the quota in comparison to 100% sustainable companies. For example, while Missguided followed suit in April 2021 with the launch of its ‘green’ collection RE_STYLD, some reports have focused on its history of not paying workers or suppliers.

Sustainable trends / Successful brands

In a two-month analysis of top UK fashion and general news sources, fast-fashion giant SHEIN received the highest proportion of negative and neutral coverage as well as the lowest volume of output overall. On the other hand, Patagonia, which is globally recognised for extensive environmental advocacy and company welfare policies, is continuously growing in the press as an inspirational standard for all fashion retailers. UK-based thrifting service Depop also outperformed SHEIN in both volume and sentiment ratio.

With the cost of living continuously increasing, the low-cost incentive of fast fashion likely means that it will not be going anywhere for the moment. However, with a visible decline in the impact of influencer marketing and an increase in demand for transparency and ethical branding, the foundations that allow such retailers to have such competitive prices may not be achievable for much longer. On 31 May, Primark announced that there will be ‘selective price increases’ in the Autumn due to inflation and the war in Ukraine (BBC, 31.05.22). With current events impacting fast-fashion’s long-established place on the UK high street, its future, ironically, could be unsustainable.

Accessibility in email

How to make your next PR email campaign accessible for everyone

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This is a guest post from Elliot Ross, Email Evangelist at Taxi for Email – a SparkPost company.

Did you know that for every five people who receive your email four won’t even open it?

That’s the reality of email open rates, but it’s not all bad news. Getting consumers to actually open emails has always been a challenge for email marketers, but there are two ways of looking at it: On the flip side, given that there are around 15 trillion commercial emails sent each year, there are still a lot of emails which are being read.

The big question for marketers is inevitably: How can open rates be improved?

The answer is by ensuring emails are accessible for everyone.

Why do consumers ignore emails?

There are many reasons why branded emails remain untouched – after all, the average person receives over 100 emails a day, and that’s not even counting work emails. For some though, the reason the email has been left unopened is not because they didn’t want to read it, but rather that they can’t actually read or understand the email in the first place.

As email marketers,we need to ensure that our messages can be read by anyone who wants to access them. According to the World Health Organisation, 2.2 billion people globally have a near or distance-based vision impairment. In addition, have you considered the 3.6 billion internet users across the planet for whom English is not their primary language?

Emails need to be easy to read and understandable for everyone, regardless of disability or language. That is why accessibility considerations should be central to the entire email creation process.

Adhering to basic accessibility guidelines for the creation of email also has the added benefit of ensuring that the marketing messages don’t end up being overly complex. Which in turn could also have a positive impact on open and interaction rates.

Meanwhile creating emails in different languages should also not be seen as a nice-to-have for marketers. If you are a brand with a global footprint or global ambitions, multi-language emails are a must!

Developing an accessibility mindset

This process is about marrying company branding guidelines with a set of basic rules to deliver accessible and effective emails.

In some instances it might mean tweaking design elements but in my opinion the benefits of higher open rates significantly outweigh the cons of potentially slightly diverting from brand design rules.

Take point size, for example. It could be that your business has an established type point size which it may have stuck with for decades. However, if that point size is less than 14 pt when it comes to email marketing you may have a problem.

Text needs to be large enough so that everyone can read it. If your readers are squinting, zooming in or – even worse – popping off to get reading glasses, you may have already lost their attention and any chance of any interaction will be gone. So stick to a font size of at least 14pt, and think about line height so readers have enough space between lines to read clearly.

Ask yourself too, is your company typeface easy to read? Before you send out emails, test the font to see what it looks like and how legible it is on different screen sizes and devices (find out, for example, what percentage of your target audience reads your emails on mobile and, if appropriate, optimise emails for smaller screens). Simple, classic fonts work best. There is a reason why some typefaces are more widely used than others…

The dangers of embedded images

For many marketers the jury is out on the effectiveness of embedding GIFs and videos into email newsletters.

From an accessibility perspective there is a very good case for not using GIFs at all. Firstly, not all your readers will see them, as background images and GIFs aren’t fully supported in Outlook. Further, a flashy GIF with fast-moving frames will not only annoy some of your readers, but it can actually trigger seizures in people who suffer from photosensitivity.

If you are insistent that including GIFs will raise engagement levels then make sure you include ALT text to provide context. This helps readers with visual impairments understand the message of the image or GIF.

Other things to bear in mind include ensuring that links are clear and underlined – if you just colour them they could be overlooked by people with colour blindness or low-vision – and breaking up text with clear, bold subheads. If you have specific title, header, and subheader elements in your template screen readers can identify these are different areas of the email and treat them so rather than adding it all into a text field.

Offering multi-language emails

Creating email newsletters in different languages is something that many marketers should be aspiring to. Once you have optimised a newsletter to the point that it works effectively in one language, if you are a global company, explore localisation next.

By offering multi-language emails, people who wouldn’t otherwise be able to read newsletters can receive and engage with them. At the same time, even people who speak English as a second language would have to make less effort to read their emails which might make them more inclined to open the email in the first place.

There are simple ways to translate content using online tools like Google Translate. Yet these are only partially effective and may end up creating content that is confusing to readers and possibly damaging to your brand.

At the other end of the scale you could invest in local translators, though this may create cost and efficiency issues. Employing 20 different staff to translate a newspaper into their local language is both expensive and time consuming.

Images need to be optimised so that they work in local markets. An obvious short-cut is to make the images of people you use as diverse as possible with different ages, ethnicities and genders, etc. That said, nothing beats offering bespoke images on a market-by-market basis. Visuals should reflect the real world and therefore help to make the newsletter as customer-centric as possible.

Email continues to be the leading customer communication tool for marketers

No other platform can compete with email’s direct, dynamic, interactive approach. Ensuring emails are accessible to as many people as possible is not only vital from a social perspective, but if it can also help improve overall read rates then it’s a win-win solution.

Savvy marketers and PRs are all too aware their customers receive a lot of emails and only have a limited amount of time each day to consume content, and so the pressure is on to work as hard as possible to make their branded emails stand out, for everyone.

For more on effective email strategies from Taxi for Email’s Elliot Ross, check out this previous guest post How to build strong foundations for a successful email campaign. 

Want to find the right audience for your next email campaign? Book a demo of the Vuelio Media Database – more information here. 

Hinkley Point C

Nuclear power: the future of UK energy?

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Nuclear power has been a hot topic in parliament lately, largely as one of the Government’s answers to how they’re responding to the energy crisis. The Conservative Party’s Energy Security Strategy, published in April, is part of the Government’s attempt to diversify the UK’s energy mix in order to build our resilience against outside shocks to the energy market. A key element of the strategy promises to reach 24GW of nuclear by 2050, which would meet 25% of the UK’s electricity demand. But to what extent can nuclear power be relied upon for energy supply, while also maintaining commitments to tackling the climate crisis?

A common battle line used by the Prime Minister Boris Johnson against the New Labour administration is their decision to turn their back on nuclear in the noughties, an allegation that Keir Starmer has responded to by asserting that the Labour line now backs new nuclear. Due to a pause in nuclear investment, most existing nuclear capacity is to be retired by the end of the decade as nuclear stations come to the end of their life. Therefore, the Government has decided to kickstart the nuclear process once more, committing to building up to eight new reactors by 2030, the first of which (Hinkley Point C) is currently under construction. This station, combined with potential developments at the Sizewell C project in Suffolk, would produce 6.5GW power. The Government is also supporting Small Modular Reactors (SMRs) which work on a smaller scale to nuclear plants. The new investment is on top of the decommissioning costs needed for end-of-life treatment.

Though it is clear from Government (and Labour) policy that nuclear holds a future in the UK’s energy mix, there are questions over whether it is wholly compatible with climate change policy. Nuclear power is heralded as a ‘clean’ energy source because it doesn’t directly produce carbon dioxide or other greenhouse gases, but this underestimates the large scale at which carbon emissions are produced from the construction of nuclear plants, uranium mining and manufacturing operations. Furthermore, at multiple stages of the nuclear process, large volumes of radioactive waste are produced. Without concrete, scientifically and environmentally-proven plans on nuclear waste management, fallout from nuclear power would cause long-term harm for the environment and communities. Environmentalists have been critical of the Government’s focus on emissions when discussing the climate crisis, urging them to look at the ecological system as a whole and consider the impact of solutions such as nuclear on future generations.

Instead, campaigners have been arguing for the focus to be on renewable energy, saying that sources such as wind and solar would be genuine solutions to the climate crisis, providing ‘no’ rather than ‘low-carbon’ solutions at a much smaller cost. Greenpeace said that ‘a thriving renewable energy industry will create jobs, provide cheaper electricity and help cut emissions much faster than nuclear power’ while nuclear power is ‘incredibly expensive, hazardous and slow to build’.

The Government has defended nuclear by saying they are committed to using Geological Disposal Facilities to dispose of nuclear waste (considered ‘the best long-term solution for dealing with radioactive waste’). They have also denounced renewable energy as the central option for investment, saying it would be too difficult to roll out on such a large scale, necessitating the use of nuclear power. Whilst speculation exists on both sides, what is certain is that people across the political spectrum are calling for greater investment and ambition in alternative energies, to help tackle the energy crisis in the short-term, and the climate crisis in the long-term.

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

fintech investment boom in travel

Is a Fintech ‘Investment Boom’ Emerging in the Travel Sector?  

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In an effort to recover from the COVID-19 pandemic, the travel industry is exploring contemporary payment trends that suit the varying new financial perspectives on tourism. Whereas some have more money than ever to spend, others are seeking new ways to budget for their next getaway. The increasing convergence of fintech and travel is significant – with many predicting an ‘investment boom’ on the near horizon. 

Financial technology (Fintech) is a term used for several types of specialised software that digitise financial services.​​​ Companies, business owners and consumers use fintech to better manage their finances and operations, while also opening the door to significant growth in revenue and market share. Examples of successful fintech brands include Paypal, Experian, Klarna, Monzo and so many more.

Forecasts by Eurocontrol have predicted that, by August 2022, travel volumes will return to 89% of what they were in 2019. In response to the post-pandemic changes in personal finance and global cost-of-living crisis, firms are investing in fintech more than ever to provide new and accessible payment options. Media discussion around the emergence of financial technologies in the travel sector has been growing since January, with significant peaks across national online publications (i.e. The Financial Times) in May:

 

In an Amedeus report from this month with 90 leading travel agencies, an ‘investment boom’ was predicted following a survey of airline and travel agency leaders — a term used by 1,753 national publications in travel and fintech sectors since January. Four out of five companies said they plan to match or surpass their 2019 FinTech investment this year, with nine out of 10 identifying payments as a priority (Travolution, 18.05.22).

Huge steps are already being taken towards achieving this brand image – on 28 January, Air Asia rebranded its corporate name to ‘Capital A’ to better reflect its mission to become a diversified ‘digital travel and lifestyle group’, with fintech playing a major role in its new revenue strategy.

Additionally, Booking.com recently hired 400 experts for its newly created fintech division with a view to ‘simplify the payment experience’ across its brands (Skift, 22.07.21). While travel agencies are benefitting from investing in fintech, fintech is also benefiting from investing in travel. For example, UK-based Revolut, which claims 16 million users, branched out beyond banking and financial services for the first time recently and began selling stays in hotels, homes, and guest houses.

Media Type Split: Who is talking about the emerging ‘investment boom’?

Data analyses all UK online media since January 1, 2022.

‘Fintech stands out as an area of the travel business where you can provide new value-added services that bring revenue while improving the traveller experience’
— David Doctor, Amadeus Executive

Areas of interest

With fintech viewed as a high priority by 90% of UK-based airlines, what are the key areas of interest in travel and fintech publications?

Buy Now, Pay Later

Buy Now, Pay Later (BNPL) has become a de facto payment option in retail and fashion and is swiftly making the same impact on travel. In a survey with 5,000 travel consumers, 68% said they would be likely to spend more on a trip if they could buy now, pay later, as it is quicker than a traditional loan (PhocusWire, 07.01.22). Since January, 328 travel and fintech publications have commented on this option in relation to Gen Z and millennial demographics. Around half of all Brits under 40 now use BNPL whenever it is available, meaning it is a huge source of revenue from those with flexible credit (WalesOnline, 20.05.22).

Multi-currency charges

In order to find the best deals, many consumers find themselves working with multiple currencies when arranging a holiday. The conversion charges associated with traditional banks is a significant barrier that a third of all travel agencies are prioritising this year, an area that fintech has proven successful at overcoming (FinExtra, 14.04.22). Wise is one of many digital banking services that allows users to hold multiple currencies in the same account, alongside highly competitive exchange rates. By leveraging this sort of financial technology, travel firms can alleviate losses tied to such international fees.

Leading FX fintech companies in National UK Media

A correlative increase in brand mentions has followed the emerging interest of travel and fintech – particularly banking apps that offer competitive foreign exchange services:

Drawbacks to the public

While fintech may benefit a certain portion of society in both financial management and expenditures, some believe it exacerbates the privileges of those above working class and is not as accessible to those who truly need it. Lord Chris Holmes of Richmond, co-chair of the APPG on banking and fintech (financial technology), commented that the UK is ‘home to hundreds of fintechs’ who are creating products that help people manage their money or create saving pots. However, the reality is that ‘if you don’t have access to a smartphone, broadband or the necessary skills or confidence, then you are effectively cut out’ (The Independent, 04.03.22).

Investment boom?

While there may be some consumer diversity and accessibility issues, the convergence of both travel and fintech is mutually beneficial; both industries may eventually become dependent on one another to be sustainable. For example, while BNPL app Klarna has announced plans to lay off 10% of its workforce (CNBC, 26.05.22), rival fintech firms Revolut and Wise say they’re hiring for hundreds of open roles. The difference between the former and the latter has been an early investment in the rapid changes of tourism.

As tourism returns to a steady volume, media discussion is rapidly growing around the clear fintech-focused response by the travel industry. The ‘Buy Now, Pay Later’ system holds the strongest share of public interest and potential ROI, whereas competitive foreign exchange services are considered valuable but already have established names in the sector (i.e. Revolut, RHB). Since January alone, the upsurge in new fintech hires and rebrands has significantly increased – meaning that the anticipated ‘investment boom’ is no longer on the horizon, but already here.

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

PR and brand consultant Siobhan Sharpe

Pop culture lessons for PR: from Dunder Mifflin and beyond

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There is much to be learned from the PR and comms professionals portrayed in the media – mainly ‘Wow, I do not want to be like that person’. And thankfully most practitioners bear no resemblance to them.

For our latest webinar ‘Somehow I Manage. PR. Pop Culture Comms Lessons from Dunder Mifflin & beyond’, we scoured TV and film for examples of pop culture PR lessons we can all learn from.

Here’s what we can learn from Michael Scott, Siobhan Sharpe, Don Draper, Alexis Rose and Captain Raymond Holt:

1. Understand your audience

Understanding target markets through research ​is a key part of strategy and must come before your activities. Captain Holt tries to tell his audience what he wants them to hear rather than understand their perspective and what would actually help.

You are not your target market. As soon as you work in an organisation you lose that perspective. So, you have to conduct research, which can come from as many sources and channels as your budget allows, from first-party data and focus groups to third party online research and sales information. Only once you know your audience(s) and know their perspective, should activities and campaigns be created.

2. Network smarter

Networking events, conventions, award ceremonies – all fantastic opportunities for forming connections and winning new clients. Also, all places filled with the pitfalls of pleasure over business – socialising and swag.

Heading to an event? Maximise your time by focusing on who you want to meet. Understand where your customers spend their time, adapt your networking style and head in with a clear plan.

And you can be like Michael Scott – it’s possible to have lots of fun and see the benefits of smart networking. Make sure people estimate you.

3. Build the right media relationships

Just like Leslie Knope and the Pawnee Parks and Recreation Department, you need to build relationships with a variety of media contacts and maintain those relationships throughout your career. But not every contact will want to hear about everything you’re doing or be spoken to in the same way. The best media outreach is always targeted and never ‘spray and pray’.

Nurture your media relationships by keeping them in the loop with relevant content, and make yourself available if a journalist needs a story – particular if it’s a ResponseSource Journalist Enquiry.  ​

4. Values – ensure you and your clients align

A shout-out to Monumental’s senior account executive Liam Pitts for this one on agency values. We couldn’t find the exact clip from Schitt’s Creek but here’s brand Alexis, and one of the greatest TV moments from Schitt’s Creek, as an introduction.

Liam said: ‘In season 6 of Schitt’s Creek, Alexis Rose starts her career as, in her words, a “freelance brand invigorator”, agreeing to represent a brand that the eventually finds out is a cult. I think the lesson we learn here is that a little research beforehand is never a bad thing – and neither is turning down a client that might not exactly align with your values and beliefs. In PR, when we sign on a client, we are agreeing to be public advocates of the brand. That means we have to understand that might include the bad elements alongside the good.

‘Alexis teaches us that we always have to consider our integrity and credibility when working with clients – something which she learns the hard way.’

5. Be transparent and honest

As a wise erotic dancer once told Dwight Schrute in The Office: ‘Secrets, secrets are no fun. Secrets, secrets hurt someone’.

In the Public Relations episode of Mad Men, two lies lead to very different outcomes with the press. While Pete and Peggy’s fake fight campaign leads to great coverage and increased sales, it puts the agency’s reputation at risk and costs bribe/hush/bail money down the line.

For Don Draper, he doesn’t open up in his interview with Advertising Age, which damages the agency’s reputation, threatens client accounts and leads to his reputation as an enigma (not in a good way). In this clip he decides to reverse that, opening up to the Wall Street Journal, which is delighted to finally get the truth.

Cover-ups and lying lead to reputational risk for you and your brand. A better story can be found in telling your brand’s truth, and it is ultimately what the journalist is after. It is also possible to recover from bad press with good press, just as Don does, as long as you have your strategy aligned with your truth and your business goals.

6. Control your narrative in a crisis

Crises happen – whether it is a supplier’s disgruntled watermark or something a bit less niche. Best practice is to have a crisis comms plan already in place for every eventually, but if not, decide how you want to respond and get ahead of the story​.

It is key that all your stakeholders are fully briefed and stick to the agreed statement, message or lines to take.

Also, make sure your response is proportionate to the crisis and targets only the stakeholders that need to be targeted.

7. Don’t be a stereotype

PR has a PR problem. People who don’t really ‘get’ public relations may scramble for examples from TV and film in a bid to understand how it works. But as we all know, those examples often aren’t good and don’t reflect the PR and communications we see every single day.

So, the last lesson is don’t be a stereotype, which really means be proud of the excellent work you’re doing in PR. And keep it up!

 

Not only does Vuelio support thousands of clients with all their PR and comms software needs, we also post heaps of PR content and welcome guest posts. For more information, get in touch with our Content Manager Phoebe-Jane Boyd. 

 

Stephanie Forrest

PR Interview with TFD – Think Feel Do founder and CEO Stephanie Forrest

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‘I love tech – you never stop learning,’ says Stephanie Forrest, CEO and founder of disruptive technology agency TFD – Think Feel Do.

Having specialised in technology since her first job almost 30 years ago, Stephanie has since worked with influential tech disruptors including Motorola, Skyscanner and many more.

With tech more important than ever when it comes to connecting people across the world, Stephanie shares what makes the tech sector different to others in the PR industry, what everyone should be planning for and the importance of taking time to rest (luckily, there’s plenty of tech out there to help with that).

How did you originally get into the emerging tech comms sector, and what keeps you in it?
From my first ever job almost thirty years ago I’ve been working in tech. I basically fell into tech and have never looked back. Also, I have been extremely fortunate to work with some of the really great tech disruptors. Companies like Motorola changed the way that we communicate. It was Motorola, for example, that developed the first mobile phone . Also, the people that I’ve worked with have been hugely inspirational. People like Margaret Rice-Jones who was previously the chair of Skyscanner when it was sold for £1.4 billion to Ctrip.

As the founder of TFD – Think Feel Do, what were your original aims for the agency – what did you want to do differently to existing agencies out there? And how did you come up with the name?
I love the name. I knew straight away that it was right. I was reading an article, in the Harvard Business Review no less, that talked about Think Feel Do as a marketing framework, and it really spoke to me. Think is about understanding your audience and environment; feel is about the channels you engage with your target audience through and do is about how you reach them.

I set up TFD – Think Feel Do as I feel strongly that the relationship between agency and client needs to change. There needs to be a partnership between companies and their agencies. It’s about mutual success. And this is what we’ve aimed to do. We are passionate about what we do, and we work as an extension of our clients’ team, their strategy and how they think. In a number of cases, we are our clients’ marketing team. It’s really rewarding.

How did the pandemic impact the way you work, and do you think the changes it has made to the wider PR and comms industry are here to stay?
In some ways we can work anywhere so the impact was, to a degree, limited. On the other hand, as communicators we tend to like being around other people and we thrive on human interaction and collaboration that being in the office allows. Well, I do, anyway! Looking after the team has never been more important. We’ve been supporting the team’s well-being since the business began but this has become even more important over the past few years. We have a quarterly wellbeing budget for example that the team can use to buy a yoga mat or join a class that they love. We’ve also got one of the team going on a sabbatical this summer. This need to really take care of the wellbeing of people is definitely here to stay and so is greater flexibility of how and where you work. It’s a great thing to have come out of the pandemic.

What are the biggest differences between the tech sector and others in the PR industry?
Overall, if you work in tech you have to be able to handle often complex industries that are constantly evolving. There’s a lot to understand, keep up with and learn so to be successful it makes a big difference if clients see you as part of their team. The other big difference is you have to be even more creative in some ways to make a product, for example, easier to understand or interesting to a larger audience.

Are the creative industries doing enough to encourage diversity within their workforces?
Although there are a number of great initiatives, there’s a lot more to be done to drive diversity. One key area that needs to change still is paid parity between employees. It’s disappointing to me that this is still a point that companies haven’t resolved.

What are the big trends in tech that fellow comms people, and the media, should be planning for over the next year?
A key area to focus on is how do you build meaningful engagement with customers and prospects post pandemic from building awareness to driving sales leads to business growth in the hybrid world that we are now in. My advice would be to focus on storytelling as this is more important than ever, as is driving cut through.

Which media helps you stay ahead of trends?
I am lucky enough to work with some amazing CTOs so I get to hear and see first-hand about some of the trends and products that will be coming to market. My go-to read is the FT but I also like to tune into the #mouthwashshow on Twitter hosted by Paul Armstrong. I really enjoy listening to podcasts to stay ahead of what’s happening. The Pivot podcast series is one of my favourites but anything Scott Galloway does is generally interesting and insightful!

Check out our previous interviews with practitioners working across all sectors of the industry here. 

Does the Research Excellence Framework (REF) Have a Sustainable Future?

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The results of the Research Excellence Framework (REF) for 2021 have just been revealed – the first since 2014. REF is a UK-wide assessment carried out by four education funding bodies, assessing over 76,000 academics at 157 universities. The final ranking determines the amount of quality-related research (QR) funding that universities receive from the Government each year for the next seven years. 

While many have opted to celebrate the stronger diversity of nationwide results this year, the overall system has also been heavily criticised by unions and independent researchers. In the week that followed the results on 12 May, we analysed the trending areas of discussion among 133 journalists across 515 UK-based publications, alongside 34 journalists across 102 international media outlets.   

Strong Distribution of ‘World-leading’ Research  

84% of UK research assessed by REF has been dubbed as ‘world-leading’ or ‘internationally excellent’. Oxford University had the highest volume of world-leading research and made the largest submission of research compared with any other university, submitting more than 3,600 researchers in 29 subject areas. (Mail Online, 12.05.22).  

The term ‘northern powerhouse’ was trending in the first two days, with 162 articles referencing the strong representation of highly ranked universities in northern regions of the UK. The leading example was University of Northumbria, which was mentioned 189 times for soaring from 52nd to 28th in market share of future funding. Of this selection, 90% of all articles featured a quote from Andrew Wathey, Northumbria’s vice-chancellor, who commented that the achievement will move them ‘into territory formerly the preserve of the Russell Group’ (The Independent, 12.05.22).  As a result, the ‘golden triangle’ universities have lost 2.4 percentage points since the 2014 REF results, a statistic shared 85 times by both regional and national publications.  

Similarly, Scottish universities received strong prominence due to every institution in the region delivering ‘world-leading’ research (The National, 12.05.22). Among the 62 Scotland-focused articles across several UK news sources, 23% featured the terms ‘Scottish universities’ and ‘world-leading research’ in their headlines. 

Diversity and the ‘Levelling-Up’ Agenda 

As REF results are only released every seven years, a leading point of discussion in this cycle has been the ‘even spread’ of success in all four nations across the country (Mail Online, 12.05.22). This term has been used 155 times across UK and international media outlets, highlighting newfound diversity and funding allocated to universities outside the Russell Group.  

The Government has used this opportunity to outline how such results support the ‘levelling-up’ agenda, a seven-year plan to reduce (primarily economical) imbalances and increase public investment in areas outside the Southeast of England by 40%. The agenda has been mentioned 164 times by national news and business publications, as well as in a small percentage of coverage in North America, Australia and New Zealand. 96% of this coverage featured a quote from Steven Hill at Research England, and subsequent Chair of the REF steering group: ‘There’s lots of myths about where our research excellence is, but the truth is that it is more broadly distributed, as the results from this exercise show’, adding that the UK research system is ‘well placed to meet the Government’s ambitions for levelling up’.  (New Scientist, 12.05.22). An article by The Independent, titled ‘University research triumphs will help with levelling up agenda’, was syndicated 143 times by local and regional press such as The Reading Chronicle, Cotswold Journal and South Wales Argus. 

Share of Voice: Prominence of REF Opinions  

Hidden Layers of Inequity 

While almost 78% of coverage shares either a positive headline, themes or ‘levelling-up’, many unions and independent researchers have described the REF process as a ‘bureaucratic nightmare’ which can ‘entrench inequality’ given how the results impact funding allocations (Evening Standard, 11.05.22). Dr Jo Grady, General Secretary at University and College Union (UCU), has the strongest share of voice for those in opposition of REF. Grady’s critique has been quoted 93 times since the results were released on 12 May, also taking to Twitter to expand her reach: 

Trending Areas of Criticism in UK Media 


 

 

Multiple trending areas of controversy have emerged in and out of UCU, primarily being:                             

 

Poor Working Conditions  

With almost three in four researchers set to leave higher education, multiple unions across the UK have described the celebrations as ‘unfair’ and ignorant (Daily Mail, 12.05.22). UCU released a public statement describing vice chancellors as ‘utterly hypocritical’ after ‘severe cuts’ to researcher pensions, adding that they are ‘hijacking and seeking to capitalise on the hard work of research and academic related staff’ (UCU, 12.05.22).  

 

Excessive Cost on Public Funds 

While the ethics and structure behind REF have been heavily debated, one aspect that most parties agree with is the excessive administrative burdens and use of public funds. Between just the 2008 and 2014 exercises, costs increased from £66 million to £246 million. A combination of 31 university new sources, education journals and regional news publications have shared their concerns, leading some members of REF funding councils to recognise the ‘radical shake up’ that may be necessary to create a sustainable and ‘healthy research culture’ (Nature, 12.05.22). A professor at Cambridge University added that the costs exceed far beyond monetary value – the REF now ‘looms over the daily lives of institutions and individuals like a massive headache’ (HEPI, 10.05.22).   

 

Unfair Evaluation Methods 

Approaches used to assess university research have also been questioned, as many requirements are not attainable in all disciplines. For example, use of citation data is cautioned as an indicator of quality. Scholars in arts, humanities and many social sciences are particularly critical of this approach, not least because many publications in these fields extend well beyond traditional academic journals into books and physical objects (to include, for example, paintings). Catriona Firth, the associate director for research environment at Research England, is one of many who believes this has a negative impact on the type of work carried out at universities: ‘What institutes think is going to be valuable in the REF is what they encourage staff to do and what they invest in’ (Nature, 12.05.22). Another argued that the process was ‘dampening initiative and originality’, replacing ‘the object of desire (good research) with its proxy’ for the sake of a higher ranking (HEPI, 10.05.22).   

 

Political Engagement  

This year’s REF results have cut through to Parliament with a Early Day Motion being tabled to congratulate the University of Dundee on it’s performance by the SNP. Elsewhere, Paul Howell MP congratulated Northumbria University on its leap to No23 in the latest ranking. Daniel Zeichner MP spoke of the exercise as evidence of UK universities success, arguing this should be the focus of the Government instead of the ‘stoking [of] culture wars’ which has dominated debate in recent years.     

The framework received criticism in the House of Lords, with Viscount Hanworth referring to it as part of a burdensome audit culture. Blogs posted on the Higher Education Policy Institute reiterated that it is a ‘highly complex system of assessment’, but did caution that reforms should not aim not to throw the baby out the bath water.  

The University and College Union were also critical, drawing comparisons between universities celebrating their REF results with the reality for university staff, two-thirds of which they say ‘are considering leaving the sector’.  

  

MP Engagement  

Professor Geoff Rodgers noted the obligatory celebrations of Universities post- REF results are one of the most important aspects of the design of the whole exercise for the sector’s interaction with the Government. However, given only 13 MPs tweeted about REF in response to their local universities’ success, there may still be some way to go.   

 

The Future of REF: 2028 

The future of REF is uncertain. While steps towards the ‘levelling-up’ agenda suggest more diverse funding opportunities, Nick Hillman, director of the Higher Education Policy Institute, warned that there was ‘no consensus on the value of the REF’. The Labour Party has described the REF as ‘discredited’ and the current shadow minister for science, research and innovation, Chi Onwurah, has complained it ‘encourages a cut-throat environment’, calling instead for more ‘strategic direction from the Government’ and ‘a more equitable funding formula’ (University News, 13.05.22). Moreover, Peter Mandler, professor of Modern Cultural History at the University of Cambridge, believes REF is ‘no longer all that much about excellence or even about research’. In his blog with HEPI, he described the ‘sketchy’ assessment of university impact and environment as a ‘dirty secret’ within the REF system, adding that the whole process is less of a research assessment and ‘more of a public-relations assessment exercise’. Though a professor at one of the ‘golden triangle’ universities, Mandler is one of many in favour of the radical shake-up – or beyond that, to simply ‘rip up the rulebook and start again’ (HEPI, 10.05.22).  

Want to understand more about this story and data, or find out how the Vuelio Insights team can support you? Get in touch. 

Economic Crime Manifesto is launched

Economic Crime Manifesto is launched

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Rt Hon Dame Margaret Hodge MP and Kevin Hollinrake MP, Chairs of the APPG on Anti-Corruption and Responsible Tax and the APPG on Fair Business Banking, launched their ‘Economic Crime Manifesto’ last Thursday. The Manifesto comes as the Economic Crime and Corporate Transparency Bill was announced during the Queen’s Speech last week.

Dame Margaret Hodge noted the £290bn a year that is lost from the UK economy through ‘dirty’ money, with London as a laundromat for washing dirty cash. As the biggest financial centre in the world, the UK now has an unique opportunity to take leadership and to clean things up. Set out in the Manifesto is a cross party set of proposals with an aim to make real change.

The Manifesto calls for the Government to consider four principles for reform in its new Economic Crime Bill and beyond:

• Transparency – identify who really owns companies, trusts and assets so that law enforcement, journalists, civil society and more can readily follow the money
• Enforcement – toughen up policing agencies with enough resource to consistently enforce existing laws and deter wrongdoing
• Accountability – empower Parliament, journalists, civil society, the courts and whistle-blowers to unearth criminality and hold Government to account
• Regulation – strengthen supervision of the professions so that enablers of economic crime answer for their actions

In her speech, Dame Margaret Hodge talked in more detail about these four principles. On transparency, she argued that the Foreign Office must ensure that public registers of beneficial ownership in the Overseas Territories and Crown Dependencies are faithfully implemented by early 2023. Moreover, they want the register for overseas entities to be introduced with speed and for the UK trust register housed in HMRC to be much more transparent.

On enforcement, she noted that key national level agencies continue to suffer real term declines in budgets – the National Crime Agency has seen a real term decrease in its budget of 4.2% in the past five years, while the USA is significantly expanding capacity. She thinks the Treasury should at the very least increase spending targeted at economic crime enforcement to £300m in this Spending Review to match private sector funding raised through the economic crime levy. The Government should also establish an Economic Crime Fighting Fund with a proportion of proceeds reinvested to fight economic crime.

Kevin Hollinrake noted a lack of accountability, stating his belief that the Government should legislate to introduce new ‘failure to prevent’ offences for economic crimes that applies to both companies and senior executives. On the topic of criminal liability, during Treasury oral questions this week, Kevin Hollinrake noted that NatWest and HSBC have been hit with big fines for facilitating money laundering, and Danske Bank will probably see a fine of £2bn for £200bn of money laundering. He said this is seen not as a deterrent, but as a cost of doing business for these big banks. He asked whether the Minister agrees that the only way that we will tackle this is through criminal prosecutions both at a corporate level and of senior managers. The Economic Secretary to the Treasury John Glen mentioned that the Law Commission is undertaking an in-depth review of laws around corporate criminal liability for economic crime will make an announcement on this subject imminently.

On accountability, Dame Margaret Hodge suggested a new Select Committee of both Houses, which will hold agencies accountable for activities related to economic crime. Moreover, Kevin Hollinrake mentioned that most cases don’t come to light because of enforcement agencies but from whistleblowers. He added a request for the establishment of an Office for Whistleblowers to provide protection and compensation for those who speak out and uncover economic crimes.

Lastly, Dame Margaret Hodge called for smart regulation, not more regulation – recent data shows that 4 out of 5 of professional money laundering supervisors don’t have a proper system to supervise members of their professional organisation. She called for a  complete overhaul of how supervising bodies work, noting that at the moment banks fill in a Suspicious Activity Report (SAR) form when there is a suspicion of activity, but in 2019/2020, there were 500,000 SAR forms filed yet the NCAs Financial Intelligence Unit only has 118 employees to scrutinise them.

To conclude, Kevin Hollinrake stated that ‘one of the real opportunities with where we are today is that this is right in the viewfinder of Government because of what has changed in Ukraine’. When asked about the possibility of vested interests preventing the manifesto’s measures from being implemented, Kevin said that while vested interests are still there, and there will be a pushback, there is a better mood within Government than ever before. Dame Margaret Hodge noted they are building a strong cross party coalition and are getting more and more confident they will build a strong consensus.

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

Building LGBTQ+ inclusion into your PR and comms campaigns

Building LGBTQ+ inclusion into your PR work and workplace

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We recently caught up with co-chairs of PRCA’s relaunching LGBTQ+ Network Katie Traxton and Emma Franklin-Wright to find out why inclusion initiatives are so important for workplace wellbeing and the evolution of the creative industries.

Watch our previous accessmatters session with ProudFT’s Cassius Naylor on inclusion in the media industry.

Need tips on where to start with launching your own support network, ready to fight media misinformation, or just want to know more about being a better ally to the community? Katie and Emma have extra advice and insight on how to build inclusion into all aspects of work in PR and comms.

With some corners of the UK media industry under fire for their coverage of the transgender community, can the comms industry help to combat misrepresentation?

Katie Traxton: It’s important firstly to remember that while we often speak about the LGBTQ+ community as one group, no one part of that community represents the whole and different groups are on different stages in their journey to being accepted for their true selves.

The first event I did when I took my position running the PRCA’s LGBTQ+ group was with transgender racing driver Charlie Martin. It was important to me for our first event to be with a trans speaker, who is inspirational, was happy to share her story and is bursting with talent. For any of you who don’t know who Charlie is, look her up. She’s become a friend and is a role model for so many people – men and women, trans and cisgender.

In terms of the media; don’t believe everything you read. The press has a responsibility to think to before they speak, but we also have a responsibility to think before we accept or repeat everything we read. Do your research. I know it’s almost impossible on any subject to say something everyone will agree with, but balance and accuracy should be basic principles of all reporting. I’m not sure that at present both sides have their voices shared equally.

It’s also important to remember that while publishers want to sell papers, get viewers or clicks or subscribers or be top in any other metric, they’re discussing real people’s lives. It’s a privilege to be given access into another person’s life and a responsibility to treat that access with care. Not everyone sees it that way, but they should. We’d all be better off. Imagine being the one whose private essence is being interrogated in a public spotlight.

Emma Franklin-Wright: The point around sharing both sides of an argument is interesting. I’ve seen so many trans people say that they decline media opps as they don’t want to put themselves in that position where their identity is being put up for debate in front of the nation. They know the sorts of people they will be put up alongside and just know how it will be for them.

Some things we absolutely should debate, but people’s right to exist isn’t one of them. Impartiality is discussed around trans people like it is a discussion about town centre planning and whether or not you should pedestrianise a town centre. It’s embarrassing and offensive to trans people to say denying their right to exist is a ‘debate’, so maybe the media (and us as communications professionals) can stop making every mention of trans people a ‘debate’. Simple representation – such as the Starbucks ad I mentioned or the character of Elle in Netflix’s brilliant Heartstopper series – humanises trans people in a way that debating them for political point scoring does not.

No support networks and initiatives in place at your organisation yet? There are still many ways to support LGBTQ+ colleagues…

Katie: Don’t make assumptions. Don’t think or speak on behalf of individuals or any group of individuals based on what you believe to be their truth, their perspective or their needs. Talk to your LGBTQ+ employees or colleagues, listen to them and then work together to make sure you’re creating an inclusive environment. Seeing LGBTQ+ role models in leadership is also important. All of us look up to people who for any number of reasons we feel an affinity with and if you don’t see an organisation welcoming people from diverse groups at leadership level, then it’s easy to start questioning the opportunities for you as your career progresses.

Emma: Speak to them – make sure it feels an emotionally safe space for them to come to you with what they need. Also, remember to ask yourselves ‘what if’ questions. What if someone in your team tells you they are changing their pronouns to reflect their gender identity? What if someone asks you about your parental leave policy? What if they need medical time off while transitioning? Are you ready for those things? Try and think proactively and not just reactively about how you create a safe and supportive working environment for LGBTQ+ workers.

Want to start your own inclusion network or group at work? Help is on the way…

Emma: One thing we are very aware of is that different agencies and organisations are at different stages of their journey on LGBTQ+ inclusion. Sometimes that is to do with the size of the agency but not always. One of our big priorities this year is to work with relevant organisations to create a tool kit that any agency can use to help them set up their own ERGs. Stay tuned!

Fancy getting involved with the PRCA’s LGBTQ+ Network? 

‘Email [email protected]! It’s literally that easy. Do it! We want to hear from you!’

Check out our full interview with Katie Traxton and Emma Franklin-Wright and find out more about the relaunch of the PRCA’s LGBTQ+ Network. 

Want more on inclusion in the PR and comms industry? Catch up on our accessmatters sessions, covering topics including social mobility, anti-racism, mentorship and more.  

The pain points of a marketing campaign

The pain points of a marketing campaign

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This is a guest post from Yasmin Russell, head of marketing at digital agency Engage.

Yasmin Russell, Campaign

There are a number of things that can cause issues during a marketing campaign, from KPIs to time, however there are things that can be done to mitigate these problems and even solve them to ensure a campaign runs effectively. 

KPIs
It’s essential to establish the KPIs of a campaign early on. Not having clear KPIs when starting a campaign can lead to unrealistic targets being set, or KPIs that don’t reflect what the client is looking to achieve with the campaign.

Realistic KPIs, in particular, are crucial. A client’s expectations must be managed to ensure achievable goals for a campaign are set at the start of the relationships. There’s no point in having a client expecting to achieve one million followers in one month, for example, as this generally simply isn’t possible.

The user journey
If the full user journey hasn’t been considered, it’s very likely that there’ll be touchpoints that are missed which therefore don’t portray a consistent message, including copy and creative.

It’s important to ensure the campaign offers users or consumers a cohesive journey to keep them on the right path that aligns with key objectives, such as awareness. A cohesive user journey can be developed through a number of avenues such as making sure the campaign has a consistent look and feel to support memorability, or ensuring every step of the journey is optimised to support conversion.

The audience
It’s very easy to forget that the audiences you’re trying to target are actually made up of individual people. Marketing is about giving an audience what they want, not what the marketer or company wants.

People are increasingly savvy to overtly advertising content. People will often go online to achieve a goal, escape, be entertained, or informed, and content and campaigns should be tailored to meet these goals.

A campaign shouldn’t just be posted and begin running. It’s important to build a community and rapport with an audience. This can include replying to DMs in good time, responding to comments, and resharing tagged posts.

Taking the target audience on a journey through a campaign and considering all aspects of the marketing funnel is crucial, as people are often unlikely to part with their money on the first touchpoint.

The checkout journey
The checkout journey is crucial to engage users and encourage repeat purchases. It’s very frustrating for a user to reach the point of purchase, only for them to give up because the checkout journey takes too long or some of the fields are broken.

Offering Apple Pay, PayPal, Google Pay and other systems, alongside taking the time to optimise and user test this part of the journey is very important.

More time
Campaigns can always do with more time than is available, particularly for any company trying to reach a seasonal deadline. For example, receiving a Christmas brief in December isn’t ideal.

Working one month ahead is a good place to start, while big seasonal events should ideally have planning and ideation begin at least one quarter in advance. By setting realistic goals and expectations a marketing campaign will run much more smoothly, and be more likely to achieve the KPIs that have been set.

Feedback
Feedback on a marketing campaign can be tricky to navigate, particularly when balancing best practice with brand requirements and personal opinions.

There’s always going to be a degree of both subjective (for example, disliking text colour), and objective (the price being incorrect) feedback. It’s important to rationalise any choices and keep an open dialogue on these points. As for objective feedback, the more detailed the brief and the more people that proof the campaign before it goes live, the less likely objective feedback will be required.

For more on building strong campaigns, read this guest post from Taxi For Email’s Email Evangelist Elliot Ross on how to build strong foundations for a successful email campaign.

Jane Latham from Splendid

Supporting mental health in PR beyond Mental Health Awareness Week

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In this guest post, practising therapist and Head of Wellbeing at Splendid Collective Jane Latham shares her advice for agencies, in-house teams and professionals on how to keep a balanced mind in this fast-paced industry.

While calendar moments like Mental Health Awareness Week serve as great reminders, mental wellbeing is a conversation that needs to be sustained above and beyond crunch points and calendar hooks. But for employers and professionals alike, thinking about tackling mental health and wellbeing can be daunting – perhaps now more than ever, given the range of challenges currently being faced in the industry.

As a ‘Human Givens’ therapist, I’m a firm believer that The Human Givens approach is a helpful starting point. This approach is based around the insight that, as humans, we have emotional needs which evolved to support our survival as a species. They can be categorised into eight need states: security, control, status, headspace, inclusion, connection, development and purpose. In the workplace particularly, when our needs for security, control and status are not being met, we will feel stressed, undermining our ability to perform to the best of our ability across all aspects of our life.
On a busy day, it’s easy to ignore the signs of stress building up and continue to plough on, ending the day feeling tired and emotional. However, if we can start to recognise how we are feeling, moment to moment, we can develop an awareness of any emotional arousal, and take action to address it before stress takes hold.

Using a calming technique such as slow breathing can then help. It works because it helps access the rational mind, so we can validate the emotions and put them into perspective as understandable, given the circumstances. With practice we can also learn to override any negative self-talk and be kinder to ourselves, putting us in a better place to address the issue that has arisen.

Identifying which of our three basic emotional needs are being undermined can also help to inform the best course of action. For example, a heavy workload will undermine our need to feel in control of our lives, as well as our needs for status and security, as we start to worry that we can’t do everything. We can restore a sense of control by writing down a schedule for the week and meeting with a manager to discuss priorities. We could also choose as our next task something that makes us feel good about ourselves, or remind ourselves of all the things that went well in the past week, restoring our sense of positive status.

This simple approach can be applied to the people we work with, too. Imagine being let down by a member of your team missing a deadline. Any feelings of anger that arise can be validated as understandable given the situation, but do not need to be expressed strongly to the team member, who is likely to be feeling pretty stressed already. Instead, being kind and understanding towards them will help restore their sense of security and status, lowering their stress levels and therefore enabling them to get on and complete the work. Afterwards, you can review the situation, discuss how to meet future deadlines together and learn from it.

It’s worth recognising that kindness, towards ourselves and others, can be a powerful tool for restoring emotional balance, and it’s a theme I return to throughout all my wellbeing workshops at Splendid.

Fundamentally, the emotional needs framework helps to remind us that everyone is human. Over the longer term, applying this simple approach to all that we do at work will help us to feel better about ourselves and be more understanding of the needs of others, improving performance across the business.

Jane currently divides her time between her Head of Wellbeing role at Splendid and seeing private clients as a Human Givens therapist. Jane will host the free webinar ‘Feel Human at Work: an Introduction’ for all professionals working in the communications industry on Wednesday 18th May from 5-6pm. Learn more and register your place here. Further information on the Human Givens approach can be found at HGI.org.uk

Emma Franklin Wright and Katie Traxton

‘Inclusion isn’t a bolt-on’: Interview with PRCA LGBTQ+ Network co-chairs Katie Traxton and Emma Franklin-Wright

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Pictured: Emma Franklin-Wright (left) and Katie Traxton (right).

‘We need to make sure that the industry understands the work we’re doing is integral to creating an inclusive community that is better for the individual and better for organisations,’ says Katie Traxton, co-chair of the PRCA’s LGBTQ+ Network.

Having relaunched the network in March of this year, Katie and co-chair Emma Franklin-Wright are ready to make real change in the industry. Read on for what’s coming up from the group and which organisations and campaigns are getting it right with representation.

What prompted the relaunch of the LGBTQ+ Network?
Katie Traxton: I took over running the PRCA’s LGBTQ+ group in mid-2019. At the time we were starting from scratch. Since then – including navigating moving online during the pandemic – we’ve built firm foundations, discovering what works well, how we can make the biggest possible impact and assembling a committee who are now raring to go!

Of course, the most important change in that time was Emma joining me as co-chair. We all need allies, in work as in life, and I so value being able to put our heads together on how best to make a positive difference. With all that in place, it seemed like the ideal time to relaunch as a network ready to gather as much momentum as possible over the weeks, months and years to come.

Emma Franklin-Wright: I’ve been involved in the network for about a year, and in that time have realised that to fulfil the potential for positive impact we can have on our industry, we needed to grow. That’s partly about having shared resource and support, but also different points of view both across all identities within the LGBTQ+ community and different types of PR and Communications professionals. A small independent agency has different challenges in inclusion to a global network which is in itself different to an in-house division.

It was obvious Katie and I couldn’t cover everything ourselves so we wanted to relaunch the network, bring in a new committee, and really see how we can make a difference to the industry.

What are your big aims for this year?
Katie: Raising our profile is a must, but we don’t want attention for attention’s sake. It’s important we have something substantive, relevant and actionable to share. We also need to make sure that the industry understands that the work we’re doing isn’t a ‘bolt on’. It doesn’t sit alongside everyone’s day-to-day. It’s integral to creating an inclusive community that is better for the individual and better for organisations.

Emma: Katie and I have created two work streams for this year, one around raising our profile and creating educational and informative external events and blog posts, and one around creating research and resources that help employers in PR and Communications understand how to create inclusive workplaces. I’m leading the latter so obviously I’m going to say I’m most excited about that! We have seen a record number of new agencies start up in the last two years, so creating a tool kit of resources that means it doesn’t matter if you are in a large agency with a dedicated DE+I team, or a small start-up, you can create an inclusive environment for LGBTQ+ staff.

Why did you want to get involved with the LGBTQ+ Network? 

Katie: Creating inclusive, welcoming, accessible cultures is important to me and it’s my belief that to be inclusive we all need – and need to be – active allies. It’s so much easier to speak up on someone else’s behalf than on your own. For me, having the chance to work with an incredible group of people to help the PR and communications industry ‘show up’ for the LGBTQ+ community as colleagues and consultants was one I couldn’t pass up. It isn’t an opportunity that only relates to the LGBTQ+ community, either. We should be aware of all under-represented groups in our workplaces, the benefits of having input from diverse minds and championing an environment where everyone can thrive.

Emma: Katie asked me to join a PRCA panel in early 2021 – I’m something of a serial joiner, so afterwards when she asked if I would join the committee I, of course, said yes. The PR and Communications industry has such power to shape the narrative around LGBTQ+ inclusion. I see so much incredibly frustrating reporting and representation – especially around trans and non-binary inclusion – and just think if as an industry we harnessed our potential to impact on this we could make a real difference.

Are the comms and creative industries doing enough to support LGBTQ+ members of their workforce?
Katie: It’s hard to define ‘enough’. The simple answer is ‘no’, but the real question isn’t about where we are now, which we can all judge based on personal experiences, it’s about what the plan for progress is. I’d like to see industry-wide commitments to creating inclusive work and workplaces.

Emma: The workplace advocacy report we ran with YouGov last year suggests things could be better – 20% of respondents said they had been discriminated against based on their gender or sexual identity and 29% of respondents were not aware of any LGBTQ+ colleagues holding senior leadership positions. Really though the only people who can answer this question are those leading the workplaces. They need to ask themselves this question, and not only look at what is happening in their workplaces now, but ask some tough ‘‘what if’if’ questions as well. What if a member of your team comes out as trans or non binary – is your workplace set up for them? What if someone raises an instance of discrimination to you – how will you handle it?

Is the comms industry inclusive enough in its creative and campaign work?
Katie: Again, it’s hard to treat the entire industry as one entity. There will be pockets of great, inclusive work, there will be places where unfortunately work does still tend to be exclusive of under-represented groups, and then there’ll be the times where ‘inclusive’ creative and campaign work is borne from a desire to be perceived as inclusive rather than from an inclusive reality. Work can therefore become tokenistic or guilty of virtue-signalling, which is a step in the wrong direction. It’s easy for all of us to get wrapped up in our own communities and concerns, but it takes the same amount of energy to look out for someone else as it does for yourself, so if we all look out for each other, then we don’t lose anything and we gain a lot.

Emma: I agree with Katie – it varies hugely. Often, we need to communicate a lot in a short space of time so we fall on stereotypes to make sure people ‘get it’. For an industry that talks so much about impact we often forget that crucial element – what is the human impact on the people we are representing?

Which brands/organisations in particular do you think have been doing a good job on inclusion with their campaigns and approaches over the last few years?
Katie: My background before working in wider sport and entertainment was the automotive/motorsport industry and I loved the Renault Clio ad that told the love story of a same-sex couple over multiple decades, showing real depth, emotion and making you care.

The Gillette ads where a father shows his transgender son how to shave are also really powerful, taking the most ordinary of daily activities and infusing them with human connection. Of course, lots of other brands/organisations do great creative work that celebrates other under-represented groups; I love the Maltesers ads featuring disabled actors. They’re brilliant.

Beyond the connection you may feel to a single piece of content or even a campaign that makes you care though, what’s important is – what next? Is the brand recognising its responsibility? Is the content underpinned by a commitment to act and support groups who are often marginalised? I think that the most important lesson you learn when campaigning for inclusivity is what questions to ask yourself and others. No one has all the answers – I definitely don’t – but remembering to ask the important questions and hold yourself to account is a big step in the right direction.

Emma: I think authenticity is key – the Clio ad Katie references made sense as they were celebrating thirty years of the car model. There was a nostalgia and emotion to the story that just made sense.

The one that really gets me is the Starbucks ad where a young trans guy is getting dead named by friends and family then you see their joy and relief in seeing their name written on a Starbucks cup. The ‘what’s your name’ moment, and writing on the cups, is intrinsically linked to Starbucks so as an ad concept it makes sense. What’s as important is they backed it up with in store donations to Mermaids. That’s authentic representation and brave representation.

As a football fan I also loved a really sweet advert by Deutsche Bahn called ‘The Fan’ from a few years ago where you see a football fan follow his team all over the country then at the end you realise the star striker is his boyfriend.

For more on inclusion in the PR, comms and media industries, catch up with our accessmatters sessions here.

Bricks being laid ahead of the Queen's Speech

Which housing bills could be in the Queen’s Speech?

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Six bills were passed last week ahead of prorogation – the end of the parliamentary session, which brings nearly all parliamentary business including most bills and all motions and parliamentary questions to a halt.

These six bills include the Building Safety Bill – now the Building Safety Act – which lays out the Government’s attempt to overcome the building safety crisis following the Grenfell tragedy in 2017. It has faced opposition from peers in recent months but received Royal Assent just before the end of the parliamentary session, on 28 April.

The Act details how leaseholders caught up in the crisis will be protected from paying for repairs to the buildings where they live. Secretary of State for Levelling Up, Housing and Communities Michael Gove recently announced a mechanism for property developers to pay up to £5bn to cover the costs of remediating cladding in buildings between 11 metres and 18 metres in height, as well as a building safety pledge to force developers to carry out works. But campaigners have warned the new legislation does not go far enough. Lib Dem Levelling Up, Housing and Communities spokesperson Baroness Pinnock told the Lords that the Bill’s passage through the House was a ‘shattering defeat’. The UK Cladding Action Group have said that its next steps ‘will be to look at the secondary legislation and lobbying to make sure that it comes with protections for leaseholders’.

The beginning of the next parliamentary session begins on 10 May, with the Queen delivering a speech to Parliament to outline the Government’s plans for the coming year. It is an important year as it is likely to be the last year major legislation is taken forward before the next general election, expected in 2024. Written by Government ministers, the speech details a list of Bills – but not everything announced in it is guaranteed to become law. The Prime Minister brings the list of Bills to the attention of MPs before the Leader of the Opposition has the chance to respond, and then in turn all other MPs.

It had been expected that the Planning Bill which was announced in the 2021 Queen’s Speech may be taken forward into the new session, however, several newspapers have suggested that planning reform will not be addressed through standalone legislation due to back bench Tory and opposition MPs’ concerns that the proposals in the Planning Bill would mean less elected councillor scrutiny over individual planning applications and less public involvement in the planning process. Some measures on planning reform will instead feature in a new Levelling Up Bill.

Potential subjects of legislation for the 2022-23 session include social housing regulation. The Government’s Levelling Up White Paper features a commitment to delivering the proposed measures in the Social Housing White Paper to bring forward a Social Housing Regulation Bill. Giving evidence to the House of Commons Levelling Up, Housing and Communities Committee in February 2022, Michael Gove said that the Government hoped to introduce the Bill in either May or June 2022.

Another potential subject is leasehold and commonhold reform. On 11 January 2021, the then Secretary of State for Housing, Communities and Local Government Robert Jenrick stated that leasehold reform would be carried out through two pieces of legislation.

The first piece of legislation, the Leasehold Reform (Ground Rent) Bill, gained royal assent on 8 February 2022. The act sets future ground rents to zero, and, when in force, will apply only to new lease agreements. Retirement properties are also in scope of the act.

During the Bill’s Committee stage in the House of Lords in June 2021, the Minister of State at the Department for Levelling Up, Housing and Communities Lord Greenhalgh said that the Government aimed to pursue a ‘second tranche of reforms’ in the third session of this Parliament.

The Government has previously suggested that this may include:

  • Reforming the process of enfranchisement valuation that leaseholds must follow to calculate the cost of extending a lease or buying their freehold
  • Abolishing marriage value
  • Capping the treatment of ground rents at 0.1% of the freehold value and prescribing rates for the calculations at market value
  • Introducing an online calculator to ‘further [simplify] the process for leaseholds and ensuring standardisation and fairness for all those looking to enfranchise’
  • Retaining existing discounts for improvements made by the leaseholder and security of tenure, alongside a separate valuation methodology for low-value properties known as ‘section 9(1)’
  • Giving leaseholders of all types of property the same right to extend their lease ‘as often as they wish’, at zero ground rent, for a term of 990 years
  • Allowing continuation of redevelopment breaks during the last year of the original lease or the last five years of each period of 90 years of the extension, subject to existing safeguards and compensation
  • Enabling leaseholders, where they already have a long lease, to buy out the ground rent without the need to extend the term of the lease
B2B Influencer Marketing

The B2B alternative to influencer marketing

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This is a guest post from Jamie Barlow, managing director of Hyped Marketing.

If you’ve ever taken out a traditional print or TV ad, you’ll know how pricey they can be.

Unfortunately, ramped up costs don’t always equal effectiveness. And traditional ads don’t always offer the best return on investment. As such, many businesses are turning to influencer marketing.

But what is influencer marketing exactly?

On a basic level, it’s a type of social media marketing that uses endorsements from influencers who are viewed as experts in their field. Think of it a little bit like PR. Only, instead of getting exposure from publications, you’re getting it through individuals and their social channels.

Why is influencer marketing effective?
Influencer marketing works because of one crucial thing: trust. Think about it — how much do you trust messages from a business compared to those from your friends or colleagues? Or reviews on a company website compared to those from other customers on Google?

Over time, influencers have built up a loyal following of people, who hang on their every word, actively engage with them and trust that the recommendations they make are genuine. So, if you can get these individuals to spread your message, you’ll massively boost persuasiveness.

Plus, since influencers operate independently and create their own content, they are in control of how they portray your message (within reason). This promotes authenticity and can help you reach a specific target audience.

The rise of B2B influencer marketing
When it comes to influencer marketing, there’s no denying that B2B companies were late to the game. While B2C brands were establishing relationships with influencers, the B2B world was only just discovering social media.

But the reality is, influencer marketing is far more important for B2B than B2C. After all, the average purchase prices in B2B completely dwarf those in B2C. People are also less likely to gamble on purchasing B2B products and services as they would with consumer goods. So, word-of-mouth and influencer marketing are essential to drive leads and sales.

How to get into influencer marketing
First and foremost, you need to forget all about going after those big influencer names. They’re out of reach (and way out of budget for SMEs). Plus, people are starting to see through these mega-influencers.

Nothing compromises credibility faster than a tone-deaf endorsement from a high-profile influencer, who everyone knows was paid thousands for a single social post. Instead, you need to be exploring a more niche influencer marketing strategy — looking at respected speakers, authors, podcasters and commentators in your industry.

For one, a micro-influencer will also be a lot easier on your marketing budget. Secondly, even though these micro-influencers have much smaller audiences, their followers will invariably be far more engaged and switched on to what they have to say. Together, this means your cost per post engagement will be much lower.

It’s also worth pointing out that you’ve probably got a whole bunch of potential influencers sitting right next to you — your employees or colleagues! Collectively, your employees and co-workers will have far more connections than your company and appear much more authentic. So, you should never underestimate the value of employee advocacy and influence.

Encouraging employees to share relevant industry and company-related content is a great way to engage this often-overlooked resource. LinkedIn is a fantastic platform for sharing though-led articles and company posts via employees. In fact, employee re-shares of company-posted content often have more than double the click-through rate of the original post!

And a final piece of advice — don’t expect to see results overnight. B2B purchases involve multiple decision-makers, meaning it will often take much longer for the impact of influencer marketing to reach all these people.

For finding the right influencers and media contacts for your campaigns, book a demo of the Vuelio Media Database. To see how other brands are doing it right when it comes to connecting with influencers, check out our previous piece on the topic ‘Seeking: the right brand ambassador for long-term engagement‘.  

You can also find out more about the benefits of influencer marketing in our interview with author Chris Stokel-Walker ‘What next for YouTube and influencer culture?‘

Financial Services Queen's Speech Bill Act

Ahead of the Queen’s Speech: Financial services and possible legislation

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A Financial Services Bill – now the Financial Services Act 2021 – was introduced in the 2019–21 session and received Royal Assent on 29 April 2021. It contained a range of measures, including some related to Brexit following the end of the transition period and some aimed at making other improvements to the regulatory framework. At the time, Economic Secretary to the Treasury, John Glen mentioned the Bill was ‘an important first step in taking control of our financial services legislation’ but that a more ‘fundamental review’ of our financial services regulatory framework is needed.

Back in February 2022, the Financial Times reported that a Financial Services Bill is expected in the upcoming Queen’s Speech, which would ‘set out a regulatory framework for the City’. During an European Scrutiny Committee oral evidence session, Minister for Brexit Opportunities and Government Efficiency, Jacob Rees-Mogg also confirmed there would be a Financial Services Bill, to replace some retained EU law provisions.

The Government’s Financial Services Bill is likely to include a new Future Regulatory Framework. The Treasury launched in October 2020 a consultation on the Future Regulatory Framework, to determine how financial services regulation needs to adapt to be ‘fit for the future’. This was followed by a further consultation (which closed in February 2022) on its proposals, including giving regulators a greater focus on growth and competitiveness by introducing them as new secondary objectives for the regulators. In an article in The Times, member of the Treasury Committee and chair of the Fair Business Banking APPG Kevin Hollinrake, noted that ‘asking regulators to focus on industry competitiveness risks sowing the seeds of another financial crisis.’

There are a number of financial services regulatory reforms that have been highlighted as areas for possible legislation either individually, or within a wider Financial Services Bill:

  • Insurance capital requirements. In February 2022, the Government announced reforms to the ‘solvency II’ rules that govern capital requirements for insurance companies. A consultation opened in April 2022.
  • Access to cash. In the 2020 Budget, the Government announced it would legislate ‘to protect access to cash and ensure that the UK’s cash infrastructure is sustainable in the long-term’. The Treasury published a consultation document on access to cash on 1 July 2021, setting out its proposals. It is most likely that any such legislation would be part of a wider Financial Services Bill.
  • Insolvency arrangements for insurers. The Government consulted on reforms to insolvency arrangements for insurers. The response said the Government would continue to consult with relevant bodies and would legislate for reforms ‘when parliamentary time allows’.
  • Regulatory regime for wholesale markets. In 2021, the Government consulted on reforms to the regime. In its response, the Government proposed reforms that it said would create a ‘simpler and less prescriptive’ regime now that the UK has left the EU, while maintaining or improving regulatory outcomes.
  • Credit unions. In the March 2020 Budget, the Government said that it would bring forward legislation allowing credit unions to offer a wider range of products and services.
  • Regulation of stablecoins and cryptoassets. In April 2022, following a consultation in 2021, the Government stated that it intended to legislate to bring certain ‘stablecoins’ within the scope of regulation. A separate consultation on financial promotions for cryptoassets such as bitcoin concluded that regulations to reduce consumer risks would be introduced through secondary legislation.
  • Open finance and smart data. The FCA issued a ‘call for input’ on the wider possibilities of open finance in December 2019 and published a feedback statement in March 2021. The Government has also consulted in the area of ‘smart data’, publishing a response in September 2020. It said the Government would introduce primary legislation to mandate participation in smart data initiatives when time allows.

Check out the other Queen’s Speech speculation posts here. 

Health and Care Act

Health and Care Act 2022

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The Health and Care Bill achieved Royal Assent on Thursday (28 April), becoming the Health and Care Act 2022. The legislation will bring forward the largest reform seen by the sector in a decade. The Bill was first announced as the Government’s Integration and Innovation White Paper in February 2021 and introduced to Parliament in July that same year.

The reforms, which will see wide ranging organisational restructure to the health and care system, has three key aims: to ensure a focus on prevention, to deliver more personalised care and to improve overall healthcare performance.

A key change that the legislation will bring forward is the introduction of statutory Integrated Care Systems (ICSs). From July, it is expected that all of England will be covered by an ICS. These will aim to bring together NHS services, local government and wider system partners including the third sector to improve collaboration within healthcare planning. The Act will also implement improvements to patient safety and improve practices by establishing the Health Services Safety Investigations Body, an independent public body which will investigate incidents.

On public health, the Act introduces regulation on food and drink advertising by restricting the advertising of less healthy food or drink on TV. A 9pm watershed has been introduced, and a restriction on paid-for advertising of less healthy food or drink online. This policy was announced in the Government’s 2020 Obesity Strategy. The Act will also introduce new powers for the Secretary of State on the reconfiguration arrangements of local health services.

The Act also provides details on funding arrangements for personal care costs. Last September the Government announced its plans for a cap on personal care costs, so that people in England will not spend more than £86,000 on their personal care over their lifetime. In November, Health Secretary Sajid Javid added a clause to the Health and Care Bill which stipulates that the money paid by a local authority (means-tested support) towards meeting a person’s eligible care needs will not count towards the cap. The funding arrangements proved controversial as stakeholders, including the Institute for Fiscal Studies (IFS) and the Health Foundation, raised concerns that the new arrangements would benefit those with more assets who would see a smaller percentage of their overall wealth spent on care, compared to those with more modest assets. Despite efforts by the House of Lords to remove this Clause the Bill, it has been added to law.

This was not the only contentious part of the Bill. Parliamentarians in both Houses sought to improve the Bills provision on workforce planning. An amendment first introduced by Health and Social Care Committee Chair, and former Health Secretary Jeremy Hunt, would have ensured that the Government independently reported on NHS workforce numbers every two years. This amendment aimed to give clarity over the current workforce pressures and had wide support from over 100 health and care stakeholders. However, the amendment did not have Government support and despite being briefly added to the Bill during the House of Lords after it was picked up again by Baroness Cumberlege, it was ultimately removed during the ‘ping- pong’ stage of the Bill.

The passing of the Act has received mixed response. NHS Providers said that the lack of workforce planning in the Act is the ‘biggest, unwelcome, legacy of this act’ but overall welcomed many parts of the reforms including putting ICS on a statutory footing which it hopes will improve the ability of leaders to make significant improvements to the physical and mental health of their communities.

Focusing on health services, the Health Foundation also raised concern that the Act will not address the ‘existential threat’ of current staff shortages. It also suggests that gapping holes remain in the legislation, meaning that the reforms will not be able to address the backlog of unmet need, or growing pressures on services.

Many organisations have welcomed the Act’s provision on public health, including the Obesity Health Alliance which said the 9pm advertisement restriction is ‘great news for children’s health’. Cancer Research UK also said the new advertising laws will help tackle obesity levels among children and address widening inequalities.

For a weekly overview of the latest news from the political and public affairs sectors, sign up for the Friday Point of Order newsletter. 

Government broadcast white paper

Government shares what’s next for the broadcasting sector

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The Government has published the long-awaited broadcasting white paper: ‘Up next – the Government’s vision for the broadcasting sector’, addressing several of the announcements from the Department for Culture, Media and Sport in the last year such as the privatisation of Channel 4 and the end of the BBC TV license fee.

In keeping with the Secretary of State’s engagement with the press on these issues, Nadine Dorries spoke to The Spectator on her vision for the sector, confirming that decisions on the license fee will be taken ‘well ahead of the Charter renewal in 2027’. She noted these policies have been in the ether for years and stated that ‘over a long period of time, not a huge amount had been delivered from my department’.

On the license fee model, the white paper stated there were ‘clear challenges on the horizon to the sustainability of the license fee’ and that controversial criminal sanctions for non-payment were ‘disproportionate and unfair’. In response, the BBC welcomed ‘the steps to secure the ongoing success of public service broadcasters’ and said it ‘looks forward to engaging with the Government on both the forthcoming mid-term review and then the national debate on the next Charter’.

Up Next detailed how new legislation will ensure broadcaster content is accessible on connected devices and online platforms. Streaming services will be required to feature them and PSBs will share the content, with the Government consulting on this. On demand services will also be brought into Ofcom’s Broadcasting code to protect viewers from harmful material including unchallenged health claims. Among other changes, DCMS stated the broadcasting remit will be overhauled, with a new definition on what it means to be a public service broadcaster (PSB) with a focus on creating shows that reflect British culture and support domestic film and TV production in all parts of the country. The Government also stated that only PSBs will be able to secure rights to major sporting events such as FIFA and Wimbledon.

The privatisation of Channel 4 was confirmed in the policy document, despite 96% of responses to the Government consultation stating they did not agree that there are ‘challenges in the current TV broadcasting market’. Under the new plans, the channel will be able to produce and sell its own content as a private entity but will still be required to commission a certain amount of content from independent producers. DCMS has also reinforced the expectation that Channel 4 continues to provide distinctive and experimental programming and said the proceeds of the channel’s sale will be used to set up a ‘creative dividend’ for the sector. In a statement, Channel 4 said it remained committed to upholding and maximising its remit and public service purpose.

Up Next set out Government plans to:
• Freeze the price of the TV license for two years.
• Increase the BBC’s commercial borrowing limit from £350m to £750m.
• Pursue a change of ownership of Channel 4.
• Make the importance of programmes broadcast in the UK’s indigenous regional and minority languages clear in legislation by including it in the new public service remit for television.
• Update S4C’s public service remit to include digital and online services and remove the current geographical broadcasting restrictions. The Government will also legislate to support S4C and the BBC in moving away from the current framework requiring the BBC to provide S4C with a specific number of hours of television programming.
• Replace the fourteen overlapping ‘purposes’ and ‘objectives’ that public service broadcasters must contribute to with a new, shorter remit. PSBs will be accountable for the extent of their contributions.
• Introduce a new prominence regime for on-demand television, with Ofcom being given the new enforcement powers.
• Make changes to the local TV licensing regime to enable the extension of the local TV multiplex licence until 2034 and subject to the same conditions that apply to the national digital terrestrial television (DTT) multiplexes. The Government will consult on the options for the renewal or relicensing of individual local television services at the same time.
• Protect the UK’s terms of trade regime while updating it to reflect changes in technology. The Government will also consider whether there is a need to extend aspects of this regime to radio and audio producers responsible for programming for the BBC.
• Designating additional regulated electronic programme guides to bring internet-delivered services within the scope of Ofcom.

The paper also set out the Government’s vision for the future of broadcasting which included:
• Carrying out a review of the license fee funding model ahead of the next charter period.
• Long-term commitments to support cross-border broadcasting on the island of Ireland including funding for the Northern Ireland digital terrestrial television multiplex.
• Consulting on embedding the importance of distinctively British content directly into the existing quota system.
• Looking at making qualification for the listed events regime a benefit specific to public service broadcasters. There will also be a review looking into whether the scope of the listed events regime should be extended to include digital rights.
• Conducting an evaluation of the contestable fund pilot. This will include considering the lessons in determining whether a contestable fund model would provide additional value to the breadth and availability of UK produced public service content.
• Initiating a review looking at whether to introduce a revenue cap for ‘qualifying independent’ producer status.
• Supporting the British Film Commission to facilitate the growth of seven geographic production hubs, including one in each nation, and numerous new studio developments.
• Consulting in early 2023 on new proposals to champion the community radio sector and, where necessary, bringing forward changes to licensing requirements through amendments to the Community Radio Order 2004.
• Exploring ways to support UK broadcasters through possible changes in the wider advertising ecosystem. The Government intends to consider how to create a level playing field between broadcast and online advertising through the Online Advertising Programme.
• Ensuring that the UK’s trade policy complements and protects the UK’s audio visual public policy framework, including maintaining membership of the Council of Europe’s Convention on Transfrontier Television.
• Establishing a pro-competition regime in digital markets.
• Developing legislative proposals with Ofcom to address the divergence in provision of access services between broadcast and on-demand services.
• Enabling the long-term renewal of DTT multiplex licences through to 2034.

The sector had a mixed response to the white paper:

WGGB The Writers’ Union
The WGGB stated they remain concerned about the Government’s plan to push ahead with ‘its unnecessary and controversial plans to privatise Channel 4, freeze the BBC License Fee and review its funding model’. They went on to say that these, and other proposals, will have a devastating impact on creative workers, the creative industry and the wider UK economy.

Radiocentre
Radiocentre expressed disappointment from the DCMS Digital Radio and Audio review, and the joint representations that the BBC and the commercial radio sector have made asking for radio to be protected from tech platforms have been ignored by Government. They went on to say they’re disappointed the Government recognises the importance of legislation for television but not for radio, putting the radio industry at a disadvantage.

ITV
A spokesperson for ITV said: ‘We welcome the Government’s recognition of the huge value the PSBs deliver to the UK and it’s decision to introduce a Media Bill to deliver the necessary reforms to ensure PSBs can continue to thrive’.

Netflix
Streaming giant Netflix reiterated that they are ‘supportive of measures to update the legal framework and bring [our] service in the UK under Ofcom’s jurisdiction’.

Media Reform Coalition
The Media Reform Coalition referred to the plans in the white paper as a ‘spiteful and ideological move’ that ‘does nothing to confront the…lack of representativeness, adventure, risk-taking, accountability and plurality’ at the heart of the UK media system. They went on to say that the privatisation of Channel 4 will not address the issues of commissioning being skewed towards larger media companies and the relative lack of investment in content production outside of London, stating that it will do the opposite.

TAC
Dyfrig Davies, Chairman of TAC which represents independent television production in Wales, welcomed the white paper’s recommendations on S4C’s future but said that removing Channel 4’s status as a publisher-broadcaster is ‘worrying’. They also noted the decision to revise the remit of Public Service Broadcasting and look forward to engaging on that over the coming months.

Bectu
In response to the reforms, Head of Bectu Philippa Childs commented: ‘The government’s plans are big on rhetoric but light on detail, particularly regarding creating more jobs and fostering continued growth for the UK’s thriving independent production sector. The UK’s much-loved public service broadcasters bring so much to the media landscape, and we need robust plans and legislation to protect and nurture their unique offering’.

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

Sara Hailan Full Fat

PR Interview with Sara Hailan, head of digital at Full Fat

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‘I love the creativity of digital – it’s constantly evolving,’ says Full Fat’s Sara Hailan. Recently promoted to head of digital, Sara oversees the division dedicated to online, which has grown from a team of one to a full department.

With the evolution of the PR industry speeding up as the needs of the world change, we catch up with Sara to talk about the benefits of digital, the importance of inclusive campaigns and how to go beyond ‘tick box’ exercises to keep pushing PR forward.

What are you most looking forward to getting stuck into in your new role?
Lots of exciting briefs and new biz! With the digital landscape forever changing, it’s important we always have our finger on the pulse. Reviewing our services will also be a key focus this year as we expand our offering.

Having originally started at Full Fat over two years ago, what do you love most about working with the team there?
It’s by far the most progressive place I’ve worked. Everyone has a lot of autonomy and gets a say in what they want to work on. It’s also really sociable, with an expansive employee programme and lots of wellness and culture experiences. Plus, I sit on the DEI committee which I’m super passionate about, as is the rest of the agency. We’re big on feedback, personal growth and continuously improving in order to make Full Fat the best agency to work at.

How did you originally get into comms, and what keeps you in the industry?
I kickstarted my career post-university as a lifestyle journalist freelancing at titles like Time Out and VICE. I’d always loved writing, so I knew I wanted to work in the comms sector.

I initially fell into PR as my sister worked in it and thought I might quite like it, too. After a few years of working my way up to a senior manager position on big brands at leading agencies, I realised digital was where my heart was at. I love the creativity, the fact it’s constantly evolving, and steering conversation and human behaviour online, which is where we, as consumers, spend most of our time these days. I moved over into digital and haven’t looked back since!

You will also be working on the agency’s DEI Committee – do you think the comms and creative industries are doing enough on DEI?
Definitely not. Unfortunately, many companies merely see DEI as a tick box exercise in a bid to seem ‘woke’. I’m really proud of our commitments which we take seriously and underpin everything we do – from campaigns and clients, to suppliers, recruitment and social activities. The problem is creative industries continue to be dominated by straight white men, which obviously isn’t representative. I would love to see the industry support students and grads from diverse backgrounds to ensure everyone is given an equal opportunity regardless of their background.

Full Fat works with trans-inclusivity charity Not A Phase – how do you ensure that Full Fat’s creative work, across all the brands it works with, is inclusive and representative of marginalised communities?
Not A Phase is just one of the brilliant charities we’ve worked with so far as part of our pro-bono initiative. We have also worked with Compliments of the House (food surplus), I Like Networking (creative mentorship) and The Vavengers (female genital mutilation/cutting).

We ensure that everything we do – whether it’s the media titles we’re pitching to, or influencers we’re working with – are representative of our DEI values and that marginalised communities are always considered and included. We also organise regular training sessions with external experts to ensure we’re always educating ourselves on topics relating to DEI e.g. The Other Box, Deafblind UK.

What are the big trends you see coming up in your sectors over the next few years?
Increased consumer demand for authenticity, especially in influencer marketing. Purpose-led content and brand activations online – people want to know that the brands they love stand for something and align with their values. The creation of more 3D virtual worlds focused on social connection to compete with the metaverse. Augmented reality becoming more commonplace.

How do you form and develop connections with C-suites? Any advice for professionals/teams finding that difficult?
Keep an eye on what they’re up to and show how you can add value to their company. Network, connect with people on LinkedIn and always be personable in your approach. Create a wishlist of brands you’d love to work with then approach and build relationships with their CEOs. Sometimes it takes a few goes, but you’ll hear back eventually!

How much has the measurement and metrics Full Fat uses to gauge success changed since the start of the pandemic?
While we still measure metrics in a similar fashion dependant on brand objectives (e.g. reach, engagement, sentiment, ROI, sales), what’s really important is keeping on top of consumer conversation online, which is where social listening comes into play.

The landscape is changing so much and we’re facing price hikes across the board, so it’s important whatever we’re marketing, especially when it comes to sales driving, is sensitive and relatable in order to be successful.

What are the benefits of a purely digitally-focused team?
Digital is a beast that is forever changing. A purely digitally-focused team is necessary to keep on top of every aspect, whether that’s new social media guidelines, paid advertising testing or the latest content trends. Frequent re-strategising is essential to ensure we’re delivering what our target audiences want to see and keeping up with the times.

What would be your dream campaign to work on?
Twitter’s recent campaign where they took over billboards and infiltrated social feeds, posting celebrities’ historic tweets where they manifested their dreams and it came true. So very inspirational for all ages!

For more from Full Fat PR, check out our previous post on getting through Blue Monday and other tough times at the office for details of the agency’s charity work and other ways to keep motivation high.

For tailored, qualitative metrics on the success of your agency or brand’s campaigns, try Vuelio Insights and our Media Monitoring services.

If digital PR is also a focus for you in your work, book a demo with our sister brand Pulsar to find out more about its social listening solutions.