The Successful Founder Spring 2021

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EDITOR’S LETTER DEAR READER, Welcome to this Spring 2021 edition of The Successful Founder Magazine.

This issue focuses on looking positively ahead and embracing 2021, recovering from Covid 19, and thriving. You’ll find a wealth of useful and inspirational features on everything from buiding your social media presence, to keeping a positive mindset, and embracing new ways of working.

In addition to reading our digital and print magazines, do also visit us online at www.thesuccessfulfounder.com for daily new articles, and join us on our socials – details below.

Finally if you’ve any suggestions or great stories to tell, we’d love to hear from you. Drop us a note on team@thesuccessfulfounder.com.

Do also keep an eye out for our sister titles, Female Founders Guide, and Luxury Lifestyler too. www.femalefoundersguide.com and www.luxurylifestyler.com.

My very best wishes, LISA EDITOR Visit our website www.thesuccesfulfounder.com www.femalefoundersguide.com www.luxurylifestyler.com Find us on Issuu - issuu.com/thesuccessfulfounder Follow us on our socials @thesuccessfulfounder @femalefoundersguide @luxelifestylers Find us on Readly www.gb.readly.com

EDITOR & FOUNDER Lisa Curtiss MARKETING & PR MANAGER Natasha Cassidy SOCIAL MEDIA MANAGERS Amrit Mann Lauren Weaver Natalie Carter Mollie McMillan

EDITORIAL & DESIGN TEAM Daisy Roach Gayle Penny Luke Penny Gemma Evans ADVERTISING, SPONSORSHIP, SUBSCRIPTIONS & DISTRIBUTION team@ thesuccessfulfounder.com

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How to Grow Your Business in Challenging Times Rochelle Trup, Co-Founder and CFO of Arthur shares her insight on how to grow your business throughout these challenging and uncertain times; “The outbreak of the coronavirus has taught us that it’s important for businesses to adapt to change quickly. Inefficient systems and processes will cause businesses to fall behind; it is therefore essential to have all critical information easily accessible in one place, enabling customers to make faster decisions based on accurate information.

No matter the industry a business operates in, it is important to stand out against competitors and streamline internal processes at the very core of your business model. At Arthur we recognise letting agents’ responsibility for managing large-scale property portfolios; our revolutionary cloud-based software is integrated with features to boost efficiency and create hassle-free solutions anytime, anywhere, with easy to use mobile functionality. Ensuring your organisation enhances the efficiency of your customers will be crucial to the overall success of the business.

Our mission is not only to save letting agents hundreds of admin hours, through the provision of streamlined communication between landlord and tenant on self-service apps, but also to set their business apart by speeding up the ‘onboarding’ new tenant process, with one-click vacancy postings via Zoopla, Marketplace, Rightmove and more.

Arthur also helps employees of letting agencies to keep track of tasks and checklists with its embedded pre-existing automation module.

This means if any employee is on sick leave or

required to isolate, the team is able to stay on top of the administration on their behalf.

Consumers are at the heart of every business and a key factor in ensuring successful growth within the current climate. It is extremely important to establish the specific needs and desires of your customers to not only make sure they feel valued in the purchasing process, but also for the longevity of their brand commitment. Customer loyalty will be further reinforced with a sense of flexibility in your offering and evolving your product to align with the government’s advice will add to their overall satisfaction.

Following the outbreak of Covid-19, the government has called for improved communication between landlords and tenants so they can work together to find solutions to slow down the number of cases. We responded to this guidance with the launch of our Covid Profile, a powerful tool for letting agents to guarantee the safety of tenants and contractors and we have been pleased to see so many letting agents prioritising the health of their customers, ensuring this software is accessible to all. The Covid Profile features options for tenants to flag if they are self-isolating, have symptoms, been in contact with someone who has tested positive in the last 14 days, as well as anyone in the household considered at risk.

As part of our commitment to continuously enhance the service offering for our customers, Arthur is the only full suite property management company to deliver a live bank feed directly integrated into the software.

This exciting new function enables property managers and landlords to streamline their

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accounting and efficiently manage finances for an entire property portfolio. The live bank feed will provide much-needed flexibility from its direct integration with the software for full visibility of the state of accounts, anytime, anywhere. With all data stored in one simple and secure system, the live bank feed will also give landlords the ability to make faster comprehensive decisions and reduce the risk of errors caused by outdated processes and crosschecking multiple sources.

About The Author

The uncertainty around social interaction, particularly when considering the office space, means digital innovation has never been more important. The digitalisation of administration processes, in conjunction with the widespread use of technology throughout operations systems, enables stronger relationship development, both internally and externally. By digitalising key aspects of your business model – such as the way customers interact, communicate and consume - your products and services will be transformed and revolutionised.

www.arthuronline.co.uk

With a national ‘stay at home’ order deployed; it is immensely important to foster strong relationships with your team whilst working remotely, to not only boost morale, but increase company productivity and ultimately grow your business. This can be achieved, by offering workplace flexibility, and adapting workplace standards to reflect the cultural shift that has occurred within your team environment, such as prioritising mental health, regular checkins with your employees to establish their individual needs and identifying any gaps or issues within the day-to-day administration of the business.

It is important to remember that these are unprecedented times and there is so much going on in the world that is out of our control.

If you can stay motivated, whilst continuing to provide support to your employees and customers, that is a fantastic achievement in itself.”

Prior to Arthur, Rochelle spent 30 years in investment banking and building businesses.

In 1998, she founded a property investment company, and has since acted as CFO for two start-ups. Rochelle’s personal experience, managing a portfolio of more than 100 privately owned rental properties, confirms her commitment to, and deep understanding of, the UK property market.

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Why now’s the perfect time to build a strong personal brand The biggest marketing trend that we’ve seen throughout 2020 is the drive to build a strong personal brand. Customers are becoming savvy to the ethics and ethos of the businesses that they are buying from. They are being more discerning in their choices driven by the desire to do good and to avoid untrustworthy brands during an unpredictable time.

message and personality. Ask yourself these questions; what’s your purpose? Who is your target audience? What is the one thing you want to tell people and why? What brand qualities do you want to be known for? For example, do you want to be perceived as approachable and knowledgeable, dynamic and energetic or polished and highly qualified?

The absence of physical events in 2020 is also giving leaders more time to put in effort to invest in themselves and the way that they communicate to both internal and external audiences. Having a strong personal brand is even more important for businesses operating in crowded markets where it’s more difficult to cut through the noise of the competition.

Step two: Blog

A business is brought to life by its people.

Increasing the visibility of CEOs, members of the board and senior leadership teams builds your brand identity, showcases your values and demonstrates that you own your areas of expertise. People buy into people; so what better way to express a message of equality, vision and purpose than through an individual that’s believable? Personal brand building can support your wider marketing comms initiatives, boost reputation, build trust and drive leads.

So how do you build a strong personal brand?

Sarah Woodhouse, Director, Ambitious PR shares six key steps: Step one: Get your message spot on The first step is to nail your brand vision,

Your company blog is a great place to start.

Blogs are very well read as they are a great way to find out more about the culture and ethos of a business. It’s important that your company blog features a range of employees including board members and c-level spokespeople.

The focus of blog content can be diverse; you can blog about anything from topical industry events and national days to company fundraising efforts and opinion-based articles.

Blog content can then be amplified throughout all of your company social media channels.

Step three: Be present on social media It’s important to have a presence across all of the main social media channels, but the focus of content will be different for each one. LinkedIn is the most used social media platform among Fortune 500 companies. Over 50 per cent of all social media traffic to a B2B website a huge 80% of B2B leads come from LinkedIn.[1] For a business leader, it’s one of the most effective ways to communicate to your target audience. You should use this platform to share your knowledge of industry trends, advise your audience, share your

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expertise and grow your network.

Step six: Win awards

Facebook is mainly viewed by a consumer audience so it should be used to demonstrate the culture of your business to future employees. But remember leaders of huge corporations are consumers too, so make sure that this platform is moderated and inbound comments are reviewed. Twitter is a great way of amplifying blog and traditional media coverage and also as a way of sharing industry information.

What better way to demonstrate your credentials than to say you are award-winning in your field? There are reams of industry awards out there; some are run by industry publications offering the added advantage of boosting your media presence as they report on the winners and runners up. Create a list of credible awards in your industry and find out which ones your competitors are entering.

Create strong award entries detailing customer successes; the key is evidencing your successes with plenty of facts and statistics. When you win an award, ensure you broadcast it throughout all of your channels; your website, blog, social media, on email footers and in newsletters.

Across each platform make sure you mix up your content with video, articles, posts and try and avoid stock photography so your feed looks fresh and dynamic.

Remember, that sharing content is only half the plan, you also need to invest time in community management. If you nourish your network you will get out what you put in.

Step four: Build relationships with traditional media Generating a good momentum of positive earned media coverage in industry titles, regional, national and broadcast media is a fantastic way of boosting credibility. Building relationships with both traditional print and digital publications will help you to reach your target audience, share your knowledge and expertise, influence their decision making and motivate people to do business with you. It is also great for SEO, building links from credible sources and increasing leads to your website.

Step five: Become a known industry speaker Industry and media events offer the opportunity for you to put a face behind your company brand, build relationships and increase your corporate network. Create a list of key business events within your industry and become an engaging keynote speaker. As you become more known on the circuit, the organisers of these events may even start to approach you to ask you to participate in future speaker events.

To build an effective personal brand strategy the trick is ensuring that your message is compelling, you take a diverse approach to the platforms available to target your audience and finally, to create traction when distributing content to maximise the impact.

[1]https://foundationinc.co/lab/b2b-marketinglinkedin-stats/ About the Author: Sarah Woodhouse is Director of Ambitious PR. The agency delivers award-winning campaigns for its clients and was crowned Best PR Agency at The Drum’s RAR Awards 2018, 2019 and 2020, the national award based on client ratings. The agency’s focus is on corporate and business-to-business communications. www.ambitiouspr.co.uk

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From slow to streamlined: Be a tech-backed enterprise to succeed

By Daniel Cooper.

Overcoming the disruption forged by big business is a constant challenge faced by small businesses. This battle is due to intensify, however, as the development and deployment of new digital innovations picks up speed and the resulting technologies in turn become accessible only to the disruptors. But investing in one of these digital solutions will not stave off a SME’s declining profits for long. The number of business technologies is expanding and it’s growth fast-tracked by the economic blows dealt by Covid-19. The small businesses that fell victim to its ill-effects can only survive them by staying up-to-date with these technologies.

Surviving hardship and then expanding a business relies on seizing digital opportunities both now and as they change.

Digital transformation drives disruption; the more businesses that follow through with it, the more that will fail to survive. This doesn’t mean the rulebook is due to be scrapped, however. The 99.9% of UK businesses that are SMEs (Merchant Savvy, 2020) are not due to be overhauled in their entirety. Riding the technology wave is not about ditching trusted practices for digital solutions - it is about reinforcing tradition with tech and enhancing operations for the better.

Once we’ve proceeded to a post-Coronavirus economy, a variety of tools and technologies will be awaiting adoption. Small businesses must capitalise on these technologies if they are willing to survive - and then succeed in the future.

Implement Cloud-based Data Storage Internet use is continuing to surge across the planet with rising numbers logging in and increasing the volume of data that needs to be collected, shared, and stored.

Over three quarters of this data is managed by enterprises (Digital Nest, 2019) and this growing amount of data has recently become essential to formulating business strategy. It drives more effective marketing initiatives, it elevates customer service, and it scores a higher conversion rate. Data is now vital to securing cost-effective solutions that guarantee higher revenue.

Sourcing and sharing data is vital for business survival - storing it is just as important, however, to ensure the right data reaches the right employees. Industry-leading tech giants, such as YouTube and Google, have already built readily-adopted cloud-based storage solutions, confirming that this technology is imperative for your competition.

Data storage solutions can capture data and provide select access to it for select employees, protecting the information whilst increasing productivity. These technologies are founded on high-level security through frequent back-ups and promote collaboration for bespoke data application. It doesn’t just store but seizes the opportunity for datadriven insights. Moreover, these cloud-based technologies meet the new requirements of remote working environments and are rapidly being deployed to support it throughout the pandemic. Yet beyond the tools and beyond the technology, the cloud provides access to insights once reserved for industry leaders.

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Drive Marketing Via Social Media There are now an estimated 3.6 billion social media users across the world (Statista, 2020).

Social media marketing is essential for any business no matter their size, nor their sector, to engage with their customers. And with their growing reliance on social media and the platforms’ data analytics capabilities, the data-driven insights can elevate marketing and improve customer service, too.

The real-time result and feedback for marketing initiatives are a low-cost necessity for small businesses seeking mere survival in an online world. The social media platforms the initiatives take place on also provide somewhat of a level playing field against bigger, disruptive firms. Innovative content, influencer marketing, and other social media tools can formulate a competitive advantage and be leveraged by any business.

Harnessing the powerful analytics provided by social media platforms allows SMEs to get back to what they do best: secure more conversions via personalised customer service and extend the reach of their enterprise.

Leverage Digital Marketing Analytics Tools Disruption now relies solely on digitalisation; the adoption of technology by businesses of all sizes and sectors is showing no signs of slowing. The capabilities of analytics tools and the advantage of instant results are improving at a similar speed. Traditional marketing tactics will always be fundamental to running a successful business - digital marketing tools aren’t here to reinvent the wheel, but to turbocharge the engine.

Slash marketing costs and curate personalised content with specific targeting, instant feedback, and accessible testing environments. The latest analytics technology is now within reach even for small businesses, guaranteeing immediate data-driven insights into digital marketing initiatives so far exclusive to industry-leading firms. In fact, over 75% of marketers report on how their marketing campaigns influence revenue via analytics (Hubspot, 2020).

Such tactics and tools are already being leveraged by disruptive forces across entire sectors. Harnessing their potential is no longer enough to overcome it - one must move beyond it, instead. Formulating a technology strategy for the entire enterprise in question can ensure it remains adaptable to the new opportunities and obstacles that lie up ahead.

Engage With Productivity Tools All businesses are founded on productive workflows and efficient processes at a basic level. Achieving streamlined operations that slash costs and elevate revenue are a constant ambition of executives and employees, and this ambition can be secured by implementing the latest tech innovations across the entire business. This is why 55% of startups have adopted digital business strategies as opposed to 38% of traditional enterprises (IDG, 2018).

Covid-19 has forced many businesses to rethink their operations at a fundamental level - this has resulted in renewed interest in cloudbased platforms that facilitate remote working.

Slack and Jira are just a couple of the most popular online tools that have recently come to the fore as a result of the surge in working from home. With easy communication and seamless collaboration afforded to employees across the globe, productivity can improve throughout the crisis.

Plus, with a vast array of advantages on offer alongside the renewed efficiency such as the prospect of an international team and lower costs thanks to flexible working, the operational efficiency can unleash the potential of untapped growth. As most SMEs frame their digital transformation against operational efficiency, implementing digitalisation is now essential to survive disruption.

Introduce New Payment Systems All businesses require revenue in order to operate - it is the most simple and most essential principle behind running a business.

Redefining how one secures that revenue is key to ensuring the cash flow continues. Web-

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based payment systems, such as Apple Pay and Paypal help businesses reach out to new customers and improve their accessibility to goods and services. How customers shop and spend has changed, and SMEs need to align themselves with this shift.

Digital accounting systems can integrate with these systems, too. Trim time off of accountancy and ensure your employees can refocus their attention on their other responsibilities.

An entire generation of customers have adopted these payment systems and are turning their back on physical cash. Apple Pay alone has 383 million users worldwide, and is only forecasted to convert more users to cashless spending in the future (Statista, 2020). SMEs that don’t align their operations with the decline of physical money and emerging opportunities of the online store will lose customers to those that have.

Conclusion Technology has already infiltrated society and is changing the way we interact as people - it’s changing the way we make profit, too. In order to meet consumer demand disruptive forces are pivoting on rapidly-evolving digital solutions to keep up with the latest trends. Failure to stay up to speed will mean failure to survive.

Nearly 80% of executives and business leaders claim the need to innovate has never been more important (Accenture, 2020), confirming that disruptors are readily harnessing the potential for upheaval in all sectors. Smaller businesses can fall behind fast-paced digital evolution far easier than their biggest competitors.

In fact, the fast-paced level of innovation is only expected to quicken as more digital breakthroughs occur. Businesses need to ‘ride the wave’ of new technologies - that is, adopt the latest solutions to evolve with them over time - to avoid being wiped out. SMEs need to pivot their expansion on keeping pace with and moving beyond the competition, and they can only attain this by securing a competitive advantage via a digital transformation.

About the Author Daniel Cooper is the founder and Managing Director of fast-growth digital transformation company lolly.co which streamlines businesses across the globe through the use of technology and automation. A former trader, programmer and serial entrepreneur, Daniel and his team of engineers, analysts and consultants are on a mission to help as many business owners as possible ride the wave of technology turning sluggish companies into fast-paced technology backed enterprises. From world-renowned accounting firms to London’s top-rated cosmetic clinics, the company’s consulting services extend across all business sizes, types, and industries. https://lolly.co/company/

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Top tips for launching a new business

By Stefanie Hopkins.

Nobody can deny that we are experiencing unprecedented times, however, despite all of the negative news and feeling of unrest many are taking the opportunity to try something new and launch a business.

With reports estimating that around 85,000 online businesses have been registered in the UK, some of these will have been existing businesses expanding their online offering to counteract shop closures, but many where people challenging themselves and turning their passion or hobby into an opportunity.

Having recently celebrated 13 years of Faith PR, I wanted to share some of my top 10 tips in business that I have learnt over the years: People are key to your success.

I learnt early on that you do not have a business if it stops when you’re not around. I knew that if I wanted to grow the business, I could not do everything on my own; I needed a team in place who could keep things going even if I wasn’t there.

Before I took on my first full-time employee, I tested the water with freelancers and made sure that the business has enough recurring revenue to support their salary. It is much easier to ‘switch off’ a freelancer than make someone redundant if you lose a big contract or see a drop in sales!

People are also one of your biggest headaches!

Over the years I’ve learnt that it’s not only hard to find, hire and hold onto the best staff, but managing them can be extremely challenging. I have found that this is due to the fact that you are often faced with sorting out issues that are not always in your control.

The best thing to do is accept that your staff will leave at some point – you just don’t know when. No matter how close you are to them, or how well the role suits them, they will move on because people change and sometimes ‘life’ forces you to move on even if you could never have predicted it.

Communication with your team is key In line with the previous lesson, I’ve found that one of the best ways to develop a successful relationship with your team is to have open, honest and frequent communication, however big or small.

I make sure that I share the business’ performance, aims and ambitions on a quarterly basis. I’m very open and transparent about the numbers and how we make money – if my team don’t understand that, how can they add value?

Nail your accounting As someone who has always been rubbish at maths, used to shy away from anything to do with numbers, budgets and spreadsheets. But you can’t run a business successfully if you aren’t on top of your numbers.

So, I’ve learnt to make friends with spreadsheets and accounting software like xero to ensure I know our numbers inside out. I can’t plan or make important decisions affecting the business if I don’t know what our forecast is for the next quarter and beyond.

Act like the business you want to be not what you are.

Think and act like a bigger company. Get the systems and processes into place early on that

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will support your growth. I’ve always found that it helps to voice your ambitions out loud – it makes you more accountable, which in turn, makes it more likely to happen.

Don’t try to be all things to all people - stick to what you’re good at When you’re setting up in business it can be tempting to say ‘yes’ to every job just to get some revenue in. But doing so can backfire if you can’t deliver. Don’t say you can do everything when you don’t have the team, process, or proven results for that service.

Define which service you are good at and then do it well. Customer loyalty comes from doing one thing extremely well for your clients.

Know your worth and value and if people don’t recognise it walk away.

Once you have decided, you can move on and deal with the next thing. If that decision turns out to be the wrong one, then make another decision to sort it out. Being decisive will help you will feel more in control.

There are other things in life besides business .

I think it’s a given fact that most of us spend too much time at work or thinking about it. This can create a very narrow and sometimes lonely world. It’s essential to find a way to switch off and alleviate stress, or you will just burn out!

And a burnt out, stressed leader is no use to any business.

The power of networking

About the Author:

Networking is one of the most powerful and most critical tools available to help grow your business. The beauty of it is, it can happen anywhere – whether it’s through local networks, industry specific groups or even through social media. It’s important to always remain professional and represent your brand, even when networking virtually. What you do and say will make an impression.

Stefanie Hopkins is the founder and managing director of Faith PR with over 18 years of PR and marketing experience. German-born Stef is a modern languages graduate who fell in love with communications. She started her career in the industry at McCann Erikson Leeds working on behalf of Bentley Motors before beginning a PR role at full-service agency JDA.

Treat your clients and customers like GOLD The retention and growth of existing clients and customers is easier and cheaper than acquiring new ones and should be your no. 1 priority. If you provide an amazing customer experience and make them look good, they will buy more services from you and stay on longer.

Make decisions that mean you can sleep on a night It can be hard running a business, no doubt about it. There are often big decisions to be made which can affect people’s careers and livelihoods. And while there is no easy way out for big problems, remember, there is always a way out and a decision to be made.

In recent years, Stefanie has won several awards for herself as well as Faith PR, including Forward Ladies SME Emerging, Yorkshire Women of Achievement and 42 under 42 and numerous CIPR awards. www.faith-pr.co.uk

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Breaking the cycle How female-led startups can succeed in 2021

By Olivia Sibony.

The UK has one of the most developed startup ecosystems in the world. Yet in one key area it falls down. Namely the huge gender imbalance in the startups winning investment. To put this into context, research from the British Bank shows that for every £1 of Venture Capital investment, all-female founding teams get just 1p.

As well as being a travesty for anyone who believes in reducing inequality, it is also bad from a business perspective. According to research from Catalyst.Org, 67% of all UK Household consumption is controlled or influenced by women. Yet their needs are often unmet in a world where so many products and services are brought to market without the input of half of the population.

Across the country there are so many entrepreneurial women with brilliant ideas and dreams currently unrealised due to the failure to win financial backing.

As a result of Covid, the situation looks even more precarious with investors sticking with more established businesses, more likely to be male-led. Despite these challenges, there are many practical things we can do to shake things up and boost the number of female entrepreneurs. So what practical steps can we take to break the cycle?

Building a network The old world of start-up investment was very much a closed world. It was all about connections, often from old school ties which tend to be stronger with men. This is then often reinforced throughout our lives. The

recent controversies around the awarding of PPE contracts help to highlight the power of connections like nothing else. Platforms like Angel Investment Network, SeedTribe and crowdfunding platforms have undoubtedly helped to shake things up by democratising the world of early stage investing but much more work needs to be done. Women need to be proactive in building their own networks to redress the balance.

Encouragingly there are a host of forums for women to network and create their own forums. This includes investment groups such as Angel Academe, which trains and empowers women to invest in female-owned start-ups and Ada Ventures which invests in under-represented founders; the Female Founders Forum, set up jointly by Barclays and The Entrepreneur Network (TEN), or more specialised groups such as Hatch’s incubator for first-time female founders and the Mayor of London’s Women in Cleantech group. Once you know groups are out there, there’s likely one to suit your needs. And if you can’t find one, you can join a more generalist one and ask within that group.

Being bolder in pitches and asks Research from Barclays pointed to Britain’s female entrepreneurs being less likely than men to ask for business funding to scale up operations. We are also likely to be more timid in pitches. We shouldn’t be afraid to be direct and ask for what we need to take a business to the heights it deserves. In my experience investors will be impressed with the vision and will buy into the ambition. Investors are expecting to be asked for money, so don’t

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merely insinuate you would quite like it; tell them in no uncertain terms the amount you require, the uses it will be put to and the share they can expect in return. As with the Female Founder groups, you’ll be surprised how much you can receive if you simply ask.

Really researching the investor Learning to switch perspectives to put the best argument forward is one of the simple steps we can do to increase our chances of investment. My experience of launching my old start-up GrubClub was vital in helping me understand the importance of different perspectives. I would then tweak and adapt my pitch according to the investor I was speaking to. Really researching each investor, including their background and interests, was vital for enabling me to focus on the different reasons for them to invest. It’s also helpful to ask the investor directly about their prior investments.

In the same way you would expect an investor to conduct Due Diligence on your company and you as a founder, it’s good practice for the entrepreneur to be open and proactive about the Due Diligence she does on the investor.

I did all this while always making sure I was staying true to the soul and values of GrubClub.

It’s important to be flexible and open to other approaches, but never to the detriment of what is fundamental to your company.

Backing other women In instigating change, we need to be the change we want to see. It’s up to women to support other women in the industry in whatever ways we can. This will be the only way to disrupt an entrenched system. Having launched and sold my own business, I dedicate my time to supporting impactful entrepreneurs to grow in more sustainable ways. Certainly we need more successful women to become investors themselves to shake up the system. Our own research on the AIN platform revealed that only 10% of investors on the platform were women. If we can encourage more women investors, we will start to see the level of funding increase for female-led startups. This will in turn create a virtuous circle of successful female entrepreneurs who are likely to become female-backing investors themselves.

However, support doesn’t just include fundraising. It is also about opportunities to connect with professionals who can collaborate with them to help them grow along the way, or offering mentoring or other support. The individual power we all have is far greater than we realise. Let’s use it to make the change we want to see and power forward a new generation of brilliant female-led startups.

Break the cycle - be diverse in your network While we can draw incredible strength, camaraderie and shared understanding in joining groups of women, it’s important to not mirror the patterns of exclusion that our society has created over time. If we want to truly break the cycle, we need to embrace diversity and proactively seek to build a network that includes other genders, as well as more broadly people who are different to us be that ethnicity, socio-economic background, culture, industry, age. We have so much to learn from people’s different experiences and perspectives. While in some circles this is helpful - and I wholeheartedly encourage women to join women’s networks - we also need to go beyond this and build our own personal network which embraces diversity. This is not the easy solution, as it entails differences, but it’s a better reflection of our reality. It is a strategy that will help any entrepreneur build a business and solution more resilient and sustainable, that is much more likely to thrive in a fast-changing complex world. Let’s break the cycle and be the catalysts for the change we need to transform the prospects for female entrepreneurs.

About the Author Olivia Sibony is an award-winning entrepreneur and trailblazing ethical investment champion.

She founded foodtech startup, GrubClub, which she sold to Eatwith in 2017. She joined Angel Investment Network, (AIN) to launch and grow SeedTribe, a spinoff platform focused specifically on connecting “impactful” businesses with investors and the support they need. She has also recently been appointed an advisor to the Department for Trade encouraging impact-led startups to set up in the UK. www.seedtribe.com

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Meet the Successful Founder Hannah Carter, OGGS®

By Hannah Carter.

It was in 2018 when I finally made the switch from being vegetarian to vegan; I realised that dairy is also a huge contributor to both negative environmental impact and animal welfare, and my journey began. Specifically, it was a moment in a coffee shop pondering my new life without blueberry muffins that sparked the idea for OGGS®. This might seem like a strange reason to start a business, but at the time you couldn’t buy vegan cakes or muffins. So, there’s me pouring over recipe books and plant-based forums, working out that margarine could replace butter, milk can be swapped for an oat-based alternative, but eggs presented the biggest challenge.

After a lot of research, I came across a substance called aquafaba (chickpea water), which can be whipped and used in cooking and baking, just like an egg. It seemed to be the perfect solution, but the results were a bit hit and miss. Now, I’m no expert baker so I thought it might just be me, and I consulted my new plant-based community but came up with the same results. It was inconsistent. Being from a pharmaceutical background I was fascinated by the science. How can the water in a tin of chickpeas behave like egg in the first place and why does it only work sometimes?

I realised that if I could create a consistently performing aquafaba, this product had the capacity to replace tonnes of eggs already baked into cakes and brownies, breads and brioches all across the world, and removing

what we call the “hidden animals” in the food chain would not only fundamentally impact the production of 1.4 billion tonnes of CO2 created each year by the egg industry1,2but also animal welfare.

There are so many hidden animal products in processed foods, from salad dressings to biscuits and even alcohol, and removing them is the main driving force of the business.

Two years later, with my co-founder Polly Mason, we had the results of research conducted by the food science departments of two major universities. We now had the optimum formula for perfectly consistent OGGS® Egg Alternative Aquafaba and it was five times less CO2 than traditional eggs.

During this development phase, we secured £1.3 million in investment. The first versions of the consistent aquafaba worked well in baking so we knew this could be a success and decided to launch a cake range whilst still developing a more optimised Aquafaba for other uses. At this time, there wasn’t a single vegan cake in any UK supermarket and the appetite for the cakes was quite overwhelming, to be honest, two out of the three top supermarkets listed OGGS® within seven months of launching.

Everyone asks me how we achieved this and I truly believe that it comes down to being purpose-driven whilst also having a robust commercial proposition. The egg replacement market was barely touched and there were little if any plant-based bakery products in the market. Our mission became very clear.

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To give our customers affordable plant-based alternatives to everyday foods, that taste as delicious as you’ve always known them, while positively changing the future of the animals, planet, and people with every, little, bite.

family favourites like Mr. Kipling don’t address their sustainability, they will not be the family favourites in the family households of 2030s when the teenagers of today are the parents of tomorrow.

In the first nine months, we turned over £1m in revenue and were already able to see the impact we were having on the things that truly mattered to us; carbon reduction, eggs saved, chicken holidays, water waste, recycling.

Since we launched, OGGS® has saved 173 tons of CO2 through replacing eggs, which is the equivalent of driving around the world 35 times. We’ve given 87,717 chickens the week off, saved 506,056 eggs from commercial use, and planted 2,500 trees to offset our manufacturing carbon footprint.

It is this very clear point that is the foundation of the next five years. How can we work with major food companies to increase their shareholder value by providing them with a more sustainable egg alternative that will enable them to continue to be a household brand?

It might seem like a funny thing to measure your business against, but when you focus on your mission, the profits will follow. For many organisations, they would think I’m a disaster as I don’t know exactly what our January sales target is, but I do know how much CO2 we’ve saved! If we aren’t saving CO2, we aren’t making a profit.

From a business perspective, Pols and I couldn’t quite believe that we were awarded “Startup Entrepreneur of the Year,” but we were delighted for one main reason – we got noticed.

Getting noticed gives us a chance to be heard.

People listening is an opportunity for change.

Sustainable business IS the future of business, regardless of your ethical standpoint.

Sustainable businesses are good for business from the analysts’ perspective; it enables price increase, market expansion, new business modelling, and brand protection to name but a few benefits; a devastated world is bad for business. Regardless of your views, sustainable business models will grow businesses and create longer-term value.

We are seeing the next generation actively looking at the impact of their food choices, choosing to follow a flexitarian diet for part of their week, and seeking out brands with the best environmental credentials. If established

In 2021, we will launch our manufacturing sizes. We are looking to work with marketleading bakery brands to switch out the egg in their products, and every Egg for an OGGS® switch offers a 5 x CO2 reduction.

When people ask for advice on how to be successful, my advice is simple. Do not compromise on your values, take the time to step back and build a business that people and the world needs, not one that you want. Build a good team around you and look at the impact that every aspect of your business has on the planet, animals, and humans. .

About the Author After 12 years working in the pharmaceutical industry and heading up her own Strategy Consultancy, Hannah Carter spotted a gap in the market for an egg alternative product.

Having discovered aquafaba could be used in baking but finding it could be a little hit and miss, she began working with the food science departments at two universities to find the optimum formula for aquafaba to work consistently every time. While this research was undertaken, Hannah launched the OGGS® cake range into major supermarkets and generated nearly £1.5million in investment in her company. In 2020 they had a breakthrough for aquafaba and OGGS® patented the formula for the UK’s first liquid egg alternative, OGGS® Egg Alternative Aquafaba is now available in major supermarkets and online outlets. www.loveoggs.com

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Why subscription boxes are winners in a pandemic

By Rachel Wood.

Subscriptions are on the rise and cropping up in every industry; consumers like the flexibility and convenience of the subscription model and increasingly seek them out for everything from music and streaming services to regular deliveries of items they want and need like meals, beauty products and books.

Subscriptions proved they are resilient even in the face of a global pandemic - subscription businesses were able to grow and ensure they had a steady, predictable revenue stream even when things were changing quickly.

Whether you’re looking to pivot your business to a new selling model or considering launching a brand new subscription box of your own, here’s just a few of the reasons subscription boxes were able to beat the odds and go from strength to strength last year.

A sense of convenience Subscription services are incredibly convenient for consumers, and during a global pandemic many sought out convenience more than ever. Customers enjoy the convenience of getting something they need or want delivered directly to them at regular intervals by signing up for a subscription. In turn, as a business you provide tangible value by replenishing an item for a customer just as they are running out of it, saving them the hassle of remembering to purchase it again.

Flexibility Subscription services are able to offer customers a flexibility that traditional selling models can’t, allowing them to spread the cost of a service through regular payments or budget in advance by paying a fixed price

with a monthly fee. Most subscriptions also allow customers to pause or cancel their subscriptions at any time, giving customers the peace of mind that if their circumstances change so can their subscription.

Plenty of variety Subscription boxes offer novelty and variety as standard - each month a customer receives a new selection, often tailored exactly to their tastes. In a year where most people were rarely leaving the house, the value placed on variety only grew as customers relied on their subscription boxes to introduce them to new and exciting products and ideas to keep them entertained while stuck at home.

Curation Expert curation is a key part of why customers seek out subscription services. Plenty of choices often translates to overwhelm for a consumer; they don’t have the time or the energy to sift through hundreds of options to find the best wine or figure out which book they should read next month. Subscription boxes do all the leg work for them, curating a short, succinct list of options for customers to try.

Predictable growth A recurring revenue model also meant subscription businesses were resilient in the face of change - this business model allows you to plan ahead and keep a steady income stream coming in by simply serving your existing customers. Business owners at the helm of a subscription box are able to see forward and predict exactly what they’ll need, which means less money tied up in stock that

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can’t be sold or money wasted on products that have no hope of selling when the world has turned upside down.

The opportunity for great gifting While people had no choice but to remain apart from friends and loved ones last year, subscription boxes helped bridge the gap by offering meaningful and thoughtful gifting options. While faced with the reality of spending months at home indoors during the first pandemic, customers rushed to purchase subscription gifts which meant a regular supply of uplifting treats and goodies arrived to their loved ones while they had to remain physically absent.

Simple retention Subscription boxes have a retention strategy built into the very fabric of the business.

Because customers are already buying at regular intervals, subscription boxes didn’t need to spend on expensive remarketing campaigns trying to draw existing customers back in. While other businesses had to spend money trying to warm their audiences back up, subscription boxes could stay one step ahead, focusing on growth instead.

Good customer relationships Subscription businesses are in regular contact with their customer, which helps build relationships and foster customer loyalty in the times independent businesses need it most. Monthly deliveries mean subscription businesses continually engage with customers and hear their feedback, making it easy to pivot their products to offer their communities the things they want and need most throughout the year. This is particularly vital during a pandemic, when almost everyone had their plans completely upended.

About the Author Rachel Wood, founder of Rare Birds Book Club, studied Philosophy at university and then went on to get a Master’s in Creative Writing.

She has spent the last nine years working as a copywriter, first inside a big glamorous marketing agency and then as a freelancer. www.rarebirdsbookclub.com

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Why did Arcadia fall?

Forensic accountants will crawl over the failed Arcadia business but, quite simply, Arcadia failed because the management team had zero understanding of the value of an online customer base that spanned many generations across multiple brands.

By forcing its brands to compete online just as they do on the high street, the company missed the chance to capture and engage customers as they moved through the entire brand portfolio, from 16 to 56. What a waste, says Russell Loarridge, Director, ReachFive.

Lost Opportunity It is no secret that all the Arcadia brands, from Topman to Burtons and Miss Selfridge, lagged behind when it came to eCommerce investment. The online offer, when it eventually appeared, was a world apart from the quality of the experience provided by online-only retailers – and the business suffered as a result.

But this was not the management’s biggest failing. For the past two decades, retailers have been falling over themselves in a bid to collect customer data, to use that information to deliver an experience that builds loyalty, drives retention and maximises customer lifetime value. This is a massive business cost, especially for fashion chains which have to manage a constantly changing customer base because tastes change as customers age.

Yet despite having a brand portfolio that appeals to customers across many different age groups, Arcadia did none of that – at least not at anything more than brand level.

Instead, it insisted its brands competed online, rather than maximising their value to capture customers across the entire business, all the way from teen to middle age.

Assuming that because its brands competed on the high street, the same model should be applied online was an extraordinary, wasted

opportunity. And a bizarre misunderstanding of the way successful online retail works. On the high street, competition is inevitable, but online retail provides a chance for inter-brand collaboration that transforms customer retention and builds strong brand loyalty.

The Collapse of Topshop Since the mid-1970s, Topshop’s target audience has been the 13 to 24 age group.

Since then, flares have turned to funnels, tastes have changed, and the world is completely different from three-channel television and Woman’s Weekly, where Topshop towered above other outlets by catering directly for their specific demographic.

Turn the clock forward nearly 50 years and the commitment to fashion innovation is still strong with the Topshop buyers. However, the in-store assistant who directed customers to the right rail or the right look has never appeared online. At best, the Topshop site resembles an online catalogue, taking serious commitment to browse. Innovative engagement with the consumer is negligible and there is no acquisition of consumer preferences to enable recommendations.

Couple that with no ‘baton handoff’ to portfolio retailers as the consumer ages and we have the core reason the Arcadia empire collapsed - little to no personalised consumer engagement and no coordination between their retail brands.

From Teen to Middle Age So what went wrong? Under the umbrella of the Arcadia holding company, brands such as Miss Selfridge, Topshop, Dorothy Perkins and Wallis went head to head to win consumers rather than maximising their market position to build engagement throughout a customer’s life. By running each brand separately, there was no attempt to maximise customer

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lifetime value, to move them between brands as they matured.

Just imagine how much more successful every brand would have been if the model had changed, if individuals had been encouraged to view themselves as an ‘Arcadia’ customer, as well as Miss Selfridge advocate. Of course, the retailer should have been asking questions to discover a customer’s gender, age and preferences and used that information to personalise the immediate experience and create loyalty. It didn’t – and that was another failure.

By building a profile for each customer across the entire retail estate, Arcadia could have followed customers as they moved through teen fashion and started to look for something more sophisticated. Rather than losing customers to the competition at this point, it could have captured those individuals and provided offers that nudged them across the brand portfolio. And, critically, retained them within the overall Arcadia business.

But, of course, that never happened. No one at Arcadia woke up to the value of this amazing online customer asset. No one attempted to build a personalised experience that encompassed all the relevant brands. Instead, the model was inter-company competition – just like on the high street. It didn’t work.

About the Author Russell Loarridge, is Director, ReachFive. As a performance driven board executive with broad enterprise sales and marketing experience, Russell enjoys a demonstrable record of; strong sales growth, full P&L responsibility, operating complex multi-level, direct and partnership deals and building channel infrastructures. His background in leading business-development for both multi-national information-technology companies and growing revenues in start-up situations, enables Russell to draw on a broad base of business knowledge and experience to face new challenges. www.reachfive.com/

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How important are ethics when it comes to entrepreneurship?

By Michelle Wright, founder and CEO of Cause4.

‘Don’t be evil’ was part of Google’s corporate code of conduct from 2000. Shared in employee handbooks and used as the WiFi password on the shuttle at its California headquarters, the statement was a corporate motto that raised a few eyebrows with outsiders who were more used to businessfocussed mantras. Adapted to ‘do the right thing’ in 2015, when Google was reorganized under new parent company, Alphabet, the motto expressed the brand’s intentions beyond industry leadership, innovation and financial success.

The majority of entrepreneurs also want to shake things up by starting a business venture that supports their objectives and incorporates their philosophies. Many of us are spurred on by wanting to do things differently, by wanting to avoid the mistakes we have witnessed in previous roles and by creating a culture that we admire. But, when things get tough, is the ethical approach practical? What if ‘doing the right thing’ actually means cutting costs or reducing benefits in order to stay afloat?

The current crises have brought a series of ethical dilemmas. The global pandemic has raised questions about how business leaders are acting towards their staff, their shareholders and the world at large. When many start-ups are operating on a shoe string, how will they protect their staff

when they return to work? Will they be able to support the flexibility that their colleagues need during the lockdown? How are start-ups taking action against prejudice in meaningful ways rather than jumping on a bandwagon?

Some corporate responses to Covid-19 demonstrated admirable ethical values: Car insurance companies that offered customers refunds and credits; clothing companies that switched production from fashion to PPE, a plethora of understanding bosses who recognised the stresses on working parents and let them choose their hours and forgave interruptions by their children. On the reverse side, stories have come out of many who behaved poorly. One in three furloughed employees were asked to break rules and keep working. Some business landlords refused to close their office buildings, charging rent even though none of their tenants were able to come to work if they followed government guidelines.

Small and large companies have been under scrutiny and those that have ignored how they treat their people and their customers have felt the backlash. Consumer activism has gone mainstream. More than half of Americans have taken action in support of social issues in the past six months, according to a Ruder Finn study, and almost a third of those actions, such as boycotting a product, were directed at brands.

Ethical strategy shouldn’t be a behind-thescenes activity, or a special project initiated

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after a company has been accused of ethical wrong-doing. An ethical strategy should be informed by and influence every aspect of an organisation. Too often decisions are made, or issues ignored, by a business leader cut off from the ‘real world’. Without diversity of opinion or lived experience to provide a broader view of the challenges being faced or the opinions of the wider community, strategies are too limited to be effective. The danger for our society is when we put a halt to the progress that was being made to improve vital ‘upgrades’ to things that matter - accessibility, diversity and equality. These fundamentals can get lost as organisations fight to survive financially.

What every organisation needs is a ‘defensible’ policy; a clear view on how to act to avoid backlash, without ignoring vital fundraising or income-generating activity. An ethical strategy is the umbrella for all activity, something that all members of your team can reference in order to maintain an ethical stance on the decisions they make every day. It’s important that there is a structure to any discussion about ethics.

Emotions can get fraught when ethics are discussed from a personal perspective rather than an organisational one, and it’s important to remember that the goal is to ascertain an organisational consensus as to what’s appropriate as opposed to being steered too much by the views of individuals.

Any good entrepreneur relies on a plan. Some of us plot out every aspect of our business from defining the market to branding and packaging.

Others prefer a flexible approach with one eye on the bottom line, while we explore every new opportunity for growth. Whichever camp you fall into, I’d recommend you take time to document your own ethical view. Consider what your company stands for and how you want to impact those around you. Seeing your ethical strategy written down brings it to life and provides you with the roadmap you need for all the decisions you take going forward – whether they relate to staffing, customer service or partnerships.

We are going to expect a lot from our leaders in the year ahead, and the public won’t accept

excuses from companies in defence of a decision or a failure to act. We will want to see our leaders act with integrity, demonstrate openness and honesty in their decisions, putting people first. As an entrepreneur it can feel like the world is on your shoulders at times.

Difficult decisions often have to be taken, sometimes without enough time to review all the options. Having an ethical strategy – a blueprint on what you feel is important for your company and your reputation – can help you chose well and justify that all the choices you make are decisions you can be proud of.

About the Author Michelle Wright is founder and CEO of Cause4.

Launched in 2009, Cause4 offers strategic support to charities and not-for-profit organisations. The company has grown rapidly and has worked with some of the country’s leading charitable organisations. Cause4 works in the private sector developing CSR and philanthropy programmes with organisations such as Santander, Close Brothers and Cineworld and supports the development of philanthropic foundations. Michelle started Cause4 with a vision to revolutionise the charitable sector. Cause4 has raised more than £55 million for charitable clients and works with a range of charities, social enterprises and philanthropists and their causes in the UK and internationally. Michelle has won many awards for her work and, in 2020, was a GOLD WINNER at the Women World Awards with Cause4 named Best Non-Profit Response to Helping Local Communities and the World During COVID-19. www.cause4.co.uk

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How to build an organic and vegan skin care brand TSF caught up with Dr Pauline Hili to learn about how she built a successful and ethical skin care brand.

Tell us about your business, what do you do?

Our business is all about wellbeing and creating great formulas to make the skin healthier and happier. Fundamentally, we believe that everyone deserves to feel good about their skin and we are on a mission to provide great skincare at an affordable price.

Our Natural Products Factory was incorporated in 2011 and is a vertically integrated developer, manufacturer, distributor and marketer of skin care products. Our speciality is the development of natural and organic certified products within the beauty and personal care market - both for our own brands and through white label and brand partnerships. Natural Products Factory Ltd is based in Battersea, London. Through our first brand, Nourish London, we are at the forefront of the development of clean and green products to cater for the increasing demand for high quality personal care that is also sustainable. The achievement of clinical results forms a key part of our product development plan. Our customer feedback is very clear on this point: Nourish London products improve tone, improve texture and provide long-term skin health.

What did you do before you launched your own brand?

Before starting Nourish London, I was the Research & Development Director for Neal’s Yard Remedies for many years. Neal’s Yard Remedies was the first Soil Association approved cosmetic brand, so in my role I was really helping them pioneer the development

of organic skincare as a whole. Before that, I was a brewing chemist and worked for Guinness. I have a deep-seated passion for working with consumer goods and being able to create products from scratch – something tangible, something other people get pleasure from using every day is a real gift.

What inspired you to create your own skincare brand? What was your lightbulb moment?

I don’t think I had a lightbulb moment. It was more like the dimmer switch being slowly turned up as my confidence grew. As a scientist, you want to solve problems, make things better. I wanted to create a brand to share my knowledge as a scientist and help make people’s skin healthier.

Why did you choose to launch an organic and vegan skincare brand?

I was part of the committee who set up the first Soil Association organic standards for cosmetics in the UK and, as part of my work at Neal’s Yard Remedies, organic was in my DNA. The Vegan Certification came from a desire to give the consumer a wider choice and omit any animal-based ingredients from our range.

I am proud that we pioneered this at Nourish London long before it became a mass market trend.

What are the main considerations when creating and building a successful organic and vegan skincare brand?

When we set out to create Nourish London, we had a number of clear objectives that have helped build our success. Firstly, we wanted to be independent. We also wanted to give

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exceptional customer service and help people find the right solution for their skin no matter where they were on their skincare journey.

Quality-wise, we wanted to make small fresh batches in our own factory to have full control over the quality of our own formulas. There are a number of things to consider when building a successful organic and vegan skincare brand.

Firstly, whether to certify or not to certify.

This can be time-consuming and costly, but it provides a great basis to understand your raw materials and your supply chain. We certified our products from the get-go and it has proven to be a really positive step for us. Secondly, whether to manufacture or outsource. Setting up a factory and successfully manufacturing is no easy task. I am happy to say - surprise and delight - are the prevalent reactions when we tell customers their product was entirely made and formulated right here in London.

What has been your biggest challenge?

As a small business owner, we have new and creative ideas every day on where we could take the brand next. So, my biggest challenge is trying to focus on the many ideas I have, down to the most relevant and best to follow through with. I am fortunate to be surrounded with a highly creative team to assist and guide me with the choice and follow-through.

What is your main source of inspiration to create new products?

Our customers, nature and plants are my source of inspiration to create new products.

So many plants have very clever mechanisms for solving problems. Rose of Jericho that we use in our products is one of my favourites.

Creating products to help people improve their skin and support healthy self-esteem is the driving purpose of what we do. It’s great to be using plants and science and solving skin care issues. It’s a pretty cool job.

In regards to the aesthetics of the brand and company - what are your top three priorities when coming up with new lines and packaging?

We have some guiding principles when it comes to new lines and packaging a. Be a test bed for pioneering sustainable

ideas – we are currently working on really revolutionary sampling idea which uses paper. b. Be nimble and prepared to change tack in the product development process. Funnelling and narrowing ideas too soon can mean you miss real opportunities. c. If people tell you it cannot be done – do it anyway.

How important is it for your business to be part of a community and what would you say is your social purpose?

Being part of a community is really vital for our business and our social purpose is to work within our community to provide high quality effective products, an inspiring work environment for scientists and creatives to collaborate and a social principled voice in the wider beauty community.

Where do you see Natural Products Factory in five years?

We have started a fantastic research project with Swansea University looking at the Algae as a potential source of sunscreens. It’s a big milestone for the company. I would like us in five years’ time to have several research projects on the go, looking at various aspects of skin health and improved ingredients to solve skin care problems. To have a heathy pipeline of research and new product development and be working with our current team of really creative and innovative people would be where I would like to see Natural Products Factory in five year’s time. And with Nourish London having global reach of course!

What advice would you give to aspiring entrepreneurs looking to create their own beauty brand?

Be passionate and patient in equal measure.

And plan, plan plan! www,nourishskinrange.com

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How to Create a Marketing Strategy for Your Business

By Gina Hollands.

Whether you’re starting a new business or have an existing one, creating a marketing strategy is essential if you want your business to be successful. Business owners who opt to take a haphazard approach to marketing rather than a planned one, end up with far from optimal results and often find themselves hemorrhaging money.

Creating a marketing strategy isn’t difficult.

Invest the time to consider your approach and you should reap the rewards. First of all, what’s the point of a marketing strategy? Well, it helps you get and stay organised, control your spend and measure the outcomes. Also, you can’t do a marketing plan (a table of which marketing activities you’re doing when) until you have an effective strategy in place.

How to create your own marketing strategy Step 1 – Gather your facts Take time to answer the following questions: 1. What is your product/service?

2. What makes your business different from the competition? This is your unique selling point (USP) and can help define your key message.

3. What is a realistic budget you’re comfortable with spending on marketing over the next 12 months? Do not assume at this stage that your marketing will work and you will make more money; base your budget on what you can afford now.

4. Who is your audience? Think about gender; age; profession; location; interests; income; family; other brands they buy into; buying behaviour; hobbies; media they absorb – such as social media, magazines, broadcast channels; and problems they encounter (and how your business could help solve some of them). This allows you to create a ‘customer persona’. You might have several different personas who are your customers. Give each one a name and a face and add this to your marketing strategy. This is a great exercise to help you get to know your customers (or potential customers) but beware – you can’t pigeonhole everyone or predict every single buying habit – so always approach with an open mind.

5. What do you want to achieve? Rather than fluffy objectives, such as ‘to sell more’, think in terms of specific goals, e.g. to increase website traffic by 10%; to increase 5-star reviews from 80% to 90%; to increase volume of sales by 100 units. Being specific will ensure you can measure results and gauge the level of success of your strategy.

6, Who is your competition? By all means, check out what the competition is doing, but don’t get bogged down by it. And certainly don’t copy! If you are going to look, then make sure it’s because you intend to do things better.

Step 2 – Decide on your message This is where your USP comes in. Consider

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also what problem your customers have and how you can help them solve it. E.g. if you offer a virtual PA service, your customer’s problem could be not enough time to carry out administrative tasks. If you sell sustainable clothing, you’re offering a way for someone to feel good, look good and express themselves.

Perhaps it’s less about a problem and more about improving a situation further. This is often the case with luxury products. E.g. if you sell scented candles, your product’s power lies in being a wonderful gift or a way in which people can create a more desirable home.

Once you’ve established the problem/ improvement, then define your message. For example: “Perfect PA provides customers with an important asset that cannot be bought – time.”

Or, “Glorious Apparel is an easy and affordable way for people to save the planet, without compromising on style.”

I’m not saying this is your tagline – it most definitely isn’t. In fact, you may never use these words overtly to promote your business. It’s more about you gaining an understanding of the impact your product/service has. This, in turn, allows you to get creative with how you will promote it.

Twitter, then it makes sense to take this on yourself. However, if you don’t even know what SEO stands for (search engine optimisation, which in layman’s terms is improving the visibility of your website) then it makes sense to appoint an expert to look after that side of things – that is, of course, if you’ve established that your customers are likely to be searching online for a solution to their problem.

3. Keep your objectives in mind. If one of your aims is to increase sales, then perhaps Google Shopping might be an option. If you want to enhance the reputation of your company, PR could be more important to you.

4. Be selective. At PMW, our motto is to do something well or not at all. It’s better to choose a handful of channels and use them to excellent effect, than to spread your approach too thinly and miss the mark.

Finito!

Now you have a fully-formed marketing strategy. What’s next? The marketing plan. I like to lay this out in table format, so I can see on a single page my marketing activity and when I’m planning on running it – but that’s another subject in itself!

Step 3 – Choose your channels So, you know who you want to talk to, and you know what you want to say. Now it’s time to decide how you’re going to say it, that is, which channels are you going to use to convey your message? Will it be through social media, advertising, events, PR, SEO or a mixture?

You can’t do everything, not unless you have endless budgets, so you have to prioritise. Do this by establishing the following:

Create a new marketing strategy every 12 months as it may need refreshing. Analyse results to find out how effective it’s been. By the time year one is up, you may have a new offering, a different budget and a refreshed set of objectives.

1. Are your customers more likely to be reading a certain magazine or searching the web? Do they favour Facebook to listening to the radio or vice versa? It makes sense to work out where your customers are and choose your channels accordingly.

About the Author:

2. Where do your skills lie and what can you afford to outsource? If you’re a whizz with

www,pmwcom.co.uk

Enjoy the cost-savings and wonderful feeling of organisation that your new marketing strategy gives you!

Gina Hollands is commercial director at PMW, a full-service marketing agency based in Sussex that provides clients with tangible results through creativity.

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Meet the Successful Founder Rebecca Masri of Little Emperors The latest in our Meet the Successful Founder Series is Rebecca Masri, founder of Little Emperors and an inspirational travel industry entrepreneur. Here she shares her journey with us, and some useful advice: I have always loved to travel. I find travelling the best for education, relaxation, and have always preferred to spend my time and money towards new travel experiences, meeting new people, familiarising myself with new cultures and religions. I have learnt my best lessons travelling and I love working in an industry that allows me to do what I love. After the 2008 crash, I identified an opportunity in luxury travel, and changed from working in the city at an investment bank, to creating a company in travel.

What was your inspiration for Little Emperors?

In 2008, the market took a tumble, and the world headed into a global recession. At this time, I was working at Goldman Sachs in the city of London, and saw that the approved hotel list from the corporate travel programme in turn had also changed significantly, with most luxury hotels being removed. Coupled with the rise is SMEs who do not have their own volumes for rate negotiation as people were laid off from larger firms, I identified an opportunity, and together with some university friends created Little Emperors, a members only Luxury hotel club, with corporate rates and leisure benefits. With the collective buying power of our members, we negotiate rates

at luxury hotels around the world, and using cutting edge technology, present our 30,000 strong membership base with an app, MyLE which completes bookings within 4 clicks. Little Emperors delivers value — both in time and money.

Could you give us a background on Little Emperors?

Little Emperors is a private members hotel club, offering access to preferred rates and guaranteed benefits at the most exclusive hotels around the globe, handpicked by a team of travel advisors and luxury experts.

With both a web and app-based presence, we are the essential travel companion to both frequent jetsetters and one-off luxury seekers.

We are turning more into a ‘tech’ company as we invest more and more in cutting edge technology to ensure a seamless booking process for our members using our app, and also carefully use booking and search history to tactically suggest hotel’s and offers that are relevant. The focus for us is value – with our ‘lowest rate guaranteed’ policy, our members can book easily knowing that we ensure the lowest rates with the best benefits at all our hotel partners, and if there is a lower offer elsewhere, we guarantee to match it and add to it.

Value is key to our business as we shift away from the traditional concierge model which is service driven, and charge a low entry fee (£250 a year) to bring value in luxury to our members.

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How has Covid-19 affected Little Emperors?

We have seen a dramatic drop in bookings, I would say around 50% drop from this time last year. That being said, we have seen an increase in length of stay, as offices remain closed, travellers have more flexibility to work from abroad and enjoy longer periods of time away. Our lead times have also decreased, with so much uncertainty people are less inclined to plan ahead and instead book last minute.

What are the lessons learnt from setting up Little Emperors - your top tips for young female entrepreneurs?

I set up Little Emperors in 2008 as the world headed into a global recession and the risks couldn’t have been higher. I believed in my product and truly believed I’d found a gap in the market that nothing would stop me from pursuing it. By taking calculated risks, with true determination, I was able to set up a successful company in the midst of a difficult financial time for the world. As we are in a recession for the first time in 11 years, I imagine there are many budding entrepreneurs who are questioning going ahead with their business ideas. Take calculated risks - if you truly believe in your product, now is your time.

Do you think the way we travel and book travel will change in 2021/in a post-Covid world?

In terms of travel trends, the shift towards wellness and mindful travel was already present, and I think that COVID has placed more emphasis here. Health and wellbeing has been at the forefront of peoples’ minds coming out of the pandemic and will no doubt continue to be a key factor in people’s holiday and day to day lifestyle choices. Pre-Covid, we saw a shift towards new destination discovery, however this trend has not continued post-Covid.

Familiar favourites seem to be more popular than ever as people feel safer returning to their childhood favourite hotel hot spots. We have been forced to think about things like hospitals in places that are not home, the proximity to home and local familiarity all of which have

impacted this trend to stick to what we know with our familiar favourites.

There are so many opportunities for change, some of which were already happening preCovid and some triggered by the pandemic.

There has been a shift towards tech, which Little Emperors is very much ahead of the curve here.

Our advanced forward-thinking technology and optimized search engine helps members find bespoke hotel trips and experiences perfectly suited to their requirements and personal preferences. The technology allows us to target members with bespoke marketing and knows what members want even before they do! With access to booking search engines, we are in a unique position of being able to access what travellers are looking for and can therefore predict future travel trends and always be one step ahead of the curve.

With an easy to use app, members are only 4 clicks away from completing a booking and can gain access to live availability and detailed hotel and room descriptions at any time. I believe we are a great example of how a company can use innovative tech to target its audience in the best way possible. www.littleemperors.com

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7 reasons why your B2B company shouldn’t bother with social media

By Abbie Curbison.

If your customers are other businesses, it means they don’t care about social media — right? So, why bother making it a part of your digital marketing strategy for 2021? We’ll let you decide if you’re better off without, with our seven reasons why you might want to steer clear of the world of social…

1. Because social media is only for B2C companies As a B2B company, it can be easy to forget that even though your customers are other companies, there’s still a person behind a screen viewing your content. Everyone is a consumer; some people just ‘consume’ on behalf of other businesses. So, if you want to build professional relationships and position yourself as a thought leader in your industry, you NEED to be sharing informative content regularly across your social channels. And remember, there’s more than one social media platform. The likes of Instagram might be better suited to the glamorous world of influencers and product endorsements — but LinkedIn was literally designed for B2B networking.

2. Because you’re the best in the game If you’re already dominating your industry and wiping the floor with your ‘competitors’, then crack on. You’re obviously doing something right. But unless you’re number one in your field, you NEED social media in your digital marketing strategy. Social allows you to keep

tabs on your competitors and add your input to trending industry topics — giving you the opportunity to demonstrate your authority and credibility, as well as reinforce your standing as a thought leader. And can we tell you a secret? The best-of-the-best B2B companies, such as Google and IBM, make great use of social media, regularly sharing insightful content that both interests and builds their audience.

3. Because you’ve got nothing to say Speaking of content, we often hear B2B companies say that they don’t know what to post or they don’t have anything suitable for social media. But the world of social isn’t all snaps of ‘hot dog legs’ and Love Island stars endorsing diet shakes. Actually, it’s full of carefully curated content and insightful information. And chances are, you’ll already have plenty of content worth sharing. Ever produced a whitepaper? An e-book? Carried out research or guest written an article for a publication? Get it on your social channels!

Making use of the multimedia available with social — such as video and polls — is also a great way to keep your content fresh and exciting. Video allows you to engage with existing and prospective customers in a more personable and friendly manner, while polls are a great way to ask questions and conduct market research.

4. Because you’d rather use email instead Email is great for business communications

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— but it’s not a replacement for social media.

And social doesn’t mean unprofessional either!

Channels like Facebook and Twitter allow you to respond directly to customers and offer realtime solutions and advice to help build that essential rapport. Did you know that just over 34% of customers prefer using social media for support than the phone or email? Engaging with your audience on social media is critical to growing and maintaining relationships to guarantee your customers’ repeat behaviour and loyalty.

Times — go wild. If you haven’t, social media is the best way to go. It’s undoubtedly one of the most affordable forms of marketing.

Signing up is completely free, and you can cap your spending on each campaign and set budgets against specific KPIs. The only real investment with social media is time…

Which is where the help of a marketing agency can come in handy! If you’re feeling stuck on your digital marketing strategy, take our free marketing audit now to identify which areas of your marketing need a boost.

5. Because you’re already reaching exactly who you want to reach

About the Author:

Sure, you might have a loyal pool of customers that you can always rely on to bring in business.

But what about all the other untapped potential out there? Nearly a quarter of the world’s ENTIRE population is active on social media!

That’s a lot of people you could be missing out on selling to if you’re not active on it as well.

Plus, the more specific you are with your targeting, the higher the quality of your leads will be. Social media advertising offers unmatched precision — with targeting options to narrow down your prospects by interests, location, education level, and so much more.

6. Because you don’t want any more leads ‘New business? No thanks’. Said no one, ever!

Now, let’s stop talking crazy and get real — if you want to maximise leads and, ultimately, boost conversions, you need to drive people to your website. And one of the best ways to do that is through social media. Out of all the social platforms, LinkedIn has proven to be the most effective lead generator. Again, content is king here. You want to use the platform to share helpful content that answers your customers’ and prospective customers’ questions — proving that you know your stuff to make them want to do business with you.

7. Because you have an unlimited budget If you have endless cash to spend on primetime TV ads, radio slots, colossal billboards in Trafalgar Square or print ads in the Financial

Abbie Curbison is an Hyped Marketing

Account Manager at

www.hypedmarketing.co.uk

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Social Media The truth about bots your business can’t ignore

By Stewart Boutcher.

A report recently published by market research firm eMarketer shows digital ad spending in the UK is on course to grow by 0.3% in 2020, to reach a total of £15.8 million.

This growth has been driven largely by the pandemic and businesses taking advantage of the increased amount of time people are spending online, but what many do not realise is that a significant chunk of their digital marketing budget could be being wasted by socalled ‘bots’.

Bots are pieces of software that run automated tasks on the internet and are designed to remove the need for human interaction in every day operations.

It is estimated that half of all internet traffic is attributable to bots, many of which are carrying out useful tasks, such as the Google bot which gathers information about the content of websites for the Google search engine.

However, there are also malicious bots used by scammers to undercut deals, divert visitors or steal clicks from paid ads. These bots can account for a substantial portion of all traffic from paid digital ads (PPC and promoted social posts), often up to 30% and in some cases, in excess of 90%. Therefore, bots are increasingly becoming a reality that businesses simply cannot afford to ignore.

But who is responsible for these bad bots, what damage could they do to your business, and what can you do to minimise the risk?

Identifying the culprits

In most cases, bad bots are operated by cybercriminals, albeit for a variety of different reasons.

Usually, they are trying to obtain data that can then be used in fraudulent activity, steal money or divert assets, spread ‘fake news’, or conduct DOS attacks to hold businesses to ransom.

Sometimes, these cybercriminals act on behalf of companies willing to use dirty tactics to get an edge on the competition, or they will otherwise look to auction off the information they have obtained to the highest bidder.

In a 2018 report released by the National Strategic Assessment of Serious and Organised Crime, cybercrime – of which bad bots account for a significant proportion – was identified as one of the key threats to the UK’s prosperity.

The threat bots pose to your business The financial and reputational damage that bad bots may inflict on your business could be vast and profound.

For example, ‘price scraping’ bots can gather and analyse product prices on your website which can they be used by your competitors to beat your prices online.

As content scraping bots are designed to steal and reuse website content elsewhere, your brand’s reputation could also be affected if content were allowed to be replicated.

Another type of bot, known as ‘credential cracking’ bots, can use brute force attacks to ascertain user credentials, potentially leading to accounts being locked out and financial fraud taking place.

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Conversely, ‘account creation’ bots make free accounts that are then used to send spam and exploit promotions aimed at new users.

‘Denial of service’ bots have the capacity to deploy DOS attacks that can overwhelm or crash your website, preventing legitimate users from accessing it.

There are many other kinds of bad bots that cybercriminals could use against your business, but all of them have a clear purpose – taking away your hard-earned and well-deserved money, clients and reputation.

is why it is important to seek expert advice to properly assess the specific needs of your business.

As the digital marketing space continues to grow, businesses cannot make the mistake of underestimating the threat that bad bots pose to their future prosperity.

How to protect your business

www.thisisbeacon.com

It is clear that bad bots are a very real threat to your business, though there are steps that you can take to minimise their potential damage.

Properly setting up rules on your website’s robots.txt file – a file that lives on a web server and specifies the rules for any bots accessing the website – is the first thing that you should do to protect your business. Whilst this will not necessarily stop bad bots from getting onto your website, it could help overly aggressive crawlers – programs that systematically browse the web to create an index of data – from taking your website down.

Another way that you can minimise the risk of bots is through the use of Google’s reCAPTCA security service, which requires human input or other validation, such as email verification or texted one-time codes.

Web-based solutions, including firewalls, can prevent lots of threats from ever reaching your website, while identifying unusual traffic sources in your analytics or spikes in login attempts can both be tell-tale signs of bot activity.

Conclusion These are all very basic things that you can do to provide your business with some added protection, but the severity of the threat for many companies means more must be done to keep them safe online.

The bot problem is of such significance that often a substantial amount of time and effort must be placed into tackling them, and this

About the Author: Stewart Boutcher is founding CTO and Data Lead at Beaconsoft Ltd

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Eight ways to overcome burnout if you are a CEO

By Nina Cornish.

It would be an understatement to say that the last year has been extraordinary. Least of all for CEOs who, without warning, were thrown by the spread of Covid-19. Amongst an endless list of tasks, keeping their businesses above water and ensuring the health of employees and customers became a priority, and all needed action while not losing site of the bigger picture.

No doubt, CEOs suddenly found themselves under an immense amount of pressure.

Plus, any hope we’d start a new year on calmer shores was quickly dashed by rising coronavirus levels and the announcement of a third national lockdown. Although those who take on the title of CEO often flourish with its challenges, when the uncertainty feels unceasing the weight of responsibility can feel simply too much to carry. And whilst it is not unusual for a CEO to feel overwhelmed, it is a a danger when the person at the helm – the one who holds the highest influence and power – feels burnt out to the point they are unable to steer their business and its people through safely.

The unique stresses on a CEO. Over the past year, CEOs have been obliged to dig deep into their energy reserves, diversify at speed and make incredibly hard decisions about both their valuable employees and ways of working. And they have to do this all while giving out a positive and collected image to the world and their loved-ones. Certainly, the inability to plan ahead, coupled with no real idea of what is round the corner, has

understandably had a negative impact on many CEOs. And let us not forget that leaders are also mums, dads, wives, husbands, daughters and sons too. And, just like much of the country, have been grappling with the challenges faced by two national lockdowns. Doubtlessly, the lack of physical boundary between work and home is creating a space where the workday never seems to end.

Acknowledge burnout early.

When an individual feels muddled in psychological quicksand it can be hard for them to invest in themselves, and as a consequence, the company and its employees can also be neglected. After all, when a CEO feels dejected, it’s unlikely they will have the energy and compassion to support the multitude of characters and personalities that exist within a business. Subsequently, it can feel impossible to gain perspective on the situation at hand.

Long hours, the unremitting pressure of walking a tightrope and handling conflicting interests without visible results can lead to intense feelings of exhaustion, demoralisation and helpnesless. What CEOs in this situation are experiencing is the “occupational phenomenon” of burnout.

It can be hard to notice burnout in one’s self because it is generally something that builds slowly and creeps in without warning. But, identifying the problem is the first, and indeed, the most important step to making a positive change.

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Based on my years of experience working with a range of CEOs, those experiencing burnout generally have six identifiable characteristics: 1. Longstanding fatigue One of the first warning signs when an individual is burning out is the feeling of constant tiredness and physical and emotional exhaustion. The stark rise in the volume of people searching online for support with ‘fatigue’ over the past ten-years – a 113% increase between March 2010 and March 2020* - is telling of the impact.

2. Cynicism and distance Wondering what the point or one’s purpose is or displaying an increasingly rigid and inflexible attitude.

3. Feeling at fault or guilty Despite best efforts, the individual has a constant feeling that they have not done enough, even when something is out of their control (preventing a global pandemic impacting on a business, for example).

4. Lacking interest Feeling numb with no excitement and generally not looking forward to anything.

5. Unable to recognise accomplishment or progress A CEO who feels their competence or value is at question, when it is not. Not seeing what they have achieved objectively.

6. Little or no patience Experiencing a short fuse over minor issues or issues the CEO would otherwise be confident at handling.

Eight ways to stop burnout in its tracks.

There exists, in my opinion, a grave danger in what has long been the glamourisation of overworking. In this misguided world, forgoing lunch-breaks and weekends in favour of work is portrayed as a sign of passion and chaining one’s self to a desk until the early hours is seen as commitment. Exhaustion has, unfortunately, become fashionable, but wearing burnout as a badge of honour and portraying exhaustion as

in any way acceptable is as dangerous for the individual as it is for the company and those who work in it. It is the responsibility of the CEO to prioritise employee health, but to achieve this, they must ensure they prioritise their own health first.

Bearing that in mind, here are eight, actionable steps that can help an individual avoid burnout: 1. Book ‘me time’ in your diary Schedule free time in the calendar and stick to it. This will help maintain a balanced perspective.

2. Cherish daylight and get outside Far more active thinking happens when we are outside, rather than in front of a screen. Do this to help the mind reset and declutter.

3. Move regularly Studies have shown that physical movement ‘turns on’ the brain. CEOs must ensure they regularly move away from their work-space.

4. Ensure others know your boundaries Set boundaries between work life and home life and communicate these to family and colleagues. Turn email notifications off and avoid answering calls after hours where possible.

5. Be mindful of diet and alcohol consumption CEOs must be honest with themselves – are they eating a healthy diet or drinking too much?

What we use to fuel our bodies can have a big impact on concentration and mood. Scheduling in alcohol-free days could also make a big difference in mood.

6. Get support Burnout can have a big impact on mental health. Find external support from a coach, counsellor or your GP. Confide in someone that you trust and whom you won’t feel judged by.

7. Have fun Build the things that bring joy into a routine and create checkpoints throughout the week.

Talk about it. Create it. Seek it.

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8. Cheerlead healthy working practices Make it a priority to take time off or alter the work routine by reducing hours, and then celebrate this with the team. Cheerleading this way of working will have a big impact on employees too.

It can take years for a business to recover from the burnout of its leader, not least because the weight of the person suffering is felt across the whole of the business. An excellent CEO is every successful organisation’s greatest asset, but a burnout leader can also be its biggest downfall too.

* Volume of Google searches of the word “fatigue” between 2010 and 2020 (Google Trends) About the author Ruth Cornish is co-founder and director of HRi. HRi is the UK body for independent HR and people professionals, providing support, development and a voice for external HR and people consultancy businesses.

Twitter: @HrIndependents LinkedIn: HR Independents

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Meet the Successful Founder -Rina Einy, Culthread

By Rina Einy.

My journey from sports to fashion has been a long and interesting one, rather than a step change, with lots of learning along the way.

Even though I am a dog person, I think about my life being that of a cat (with nine lives). I was independent from the age of 14 owing to an early career as a tennis professional, which I brought to an end at the age of 19; I travelled the world playing in tournaments such as Wimbledon and the French Open, as well as representing GB in the 1984 Olympic Games in Los Angeles. Next, I studied at home to make up for all the lost school years and managed to get a place at the LSE to study Economics. I was recruited by JP Morgan on their graduate programme and traded bonds and derivatives on the trading floor in London. I then moved to Brussels, where my partner lived, and brought up our two children there, before starting to work in my husband’s family-owned business as Finance Director. After an Executive MBA at Cambridge Judge BS, I founded Culthread, an ethical outerwear and lifestyle brand in 2018, and I am currently three years into a Doctorate in Business Administration, where my subject is concerned with Workplace Inclusion in the UK. I think that makes some seven ‘lives’ so far…

An individual sport like tennis, played to a professional level, requires an insular and somewhat selfish approach to literally everything. It’s basically all about you: how you prepare for matches, how much you train, where you play, how many tournaments you play in, what your ranking is, what you eat, how much you sleep. Sports professional is how

you identify first and foremost, and there is little time for anything else. Though it sounds glamorous, and I travelled all over the world, it’s a tough life to live as a teenager, with no friends and no social life to speak of. I wasn’t at school and constantly on the move. There was also the massive pressure that I put on myself to improve, to win, to be the best. I think it’s fair to say that I was burnt out by the age of 19 and carrying some injuries that still haunt me now. I was also concerned that my future career options would be limited if I didn’t get myself an education somehow, albeit a few years later than the average student. One day I simply put my rackets down and decided to start afresh, and my “many lives” journey began.

The initial introduction into the fashion industry came about as a result of my husband’s business which produces high quality outerwear for international fashion brands. I joined the company initially in a finance role when the children were small, before taking on other responsibilities. As a business that designs, sources, manufactures and delivers high fashion outerwear, I was fortunate to be in a privileged position to see the way the industry works all the way through the supply chain. It was frustrating to see how even big brands were reluctant to take steps to move towards more sustainable fashion by sourcing recycled materials and packaging for example, despite our urging them to do so over the years.

Having a better understanding of the ethically marginalised and non-sustainable products

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and processes often employed in the fashion industry, such as natural fur and down, newly manufactured polyester, water guzzling cotton, non-living wages and appalling worker conditions, I became much more discerning about what I purchased and chose to wear. I thoroughly researched what garments were made of and how they were made. I found it especially difficult to find a beautifully styled, high quality jacket that was ethically produced, without animal products (which I refused to wear because of cruel industry practices).

Eventually I decided that if it didn’t exist, I was going to have to start making it! That was the beginning of the process of starting my vegan, sustainable outerwear and lifestyle brand, Culthread™.

Fast forward two years and we’re three seasons in, our all women team has grown, we’ve sold hundreds of Culthread pieces, been featured in magazines like Red and Marie Claire, seen our jackets worn by multiple celebrities and learnt a lot along the way. Follow our journey on Instagram at www.instagram.com/culthread, and to browse our products head to www. culthread.com.

About the Author Rina Einy has been involved in the outerwear business for over a decade as Managing Director of design and manufacturing company, Textyle; she has had a number of previous careers, in professional tennis, trading in an investment bank, and several years as a full-time mum!

She has remained a strong believer in both equality and women’s empowerment, and was a Trustee at Dress for Success London, a charity that helps underprivileged women enter the job market for three years. Rina remains involved with the charity and regularly donates women’s outerwear. www.culthread.com

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Why businesses need to replace best practice with experimentation

By Alan Cooper, Co-Founder, Freestyle.

Why we should embrace ‘freedom to fail’

This year has seen an acceleration when it comes to pace of change, driven by the Covid-19 pandemic. Large corporations can no longer solely rely on the data they’ve gleaned over the years when it comes to developing their business proposition because year-onyear data will no longer be as relevant or reliable. 2020 has shaken up the business world on a global scale - from start-ups through to established organisations. But that doesn’t mean that the notion of best practice has disappeared - there’s still a right way to do things and a good way to do things - it’s simply a case that there are now more ways to do things. For entrepreneurs and founders operating in an uncertain marketplace, the mindset of businesses now needs to be ‘let’s try something new’.

The creation of a smart heating thermostat

by Hive is a great example of a company that innovated from within. A specially selected team were put together to work from a central London office, completely detached from the British Gas ‘mothership’, with a start-up ethos.

According to Seb Chakraborty, Hive’s chief technology officer: “One of the things about development and design is not to be frightened to throw it away, even when it works”. After creating the first thermostat model allowing the remote control of heating and hot water - the team didn’t stop there. The concept was innovated further into a multi-product app incorporating control of lighting and appliances.

By adopting a ‘freedom to fail’ approach putting trust in the team to be measured by ideas rather than results - they allowed for creativity to flow, resulting in an innovative tech-based heating solution. Perhaps not what you would expect from a long serving energy company.

It can be argued that it’s almost circumstantial that the pandemic has happened this year and triggered a more agile way of working.

Why? For the last few years there has certainly been a shift towards businesses being more experimental in their approach thanks to the rise of ‘the disruptors’. These disruptors can be entrepreneurs, start-ups or well established businesses with one thing in common - offering a fresh, new approach to the way an existing service or product is operating. Recognising this, large corporations have allocated budget and manpower into innovation in a bid to maintain their position as leaders in their industry or sector.

Why we should experiment more If we have learnt anything from this year it’s that we can adapt at speed. So proposition development needs to be more fluid.

Experimentation in its truest form needs to be agnostic of technology and practices.

Entrepreneurs need to adopt whatever methodologies or frameworks work best for the culture of the business - ideally letting the experimental team find out what is going to work best for them. Whether that’s setting

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up a new internal department, or by setting aside a percentage of time each week or month dedicated to experimentation across departments. And make sure there is a separate budget put aside that doesn’t impact the wider business.

Changing the business mindset There needs to be freedom to experiment without boundaries otherwise it is simply a case of doing what you were doing before...just a little bit differently. So often businesses have the view of “this is how we do things and this is how we will always do them”. If teams are given more control over when, where, and how they work then this will help boost creativity. There needs to be a relationship of trust to motivate people. People will come up with amazing things if they feel psychologically safe to do so.

Don’t get wedded to one idea, try out multiple propositions and be honest with what works and what doesn’t. There needs to be an understanding that ‘freedom to fail’ is an acceptable part of the development process.

And this is not what is determining whether the project was a success or not. Just because we don’t hear about the projects that never quite got there, it doesn’t mean they’re not a crucial part of the process. It’s about accepting a ‘purpose over profit’ approach.

Consider investing in ‘worthwhile projects’ which are seen as beneficial beyond the business portfolio.

To create meaningful impact, think of the company’s values, then the social impact angle that aligns with your mission and how you could support it. For example, could you create a platform to encourage, educate or inspire people to manage a health condition prevalent among your target audience? How about tracking running miles to offer company benefits such as a donation to charity?

‘Tech for good’ is a great example of the purpose over profit’ approach, with technology used to improve social challenges with the added bonus of the feel good factor for all involved as well as all those who benefit from it. It’s a case

of investment into the customer experience, brand perception and internal development rather than shareholder return.

It’s not just about what customers want All in all, best practice is still relevant when it comes to proposition development. But try digging a bit deeper into customer research and segmentation. It’s not simply a case of finding out what your customers need and want anymore - it’s about finding out what they want and don’t necessarily need, and what they need and don’t necessarily want.

In terms of advice, it’s important to identify what the desired outcomes for your business are, workshop possible solutions, and then narrow the field until the number of choices feels right for your scale of business. Then ideate, prioritise and follow the best ideas through to the experimentation stage and always measure against outcomes.

About the Author Alan Cooper founded Freestyle 25 years ago, having previously run his own video production company after an initial career in advertising planning. Freestyle has evolved from production company to agency and now to Digital Product Studio, with Alan taking the lead role in growing the business and developing new relationships. He has been pivotal in the digital evolution of B2B and B2C brands like Bostik, Caravan and Motorhome Club, Arriva and Jaguar Land-Rover. As an early visionary in the world of Digital Asset Management, he set about creating Freestyle Partners, an awardwinning Digital Asset Management platform utilised by names like Marston’s, Alstom and GE. www.freestyle.agency

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Why the founder is a key ingredient for a start-up valuation

By Prof Benjamin Le Pendeven .

During the first rounds of raising finance for a start-up, investors are more concerned with assessing the founder, rather than the start-up itself, because it is in the personality of the founder that they will (or will not) see the potential for raising further funding.

Academics and the entrepreneurial community both acknowledge that in the early stages of fundraising, investors are more interested in the entrepreneurial team than in the company itself. Several academic studies published on the subject confirm that the personality of entrepreneurs are fundamental and inseparable elements of start- ups valuation in the fundraising phase.

Personality traits Unsurprisingly, intangible as tenacity, leadership or to have a positive impact start-ups. However, the limited and exploratory.

characteristics such perseverance seem on the valuation of research remains

Experience The fact that entrepreneurs might have previous professional experience in the field of management, or in a particular related industry, also has a positive influence on valuation.

Similarly, when it comes to entrepreneurial experience, investors seem ready to offer more funds to a company whose manager is a successful serial entrepreneur. Or is this because the prior experience of these seasoned entrepreneurs/founders has given them the ability to negotiate more effectively with venture capital funders when fundraising? Academic research on this issue remains unconclusive,

especially when some studies have shown that on the contrary serial entrepreneurs do not benefit from better conditions when raising funds for their venture.

Academic background The degree and level of education achieved by the founder is also a very important factor.

Degrees in management or technology (such as engineering studies or other “hard” sciences) carry more weight, while a combination of both give the highest likelihood of further increasing the valuation of the company. This would seem to coincide with what venture capital investors say they are looking for, namely dual profiles, combining human and managerial know-how, and knowledge of modern technologies.However, empirical work finds that this further depends on the industry setting. If it is reassuring for investors that the founder of a space technologies start-up has a degree in science and management, it seems less essential and relevant for a start-up in the catering sector, like a restaurant chain.

Founders with doctorates also receive higher financial valuation for their start-ups, especially in fields of new emerging and advanced sciences and technologies.

Gender Are women at a disadvantage when it comes to raise funds for their start-ups? Despite the popularity of this topic in other spheres of business, there is still too little research on the subject to lead to a solid conclusion.

Some studies show that female entrepreneurs receive less capital for the same level of equity dilution than their male counterparts. But other studies report that gender in general

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and femininity in particular, have no impact on a start-up valuation. And certainly, no study has shown that start-ups headed by one or more women have a greater advantage in the valuation stakes than those fronted by men.

Mirror effect Investors bring their own affinities and cultural preferences when it comes to deciding on investments. A study by Bengtsson and Hsu (2015) demonstrates that the similarities between investors and entrepreneurs of common Japanese, Korean, Chinese, Indian, Jewish, Russian, Hispanic or Vietnamese descent in the United States generate higher valuations. This could also explain the great ethnic and cultural diversity of American

venture capital teams, in order to limit such cultural biases.

About the Author: Benjamin Le Pendeven is a lecturer and researcher specialized in entrepreneurial finance at Audencia Business School. He is co-director of the “Finance for Innovation” Chair (supported by Fonds B., Early Metrics, Sowefund, Région Pays de la Loire and European Investment Fund). He carries out many research projects with public institutions, private investors and entrepreneurs.

Prof Bejamin Le Pendeven on YouTube

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Creating a More Purposeful Investment Ecosystem

By Teresa Horscroft.

Following a cultural shift that is changing who consumers buy from and who they don’t, more businesses are evaluating their purpose beyond profit. How responsible a business is - towards employees, customers, the environment and society - has become a critical consideration for the future. People are more prepared to boycott brands that don’t share their heartfelt beliefs, attitudes and concerns and companies are responding.

The investment ecosystem seems to be a step or two behind this shift. Most Venture Capitalists are still focused on profit. The wellbeing of the founder, supporting ventures that are not yet product-market ready, advising and guiding founders are still not in the playbook for most VCs. Failure to adapt could mean the death of the venture capitalist (VC).

The current pandemic doesn’t seem to have stopped innovative founders from venturing forth. If anything it has increased the innovation that Britain has become known for. Even before Covid, 64% of UK workers say they want to set up a business according to SME Loans. Recessions can be a good time to start a business with AirBnb, Uber and even Crowdcube being born in the last financial crash. Seedlegals data shows that Covid19 hasn’t had the devastating impact on startup funding that many predicted, with funding rounds at end July stable and the number of term sheets issued rising. Crowdcube too has seen an increase in the number of investments on the funding platform compared to the

previous year.

“Downturns, and pandemics it seems, create problems that innovative self-starters can solve,” says Dan Simmons, founder of early stage accelerator Propelia that identifies the founders who are best equipped to navigate complex markets at an early stage.

“Yet unless investors adapt to the changing trend of being more responsible and caring, many of these great ideas might never get the backing they need to succeed.”

Julie Barber, CEO of Spark and author of the no.1 bestselling book Investor Readybelieves that “early stage founders lack essential skills and knowledge to raise money; often spending time identifying and targeting inappropriate VCs, and lacking the ability to articulate their vision in the current pitch deck formula leading to ‘hockey stick predictions’ for sales growth that are usually wildly unrealistic.”

It is not surprising then that, according to the IoD, 82% of start-ups are self-funded.

Simmons argues that rather than the funding problem being with the founder, it is the VCs that are stifling early stage investment.

“Founders are put off by the time and stress of dealing with VCs; they have become inaccessible,” he says. “They are often far too focused on future cash flow and profit predictions, which is rarely appropriate for early stage ventures. As a result they dismiss great ideas and ventures that are not quite ready to get off the ground.”

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Crowdfunding emerged as an innovative concept to plug the funding gap for start-ups a decade ago. Simmons believes we are about to see a similar shift happening with early stage ventures.

“Early stage ideas are where the more complex and disruptive ideas are born,” he explains, “yet they often miss out on VC or angel funding because they are not product ready. Founders ready to ‘beta test’ their app or product are often most likely to tap into scarce VC and angel funding. In reality they’re probably closer to Seed or even Series A growth funding.

Asking entrepreneurs to provide figures or validation for a market that isn’t there yet not only creates stress for the founder; it’s also not fit for purpose.”

Marion Marincat, founder of the hearing wellness platform for sound friendly ventures, Mumbli concurs. Having raised sums in excess of £10 million for renewable energy ventures in the past he found raising funds for his impact business a different experience entirely. “It’s so much easier to get funding when you have a very clearly presented revenue model even if what is presented is an inflated or made up value proposition and the company is not built on a sustainable principle or vision,” he says. “EIS and SEIS tax breaks should motivate investors to invest in strong teams and founders who are solving problems, not just in revenue models!

VCs and angels play a critical role in the development of early stage businesses and should always be about more than the money but they are not,” continues Marincat. “Social impact businesses don’t seem to fit in the minds of many investors. It seems to be you are either an investor or a philanthropist and never the twain shall meet.

Mumbli addresses a problem affecting more than 50% of the population - socially, health wise and even as a day-to-day experience - and yet investors are more focused on how much money we’ll make in five years more than they want to understand how we are solving the problem. Although the Hearing Wellness

market is at the intersection of three giant industries - a £1 trillion market! - we waste time talking to investors who instead of going on the journey with us to understand the opportunity, take you away from the very thing that will generate revenue by asking irrelevant proof of future success; or for a certain type of pitch deck; or a crystal ball reading. Early stage funding needs to adapt to early stage problem solving.”

Propelia’s Simmons suggests that VCs throw out the three minute pitch deck and the use of tools and evaluative methodologies such as Net Promoter Score (NPS), Objective and Key Results (OKRs) and Key Performance Indicators (KPIs). “These are designed for much more mature businesses rather than fragile and iterative ventures that are just getting off the ground,” he says. “They are no longer fit for purpose.”

Instead VCs should consider what their purpose is beyond profit. The very nature of an ‘angel’ is as a guide, advising the founder on their journey but many angels are behaving more like the VCs, according to Simmons who suggests, “VCs and early stage investors should think of themselves as Co-Pilots similar to the way that many angel investors work as more caring advisors, talking a few times a week and helping founders think things through.

Innovative start-ups in the finance sector have long sought to cut not just investment complexity but also time to closure. Seedlegals has empowered founders to take more ownership of the legal process for their raise.

According to Seedlegals co-founder Anthony Rose, “When the VC’s lawyers controlled the process the agreements tended to be investor friendly and founder unfriendly.

When we started Seedlegals we didn’t know whether investors would want to use the platform and whether lawyers would agree to the deal documents on the platform, but they have embraced both the simplicity and speed of our process.”

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The Seedlegals platform creates a middle ground between investor and founder and, importantly, speeds up the sharing, reviewing and signing of all of the legal documentation.

Seedlegals had expected their platform to appeal to tech savvy younger founders, but its simplicity of use and the way it moves deals almost instantaneously appeals to founders of all backgrounds. As founders start to love using the platform, Rose expects them to continue to use the platform as they grow. He says, “It is slower to change older habits as you get to later stage rounds but change is inexorable.”

Simmons adds that speed of closure for early stage founders is critical, particularly in fast moving markets. “A slow deal close can negatively impact the ability of a founder to start his venture which might mean they fail to benefit from first to market advantage in some instances. It is ridiculous that deals should take 6-9 months to close.”

Renewed focus on early stage founders can only be a boost of investment. Leaving behind the traditional evaluators of potential which are more focused on how the product fits into the market will increasingly be replaced with a look at how the founder is going to scope the market. In this way it is a much more linear progression for VCs to become catalysts to growth, co-piloting the founder not just with capital but also with critical support, insight and guidance over the first 6-12 months of their journey.

About the Author: Teresa Horscroft has spent 30 years working as a PR consultant for start-ups and corporates in a range of sectors including fintech, media and marketing, fmcg and sustainable technologies and has launched companies such as Securicor Datatrak, Crowdcube and Magway. She founded Eureka Communications in 1998, a virtual team of independent and experienced storytellers. www.eurekacomms.co.uk

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How lockdown made entrepreneurship with parenting easier

By Elspeth Fawcett.

One of the biggest conversations to come out of the last year is the shift to home-working and how that will shape the way we do business going forward. As one of many many mums across the country already working from home - juggling a young family with running a business - I am well versed in the struggles this can bring. Understandably the current consensus seems to be that it is often difficult to split boundaries between parenting, homeschooling, relationships and working, when you are doing all from the same location, but going against the grain, I have found this way of life has actually seen a positive impact on my business.

From the birth of my third child – which coincided with the launch of my brand - I knew I would simultaneously raise my children whilst growing my business, rather than outsourcing childcare; because of that I have always been used to a stop-and-start approach to working, knowing that each bubble of time has to be efficiently used. With my husband now working from home as well, the amount of time put aside for each aspect of my life has been able to increase, thanks to the additional pair of hands. Although the dynamic of the household has changed, for me, it is for the better.

Having seen the pandemic provide me with my best month of sales to date, I think it’s important to share my story and how you can ‘have it all’ as a mother, with young children and a young business – even during a time of great global crisis. Now these conversations are being had, it is important to drop the stigma of

women working from home and the idea that you cannot juggle children with business, or that if you do, one will suffer.

Of course, no one size fits all, but this is what has helped me to keep life running smoothly, during lockdown.

Tire the kids out! Get the children out in the morning for a few exhausting and fun-filled hours. This will mean having spent some quality family time outdoors (my favourite) and having a little peace to work in the afternoon when they are content to watch a film. I find starting the day with lots of fresh air clears my head and makes me more productive as well Let go of ‘perfect’! Accept that sometimes your house will be a mess and that you’ll feed the kids pasta and pesto too many days runningwe are all just doing our best!

Be flexible! My husband has been working from home during this time also and so we have been able to be flexible about work vs childcare. At the moment nothing is the way it was, but it’s lovely for my husband to have time with the children that he wouldn’t usually have and positive for me to be able to work during the day and not just in the evening when the kids are sleeping. It also means the kids always have a parent with them and are able to transition easily through this confusing time Don’t guilt trip yourself! You are with your children 24/7 and sometimes they (and you) need a break. Don’t worry about letting them play on the tablet, watching a movie or gaming, having a little independence from each other at the moment is important for everyone’s mental health and should be openly encouraged

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Be open! Explain to your children what you are doing when you work and why. Even if they are little it is important to explain that sometimes you need to work and including them in that can be fun for them and you. Throughout Yummikeys journey I have had my kids model, test and give tutorials on the products!

Whatever happens, remember you are doing your best in totally unprecedented times. If you work one day and not the next, cook breakfast, lunch and tea from scratch one day, but serve chicken nuggets the next, it is all relative and will work out. Balance is key and checking in with your mental health regularly will ensure both your personal and business lives are running optimally.

About the Author: East Lothian resident, Elspeth Fawcett, achieved a degree in Environmental Science before settling down to a career in accountancy.

Qualifying as a Chartered Accountant for the ICAEW in 2009, she went onto work at Standard Life as a Technical Life Insurance Accountant for 10 years.

Following the birth of her third baby, Fawcett left her full-time job to launch Yummikeys – the labour of love she had been slowly working on during her maternity leave and prior. Softlaunching in 2017 and with a fully consumer facing launch in 2018, Yummikeys was born and now stocks the best-selling Yummikeys, www.yummikeys.com

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Pitching Skills How to talk tech to a nontech audience

By Bob Ferguson.

There are a lot of startups with highly technical products or services. When you are talking to fellow industry experts that is fine. However, problems can arise when, as a startup founder, you have to give presentations or communicate to people without the same technical background. Let me share some tips to help you deliver complex technical information in a way that your investors, customers and non-technical team members will be able to understand and, importantly, remember.

Your audience’s problem should be your starting point If you want to engage and persuade your audience then the first thing out of your mouth needs to be how the problem affects them.

There is no need to deliver the “unpleasant pleasantries” of how pleased you are to speak there, who your team is or what your qualifications are to talk about the subject.

Once you tell the audience that you recognise their problem, understand it, and have a solution, they will want to hear more.

Make your presentations work for top-down thinkers Most technical startup founders are bottom-up thinkers. They like to start from first principles to understand the problem, build up the evidence, and finally reach their triumphant conclusion. Unfortunately, most other senior businesspeople are top-down thinkers who want to start with the conclusion and then only go into the detail that interests them. This misunderstanding accounts for more boring presentations than anything else.

People who read a newspaper article start with the headline, if it interests them they read the first paragraph, and if they’re still interested they jump to the last paragraph which has the conclusion, and then if there are really interested, they read all the detail in the middle. Your presentation should do the same.

Start with the sentence that summarises, for example, your startup’s product or service, present a brief executive summary, then the conclusion and have the detail ready to present around any points that interest your audience. This is an excellent structure for remote presentations as it quickly gives your audience the big picture and allows them to be involved in driving the level of detail. This significantly enhances engagement.

Design your content so that a 10-year-old will get your key points The major issue I find with technical speakers is they have too much knowledge. Unfortunately, they feel that the audience needs to understand what they understand in order to follow their work. A really good guideline is to imagine talking to a group of 10-year-olds and make your content so straightforward that they would understand what you’re talking about. Speaking should be the introduction to a conversation. If people want to know deeper details, they will ask questions immediately or follow up with you. That is the time to add more depth to the technical complexity.

Know you audience – do your research Gather all the information you can about your audience: what their objections are likely to

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be, how familiar they are with your concepts, what they want from the presentation, and what decisions they will have to make when you are finished. The more you know about your audience, the better targeted your presentation can be. Look for things that you have in common because the more they feel you are like them, the more they are likely to relate to what you say. If they are fellow entrepreneurs from a range of backgrounds you may communicate differently than if you are talking to buyers with a similar technical background to your own.

Engage your audience in a dialogue Good presentations should be a dialogue, just like a conversation. It’s harder to do if you’re on a conference stage, but certainly much easier if you’re in a presentation at work. One of the keys is to make the Q&A session a key part of your presentation rather than a bit that is tagged on the end for anyone who has any questions. By structuring your presentation this way it will take the pressure off you. You will: a. No longer have to worry about timing because when they have had enough, they’ll stop asking questions b. No longer have to worry about making your material relevant because they’ll only ask questions about the bits that are relevant to them c. Appeal to the desire of most executives to be in control. Once they’re in control of your presentation they’ll be happy.

All you have to do is make sure you know your material thoroughly enough to deal with questions and answers and it will naturally make your presentation more engaging, interesting and effective. This is another excellent technique for making remote presentations engaging. By opening it up to questions you’re both making your audience think about your material and keeping them involved by interacting with you during the Q &A session.

Use strong images in your presentations Perhaps the biggest complaint from people

having to sit through presentations is they get presented with a barrage of PowerPoint slides each neatly filled out with as much text as people can get on the page. PowerPoint can be used effectively as a visual aid to show strong images, graphs and charts, to act as a common reference point and even to embed audio and video to give the audience a change of presenter.

Using strong imagery can be a great way to get a technical point across. Just remember when PowerPoint is on you are delivering a factual, impersonal message, and when PowerPoint is off you are delivering a personal, emotional message. Most people make decisions driven by how they feel i.e. on emotion. For startup founders, persuading an audience will be much easier when PowerPoint is off. If a remote video audience see a slide permanently on, and you marginalised in a small picture at the side, they will almost certainly switch off and start checking their email. The star of the show is you. So, make sure you engage with them, rather than PowerPoint.

Use storytelling Startup founders should hone their storytelling skills. Storytelling is an incredibly powerful technique providing you don’t tell people “I’m going to tell you a story”. Wrapping facts and information up in a story structure makes them memorable for the audience and easier for you to remember and deliver as well. One excellent story structure to use is the hero’s journey.

This is a classic story structure and works well in many situations. The key is to make your audience the hero of the story rather than you.

Your position in the story should be that of the trusted adviser (Yoda in Star Wars) who helps the hero reach their triumphant conclusion.

That way your audience will feel satisfied with the outcome and even better, you will be the person they look to for advice in the future. As a startup founder with a technical product or service you need to enhance your communication skills so that you can get your complex, yet exciting message across to a wide range of people. It is an essential part of your ongoing success as you build your business. www.toastmasters.org

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Seven reasons PR and SEO go hand in hand

By Frankie Lyons.

When it comes to PR and SEO, these two services naturally go hand in hand. When teams understand how SEO can fit into a PR strategy. it can help to elevate a brand’s PR game to a whole new level.

SEO, social media and PR activity streams can actually all be combined to bolster organic rankings, increase brand awareness and boost online traffic. And as Google places an increasing value on high quality, relevant content, it’s never been more important for all services to work together.

The first step to blending PR and SEO activity is aligning strategies that complement each other. For example, SEO analytics can be used to develop an improved PR strategy and existing PR relationships can be used to improve overall SEO strategies.

To highlight just how well PR and SEO go together, we’ve pulled together a list of seven reasons why brands should be thinking about the two services hand in hand: 1.Identifying media targets and contacts Sourcing the correct journalists to send a story to can be tricky but SEO can be one way of identifying the right reporter. Searching keywords which relate to the story you are looking to issue out will highlight journalists who have recently covered the topic. PR’s can either do this manually through Google or using tools such as SEMRush to identify media contacts based on keyword searches through brand monitoring.

2. Drive traffic and reach your target audience SEO insight can be used by a PR team to delve deeper into a clients audience and widen the scope of their activity to reach the desired audience. Analysing a client’s website performance in search engines with various keywords in tools such as Google Analytics can reveal what audiences the brand is reaching, as well as where they are less visible.

This insight can then be used by PR teams to adjust a campaigns focus and add keywords into their content so it resonates and reaches the desired audience.

3. Increase domain and brand authority Strategic PR activity can help to strengthen a brand’s website Domain Authority (DA).

For those not familiar with this metric, DA is a 100-point logarithmic scale which predicts how a website will rank on search engines.

By publishing content on high DA websites and achieving brand mentions and links to a clients domain, PR’s are helping to bolster ranking for targeted keywords. With the PR and SEO teams working together to plan and target this activity, brands will begin to see higher positions in the SERPs, meaning more traffic to their website.

4. Build trust and authority Achieving brand mentions and backlinks from high DA sites and being referenced as a source helps not only users see brands as credible, but also increases Google’s trust and place authority in a domain. If PR and SEO teams work together to identify relevant topics and websites for clients, this will feed into brand authority which is a key ranking factor in

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Google’s recent E-A-T update.

5. Keyword visibility PR’s can also make use of keyword research to get the most from press coverage. Keyword insight can be used regularly to identify relevant phrases which should be included in content, ensuring it is fully optimised and working towards a client’s SEO goals.

Including search keywords within press releases and other forms of content can help to expose clients’ news to anyone who is searching for similar content, ultimately driving press releases, articles and blog posts even further for clients.

6. Search engine rankings Having a strong backlink profile is a key contributor to improving search engine rankings. When PR teams are working on press releases or developing content for the press in order to achieve brand mentions, a backlink to supporting onsite content should always be included. Earning this coverage with authoritative domains can help boost the impact of those placements and work with ongoing SEO efforts to improve a client’s search rankings.

7. Hot topics When developing PR campaigns and stories, SEO analysis can help to identify key events or themes you can incorporate which people are likely to search at specific times of the year. SEO and PR can work together to monitor trends in keyword searches and topics, considering which to leverage in proactive storytelling to boost a clients SEO. Ultimately, SEO and PR go hand-in-hand, as both activity streams have the same goal of increasing a brands visibility among the public.

Whether you are currently part of a traditional or digital PR team, it’s essential to not only understand what SEO is but also how you can leverage it in your work for clients, in order to create the most online impact. www.kcccomms.co.uk

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How to create a successful fashion brand

By Clare Hall-Taylor.

Fast fashion is in decline while premium fashion is on the rise. Customers are becoming more aware of the damaging effects fast, disposable, fashion has on the planet and are opting to spend their money on longer-lasting, premium brands instead. Customers also want products that reflect their personalities and say something about who they are. So, if brands get it right, they can capitalise on the growth in premium fashion, creating a strong brand that stands the test of time.

Here are some top tips...

Design products that last A trend across retail, and fashion in particular, is toward longer-lasting products. People are much more aware of sustainability issues and want to contribute to environmental protection through every purchase, if possible.

Consumers are also looking for quality in their purchases. They understand the false economy of buying cheap products that fall apart after a year. If you’re designing for outdoor and activewear, it’s even more important to be hardwearing and repairable.

Design for your market and their needs today, as well as into the future. Strong brands have longevity, if your clothing is falling apart after just a few years, people won’t repurchase and your brand visibility (not to mention sales) will dry up. If you design your clothes to last, however, people will still be wearing them in 10 years’ time and you will grow a brand synonymous with quality and longevity.

Use sustainable materials Sustainability is also imperative

when

considering the materials you use to make your clothing. Good quality materials make clothing last longer. Sustainable materials help establish your brand as one that cares about your customers.... and the planet.

There’s also a big move towards natural fibres as people are discovering the damaging effects of synthetics. It was recently reported that polyester had been found in the Antarctic, for example, and traces of synthetic fibres were also found in our drinking water. Worried by these alarming reports, people realise the benefits of natural fibres which don’t break down to such a small size or cause anywhere near the harm of synthetics.

Ethics are important Sustainability is crucial, but the human factor is also very important. Does your company do good for the people involved? Awareness of exploitative sweatshops has been growing for years and tragedies like the Bangladesh factory collapse highlight real ethical issues at the bottom of the supply chain. There has also been a rise in social enterprises over the past decade. These businesses either have a social mission of their own or support a particular charity. In doing so, they highlight their values and demonstrate how they are taking real, practical, measurable steps to help that charity or cause.

Find your market The strongest fashion brands find a gap in the market, a need that is unfulfilled. However, they also need mass appeal. Research your market to uncover trends and discover areas which are undersaturated, that’s where you’ll find the place between underserved and appealing.

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Getting the right products for your market also requires trial and error. We started with a wider range of products at much smaller volumes, testing what worked and cutting what didn’t. This ‘agile’ way of working failing fast and finding what works means you can rapidly tailor your products to real-world market desires, rather than basing your product range solely on research. In the current political climate, it’s also important to connect with your market’s values. After all, people want clothing that reflects their own personality. Start by defining your own values and creating a vision and mission for your brand. The aim is to take people with you on that journey, so you need to base all your branding and marketing decisions around those values.

Find your story All the strongest brands have a good story.

Perhaps a link to something or someone iconic.

For example, we benefit from our connection with Sir Edmund Hillary through his family. And since it’s Sir Edmund’s 100th birthday this year, we also have an event to celebrate. Of course,

not every brand has links to something iconic, but every brand has a story. Why did you create your brand? What did you set out to achieve?

What values do you hold or mission did you set out to fulfil? Again, link it back to your values, then tell the story. This will help develop the personality of your brand and provide the conversation starter that modern shoppers are looking for. Creating a brand can be an exciting and challenging process with lots of decisions to be made. The strongest brands take time to consider every aspect of their business and pay close attention to detail.

About the author Clare Hall-Taylor is from Edmund Hillary Brands. The Edmund Hillary clothing range is seasonless and durable and made from natural materials - often heritage fabrics. A percentage of every sale is donated to causes close to Hillary’s heart - supporting Himalayan communities and also outdoor education in the UK and further afield. www.edmundhillary.com

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Covid-19 Recovery Tips for 2021

By Thom Dennis..

There has been a huge cost to the pandemic but there has also been a lot of necessary learning which needs to be integrated into current organisational cultures to be sustainable, resilient and to last beyond the pandemic.

Whilst the pandemic is likely to have increased anxiety and difficulties, it will also create new perspectives as to which work practices are outdated and need to change within organisations. Many businesses will need help to come back in 2021 and beyond, but in a very different way. Here are Thom Dennis’ top tips:-

3. IDENTIFY PRE-EXISTING SYSTEMIC VULNERABILITIES

1. LEADERS NEED TO LEAD.

4. FLEXIBLE PLAN

There has never been a time more important for leaders to lead with compassion, clarity, courage and conviction. Whilst the future for many businesses is uncertain, 2021 will not be a time for going back to as we were. It will be a year where we have to look at what worked, what didn’t, how we adapted and stayed agile and nimble, and what we need to do going forwards.

Leaders need to have a flexible plan that prepares for today whilst also being ready for whatever tomorrow brings in the world and workplace which are in constant flux.

Being rigid will close doors and remove opportunities.

2. BUILD TRUST Trust is at the core of any healthy relationship.

Building, or in some cases rebuilding, trust starts through recognising each other’s efforts and showing gratitude. Being transparent and communicating clearly through shared knowledge and welcoming honest feedback are key. Experiential learning means listening openly too instead of just being ‘spoken to’. It is not possible to force people to engage, they must do it willingly. This is really not the time for token gestures.

Look behind the wallpaper and under the carpets at how things worked and didn’t work well for the last few years, and in particular in 2020. Business leaders need to re-evaluate long term vision, purpose, values, mission statements and goals – not as add-ons but as values to be lived and breathed throughout the organisation. Change is here whether we like it or not so we should always choose changing for the better.

5. ENSURE REAL EQUALITY Many of us are feeling increasingly insecure about our jobs at the moment, so showing unconscious bias or favouritism or providing unequal opportunities at work will deplete all aspects of the business including the bottom line. We need to create the space to hold difficult conversations, particularly if individuals are speaking from a place of frustration, anger or personal experience. A successful conversation is characterised by the amount of listening that took place.

6. PRIORITISE WELLBEING & WORK BOUNDARIES

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If we are working from home, we need to have home/work boundaries. Many of us are very efficient at working from home but some find it hard to stop working based on the need to constantly prove ourselves and the absence of a natural break brought about by the travel home. These new issues in the home and office mean employers’ priorities need to change around wellbeing. Find out what your employees need, and bear in mind that different people may well have contrasting needs. Be clear about expectations and the importance of physical and mental health. Far more than before, individuals will successfully tackle the same problem in a variety of different ways – the approach to management needs to reflect this.

7. MAINTAIN DIVERSITY Amplifying diverse voices will lead to a more innovative, balanced and creative workplace.

Relatability and cultural sensitivity may work well with some audiences, but potentially alienate others. We recommend workshops that try role play/switching and reverse mentoring, or storytelling through true stories as just a few ideas.

8. EFFECTIVE COMMUNICATION 50% of what lands when we are speaking/ communicating is our body language, 43% is tone, and just 7% is the content of the words.

When it comes to being heard, it shouldn’t be about convincing people to have the same view. It is important to create spaces and cultures where people can have conversations to exchange opinions, views and understand why these may result in different emotional responses. Employees need to truly be heard, if not seen at the moment.

9. LEARNING AS A TEAM Unity and commitment by the whole team is needed and will only happen if everyone buys into the company’s values. Find ways to develop the team even if it’s just through virtual teamwork. Meetings, education and connection can all happen online in a safe space

– establishing and maintaining psychological safety is probably more important now than ever.

10. ALIGN THE BUSINESS Reinvent communication and operational plans, knowing and mitigating your risks to produce the best possible outcome for the business and people who make up the business. Tap into the thoughts of your employees, colleagues and customers at all levels to develop 20:21 vision.

Author: Thom Dennis, SEO at Serenity In Leadership www.serenityinleadership.com

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The Power of Peer-toPeer Business Support in 2021

By Kevin Brent.

As the New Year approached, most of us were keen to forget 2020 and put it behind us. The year brought unprecedented challenges and delivered a significant blow to all aspects of our lives, from our health and livelihoods to our businesses and the economy.

others’ experiences, and share fears, concerns and successes. Members feel safe and able to express themselves in a non-judgemental environment where everyone is there to help one another.

Unfortunately, our collective hope and optimism entering 2021 suffered an immediate setback with the announcement of a third lockdown and, although necessary for public health, it has forced business owners to weather yet another economic storm before the year has even really started.

Peer-to-peer support can be likened to a window for business success. Imagine your business is your home, you are looking out of a south facing window and polishing the glass, and you put on some powerful binoculars to improve your view out of the window. However good your view out of that window becomes, you are still missing views out of the other windows in the house. This is what you can achieve by joining a peer-to-peer networking group.

All is not lost, however. Firms can dust themselves off and continue preparing for recovery, but in doing so it is important for business owners to realise they are not alone in the obstacles they face. The power lies in peer-to-peer support and being able to tap into the collective experience of a group of trusted fellow business leaders.

What is peer-to -peer support?

‘Peer-to-peer support’ networks encourage likeminded business leaders to share brilliant ideas, best practice and learn from one another.

Often, they bring together senior leaders who share similar job roles but work in different sectors, and this encourages dynamic thinking and provides fresh perspectives on ideas and challenges.

Each session offers group members the chance to ask questions, seek advice, find out about

A window for business success

Moving in circles of similar business leaders will bring different perspectives from the other ‘windows’ and ultimately allow you to improve your vision. Even if the people looking out of those windows don’t have perfect vision, they will still see things that you can’t see through your window. It’s not about having experts; it’s about having credible people with different perspectives who can challenge some of our subconscious biases because they see things differently.

You will then be better equipped to make business decisions based on different experiences and knowledge and could dramatically improve your performance for 2021 as a result.

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The numbers speak volumes

Conclusion

Peer-to-peer support and its benefits are not new, but they hold more value now, during the pandemic, than probably ever. According to research, peer groups enable businesses to advance growth by two to three times their normal levels, and our own research shows that 90 per cent of business owners asked found peer-to-peer support instrumental during the pandemic last year. When compared with other sources of business support, only eight per cent of business owners said they would seek advice from a close family member or friend, and this demonstrates that nothing quite compares to the value of working with like-minded professionals. It is the personal experience of running a business that makes peer-to-peer support distinct from the counsel of friends and family. Peer group members understand the responsibility and pressures of being at the helm of a business in a way that others simply cannot.

As a small business owner, you aren’t afforded the formal support networks offered by larger employers. You have no manager to turn to, and it is up to you to make vital decisions, but that doesn’t mean you are in it on your own.

Peer-to-peer support could be a lifeline for your business in 2021. Your business peers can be a great source of information, pragmatic advice and mentoring and, by leaning on individuals who have already ‘been there, done that’ and can relate to your situation, you can create valuable returns for your business this year, position yourself for future success and drive longer term business growth.

About the author: Kevin Brent is director of BizSmart.

An experienced and entrepreneurial business practitioner with a focus on strategy, business development and maximising value, Kevin founded BizSmart in 2012. www.biz-smart.co.uk

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How to delegate successfully

By Sam Warner.

For any entrepreneur, particularly when you are starting a new business, there is a danger of trying to do everything yourself. If you like to keep the world under control you may need to improve your delegation skills.

Delegation provides opportunities for people to feel empowered, supported and encouraged.

It gives entrepreneurs a chance to reduce stress by spreading the work and sharing responsibilities amongst the team.

Here are my tips for improving delegation and gaining the benefits as your business grows: First steps If you have a new team – don’t go in like a bull in a china shop. Get to know your team, understand their ways of working, rules of engagement, foibles, and preferred styles of communication and you’ll be able to appreciate their world as it stands - before you add to it.

Really get to grips with their deliverables and their concerns and challenges. These small steps will pay off hugely over time.

or game playing if you want to be an effective leader who delegates easily. If they can see your vulnerable side, where you are not perfect, where you make mistakes and don’t have all the answers, they will know that you value consulting with them and leveraging their knowledge and experience when solving problems. Ultimately, they will feel respected and valued.

Share and develop skills By ensuring that you have no silos (individuals with special skill sets that are potential singlepoint-of-failures if absent), delegating tasks across the team will upskill them and ensure that no-one, when they return from holiday or other absence, is faced with a pile of work – as it will have3 been absorbed by the team.

This will create a harmonious team working environment where everyone has each other’s back. With this mindset people will be ready to take on other initiatives to help.

Share the vision Be really clear about your vision and mission and share it with your team. If they understand the direction the team is going in, and the objectives that need to be achieved they will start to think about how they can contribute.

Give excellent feedback If you can’t give great feedback that is useful and useable then it will become very challenging for you to delegate a second time.

You need to give them specific examples of where things went well and why that was great.

If things didn’t go so well, help them articulate how they might mitigate that in the future so that the issues melt away. Reward them, in a meaningful way, for their efforts.

Ask for help A good saying is that “your success is only achieved through theirs” – and you have to mean it and let your team know this is how you operate. There’s no room for insecurity

Encourage ideas You can build a culture of problem solving by being genuinely approachable and easy to work with. If you don’t want people to bring you problems to solve – ask your team to

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bring you solutions and ideas instead. They will feel empowered to try to figure out how to fix things before approaching you for approval to go ahead; thereby discouraging whinging and moaning about problems which they then expect you to solve.

If a team member comes up with a good idea ask them to lead on it, with you as a consultant (so they don’t feel vulnerable). This raises their profile, makes them feel respected and gives them a specific deliverable.

Be specific and say why before how Humans are not robots - they need to understand why a task has to be done to understand the value they are delivering. Only then will they be able to absorb the policy, process and procedures.

When delivering instructions for a task – start with the end in mind and be specific about the desired end result. Clearly outline the lines of accountability, responsibility and authority.

Be extra clear on touch points/milestones and deadlines – get them diarised. Organise a review once the work has ended so you can give feedback. Don’t be tempted to focus on how they got there - focus on the results achieved.

Best to delegate to?

Getting to know your team will help you to build mutual rapport, trust and respect. Its these things that help you decide whom to delegate to as you’ll know if they are able to cope with the work, or if it’s too much of a stretch.

Take time to get to know how they like to be rewarded and why they come to work every day – then you will understand what words to choose when you are being persuasive and encouraging to them. It’s important to get to know your employees’ limitations so that you can push them a little but not drown them.

Improve self-awareness As an entrepreneur its important to understand your impact on others. It will improve your ability to delegate effectively and your listening skills. Listening is the most useful skill you can cultivate. It validates the person speaking and makes them feel heard. It allows you to be a safe sounding board for the team. Ask for feedback from your team (it’s not a one-way

street) and respond to that feedback if you can so they know you are paying attention and adapting.

As an entrepreneur your role is to lead the team as you build the business. You can’t do everything so learning about your team and delegating can help you avoid burn-out and become successful more quickly.

About the Author Sam Warner is a member of Toastmasters International, a not-for-profit organisation that has provided communication and leadership skills since 1924 through a worldwide network of clubs. There are more than 400 clubs and 10,000 members in the UK and Ireland.

Members follow a structured educational programme to gain skills and confidence in public and impromptu speaking, chairing meetings and time management. To find your nearest club, visit www.toastmasters.org

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Why coaches need a coherent personal brand

By Jonny Cooper.

Did you know that the average coaching revenue is less than $30K? That means that there are countless gifted and inspiring entrepreneurs out there earning this measly amount, in spite of all their talent and potential.

But it’s not as simple as saying “woe is them” and hoping for better. Unfortunately, some of the blame does lie with the coaches, therapists, trainers and consultants who just don’t know how to market their businesses effectively.

Offering top quality services isn’t enough these days. Unless you learn how to put yourself out there in front of the right people, your business will never get off the ground. To make the impact you and your clients deserve, you need to work smarter.

So, with the industry clearly in crisis, it’s time people started paying attention to one of the most important aspects of running a successful online business: their personal brand.

What is a personal brand?

The clue is kind of in the name with this one.

Your personal brand is the unique way that you choose to market your business, combining your services, offers and skills with your personality, story and the way you communicate with your clients. And make no mistake – if you’re online, you already have a personal brand. Everyone who comes across you forms an instantaneous opinion of who you are, what you do, and

whether or not you’re going to be of any use to them. Your personal brand exists by default, whether or not you choose to manage it.

A core foundation of your personal brand is your USP – what truly makes you different and more valuable than others selling the same stuff. So you’ve got to find a way to stand out from the crowd. Otherwise, you’ll end up being just another schmuck peddling your services to an absent audience. Whatever your personal brand is, whether it’s centred around offering solutions that you knowyour target audience needs or about being a marketer who really, really hates marketing, just make sure you’re consistent with it. If you aren’t consistent, how can you expect people to recognise you on different social media platforms? Or trust you when your attitude changes at the drop of a hat?

Will a coherent personal brand actually improve my business?

The short answer to this question is a resounding yes. The longer answer is that, without a coherent personal brand to help you reach the masses, you’ll end up stuck in a cycle of tweaking offers that are perfectly fine and spending money on advertising that doesn’t work. And then you’ll end up finishing another year of business in that $30K-a-year income bracket. But you can do so much better.

Once you put your story, your values and your mission front and centre, you can be well on your way to supercharging your income and proving your all-important credibility.

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It may sound too good to be true, but your brand is how you sell yourself. If you don’t pay attention to it, you’re going to lose out to competitors who might not be as good as you are, but are playing a much smarter game.

your ideal audience is hiding out in, and pitch your tent there. Get on their level. Check out what they post and how they talk to each other.

And then find a way to introduce your niche in a way they will respond well to.

What does my personal brand have to do with my credibility?

You see, no matter where you choose to set up shop, you always need to remember that the way you conduct yourself and speak to your audience is as much a part of your personal brand as anything else. Say, for example, that you are a coach with offers aimed at ambitious entrepreneurs. Talk down to these high-fliers and chances are you’ll get pushback. Adopt a lackadaisical approach to communicating with them, and they’re likely to lose interest, fast.

While the specifics of your own personal brand should be (surprise, surprise) personal and unique, you will always need to show yourself to be personable, knowledgeable and competent at what you do.

If you’re wondering what exactly credibility has to do with all of this, then you’re out of the loop.

The fact of the matter is that credibility has everything to do with branding. In fact, proving yourself to be trustworthy, approachable and genuinely capable of helping is kind of the whole point. To put it bluntly, people really won’t be interested in doing business with you if you don’t prove yourself to them. So you have to find the best way to present yourself and your business. It’s only once you are seen as credible in the eyes of your target audience that the clients and the cash will come rolling in.

How can I create a coherent personal brand?

If you’re having to start from scratch with working on your personal brand, then you’ll need to start asking yourself some questions, like: · Who exactly is it I want to help? · How do I plan on helping them? · And why should they come to me over anyone else out there?

I know, I know – it sounds pretty rudimentary.

But even if you think you have these things sorted in your head, take the time to dig a little deeper. It’ll be worth it. Once you have these three pillars figured out, it will become that much easier to decide on the right way to represent yourself online. It’s also important that you look for the right places to reach the people you want to help – there are so many platforms to choose from these days.

Remember that different platforms cater to different tastes. There’s really no point in trying to corner the 50+ market on Instagram, or pin down millennials with mailing lists. So do your research. Find out which corner of the internet

You already have a personal brand. Whether and how you choose to manage it will dictate 100% of your future success.

About the Author: Jonny Cooper Jonny Hates Marketing Jonny Cooper is a UK-based entrepreneur, business coach, former professional musician and international racing driver. As well as running training sessions for his members, Jonny is also the voice behind the Jonny Hates Marketing Facebook group which has almost 5,000 members. http://www.jonnyhatesmarketing.com

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How to start and grow a successful drinks brand

By Alistair Frost, founder of Pentire, a botanical non-alcoholic spirit brand.

The journey from coming up with a new product to growing a brand is an exciting process, especially in the no and low drinks industry which is really gaining momentum now. Throughout it all for us, it’s all about being human - from speaking with our biggest trade customers, to our investors, or with someone who buys just one bottle - it’s amazing what some friendly conversation can lead to. Here’s some top tips from my experience in the drinks world: Gain feedback I was already working in drinks industry when I decided I wanted to create a product which fitted with my passion for outdoor coastal living.

During the development stage, I drew up ideas and showed them to my friends and family.

Getting them to think about what resonates with people meanta lot. It’s always good to hear outsider’s opinions, as sometimes you can become so involved in what you are doing that it can be hard to see different perspectives.

Getting used to asking for feedback also has scope to become a good business practice for the future - think of them as your own personal focus group.

Identify your target market and brand values Looking at your industry’s current landscape and where it looks like it’s heading is so

important. Ask yourself - do you really think that there is leverage in being an independent, and will you have the differentiation to be able to topple the market leaders one day or be alongside them?

In our case, it’s about adding enough value to the category whilst also doing something radical and different. Pentire targets a specific section of the no and low market, appealing to the active and adventurous for a whole different lifestyle, rather than people who are looking for an alcohol alternative to cut down their drinking. As a team, we share the brand values of our product and always try to make time in our days to get outdoors.

Expand your network The people you surround yourself with throughout your journey will have a massive impact on your success. For example, we work with local botanists, distillers and brewers for product development. Thanks to their expertise, we are able to capture the botanical range and flavours desired to make our our spirits. We are lucky to have a great network of advisors to connect the dots on where we need to go. It’s important to have people you trust at every step, and also those that you love working with and really understand where you are heading.

Gaining investment Seed funding rounds are a great way of financially supporting your growth as a start-

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up. We have successfully completed a few of rounds which have always been oversubscribed.

This has been a real confidence booster, as it’s great to know there’s so much interest out there to support us. It’s important to keep well connected with your investors and use their network as much as possible, raising a hand when you need help, whilst also delivering on the plan that you told them you would. This might go without saying, but it does help build a level of trust to help with future growth.

Get your product in front of the right consumers and retail Design a retail strategy around who you want to stock your product, rather than just approaching anyone and everyone. Finding and working with businesses which share your passion for the sector initially is a great place to start, then making sure to support them with everything they need in order to build a successful partnership.

Direct-to-consumer selling is also so important in today’s world, so a stylish, user-friendly website is a must. Utilising this as part of a multi-channel approach allows you to increase visibility of the brand and increase accessibility for buying your product. Back this up with consistent storytelling across many different platforms, such as social media and PR, to reach those consumers in your target market. Refreshing content in line with your brand values is also key in retaining your loyal customer base, as well as attracting new people.

Have a growth strategy Organic growth comes from developing each part of your business, not just focusing on one element. We’re excited to grow our talented team, expand our product range, and work with new customers both nationally and internationally, driving the non-alcoholic sector as a whole.

For us, our strategy is content lead - serving our active and outdoor audience who align with our values on health, outdoors and wellbeing.

It’s also about education, and making a healthy choice, and we will continue working with the best Michelin-starred restaurants to develop a sophisticated offering which is a preferred choice, not an alternative.

I would also say to run with your aspirations. Since launching, we have grown from being stocked in independent South West retailers, to being in some of the UK’s most premium stores including Harrods, Fortnum & Mason, and Daylesford, as well as well-known online retailers such as Farmdrop andAmazon.

About the Author A former surf instructor at Polzeath Beach, Alistair Frost set up Pentire in May 2019.

Described as a ‘drink for tomorrow’, Pentire was inspired by his previous work in the drinks industry, and a love of coastal living and an active lifestyle. He wanted to bottle the coastal experience into something which could be enjoyed in a bar, pub, or restaurant, as well as at home or somewhere wild and remote.

Pentire is available online at pentiredrinks.com, as well as a number of premium restaurants and retailers across the UK. It is also has global stockists in Australia, USA, Canada, and Spain.

Pentire Drinks: https://pentiredrinks.com

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Making the Move From Corporate to Creative

By Leonra Moreno, Founder of Leo With Love.

I love my job. The (somewhat) unsavoury hours and stress are unparalleled to the sense of accomplishment and joy it brings. My background is in marketing, with a strong emphasis on social media. I’d created many social media strategies and built-up profiles for very corporate businesses until I started my jewellery company, Leo With Love, almost 3 years ago. The core principles of Leo With Love are gratitude and love, and my initial collections are inspired by the women in my life who’ve had a positive influence on it.

Having done a complete career pivot, I never thought I’d be going from a clinically corporate job to designing and making my own jewellery.

I’d like to say life has a way of creating opportune moments, but honestly, it’s about when you’re willing to make the changes you want to see in your life.

The idea was born in 2016, back in LA, where I’m from. My sister was recovering from a nearterminal illness and we were talking about how you only get one certain chance in life to LIVE your life.

I loved making jewellery as presents for people but had never thought to put the two things together. Although my background is in corporate companies, the experience with my sister’s illness helped me see what was important.

After arriving back in London, I found myself in a super corporate job I hated. Although I met some really fantastic people there, the office politics

were extremely toxic. Now don’t get me wrong, I’m not saying all corporate office jobs are trash, I’m just saying the wrong environment can make the most confident person question themselves. I had been tattled on to the HR -department numerous times. I thought I was being my optimistic self, but apparently, it’s a “red flag”.

You’re probably waiting for something really juicy right about now. Hate to disappoint you, but it was pretty boring. There were a few watercooler chats about being a little stressed over projects, I had a little box of “good fortunes” I bought at Urban Outfitters because it was on sale for £1 and thought it would be a cute little gift for the team if anyone needed a quick positive message / a bit of fun. Turns out, someone on the team found it really weird.

Aside from telling me as much, they told our manager who had a meeting with me about not bringing in those types of gifts because it looks bad on the marketing team. Also, I’m not allowed to use the word “stressed”, I need to say “stretched” because it’s similar but not as serious.

Seven months into this job, the manager had a few more “friendly chats” with me, never because of my work or work ethic. I wasn’t going out to lunch enough with others and someone was anonymously concerned I liked to write pep talks to myself in the morning before starting my workday. Daily appreciation and kind words to myself are my normal ritualyou should definitely try it if you don’t already.

In this particular environment, it was abnormal

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and grounds for concern. Go figure.

The final straw came down to a typo. I had sent out an email to the company’s subscriber list of a few thousand without a space between two words. Should it have happened? No. Do accidents happen? Yes. Did it require a twohour dressing down and stringent QC measures put in place? Big Nope.

It was at that point I decided I was done. This just isn’t important and I’m not using another second of this one certain chance at life to worry about a typo.

From creative to success…My tips: Make it personal So, Leo With Love was born. The key to success for me has been personalisation, with 2 facets of it being: jewellery and customer care. I’ve recently started engraving, and it’s opened up a lot of opportunities for the brand. With lockdown taking up much of 2020 and some of this year, people have wanted to send personalised gifts to loved ones to remind them they’re being thought of.

Make the customer your friend Having a good relationship with my customers is really important. I believe it is a combination of the little details that make the customer feel special and will keep them coming back; particularly being authentic as a brand and having the jewellery represent something. Each piece of jewellery tells a story of its incarnation, but it is the customers to create new chapters with. I hope that each piece will come to represent a particular time in the customer’s life that they can smile upon and remember fondly when they wear it. I also like to imagine each customer is someone that I’d want to be friends with, so that has definitely set the tone for Leo With Love.

Think global, stay local I was nervous coming up to the 2020 holiday season. December is (usually) completely filled

with popups, markets, lots of sales and at least one stress cry in the midst of it. Then, I realised if I’m not doing any of those events, then people in the area were also going to be limited when it came to buying gifts.

I’d joined the NextDoor app a few weeks before, it’s kind of like a Gumtree/Facebook platform but only for people in your neighbourhood and surrounding areas. On a whim I decided to post, “introducing” myself to the neighbourhood and talking about the services I offer. Over the next few days my email was inundated with inquiries to order pieces they’d seen on the website and bespoke pieces. I made nearly as much as I would have during a normal December, but without all the excess fees of travel and popups! This tactic even secured the highest commission charge I’ve ever been paid and have another 3 in the queue. Looking to my local community was the best decision I’ve ever made, and never would have considered it had it not been for lockdown. Silver linings, right?

About the Author: Leora Moreno, founder of Leo With Love Leo has always been interested in jewellery and starting a business. Her Mexican heritage played a large role in this as her family would visit relatives that had a house near the silvermining town of Taxco. Walking through a town which was full of street markets selling silver jewellery, independent designers and boutiques featuring intricate designs which encapsulated her culture, Leo’s love for jewellery only deepened.

When her sister got diagnosed with a near fatal illness, she decided you only had one certain chance at life and left her corporate job to start her jewellery brand. Leo With Love was born and is an all-encompassing lifestyle offering jewellery inspired by empowered women, for empowered women. www.leowithlove.com

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What is a value proposition & how do you define one?

By Peter Birkett.

Whether you are an entrepreneur, start-up or founder of a well-established business, the key ingredient of a successful strategy is creating a winning value proposition.

But what is it exactly? In a nutshell, a value proposition is a promise of value to be delivered.

It is the core of your competitive edge - the reason why a customer chooses your business over your competitor. It is important to get right because it not only acts as the foundation of your business but also determines the price you are able to charge for your product or service. Once established, it sits at the heart of all your brand communications.

However, it can be difficult to define! It is challenging because it is much more than just a marketing slogan or a tag line. It’s not even directly about the features of the product or service you sell. Rather it is a succinct description of the way your company meets a customer’s need by solving a pain point or creating a new opportunity which improves their life or business.

Arriving at a good value proposition is an iterative and experimental process. The most important part of this is testing out your value proposition on customers. Very few initial value propositions survive contact with potential customers and it is important to listen to what they say and adapt the proposition until you are sure you have something that will really address a key problem or need. Ideally you want them to become enthusiastic advocates for your solution.

But once you have your first attempt at a value proposition, how do you go about approaching a customer? First of all, do your research and make sure you understand as much as you can about your customer and what is important to them. Ask yourself whether your value proposition addresses something that matters to them or whether it is of marginal interest.

Secondly, make sure you get the tone of voice right. Your value proposition needs to be in the language of the client/customer, which is often different from the way in which you communicate your products or services. Think about the language your customers use to describe your offering and how they benefit from it. Thirdly, when you get the chance to talk to a customer, don’t tell them what you think they need. Ask them. Listen to what they say and don’t be offended or discouraged if they are not as enthusiastic about your proposition as you are. Take note of what they say and consider what they have told you about their real needs. Then revise your value proposition and repeat.

There are a few traps to beware of when creating a value proposition: 1. Make sure you do not focus on just one customer. Remember you are looking for a market niche where you can dominate not providing a bespoke product or service to address a singular problem.

2. Don’t get distracted by customers’ “nice to have” issues. Make sure that you are focusing on something that matters so much to them that they are prepared to pay for a solution.

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3. When you get to talk to customers, don’t talk so much about your product/service that you don’t give customers time to talk to you.

4. Don’t allow price to influence your perception of value. It should be the other way round value should influence your ideas about price.

5. Think about value in terms of the difference it makes to your customer not the difference it makes to your business.

6. If you feel your value proposition doesn’t quite express what you want it too, don’t just add more words. Remember, less is more and it needs to be clear, succinct and memorable.

7. If the perfect value proposition feels elusive and you can’t quite seem to get it right, don’t be tempted to build product or write software as this will just burn valuable cash. Rather, talk to more customers or focus on a slightly different market niche.

So once you have a value proposition which you think is up to scratch, why not subject it to the NABC test? This allows you to think about the Needs you are addressing, the Approach you have adopted, the Benefits that you are bringing and how you are dealing with the Competition. It is also an important stepping stone towards building a robust business strategy. Try writing a paragraph against each heading: Need: What is the important customer and market need addressed by your business? This is your chance to explain how your business is responding to a specific target market and show how that need has not yet been met.

Approach: What is your unique approach for addressing this need? This is where you can show off your compelling solution! Show here what makes you different. This is your approach to designing an experience that your target customer will want.

Benefits: What are the specific benefits that result from your approach? Benefits are not just the features and performance of your product or service but also how an experience

with your business makes your audience feel.

Competition: How are your benefits superior to your competition? To define why customers should buy from you vs. your competitors, you need to understand who your competitors are and what they stand for. Research your competitors thoroughly, from their mission statement to their strengths and weaknesses to really understand them and use this research to show in your value proposition why your approach is significantly better!

Once you have this, you will have the rudiments of a business strategy and will be well on the way towards putting your plan into action and seeing your new business or product line become a reality. But remember, a value proposition is only a vehicle for communication so keep telling people about it until it becomes second nature. You don’t have to be in an elevator to try it out.

About the author Peter Birkett is a Lead and Mentor for the Somerset Catalyst Programme, which launched in September 2020 and is a fullyfunded programme that will run annually, for a six-month duration. Its goal is to give Somerset-based start-ups and early-stage businesses the best chance of success. The bespoke programme features one-to-one expert coaching for the successful applicants, providing workshops hosted on key aspects of running a business, a peer support group, business review panels with industry experts, help to access business finance and profileraising marketing support.

Throughout his career, Peter has conceived and implemented a series of challenging development projects and transformed the working environment into a vibrant community of innovative high-tech businesses with significant growth ambition. Since retiring in 2019, he has continued to work as an independent consultant, providing support to early-stage businesses. https://somersetcatalyst.co.uk/

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Top B2B Marketing Trends for 2021 It’s fair to say that in 2020, our lives and livelihoods were challenged to such an extent that it’s difficult to know what’s in store for this year. We work with b2b and b2c brands across a wide spectrum of industries and each one has been impacted to varying extents by Coronavirus. The marketing industry itself has faced its share of challenges as it adapted to new demands from clients, changes in the media landscape and changes in audience behaviour. Business models have shifted and we’ve had to be dynamic and agile to face the challenges presented.

Yet the role of PR and marketing has bridged a gap for so many businesses, playing a vital role in their resilience - and we don’t see the reliance on marketing diminishing any time soon. Here, Lis Anderson, director, Ambitious PR shares her top five b2b marketing and communications trends for 2021.

1. The need to build a personal brand Customers are becoming savvy to the ethics and ethos of the businesses that they are buying from. Increasing the visibility of CEOs, members of the board and senior leadership teams builds brand identity, showcases values and demonstrates that they own their areas of expertise. When carried out correctly, a personal branding campaign can authentically engage an audience, driving leads through earned and owned media. But it also has another distinct advantage; brands are now realising the power of reputation, having realised that crisis could strike at any time. The work that goes into building an honest and trustworthy reputation

can make the difference between success and failure when crisis looms.

2. Reliance on human interest stories A rapid move towards remote working and an increasing reliance on technology has led people to crave human interest stories more so than ever before. Once reserved for b2c campaigns, making communication campaigns more ‘human’ is now becoming even more important for b2b brands. Whatever industry you operate in, take time to analyse your target audience and the topical events that are affecting their day to day lives. Then bring the audience into your brand story to bring it to life. Think research, case studies and plenty of imagery. Informed customer data and customer stories, when presented well, bring the kind of credibility to your brand that can truly influence buyers.

3. The channels to communicate across will continue increasing LinkedIn, Facebook, twitter, instagram, YouTube, TikTok, blogs and newsletters the channels on which to engage an audience will only continue to grow in 2021. This presents both an opportunity and a challenge for brands. Each platform requires its own brand style which means businesses need to mix up content with video, articles, posts so that each channel looks fresh and drynamic. Also, sharing content is only half the plan; the other half is community management. When it comes to choosing the channels that are most relevant to your business, think less is more. If

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you nourish your network you will get out what you put in.

4. Stakeholder engagement shifts up a notch In times of change, not only is it important to continually engage with your audience, it’s also crucial to maintain communications with stakeholders.

Corporate communications have been challenged by the distributed workforce, so a strategic approach will be required by many organisations in 2021. Map each stakeholder audience that has a specific interest in your business, identify which aspects of your communications are working well and which require work. Then tailor influencer programmes around each business objective to remedy any stakeholder challenges.

5. The upheaval of 2020 will force a new way of thinking Businesses have needed to pivot according to the specific challenges in their industry.

Communications plans have had to be revised

and continuously reviewed. But it’s not all bad news. It has given many organisations a new perspective, challenging previous perceptions and the tendency not to challenge the status quo. With this, we’ve seen brands finding new ways to engage audiences and a greater requirement to measure marketing practices to see which are providing most value. 2021 will see more brands willing to ‘test the waters’ of new marketing approaches, bringing about healthy change for the industry and new ways to find success.

About the Author

By Lis Anderson, Ambitious PR. Ambitious PR delivers award-winning campaigns for its clients. The agency was crowned Best PR Agency at The Drum’s RAR Awards 2018, 2019 and 2020, the national award based on client ratings. The focus is corporate and business-tobusiness communications. www.ambitiouspr. co.uk

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Meet the Successful Founder Cheryl Dodd, BizKidz Cheryl Dodd, 42, has many years experience in business and over 10 years experience of being an entrepreneur, during lockdown she helped her 10 year old daughter set up a successful slime business (where she took over £1K in 90 days!) and is now getting kids loving learning online and helping them launch business via her new business venture - BizKidz.co.uk. We were delighted to catch up with her for our Meet the Successful Founder Series.

Cheryl is no stranger to business and for the first 12 years of her career, her roles included managing multi-million pound businesses, with roles as; Store Manager at M&S and Services & Development Manager at Debenhams HO and across all stores. Since having children, Cheryl has multiple businesses of her own, all parent and child related, including Starz Ballet® LLP; Starz Franchising Ltd; Dynamix Gymnastix Ltd; Cheryl Dodd Limited and now BizKidz® & Teenpreneur® Academies.

When she said YES to helping her daughter launch her slime business early in the first lockdown, Cheryl saw her daughter go from feeling demotivated to empowered and she is now on a mission to share her skills more widely reaching out to other young people who may be feeling the same. Cheryl said: “My daughter Issy is a really bright kid, but has always been ‘working towards’ milestones at school which I think was starting to become demotivating, despite her efforts. She was driving me mad back when we first locked down, dodging her homework and I was stressing about it (secretly) so in desperation when she asked for help to start her own biz (a slime shop)! I said yes! We worked together and it was like

magic. Issy had a goal. A goal and vision that she had set for herself, all of a sudden she was reading (to research, online) writing (into her website) calculating her costs/profit! The learning suddenly took on meaning. Issy was learning loads and she took over £1k in 90 days!!! ... at 10 years old! I saw how she grew in confidence as she succeeded at something and built her self-belief. The lessons are endless and ongoing. While building her resilience and confidence Issy has flourished.”

Many are feeling frustrations and challenges of navigating a traditional curriculum in non-traditional circumstances and this is breeding stress and unrest – BizKidz is helping to channel children’s interests and talent through teaching them the processes of turning their passion into pounds. Parents have the support of Cheryl’s step-by-step lessons on how to start a business, so they are not expected to teach their kids.

With a blended learning approach, most learning styles are covered including short videos, written lessons, workbooks and live interactive calls and the children are encouraged to work together on tasks, to build that collaboration element too. An app and website provide access to weekly short video lessons and written workbooks which is further supported by a kids community space for help and support from each other, and Biz Mentor Cheryl. Alongside this also sits a parent’s community in Facebook for extra communication support and updates on their children’s progress.

Since launching, BizKidz and Teenpreneur Academies those who have taken part have

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launched a huge variety of businesses from entrepreneurs as young as 7, including; Crazy Daisy Lip Glosses, Morgan’s Hand Crafted Cards, Fizz Fantastic Bath Bombs, 3D Printings ... and loads more! Some sold their products online as early as week 7 of the BizKidz Academy programme and one BizKid Morgan made £400 before the end of the course.

Cheryl said: “It has been an absolute joy to see them all flourish. I feel passionately that this kind of education is invaluable. I want kids to know that starting a business is achievable for them and could also be a viable path for their future.”

“If I have learnt anything from this process it is that mindset really matters, for us as adults but also for our kids. Learning to become self aware, control our thoughts and ultimately our feelings as we stretch our comfort zone to try new things. This all takes practice but achieves so many amazing results - imagine if we’d been taught all of this at school!

“When I think back to where I was in March 2020 when we locked down for the first time, I was home with two kids, suddenly sharing work space between four of us and my three businesses were closed! I could have focused on what I didn’t have, but instead, I chose to focus on the positives of a new income stream that I’d just generated in online ballet classes. I focused on this new opportunity with BizKidz, and this whole new world of online business opened up to me, and the potential is huge!

“I’ll be launching some new offers to my BizKidz Academy which will include a low cost BizKidz membership for kids to keep in touch and continue to have a support network around their interest in learning business. I’m also creating an online BizKidz course option, without the live and interactive element, for those who prefer to learn this way.”

“I’m focusing on my plans for 2021, I’d like to impact as many young lives as possible, opening their eyes to the opportunities that life offers them in the business world! www.bizkidz.co.uk

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The lessons I learned while launching a business in the pandemic

By Sophia Procter, CEO and Founder of Munchy Play.

I came up with the idea for Munchy Play when my, now five-year-old, son was a toddler. I, like many other parents, was contending with a fussy eater who wanted to be anywhere but the dinner table at mealtimes. One day, in an attempt to make the table more appealing, I fashioned a train track around his plate, and in that moment, everything changed – it was my lightbulb moment!

My first prototype was a makeshift bowl with a train track attached, which managed to keep my son entertained until he finished his meal.

The idea came to me at the right time - I was being made redundant from a senior communications role – a blessing in disguise.

When my manager handed me my redundancy package, she told me that it wouldn’t be a lifechanging sum, but she couldn’t have been more wrong.

Knowing I was onto something with the Munchy Play prototype, I invested the redundancy package into research, product development, design and stock for the business. This helped turn my rough-and-ready, makeshift plate into something that was ready for market.

After years of compliance testing and iterations to the design and build of the plate, I was finally ready to bring my products to market in 2020.

Not on the cards though, was launching in the middle of a global pandemic!

I had envisioned launching at the start of the year but having seen the number of small

businesses in crisis-mode as a response to the national lockdown I knew my best bet would be to put the launch on hold. As we approached the summer and people had become more accustomed to the “new normal” I decided it was the right time to launch, especially as parents were crying out for ‘hacks’, with everyone spending so much time together in lockdown.

While the pandemic has definitely posed significant challenges, I believe the skills I have picked up being a mum and launching in this unique time have made me a better business owner. The key lessons that I will take forward throughout my business journey are:

Relatability As a parent I have an insider’s look into the needs and requirements of my audience and I know just how important parent hacks are. It is sometimes the small things that can make your life so much easier. Understanding your audience is so important and therefore, in addition to my own knowledge, I sought out advice from other parents. This research ultimately helped me to develop a product that actually tackles issues faced by parents, whether it be including a non-slip base or high sides. It’s these insights and understanding that have helped me develop the best products possible.

Empathy In addition to understanding the practical needs of your customers, understanding their

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wants is something that is just as important.

Today’s customer is far more conscious of quality products with substance, and we have seen that local buying and shopping small are more important than ever. Our kids’ plates are made in Britain to the highest standard, something we know parents will value.

Empathy is a grossly undervalued skill, and something many businesses look past, but it is probably one of the most important as an entrepreneur. In order to be successful you have to look beyond the bottom line.

Efficiency Being a mum forces you to prioritise what is important and accept that you can’t to everything. In turn it makes you more productive and driven, and your efficiency levels are sky high. There is the balancing act of being a parent and a business owner.

This means finding creative ways to work around your life as a parent and finding the most efficient way to get everything done. I am able to rigidly shape my business hours around key “golden hours” in-between school, mealtimes and bedtime.

Wellbeing Being a parent forces you to step away from the desk from time to time, and these screen breaks are invaluable to clear your mind and helps me know when to switch off from work.

A lot of my creative thinking is done when I am outside of the office, and if it wasn’t for my son, I probably wouldn’t have the same incentive to get out as much, even if it is just for a quick walk or cycle at lunch.

Physical and mental wellbeing are so important as a business owner, and in my case have certainly made me more productive.

I initially planned on launching the products in stores and promoting them at trade shows in addition to my online sales, however, that wasn’t viable due to COVID restrictions. I took advantage of the various tools that were available to me to give my business the biggest

virtual push possible at the launch.

During this time, being on Amazon was a huge benefit and really helped me hit the ground running. I took part in the Amazon Small Business Accelerator, a programme set up by Amazon in partnership with Enterprise Nation, to help start-ups and small businesses navigate the impact of the pandemic and sell online. The Accelerator training gave me the tools needed to launch my products online, as well as help me find a lawyer and other services.

Amazon has been super supportive of my small business and the Accelerator came just at the right time. It helped me to revise my advertising strategy and understand the techniques for selling online successfully. When you can’t get out and network, it’s really valuable to see how other small businesses tackle challenges and where they once started. Using the Accelerator it was reassuring to learn about other owners of industry-leading businesses, many going through the same challenges as myself.

Despite only launching last year, Munchy Play has had a great start and our products have even made it into some celebrity homes including Joe Wicks. Our product range was even recognised by Theo Paphitis, winning his Small Business Saturday initiative in August, and an ‘Honorary Special Recognition Award’ from the Global Woman in Innovation Network. More recently we were named the ’start-up of 2021’ by Emma Jones CBE, Founder of Enterprise Nation, were named one of the best children’s gifts in the Mail Online and I won a Global Women in Innovation Award for my contribution to innovation.

I’m so proud with how far the business has come already and have ambitions to grow it further. We have a very exciting new product launch coming soon, which we’ll tell our fans first, so be sure to sign-up to our newsletter. www.munchyplay.com

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5 Golden Rules for Social Engagement

By Angelica Malin.

Looking to boost your social media engagement and build a thriving community around your platform? There’s so much noise in the world of digital and social media at the moment – so I want to make things simple and give you 5 tried and tested tips on how to build more engagement and interaction on your social media content. Here’s my golden rules for social media engagement in 2021: 1. Remember it’s ‘social’ media When planning your social media posts, you want to think about what content will spark conversation and create lively discussion.

There are some classic ways you can do this, such as asking questions at the end of your captions and using a prompt for your audience discussion. Beyond this, it’s helpful to think of your social media channels as a community within themselves. Make your page feel like a safe space where people can express their opinions freely, without judgement or criticism, and be supported – the more you nourish your community, the more they will give back to you.

2. Use Instagram Stories to show behind-thescenes Stories are a great way to deepen that connection with your audience – and show the more personal side of your brand. Overcoming your Imposter Syndrome and showing your face to camera on Stories is a really beneficial way to build connection and rapport with your audience. Try to use the features of Stories as much as possible to drive conversation – use the poll function to hear more from your audience, pose questions and answer them on your stories, use the countdown to tease your

audience for new product launches and use the quiz function to have a bit of fun. Remember: Stories are the fun bit of Instagram, so this is where you can afford to be more playful and personable.

3. Instagram is all about collaboration, not competition The best way to boost your channels and grow your audience engagement is to think about ways you can collaborate, not compete, on the platform. There’s lots of amazing ways you can collaborate on Instagram – whether that’s doing Instagram Lives with other entrepreneurs in your space, creating a takeover on your Stories, or doing a weekly round-up of other accounts you love or content you’ve enjoyed.

You raise your profile by raising others’ up – in Instagram and beyond. You want to be thinking beyond engaging solely with your audience, but also other creators in your space that you admire or would like to work with – this is a good way to set yourself up as an authority, by aligning yourself with successful individuals in your industry.

4. Focus on content that gives value to your audience If you create good content, the audience will come. Rather than stressing out by trying to grow your numbers overnight, nurture the community and audience you already have on social media – no matter the size. If you can’t consistently show up for that audience, how are they going to show up for you? Focus on creating rich, valuable content for your audience – that they will want to save and share for future reference and has a strong aesthetic appeal. Instagram has turned into a more value-led place – beyond pretty pictures and travel snaps – so you really want to be

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thinking about how you can offer value to your audience and provide content that inspires them.

5. Think beyond the Instagram bubble Instagram is perhaps the most powerful platform for brand-building, but don’t overlook the other social media channels when it comes to boosting your engagement and audience.

Get clear on what your goals and objectives are for social media and work backwards to understand where your ideal client or consumer is hanging out online. You might find that LinkedIn is a great networking tool for your business, or you’re able to create a thriving

community through a private Facebook page.

You don’t have to be across every platform – work out the ones that work best for your business and focus your energy on being consistent across 3 max.

Angelica Malin, award-winning entrepreneur, editor in chief of About Time magazine and author of new book She Made It, Kogan Page, £14.99 Socials: @jellymalin

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How to get a book published and monetise followers

By Dan Kieran, co-founder and CEO of Unbound.

For entrepreneurs developing your presence on social media and building your following is an important step to your marketing and brand development. However, making entertaining or informative content people want to come back to over and over again is time consuming. One area in which you can develop, and maintain control over, your business and personal brand is by publishing a book and offering content and off-line experiences that sit alongside it.

Here are my five top tips for getting a book published and monetising your followers.

1. Write – keeping true to who you are Publishing a book gives you the opportunity to control the narrative so you can keep your work true to who you are. But you’ll need to find a publisher who shares your vision or publish the book yourself.

Finding a publisher is much easier said than done. The likelihood is that you’ve built your following by offering your audience something that mainstream popular culture has missed. Traditional publishing is designed around maximising the chances of producing bestsellers, which means they look back into the past to try to emulate something that has already been done. It breeds a kind of unconscious conformity, which is not usually a place suited to the wild creative spirit that exists online.

Publishing the book yourself might then seem the best route to go - the time it takes to tout your book around the publishers could be better spent getting on with it yourself, and maintaining control of your work. However, publishing a book costs a lot of money.

2. Crowdfund your book The obvious solution to this problem is to crowdfund your book. By crowdfunding your book, you will retain complete creative control over your work. You can produce something you care about, which in turn will appeal to your followers. Traditional publishing is also limited by the public expectation of what a book should cost – typically up to £10 for a paperback and £20 for a hardback. However, by crowdfunding your book, you can sell additional experiences and merchandise around it. For example, video games influencer, Dan Hardcastle, raised over £300k for his book, Fuck Yeah, Video Games, on Unbound. What’s interesting is that 80 per cent of the money he raised came from non-traditional book sales, unique experiences and greater access to Dan such as signed copies, exclusive illustrations and personalised videos. This is nearly £250k in revenue that he might not have received if he’d simply published through a traditional publisher. Such is the power a crowdfunded book can bring to an influencer.

3. Write something your followers want to read about Writing a book for your followers sounds

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simple, but what should it be about? Only you know the answer to that. The key is to be as authentic as you can. Don’t try and write what you think someone else wants to read. Or even what you think will sell. Write the book you care most about and tell your audience what that is. They will back you if they believe this is core to who you are. At Unbound, we’ve developed a machine learning algorithm that helps us to predict, with a high degree of accuracy, how much a book is likely to raise before an author crowdfunds it. By using data such as the size of the author’s following and the topic of the book, we can predict with around 80 per cent accuracy precisely how much a book will raise within 90 days of accepting pledges / preorders. However, you don’t need to have a degree in data science to decide what to write about. You’ve got plenty of followers, so run a poll. Crowdsource your book idea and they’re more likely to buy it.

4. Be creative with rewards There’s a fairly simple rule to follow when offering rewards to followers: the more creative the offering, the greater the value.

And make sure what you offer is authentic to who you are and what you do. Never has this been so aptly demonstrated than with popular YouTube comedian, Stuart Ashen, when he offered a ‘box of mystery tat’ as part of his crowdfunding campaign for his book Attack of the Flickering Skeletons. He sold three boxes of junk at £250 each. But of course, it wasn’t really ‘junk’. Each box was a hilarious collection of unique things Stuart’s fans would recognise and value because they love what he does and they trusted him to deliver something suitably extraordinary.

5. Engage your most passionate fans Within any given audience, you’re bound to have a select few avid supporters who will pay a significant premium for exclusive access to you or your ideas. This is a fact traditional publishing simply cannot capitalise on. However, the digital economy has created untold new opportunities for authors to engage with their most passionate fans.

Dan Hardcastle created a reward level at £2,500 for Fuck Yeah, Video Games, which allowed a supporter to choose the video game for an entire chapter of his book. This was clearly only targeted towards the superfan. In some respects it didn’t even matter if someone bought it – it mainly served to demonstrate the depths of his accessibility and creativity, and to act as something that grabbed the attention of his followers. However, as a bonus, it did actually work and he sold out this reward level.

You would have to sell 312 copies of a traditional paperback to match this one purchase from a superfan. Every high-level reward like this is bought by people who are die-hard supporters of what you do. They want the opportunity to have something unique. To connect with the creative people they most admire. You. The other great thing about superfans is that there’s a direct correlation between the quality and passion of an influencer’s audience and the amount of money they’re likely to be able to raise from them. What encapsulates your offering to your followers? What can you offer them that’s unique to you? There are many people who are building up large numbers of followers. Publishing is one of the industries with the potential to embrace this new paradigm. Use the tips above and use a book to express your ideas and develop your brand.

About the Author Dan Kieran is the co-founder and CEO of Unbound, a crowdfunding publisher that combines data science and an award-winning publishing brand with an online marketplace.

Readers pre-order books through pledging, Unbound publishes and sells them, giving authors a 50/50 profit split and access to an engaged community.

The publisher’s 200k users from 195 countries have pledged £7m+ to fund 436 books todate, including bestsellers like Letters of Note and The Good Immigrant. By predicting future trends, Unbound funds books more quickly and reaches instant, data-driven acquisition decisions. www.unbound.com

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Gary Neville - Importance of Role Models in Shaping His Success On her Events That Made Me podcast, award winning event planner and hospitality consultant, Liz Taylor, is no stranger to interviewing some of the UK’s best-known faces from the worlds of entertainment, sport and business. To kick off the third season she managed to scoop a no-holds-barred interview with ex-footballer turned entrepreneur and property mogul, Gary Neville, who shared his advice for those wishing to emulate his success.

Here Liz, introduces the highlights from the interview in which Neville spoke of how his formative years at Manchester United prepared him for the business world, as well why the next three years are crucial to his business.

I think 50 is the point whereby, I need to then think about what I’m going to do for that next 15 years.”

“Gary Neville is a person that I have always admired, not just for his football prowess but because of the way he has transformed himself into a successful entrepreneur and founder of a portfolio of businesses.” shared Liz

“People say that … you can’t build character.

You can’t learn character. You can’t teach determination. You absolutely can, and you just got to basically see it to be it.

“I have known Gary for many years, and even had the pleasure of organising his wedding, yet the strict ideals he imposes on himself as a businessman that became apparent during our discussion surprised even me.”

The Drive for Success In the podcast, which can be heard in full here, Gary talked openly about his drive success and need to feel a sense of achievement as an entrepreneur and business founder, saying: “The business side, I’ve got to deliver on it. If I don’t deliver on these businesses in the next three or four years, the last 15 years won’t count for anything. So, I feel like I’m in the ... finishing straight, if you like, of a race. Because

Memorable Mentors Having started her own business with just £200 in the bank, Liz herself is no stranger to hard work, understands Gary’s drive for results and similar to the businessman, believes it was mentorship in her early career that set her up for life at the helm of a multimillion-pound business. During the interview Gary explained how he evolved from a shy boy, into a confident businessman:

“And I just saw determination in Roy Keane, Paul Ince, Eric Harrison…Sir Alex Ferguson, I saw people around me who were animals, absolute animals. They worked on a football pitch in the gym. Everything was like 110%.

They would literally die for every single pass, every tackle, every header.

“And when you see that. You’ve got the level that you need to step to and go to. And that’s where I … was influenced by all of those people around me. And I became that person that I am today - through those influences from 16 to 20.

We all did. All of us. All of us, young lads.”

Dealing with Failure One question Liz always asks guests during her interviews is ‘what is the event that made’ them.

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Very often, it is an opportunity or an experience in somebody’s life that shapes their future for the better. In Gary’s case, it was failure on the football field that gave him the skills he needed to bounce back from life and business setbacks.

Something all entrepreneurs need to master.

Gary recounted: “When I was 24, I had a really bad experience in football and for United fans who were listening or football fans, who may remember, I gave two nightmare goals away with pass backs against Vasco da Gama.

“You have to give people an environment where they’re relaxed. We had that at United.

People used to move around the changing room. You could go in the lounge.… I want people to feel free when they are working... and that enjoyment that makes them look forward to coming in every single day.

“So, basically, our office is more of a coffee shop or a bar than it is an office…it’s got to feel like you’re at home and you’re relaxed, and you feel comfortable.”

“We lost the tournament; we lost the competition, and I went under. I went under for eight months, complete loss of confidence, doubted myself, absolute shambles and needs to go and see a psychologist at the time to come out of it. But since that point … my mistake management or my recovery from major events that go against me, I think really is good. Because I put a lot of work in around that time.”

Final thoughts

That effort in developing resilience and strategies to cope with failure also paid off when the businessman left his job as manager of Valencia football club. An unsuccessful time, and yet Gary was: “back on Sky within three months and no one would have known that I’d been a failed manager …. because I genuinely am able to compartmentalise things …. and move on straight away.”

Ditching the Desk The final part of the interview focused on Gary’s outlook on providing the right working environment for his team. Post coronavirus, with many companies and individuals switching on to the benefits of flexible working, it’s something many more businesses are now looking at. Will desk working, offices as we know them, be the same when we return to work fully? That’s yet to be seen, but a more informal setting may well feature. And Gary would approve.

“I don’t want anybody to come to work with me and be stuck at a desk. It’s an offence. It’s akin to bullying for me to stick people at a desk and say, you sit there every day. It is just wrong.”

A property developer, entrepreneur and hospitality business leader, Gary Neville is one of the few sports personalities that have made that shift from success on the football field, to achieving in the boardroom. Gary ended his interview by sharing advice was for anyone starting out on a venture in life, “Get up every single day work as hard as you possibly can. And don’t give up.” Sage words for any entrepreneur.

About Gary Neville: Gary Neville is one of the most decorated English and European footballers of all time, having won a total of 20 trophies, including eight Premier League titles and two Champions League titles. He spent his entire playing career at Manchester United under the direction of the great Sir Alex Ferguson and served as club captain for five years. After his retirement he went on to become a successful commentator and football pundit on Sky Sports and has invested in and overseen a string of hospitality business ventures, mainly in his hometown of Manchester.

About Liz Taylor: Over the past thirty years of organising highprofile celebrity events Liz Taylor has moved in some exciting circles and has opened her little black book of contacts to help her realise a burning ambition in launching her own podcast. . www.liz-taylor-consulting.co.uk

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Growing through a pandemic – 5 questions to ask yourself

By Jessica Heagren.

Every great business starts with a plan. You know who you’re going after, how you’re going to do it, and how much it will cost. And then you’re hit with a totally unexpected, totally unforeseen global pandemic.

This was definitely not in the plan!

I think it’s safe to say that very few business owners planned for this and so you’re certainly not alone if you’re feeling a bit lost. Equally, now is not the time to throw in the towel.

You just need to think a bit differently.

The pandemic is changing the world and as a result we’re having to change our mindsets and our approaches. If you want to grow your business, you’re going to have to do some adapting. Here are five questions to ask yourself: Are your customers still who you thought they were?

The new normal. The new status quo. You’ve probably heard these phrases over and over.

Things have changed for people. At That Works For Me we had planned to target shop owners last year – not ideal when shops are closed!

We’ve had to re-think who our customers are and maybe you do too.

Ask yourself ‘is my current approach still working?’ Chances are you’re going to have make some changes. You will likely have to ‘pivot’, as everyone keeps saying. Another preCOVD word we wish we never knew. Some

people just aren’t going to be in the position to spend or invest right now. Perhaps what you have to offer is not a priority for them anymore.

Find those you can best serve at this time.

You could also think about how you can serve your community. Not only is it just a kind and important thing to do, but it demonstrates social responsibility and helps raise awareness of your brand.

Are they still buying in the same way?

Everyone is behaving differently at the moment through no fault of their own. Our financial situations have changed. Our routines have changed. Our priorities have changed.

Whether your customers are the same or they’ve changed, talk to them and find out how things have changed for them?

Hit the phones and talk to them, you might have a tool in your armour you didn’t even know about.

It’s also important to consider what customer needs you haven’t yet met. Take the opportunity to tighten and streamline the customer journey. Think about how to your offerings to the next level.

If they’re not in the same physical locations as before, where are they?

We’re all at home now for the most part. This might not be where you’re used to reaching customers. Think about where they’re likely

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to be and what the best way to reach them is. Maybe you need to shift to online channels where you haven’t before or maybe you need to take to social media in a more honest and active way.

Whilst it might not seem like it, this is an opportunity to learn new skills and new methods of reaching people and there are likely to be some things that carry through when life returns to normal.

Make a plan!

With all this new info, you’ll need a new plan.

We all work better with aims so take a step back and look at what you need alter – do your sales leaflets work online; is your website up to date; who will respond to online enquiries? Map your new processes out and make sure you have covered off all your touch points.

SMART goals are a great way to keep focused.

Set goals and intentions that are specific, measurable, attainable, relevant and timed.

You know the drill.

Think about new opportunities. Talk to people who understand the areas you are moving into and do some reading. You can’t become an expert in a day but you can build up a good base knowledge quicky with all the resources that are now available.

Quick fire bonus tips - Be proactive – don’t wait for things to happen, make them happen. If you’re a business owner I probably don’t need to tell you this. Just make sure you don’t let the pandemic scare you into a standstill.

- Prioritise – Don’t try and take everything on at once. This is a sure-fire way to overwhelm yourself and burn out before you’ve even gotten started. Take it one step at a time.

- Communicate – Make sure your customers, current and prospective, know that you’re still trading and open for business. Make sure they know how you’re planning on keeping them

safe and ensuring their needs are met.

Whatever you do, don’t give up!

Building and/or growing a successful business in a pandemic ultimately comes down to one thing: your ability to pivot. The questions above are designed to help you make that process as straight forward and effective as possible.

Instead of trying to tackle everything at once, approach the process one question at a time and before you know it you’ll be prepped and ready for whatever comes your way.

About the Author: Jessica Heagren is CEO and Cofounder of That Works For Me. Small businesses and agencies often stop themselves accessing the expert help they need and deserve because they believe they’re too small or can’t fill a fulltime role. That Works For Me brings these businesses a marketplace of thousands of experienced professionals ranging from social media managers to lawyers - all looking to work flexibly, remotely and outside of the 9 to 5. https://thatworksforme.co.uk

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How brands and agencies can navigate the year ahead

By Jonathan Emmins, Founder of Amplify.

As we navigate yet another national lockdown, now seems a good time to remind ourselves that it’s possible for brands and their marketing agencies to turn seemingly insurmountable limitations into opportunities.

2020 was a rollercoaster ride for us all. A big part of my agency’s remit is to create live events for brands. So, after starting the year brightly at Amplify, as we entered Q2 we were hit with a series of postponements and cancellations that quickly painted a different picture for us and our clients.

In the face of these challenges, we’ve all had to adapt. With live events largely off the table, we tried to approach the situation as an opportunity to liberate ourselves from physicalfirst thinking, expedite long overdue changes and avoid the ‘inertia of success’. Brands and agencies, whether by choice or necessity, have had to be creatively brave in the face of adversity. As audiences around the world have become more open to positive change, those who are embracing their entrepreneurial spirit and defining this era with new thinking are the ones reaping the benefits.

While traditional live events aren’t possible, we are focussing on continuing to push the business forward in other ways, expanding into new areas and bolstering our creative and strategic capabilities through newer departments like content, broadcast, innovation and creative technology.

Thanks to this approach, throughout 2020 we

continued to pioneer content-driven brand experiences, ending the year on a high with a truly global launch experience for PlayStation 5. We won 22 new clients and picked up awards along the way, but most importantly, we stayed together as an agency, protecting our people and our culture through the upheaval.

We were fortunate to end the year in a strong position that sees us going into 2021 with renewed optimism. While what lies ahead continues to be unpredictable, there are principles brands and agencies can employ to turn limitations into creative and commercial opportunity.

Put people first Brands, agencies and the campaigns they create all rely on engagement and participation.

Whether internal or external, it’s essential to take a people-first approach that is considerate of personal journeys and audiences’ everevolving priorities. Though Covid-19 is a globally shared experience, responses to the situation differ greatly. The pandemic has changed how people behave, affecting every aspect of our lives. We are processing things at different speeds, in different ways – and as restrictions flip flop, so do our emotions. While some look to embrace life’s pleasures, bowing to consumerist urges, others become more selective, guided by a heightened awareness of the wider impact of their choices.

Moving into 2021, the pandemic will continue to affect the way we interact with brands, creating long-lasting new behaviours that won’t simply disappear. It’s important that we

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don’t make assumptions about what people want or need, instead creating strategies and campaigns built on two-way dialogues, working collaboratively with consumers as much as colleagues.

Brands and agencies can cater to this appetite for inspiration with similarly adventurous formats, quality content, an emphasis on interactivity and user-friendly execution that will serve long past the pandemic.

Lead from the Front

Think locally, share globally

As we saw throughout 2020, brands that took advantage of the world going quiet by doing exactly the opposite saw a huge uptake in share of voice. As marketing budgets were revised, brands that were brave and agile enough to adapt quickly with culturally relevant work, like Brewdog, were able to reap the rewards. The same is true for agencies, where periods of quiet allow space to increase share of voice. Throughout the upheaval, Amplify was confident, visible and vocal, building existing relationships as well as cultivating new ones.

The focus was on providing calm, reassuring and pragmatic insight and ideas for clients and the wider industry. Through thought leadership, webinars and mentoring with a focus on functionality, we built a pertinent presence throughout the year that will continue in 2021.

I’ve always believed in creating experiences that naturally generate content, allowing us to take something that is experienced by few but shared with many. In our socially distanced world, this thinking is central to everything we do. Investing in the expansion of our content and broadcast team has allowed us to activate locally but share the experience globally. The experience of this pandemic has emphasised the importance of localised ‘bubble’ communities as much as it has global connectivity, with geographically diverse audiences eager to engage with inspiring local stories and experiences.

Break the Format In the face of limitation, brands and agencies need to be creatively brave and embrace innovation. Working within restrictions can be creatively freeing, allowing us to look beyond the traditional models and create widerreaching, digitally-driven experiences open to all. An opportunity to challenge old, restrictive formats and assumptions.

Forced into new ways of living and working, audiences are more open to new experiences than ever before. While screen fatigue has been well documented, the issue is less with devices and technology than it is with repetitive, uninspiring content. As our lives are lived out online, we want quality entertainment that breaks the norm. Standout experiences like Travis Scott x Fornite or Dua Lipa’s Studio 2054 set a high benchmark for universally accessible, entertainment-led digital experiences that really play to their platforms.

Act with purpose In the face of adversity and societal upheaval, audiences increasingly look for brands and companies to act with purpose. Those that make a difference are expected to take action, donating time, resources and expertise to long-lasting visions that benefit all. As we’ve seen throughout 2020, brands that step in to provide support don’t just stand to gain share of voice, they can foster genuine advocacy by proving their commitment to communities and their culture. This is true of brands like Dr. Martens that helped support emerging creators and their wider communities by providing opportunities and financial support to those affected by the pandemic as part of the ‘Dr. Martens Presents’ platform.

Stay agile Brand experience will continue to be an effective way to engage audiences in 2021 and beyond. Our need to interact and break up the mundanity of lockdown is growing, necessitating the need for new entertainment and opportunities to learn, feel inspired and escape.

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With no clear end in sight, brands can promote joy and togetherness, helping their audiences navigate testing times. Likewise, we need to be ready to act fast when we reach the other side. While audiences will differ in how they re-integrate, there will be a strong urge to reconnect IRL. And brands need to be ready to provide.

Deprived of physical experiences for over a year, the demand for experience will reach record levels. With one eye on the Covid-free future, those that move first to provide an outlet stand to win big. As restrictions fluctuate, we need to stay agile, ready to seize the opportunity and

meet ever evolving audience needs.

About the Author: Jonathan Emmins is the Founder of Amplify: a brand experience agency that works with some of the world’s most respected companies, including adidas, Airbnb, Dr Martens, Google, PlayStation and Spotify.

Amplify’s highly respected client list, project output and company culture has won many of the marketing industry’s top awards, including Campaign Magazine’s ‘Brand Experience Agency of the Decade’ accolade. www.weareamplify.com

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Choosing an Incubator for your Innovative Product or Service

By Ben Jones, AberInnovation.

To get your innovative product or service to market entrepreneurs have the option of using a business accelerator or incubator.

There are many to choose from as you can see here: https://entrepreneurhandbook.co.uk/ incubation-centres/). Although the terms are frequently used interchangeably, broadly speaking, accelerators tend to last for a few months and will equip their participants with business skills and knowledge via mentorship, workshops and networking.

Business incubators usually operate on a flexible time frame, ending when the business in question has a proposition to pitch to investors or potential customers. As busy entrepreneur you will have plenty to do so here are some tips to guide your search for the best incubator for your business.

Is there an incubator that is sector specific?

Some business incubators are sector agnostic, others are very sector-specific. Some require you to have a solid business idea and a plan, others want growth-stage businesses, whereas with some you don’t even need an idea to begin with – they will give you a proposition to develop and hone. So, the first step is to look for an incubator that suits the stage your business is currently at.

Look for one that works specifically in your sector. A tailored, sector-specific package of support and expertise will bring your idea forward in leaps and bounds. Working with experts who are well-versed in the emerging trends within a particular industry and networked with the big players in that space

could provide a real fillip to your fledgling business. If your business is less technical, or there aren’t any suitable incubators for your sector or niche, then a sector agnostic incubator can be a good choice as it will give you access to experts across a range of businesses areas. If choosing one of these incubators, the next few points become even more important when making your final decision. The Cardiff Medicentre is a business incubator focussing on health, wellbeing and the life sciences, while BioAccelerate at AberInnovation is designed to bring innovations in biotechnology, agritech and food and drink to life. For a more generalist incubator, London-based Seedcloud support all ideas in the B2B space while the long-established YCombinator is sector agnostic and has two intakes per year.

Consider university-affiliated business incubators As you might expect, universities are a hotbed of ideas and innovation. They bring together pre-eminent scholars, world-leading facilities and significant tranches of funding in an attempt to solve some of the world’s most pressing challenges and to create new knowledge and understanding for the benefit of society as a whole. Done right, universityaffiliated business incubators can greatly enhance this knowledge exchange mission and allow startups to capitalise on new findings and insights coming from the academic base emergent at universities. In other words, you want to be as close as possible to where research, development and innovation are thriving. This is particularly important if your business is tech, sciences, health, or climaterelated. Where access to experts, research,

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or testing facilities is important, linking with a University can be a major benefit.

Where will you find the best facilities?

Many companies – especially startups – can only dream of being able to afford some of the equipment that universities have access to. Innovation does not come cheap, and machinery and specialist kit costing millions are often required. Fortunately, for innovative companies, universities are often happy to collaborate and allow use of such equipment via specific R&D projects. Some of the better business incubators will have easy access to the requisite equipment and will actively encourage their cohorts to make the most of the facilities on offer in order to develop their propositions. Even better, they can provide training, technicians, and academic expertise to help you on your way and to make the most of the services available. So, think about the technology you may need, or the testing facilities that will help take you from beta to launch. And then look for an incubator that offers access to these. For example, AberInnovation has a newly-built pilot scale biorefinery connected to it Future Food Centre.

Having both capabilities under one roof makes it a unique proposition in the UK and a perfect site for circular economy innovations. In a similar vein, incubation programmes offered by the European Marine Science Park in Scotland have all the equipment and facilities (not to mention the ocean environments!) needed for marine science companies.

Most incubators offer pitching opportunities, but be mindful of the make up of those panels.

Are you going to be in front of the right people?

Having worked on your idea tirelessly, you’re going to want your efforts to be rewarded with a chance to impress those groups or individuals possessing the wherewithal to help you embark upon your next step.

What funding is on offer?

It’s also worth finding out exactly what’s on offer at these pitching events. What are you pitching for? Some panels might have the right organisations, but they may be there in more of a feedback-giving role. You’ll want to know whether there’s actual ‘money on the table’ at the end of the programme. And, what are the stipulations attached to spending or drawing down this money? Some terms and conditions will be rather onerous, while some programmes are happy to take a more hands-off approach to how you spend it – within reason of course!

A good network will speed you on

Is the location commutable?

The age of zipping around the country to meet prospective collaborators, clients and stakeholders may be behind us. It’s fair to say that recent events have shown us what a credible job video-conferencing programmes can do in lieu of actual face-to-face meetings.

Having said that, it would be unwise to disregard location when it comes to choosing an incubator. Particularly at the incubation stage entrepreneurs will be ready to begin protyping, or iterating the design of your new product/ service. So, being able to use equipment and facilities will be highly beneficial. If you can find somewhere close to hand it will be a big help to your business development.

Having developed and refined your idea and no doubt been through several painful iterations, you are very likely to need to bring others into the fold at some stage. A good incubator will be well networked with key professional services that you can access over the course of the programme, such as intellectual property attorneys, human resources experts, finance support and so on. What’s more, you’ll want a programme that has strong links to the venture capital community.

About the Author: Ben Jones is from AberInnovation.

Aberystwyth Innovation and Enterprise Campus (AberInnovation) provides worldleading facilities and expertise within the biotechnology, agri-tech, and food and drink sectors. Set in stunning scenery between the Cambrian Mountains and the Irish Sea, the £40.5m Campus offers an ideal environment for business and academic collaboration to flourish. https://aberinnovation.com/

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7 Steps for Creating a Modern Marketing Campaign

By Lubna Keawpanna, female co-founder of creative digital agency SMACK. When planning and creating marketing campaigns, for ourselves or for our clients, there are a number of stages that we typically go through in order to help ensure their success that can be applied to suit any type or size of business.

Whether you’re thinking about launching your first marketing campaign or looking for ways to improve on your process as you embark on your next, the following steps could prove helpful in taking away a lot of the guess work and ensuring activity stays on track.

1. Pinpoint the Purpose of Your Campaign It’s important you decide what exactly it is you are trying to achieve. What message are you trying to get across? What customer pain point are you trying to cure?

Perhaps you’re a new business wanting to raise brand awareness. Maybe your aim is to promote a specific product or service. Or your goal could be to build your customer database.

Whatever your objective is, know it completely and let it be foundational and inform the decisions you make going forward.

Once you’ve decided on your marketing campaign objective, a great way to make sure it is the right one is to “SMART” it. SMART is a mnemonic that stands for Specific, Measurable,

Achievable, Relevant, and Time-bound or Timely. Applying SMART helps put flesh on the bare bones of a broad objective. Getting this part right makes the rest of your marketing campaign plan easier and less complex.

2. Decide Exactly how you will Measure Your Campaign It’s a good idea to allocate the appropriate metric(s) for each channel being used and define how measurement is done on each channel. You can also set benchmarks for each metric. Defining key performance indicators (KPIs) for each metric is also a necessity at this stage of creating your marketing campaign.

Before moving on to the next step, it’s worth considering what success means to you if – for whatever reason – your objectives are not achieved. Is reaching that 15% increase in sales the be-all and end-all of the campaign?

Does an increase of, say, 12% have enough impact on the company to call the campaign successful?

Alternatively, you can set up benchmark points that will help you keep track of performance, monitor progression, and help determine any actions that might need to be taken during the campaign. Reaching and moving past checkpoints can boost the morale of yourself and your team as they witness their efforts bearing fruit.

3. Know Your Target Audience

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At the heart of your campaign should be the people you’re trying to reach with your message. This goes beyond simple groupings such as by age, sex, or location. Audience segmentation can include more specific factors such as device usage, lifestyle, income, hobbies, purchase habits, job title, education, ethnicity, preferred web browser, preferred social media platform, religious belief and more.

Technology and years of analysing customer behaviour have made it so that you can really drill down to who exactly it is your marketing campaign exists to reach. Take advantage of this data when developing your marketing campaign. The stage of the customer journey (Awareness, Consideration, Purchase, Retention Advocacy) your target audience is at is also important as it will influence the marketing message itself.

Once you’ve zoned in on your target audience, use its demographic make-up to re-evaluate the platforms you’ve been considering for the campaign and how you can take advantage of the specific features these platforms offer.

Many digital platforms offer excellent user segmentation features.

4. Create the Content & Assets A great place to start with creating content and assets for your marketing campaign is to think about your existing branding and how you’ve presented it to the world. To a certain degree, raising – or at least maintaining – brand awareness is at the heart of every marketing campaign whether stated in the objective(s) or not.

Although it’s important for the campaign to have its own visual identity, presentation, mission, and story, keeping brand recognition in mind when deciding on elements like colour schemes, tone of voice, logo, images, font etc. allows what makes your brand unique to come through in the final message. Some of these elements should be lines that run through every campaign. There’s a reason why we as consumers automatically associate certain colours with certain brands (yellow:

McDonald’s. Blue: Facebook).

Because you’ve decided on the platforms that will present the marketing campaign, you can create content that best tells your marketing story through those channels. Take time to work on content that makes sense for the stage of the customer journey the target audience is at.

5. Launch Your Marketing Campaign The story has now been written and it’s time to publish and distribute your work to the world.

How and where this is done are very much determined by all the decisions you’ve made in the previous stages (audience demographics, measuring success, types of creative assets, story being told etc.).

What you can also do is look at past campaigns you might have been involved with, current and past channels your brand has used for promotion and how that went, and any emerging platforms you feel is worth experimenting with.

Also consider the strengths and weaknesses of each channel and exactly how it will help you achieve your marketing campaign objectives.

6. Tweak, Track and Improve Once your story is out there, you can continue to make changes and improve on what isn’t working by measuring the response of the audience to the campaign. While this is also possible for traditional channels (at a much higher cost and time frame), it is especially so with the digital marketing component of campaigns.

7. Measure and Analyse So, what have you learned? Did you achieve your objective? Did your audience respond as anticipated? Was the campaign delivered within budget? Did you choose the right metrics and KPIs from the start with which to measure success? What was the return in investment?

These are all questions that can be answered using all the data your marketing campaign will provide. This data has to be analysed alongside goals, channels, and content as thoroughly

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as possible in order to have an in-depth understanding of how the marketing campaign performed.

More than just using it to measure success, analyse your data and let it inform your decisions for any future marketing campaigns.

Your next one might be for a totally different product or have different objectives, but the lessons you’’ve learned will be invaluable to how you will approach it.

Knowledge from a well planned and executed campaign can also be used as assets across other departments of your business. https://smack.agency/

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How to launch a fitness brand in a pandemic

By Jennie Brown.

Until Covid I ran a barre studio in my garden, teaching five classes a week in slots that fitted around my four young children. I only worked during term times as my children were aged between 1 and 10. Seven months later I run an online fitness business with over 1000 monthly subscribers from all over the world, and many more pay for individual classes.

Corona struck and the first lockdown forced an overnight transformation in how people exercised. My clients paid in half-termly blocks and so I offered a full refund, but most of them declined. I decided to run four IGTV classes each week to compensate, and word spread; soon there were about a hundred people attending each class.

Everything changed dramatically when the Mail Online published their list of 10 Best Lockdown Workouts and gave me the top spot. I will never know how the journalist found me, but I was the only free option, and at the time I had 400 Instagram followers and everyone else in the list was famous.

Suddenly I had between 2000-3000 views on each of my lives, and I continued to teach 4 classes a week until June, when I converted to a membership site. I charge £25 pcm, but I also have the option of buying classes individually for £5.

It has been a white-knuckled ride. Having four children home for large swathes of time would have been difficult enough, but with a

booming business to run alongside this, and a husband suddenly working from home, has meant the dynamics of the entire family has had to shift.

My business has had to be reactive so I am speaking with the benefit of hindsight.

Interestingly I have found that NOT having a plan has worked well for me. I invite feedback, listen carefully to my customers and react accordingly. With no fixed plan I have felt more relaxed about making changes and evolving organically.

I’m convinced the key to my success has been the old adage, ‘know your avatar’. This has been no problem for me – I am my own perfect client! I am selling a product aimed at midlife women who are time poor, juggling a myriad of responsibilities and who have been traditionally poorly served by the fitness industry.

In general, before Covid, women over 35 had not been involved in the online exercise phenomenon. They preferred to go to the gym and had had no interest in working out with a twenty year-old who hadn’t had children, and whose body was completely different from their own, both in looks and needs.

I had found my niche: I am 42 and I do, unsurprisingly, look like I’ve had four children. Instinctively I understand that women my age want a workout which is as much about feeling good as looking good.

Moreover, by working out online there are two massive benefits for working women and mothers: namely the amount of time saved by not having to travel to and from a

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gym, and being able to work out at time that fits your own schedule.

The more you can hone in on who you are aiming your brand at, and what it is that customer base wants, the more successful you will be. You need to think about what they like to wear, where they shop, what other interests do they have, what is their spending power?

The clearer the picture you develop the more tailored your product will become.

The Mail article led customers to my Instagram page, so it made sense for me to use this platform for advertising. It is also free. Where you choose to advertise is going to be crucial, and this goes back to really understanding your avatars. What do they read? Which social media platforms do they use? Once you know this you can start to follow threads, brands or influencers they like and begin to strike up an online relationship with them.

Good luck has played a part here for me: three influencers picked me up early on and have pushed my classes to their audiences. They all came across me through friends, but this opened up new customer bases for me as one is in fashion, one does interiors and one is a lifestyle guru. My customer base is a certain type of midlife woman who likes to look good and feel good, so these audiences have been receptive to my offering.

With reference to social media, consistency is key, but it’s not enough to just show up - you must show up with something to say. For me, this is about being relatable, authentic and honest about what midlife looks like for women.

My conversion rate from Instagram to paying members is about 10-1 which shows how hard I work at it, but also how effective a marketing tool it is. I try to respond to every DM, reply to all the comments under my post, and send a private message to every new follower I get. I also incentivise new members but I also reward loyal clients, which helps me have a low churn rate.

Be honest with yourself about where your strengths and weakness lies as this will focus your mind on where to spend and save money.

My technical skills are close to zero, but luckily for me my husband has this area covered.

Initially I took a lot of advice on social media,

but now I do my own PR and marketing. Before I launched MYATB I decided that it was worth paying a lot of money for a platform that offered excellent sound and visual quality. They also deal with all payments, technical faults and so on. I have never regretted this decision.

Launching a fitness brand during a pandemic is not for the faint hearted. Hard work and a big dollop of luck will play their part. In order to position yourself optimally for the luck to find you then your brand needs to stand out from its competitors. Is there a gap in the market?

Which sectors are being served poorly by the industry? What can you do better than what is currently being offered?

Once you have a niche you want to research everything about your perfect client. Armed with this you then find the most effective way of delivering your message. Your marketing strategy will make or break you. No matter how good your product is, if you cannot get the word out there nobody will buy it. Social media is free and incredibly effective, but you need to show up ALL the time, be interesting and add value to your followers. If you can do all of this then you may, like me, happen to be in the right place at the right time and the sky is the limit. www.meetyouatthebarre.com

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How to launch a successful business during challenging times

By Murat Feimoglu, Co-Founder of HairFare.

Launching a brand new business venture during a global pandemic, sounds ludicrous right?

Well that is exactly what my business partner and I did earlier this month (December, 2020) with HairFare because the timing - of massive uncertainty and change - actually couldn’t have been better. HairFare was launched to connect Hair and Beauty (H&B) businesses that have space or chairs to rent, with professionals that have availability to work.

Here’s a bit more of my story…

Both myself and my business partner have many friends in the H&B industry, in particular the barbering industry. We noted throughout the pandemic, they were being forced to work less hours and in some cases, made completely redundant. In order to compensate for their losses, they were looking to rent chairs in different establishments so they could continue to serve their regular clients on their own terms. When I asked how they found these establishments, they said they either found them by visiting high streets and asking the owners in person, or through generic classified ad sites such as Gumtree.

In a world dominated by the Airbnb’s, Deliveroo’s, Uber’s and Compare the Market’s of the world where everything is accessible at the click of a finger, I was astonished to find out there wasn’t a specialised online platform for barbers, hairdressers and makeup artists. This blatant gap in the market was an opportunity we couldn’t miss out on!

Of course the idea to launch during such a turbulent period didn’t come without doubts and challenges. Neither myself or my business partner come from a H&B background which meant we were out of our comfort zone from day one. Research was vital so we contacted hundreds, possibly even thousands of professionals working within the industry to gage demand for a specialised “matchmaking’ service for salons in need of professionals, or vice versa - professionals in need of a chair to rent within a salon.

To make things that little bit more challenging, once the platform was created and ready for trial, the UK went into a national lockdown resulting in hair salons, barber shops and studios all closing.. Patience was the name of the game as well as confidence in the innovative service we were creating in order to provide a solution to an evident problem within the H&B industry.

Here are my top tips on what to do / what not to do when launching during a time of massive change.

1. Understand your market Make sure you speak to the right people potential clients and professionals within the industry - throughout your journey. It’s very easy to get caught up in your own ideas and fall into a false sense of grandeur, especially when it’s something you’ve worked hard on and want to be perfect. The product/service you are supplying isn’t only for your own personal gain, it addresses a wider problem within the industry you’re entering, and there’s no better way to identify this than interacting with those who face these problems and how they would like to see it resolved.

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When we first launched HairFare, we received a lot of feedback from our customers regarding whether incoming professionals could serve walk-ins, or just their own private clients. During the development process, this issue didn’t even cross our minds and only once it was pointed out to us, were we able to ratify the situation and incorporate this into our business offering.

2. Be clear about the end product - and don’t rush It’s part of human nature to finish off a project/ task as soon as possible as our brain associates the speed we finish a project with productivity.

However, it’s so important not to finish your project with an unsatisfactory end product especially during this period of massive change.

With everyone stuck at home, this is actually the optimum time to focus on your startup without having to rush. We currently find ourselves in a rare moment in history where we all have far more free time on our hands than we would have anticipated. I highly recommend to take advantage of this and really think about your startup and the final product/service you aim to provide.

I remember when we were working to launch HairFare, we got to a point where we would overlook certain aspects in order to get the platform live but when I look back at it I have no idea why! All of our potential clients were in lockdown and we wouldn’t be able to serve them anyway. This gave us the opportunity to focus entirely on our platform, to ensure it was what we considered the perfect solution before going live.

Covid-19 isn’t going away anytime soon, therefore it’s very important to turn the negatives brought by the pandemic into a positive. Yes it’s very frustrating not being able to launch in the manner you want, but it does allow more time to plan and a chance to think.

In the long term, I know this is a blessing in disguise. I’m a strong believer that if you truly have a strong idea and the vision to execute it, then reassurance and feedback you receive from those within the industry should lay the path to success regardless of when you plan to launch.

3. Weighing up the risks Every launch comes with risk especially during the current financial climate and if it’s something which hasn’t been done before. The main risk for us was financial.

Startup costs are part and parcel of launching any business and can be quite costly. When taking into account the fact that 99% of businesses will struggle during the pandemic period, it’s not an ideal situation to accumulate these costs especially when much of your potential client base will be unable to utilise your service. However, if you budget correctly and plan out your costs in advance, it’s very possible to manage even in a pandemic setting.

Since we launched HairFare earlier this month, the service is being used in five cities across the UK. In 2021, we very much hope to continue this expansion across the UK to become the market leading platform and household name when professionals need to connect with one another / rent a chair in the H&B industry.

About the Author: Murat Feimoglu is a co-founder of HairFare with a hands on approach to all sections of the business including client recruitment, marketing and finance. Murat specialises in leases, rental structures and flexible workspace given his time working as a Chartered Surveyor which has developed his negotiation, communication and analytical skills, bringing these different expertise to HairFare. Having noticed the development of flexible working and flexible rental systems, Murat hopes to incorporate similar features to a lagging behind, Hair & Beauty industry. www.hairfare.co.uk

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How to Start an Ethical Business

By Arabel Lebrusan, founder of Lebrusan Studio.

Every successful business begins with three fundamental questions: What? Why? How? Before anything else, you must ask yourself: ‘What is my brand all about?’ ‘Why do I feel compelled to make it happen?’ ‘How do I plan to set about achieving these goals?’ Once you’ve answered these questions with confidence, your foundations are laid.

In the preliminary stages, an ethical business plan is developed in exactly the same way as any other business plan. At minimum, this means defining aspects such as key partnerships, key activities, key resources, your value proposition, customer relationships, customer segments, interaction channels and cost structure. You can learn more about writing up your business plan here.

What separates an ethical business from the others, however, is its social and environmental mission. For example, a community interest company (CIC)with a social mission exists to benefit the community rather than private shareholders; it’s not the same as a company that exists simply to make money. The key to defining YOUR social and environmental mission is identifying exactly how your brand is ethical.

Of course, the term ‘ethical’ can mean a myriad of different things. It’s important to remember that you won’t be able to nail 100% of these definitions 100% of the time, particularly not in the early stages of your business. To begin with, be precise and hone your attention onto

a handful of key causes. What does ‘ethical’ mean to you? What are your fundamental priorities? At Lebrusan Studio, our ultimate goal is to make jewellery an active force for good. This means sourcing materials that are environmentally sustainable, championing traditional craftsmanship and ensuring that the people in our supply chains are entitled to fair pay and a healthy, sustainable way of life.

To help us do so, we work closely with third party certification schemes like Fairtrade Gold and Fairmined.

At this stage, you might find it helpful to consider your aims within a particular economic framework. For example, a Circular Economy is one in which products and materials are continually recovered and regenerated at the end of their service lives. Meanwhile, Doughnut Economics is a framework based on planetary and social boundaries, ensuring fair and sustainable living for all. The United Nations Sustainable Development Goals are a collection of interlinked and tangible global goals that serve as a blueprint for a more sustainable future. Frameworks can overlap and complement one another simultaneously – we considered all three of these systems when we developed our ethical policy.

It’s not just your ethical goals that constitute your mission, but your concrete plans to act upon them. How will you address your priorities via your brand’s operations? If you’re selling a product, who are you employing to create it and what are the means of production? Which materials are being used, and how will you source them? How do you plan to sell the end product to your customer?

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Permeating even deeper than your product or service, ethics must also come into consideration when you coordinate behind-thescenes operations. In business terms, it’s really important that your mission is incorporated into your articles of association. Articles of association specify your company’s regulations and define its ultimate purpose. As part of a larger document, they lay out how tasks are to be accomplished; from appointing directors to handling financial records. Purposely is a handy tool designed to guide you through the steps necessary to create these articles.

This stage might feel overwhelming at first but try to see it as a challenge to be embraced; an opportunity to become inspired and explore the many ways in which things can be done better.

Start with ethical banking. We hold a business account with Triodos, a bank whose sole mission is to enable its customers to use their money in environmentally and socioeconomically beneficial ways. Research alternative ways of marketing your brand that don’t necessarily mean lining the pockets of big industry players.

Ecosia is a search engine that donates 80% of its profits to non-profit organizations that focus on reforestation and planting trees. Take time to choose stockholders and employees whose values align with yours. Managing an ethical business is chiefly about putting your money where your mouth is!

All in all, our paramount piece of advice is this: Keep your mind open but your feet firmly rooted.

The world is an ever-evolving landscape. Hold your ear to the ground, keep abreast of issues that are important to you and get ready to adapt on a constant basis.

Be prepared to compromise at points, especially in the early stages. Not all industries are ready to embrace a revolution with open arms, and the field you choose to enter will determine, at first, exactly how ethical your brand can be.

Don’t let this deter you; make it your mission to expand these margins.

Find others within your field who share your core values. Team up, collaborate loudly, and take comfort from your safety in numbers.

The Fair Luxury group is an opportunity for myself and my jewellery industry peers to exchange ideas, inspire one another, and drive movement as a team.

On the flip side, converse openly with those who don’t agree with everything you’re about; wear your heart on your sleeve and remain true to your cause whilst you do so.

Don’t let anyone tell you that a lifestyle business isn’t a ‘proper’ business. Throughout Lebrusan Studio’s journey into fruition, I noticed time and time again how lifestyle businesses like mine were disregarded; seen as old-fashioned and limited in scope. Meanwhile, companies characterised by quick, drastic growth and fancy exit plans for stakeholders to maximise their earnings, are hailed as the epitome of success. There is simply not enough pie for everybody to take a slice if we all run businesses in this way.

The business sphere might not be one that falls within your comfort zone, and it’s feasible that you’ll encounter things along the way that don’t sit right with you. Take them, bank them, and allow them to fuel your fire.

And above all, remember: if you want to change the world from the inside out, a sustainable and ethical business with a strong mission is the best possible way to do so.

Author: Arabel Lebrusan, founder of Lebrusan Studio www.lebrusanstudio.com

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How to connect with your employees and be the leader they need

By Ally Yates, author of ‘Utter Confidence: How what you say and do influences your effectiveness in business’.

If you say you wear your heart on your sleeve, it’s often misconstrued as your emotions being out of control. In truth, it means to openly show your emotions, to be transparent, to be true to yourself.

Although excesses of emotion usually indicate a lack of control and emotional outbursts are rarely constructive, Amy Edmondson’s research has shown the importance of creating a working environment which is ‘psychologically safe’; where people can speak openly without fear of negative repercussions. This includes voicing hopes and fears, reservations and desires. There is a bedrock of trust that exists between the co-workers and between workers and bosses.

Figures like Nelson Mandela and Martin Luther-King are cited throughout history for the power of their oration, winning both hearts and minds. Indeed, research by Falbe and Yukl showed this inspirational form of influence results in 90% commitment, 10% compliance and 0% resistance. Compare that with the results of the Legitimating style, where a leader uses his power to enforce: 0% commitment, 56% compliance, 44% resistance. Emotions win outright if engagement matters in your business.

Neuroscientist Tali Sharot, in her book “The Influential Mind”, demonstrates how emotion has a much bigger impact on us than reason

and data, challenging some of our most firmlyheld beliefs about how to influence others.

Yet more evidence to harness emotions for positive purpose.

Rackham’s investigations into negotiations revealed two expressive behaviours that successful negotiators used: Feelings Commentary and Open. Feelings Commentary is defined as: “an expression of your feelings about the current situation or work in progress”. For example: “I’m uncomfortable that we haven’t explored all the possibilities”, “I’m excited about the progress we’re making.”

Open behaviour is “non-defensive admissions of mistakes or inadequacies”, e.g. “I don’t think I have the answers here.”

Jim Collins describes, in his seminal work “Good to Great”, the factors that differentiate great companies from their less successful market comparators. One of these factors is ‘Level 5 Leadership’, where the leaders of great companies are described as having a ‘paradoxical blend of personal humility and professional will.’ The humility is characterised as mild-mannered and understated. These leaders are happy to share their shortcomings.

Contrary to macho opinion, humility is not a sign of weakness.

Often leaders create a steely or somewhat aloof façade in an attempt to keep their emotions hidden. Known as ‘Low Reactors’, they believe that keeping the lid on their id will prevent any weaknesses or vulnerabilities from seeping out. However, a low reacting leader or manager in business can cause a

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multitude of negative consequences: failure to recognise achievement or effort; difficulty building rapport; appearing detached and indifferent; creating anxiety in others; delaying decision-making because people are uncertain of their position. They can create a sense of distance between themselves and other employees, negatively impacting on their perceived trustworthiness.

Let’s be honest, no matter how hard you may try to conceal your anger, frustration, joy, or surprise, these emotions leak out. Our brain, designed to protect us from real or perceived threat, acts like an early warning detection mechanism, picking up on the emotional climate. Sometimes too, it’s possible to perceive non-verbal signs of how someone’s feeling, despite them stating the contrary: the boss whose face is reddening and whose hands are wringing, calmly stating: “Everything is fine.”

Emotions that are labelled ‘negative’, for example, fear and distrust, are often natural human reactions. Think of any change project you’ve been involved in, whether as an agent or a victim, and you will have experienced resistance. That’s normal. Our brains are pattern-recognition systems and altering the nature of the pattern will be met with varying degrees of challenge. To facilitate the change, leaders need to help people to successfully make the psychological transition from what is to what will be. This starts with giving people the opportunity to express their sense of loss before moving on to new beginnings.

Henry Stewart, creator of “The Happy Manifesto – Make your organisation a great place to work” believes that people do their best work when they feel good about themselves. Therefore, the role of a leader is to create a positive, fulfilling work environment. And with good reason, since those businesses enjoying ‘best places to work’ status outperform on return on investment compared with their peers.

Emotions are contagious. A boss that rules with an iron fist is likely to create a climate of compliance and fear that’s terrible to work in and where few can give their best. The tone can spread as fast as dengue fever, contaminating

more and more employees. Contrast that with a boss who looks to make the workplace more honest, more exciting and more fulfilling.

The benefits are widespread, both within the business and without.

These days, employees expect to have a form of connection with their bosses. People need people. Successful leaders connect with employees directly, personally and emotionally, gaining loyalty and commitment in return.

About the Author Ally Yates is author of ‘Utter Confidence: How what you say and do influences your effectiveness in business’ and an expert on Behaviour Analysis and the interactions that define us. She combines a deep understanding of people and how to achieve results, based on her many years’ experience working with large corporate clients around the world.

Since 2000 Ally has been working as an independent consultant, facilitator, trainer and coach. She has collaborated with international business schools and has received national and international training awards. www.allyyates.com

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How to Increase Views on Instagram Stories Getting potential consumers to view your Instagram story is extremely important in terms of generating leads from potential or repeat customers. Whether you are a brand, product or service, your Instagram story is incredibly important both visually & financially.

As the landscape of social media & Instagram in particular changes; it is extremely important to be aware of the latest and most lucrative methods of keeping your consumers engaged and essentially creating new sales.

For example,

Below are a number of tips on how to enhance your Instagram story views, from Anna Khanna, Founder of Socialista Media, a social media management agency dedicated to helping businesses reach their goals.

3 - Caption your stories

1 - Don’t post on your story for over 24 hours Something not everyone knows - but this resets the Instagram algorithm. Therefore, having a short break actually increases our story views.

This is extremely important in terms of getting your brand or service noticed!

A lot of people think the more you post, the more views you’ll get – this proves that this in fact is not the case!

Give it a go & see the results for yourself.

2 - Post stories that purposely invite replies Receiving replies from your Instagram story directly signals to Instagram that your story is getting a high level of engagement. This will automatically move your story to the front of the queue therefore giving your brand more exposure to potential customers. These don’t hae to be technically business based either -

“What does everyone think of our latest product drop? Feel free to reply with your feedback!”

“How’s everyone spending their bank holiday weekend? Let us know!”

Responses to open questions mean increased engagement.

These days, a lot of people choose to watch stories with the sound off. This means when the people in the video are speaking this could lead to the audio content being ignored & inevitably the slide skipped. Captioning the slides are vitally important to help with engagement & making sure your audience receives the right information. This is also important for the portion of your audience who are deaf. Lorna Luxe (Influencer) does this on a daily basis which is a clear cut example of how successful this is.

4 - Use the questions box Getting to know what your audience wants is key to knowing what to provide next. By using the questions box you are openly inviting conversation with your audience, recording their answers & therefore tailoring your content more specifically.

This is similar to the point above asking for replies – but this is tailored more to specific questions. This again is great for engagement & keeping you up there in the rankings!

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5 - Posting a selfie in the first 2 stories can actually help!

Finally, believe it or not your audience loves a Selfie! this maybe out of your comfort zone, however research shows people always tap to see more if they are selfie focused! This works incredibly well in the beauty industry as a lot of content is face focused - e.g tutorials, makeovers & certain looks.

We know it can be a bit unformattable at times – but give it a go & monitor the results – it really does make a difference!

About the Author: Anna Khanna, 36 is the Director of social media management business Socialista Media. Over the last few years, the business has gone from strength to strength. With 100 client’s and a tribe of staff working for her, Anna is the ultimate social media guru. Anna offers online training and live masterclasses to businesses of all sizes, helping them meet their business goals. www.socialistamedia.co.uk

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The importance of understanding customer needs in a pandemic Erin Graybill is the CEO and Founder of Niré Beauty, the award-winning and cruelty-free makeup brush business. The Newcastle-based business launched in 2015 and has helped people to feel confident and explore the world of makeup. Here she shares how really understanding the needs of their customers has helped her company weather the pandemic: “Before launching my business Niré beauty in 2015 I had moved from the American West Coast to Newcastle to study Economics at university. When I first moved, I struggled to find makeup products that catered to my sensitive skin. The makeup brushes that were available were either too abrasive and irritating or were very expensive.

I always knew that I wanted to launch my own business, and seeing this niche readily carved out for me, I set out to create my own range of high-quality and cruelty-free makeup brushes that were reasonably priced. From there, Niré Beauty was born!

The importance of knowing your customers Makeup isn’t something that all people find easy and I wanted my brushes to not only be accessible, but easy and functional for my customers. My first product was a brush bundle which contained all of the tools any makeup beginner could need including; a variety of brushes, a foundation sponge a cleaning tool as well as an intuitive how-to guide for getting started.

All of our award-winning brush sets are vegan, cruelty-free and beautifully designed to suit any personality. The business has grown exponentially since launch, but when we started on Amazon the brand skyrocketed and we have sold millions of brushes worldwide across all of our channels.

Customer experience has always been at the heart of our business and despite our rapid growth, we have kept this ethos. Selling on Amazon’s stores has meant that we are able to consistently adapt and improve our service and product range based on customer feedback and reviews. We have also built a social media community where we can engage with our customers directly.

How we adapted our offerings to meet the current customer needs I believe that our customer focus and understanding their current needs have been imperative to our continued growth throughout the pandemic. Despite having in-person interactions limited this year, as a collective we have spent more time in faceto-face video conferences. Because of this, the public is spending more time looking at themselves and I think this “Zoom culture” is boosting the beauty industry.

While it is not necessary, makeup can help people to feel confident as they go about their day-to-day and we want to promote this as part of a healthy daily routine. We are spending more time than ever looking at

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ourselves on video calls and people shouldn’t feel guilty about or silly for wanting to put on makeup, even though they don’t have anywhere to go. It’s completely normal to want to boost your confidence and keep some form of daily routine through wearing makeup. We love reminding people of that and hearing from our customers how much doing their makeup helps them to feel like themselves again.

Humans are creatures of habit and, for me, even when I’m not leaving the house, my routine is to complete my skincare regime and put on some makeup so that I feel ready for the day. Beauty products help to establish some level of normality in our customer’s lives.

The public now has different requirements from beauty businesses and we have expanded our offerings to meet our customers’ needs.

Well-being and self-care are more important than ever, and we have adapted our offering to develop exciting new pandemic-appropriate products. This includes our gift hamper that includes wellness products and can be gifted to show people that you are thinking of them, even if you can’t be there in person.

How COVID reshaped us internally COVID has reshaped how many businesses operate and while we have kept our core ethos of customer service, we have had to adapt a few of our processes to meet our customers’ current needs.

Being an e-commerce business has been hugely beneficial for us. Our online sales meant that we were in the right place to weather the storm of 2020. In particular, selling on Amazon’s stores helped our business to remain open during the height of the pandemic.

Their distribution network was operational and efficient, meaning we were able to fulfil customer orders promptly.

Working from home meant we lost casual office interactions and we have had to implement more regular virtual meetings. As a result, our processes became more structured and organised. These meetings were also important

for the wellbeing of the team. It was a way for us to check in with each other and I could make sure everyone was happy and doing okay. We also hosted various challenges to keep up the team morale and not limit our conversations to purely business, such as our two-walk-a-week challenge and various social focussed zooms.

The pandemic meant we had to adapt. I am really proud of how we have responded and adapted – revenue is up from last year, and we have plans in place to build on that growth.

There are certainly processes that we have taken on due to the pandemic that we will keep in place, even once restrictions are lifted Beauty needs have transitioned from party looks to a more natural style for video calls, as well as an increased focus on skincare.

Our customers are looking to us for self-care solutions and we have adapted our products and social media content to meet this demand, through educational and informative posts.

What hasn’t changed though is our core ethos. “The customer is our boss” and that is so important to remember if you want to be successful in business.” https://nirebeauty.com

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Meet the Successful Founder Ruby Raut, WUKA Ruby is the award-winning founder of sustainable period pants brand WUKA, responsible for the UK’s first period pants that can completely replace the need for disposable pads and tampons. Ruby is also an Environmental Scientist and was listed in the 2019 Top Women in Femtech. Ruby grew up in Nepal, which inspires her work in making menstruation positive, taboo-free and environmentally-friendly.

Here she tells us about her journey to becoming a female business founder, what inspired her to create WUKA, and her plans for the future: “I grew up in Nepal, where shame about periods was widespread. Machine is the Nepalese word for period, which basically translates as ‘untouchable’. When I first started my period, I experienced a form of Chapaudi, now illegal in Nepal.

During my period, I was sent to my aunt’s house and wasn’t allowed to go out in the sun, look at men or touch plants - as it was believed that I would kill them, just because I was having a period.

Like many other girls, I was given old sari rags to use for the bleeding, which happened to be reusable and eco-friendly, but not particularly hygienic. They weren’t leak-proof nor comfortable and they didn’t stay in place when I played sports!

When I arrived in the UK in 2010, I was astonished by the wide range of menstrual products available on the shelves, but quickly realised that most of them were neither

comfortable nor leak-proof, and they certainly were not eco-friendly. We can see the singleuse plastic in tampon applicators, but most of us don’t realise that pads are usually made from up to 80% plastic.

When studying for my Environmental Science degree at the Open University in 2016, I discovered that more than 200,000 tonnes of tampons and pads were sent to UK landfills every year, contributing to the mounting tide of plastic pollution. This was my ‘lightbulb moment’, when I decided I had to do something about the way menstruation was handled.

Struggling to find sustainable, effective and comfortable period wear, I decided to create my own and got to work with a sewing machine, making my first pair of period pants by sewing layers of material to underwear.

After sharing this first prototype with my husband, we decided to launch a Kickstarter campaign to raise money to start the production of a small batch of period pants.

The success of the Kickstarter campaign demonstrated the high demand for period pants and so WUKA was launched in 2017.

Fast forward nearly 4 years, and WUKA Period Pants can now be found in Sainsbury’s, Ocado, Planet Organic, Whole Foods as well as many independent retailers across the world.

I’m incredibly proud of our success to date and am so passionate about helping people to have a more sustainable, comfortable period. I believe that sustainable periods should not be a luxury, which is why I have been campaigning

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to remove the luxury tax (20% VAT) from period pants, petitioning to recognise them as a menstrual product so that they can be taxed fairly and help more people have access to affordable and sustainable options.To date we have gained 18,000 signatures on our petition and our local MP has started an Early Day Motion on our behalf. We are asking everyone to email their MP to ask them to sign the EDM, and to get as much support for the motion as possible.

Periods should not cost the earth - equality, social and environmental responsibility is at the heart of everything we do at WUKA. I strongly believe that everybody should have access to sustainable period wear, which is why I am campaigning against the luxury tax and regularly donating both product and funds to those most in need.

Looking into the future, my goal is to grow WUKA to become a household name, providing planet-friendly periods to everyone.”

Ruby shares her tips for those who might be planning to start their own business: “I think it’s important to find something you’re truly passionate about, as this will motivate you on even the most stressful of days. It’s also essential to do as much research as you can: does your product or service solve a problem?

Is there a demand or a gap in the market for your business?

Do your market research first, don’t just go creating a product that you personally like and want, you will have to find out if there is a need for it.

Validate, Validate, Validate. Anything you plan to do or are doing; you need to validate it first.

Be Lean: Build, Test, Learn Network and make connections - this is so important because there are so many people who might be willing to help you and share advice at no cost. Try and reach out to them.

When starting and growing a business, there will always be hurdles along the way. I tend to find that setbacks spur me on and make me hungry to solve whatever issue may be in front of me. I find that collaborative thinking is the best way forward, and helps to overcome most setbacks that come my way. I love having discussions with my team to gain different insights and ideas, so we can find the solution together.” www.wuka.co.uk

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How to build a brand that transcends from Fashion to Tech Hands up if you know the contents of your wardrobe? If you’re guilty of overbuying, underusing and not really valuing fashion.

Find yourself buying online more and more, and swapping paper receipts for e-receipts?

Perhaps you’ve sold unwanted items on resale platforms, labouring over the listing. Or maybe you’ve explored the sharing economy for clothes, like rentals or lending? Ever shared your outfits Instagram aka the #outfitselfie?

And moreover wondering how it got to 2021 and you still don’t have your wardrobe on your phone, given that in every other area of your life like banking, music, or buying coffee from Starbucks, there’s an app for that.

This was us; all of the above. In late 2018, we (Lexi & Marina) realised our own behaviours with fashion were changing, and not always in a good way. We were over-consuming, spending more on fashion than we’d ever done before, with very little consciousness of our closets; first thinking to buy rather than borrow for one-off wears. That year we’d both worked in consumer tech, seeing incredible AI being applied to FinTech and PropTech consumer products and one evening Marina asked a simple question, why are we not using this tech to manage our wardrobes given its significance in our lives and given that it had fast become one of our highest areas of spend. That’s before we mention the negative environmental impact of our fashion ways. We saw the gap and intuitively, we thought the answer could lie in a lateral thinking consumer tech that was built around fashion behaviours.

Early 2019, we quit our jobs and committed to an LBD product development journey; examining areas of tech that were being used to service the fashion industry, as well the fashion consumer. We also looked at emerging and growing businesses and associated models that involved the management and monetisation of existing fashion, such as styling apps, centralised wardrobes, rentals, peer-to-peer rentals and resale.

By Summer ’19 we realised that our product started with a digital wardrobe. We’d identified other older wardrobe products in the space; we categorised these as first wave wardrobes.

These are often anchored on the upload process or the in-app style board. These products could be useful but weren’t didn’t really entertaining or create a compelling reason to digitalise wardrobes.

We shifted the design perspective; deciding instead to focus on engagement with fashion, making the upload process an implied activity rather than the main concentration.

Having reached out via our networks to find a tech partner to help us realise our vision, we were fortunate to find a lead mind and team that understood our product thinking. A preseed raise allowed to go forward and our tech partner helped us translate the UX&UI. From there we started to build the backend engine and the front end user experience. Crucially our tech lead had a background in fashion and retail, understanding supply chains and data points that could help not only the user

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experience, but also our wider ecosystem.

That expert space experience was super helpful for us. In the meantime, we skilled up, adding experienced consumer tech vets to our advisory team who offered backgrounds from international consumer tech brands like eBay, Paypal, Caffeine TV and Uber.

By Jan 2020 we were able to pilot our first iteration of the LBD product, initially setting out to onboard 100 users within a closed market test (our Beta 1.0). We trialled the product for around 3 months, focussing on high fashion suspenders and Gen Z communities, creating test groups with Imperial College London and the like. The pilot gave us some invaluable feedback and insights which we used to work up our minimum viable product (MVP), the timing of which coincided with the starting months of Covid.

For us lockdown gave us time to step up the design with a heavy social layer, adding more community features, tapping into sharing functions, as well as building in adjacencies with retail to help grow a user’s digital wardrobe quicker. During this home based experience, we evidenced first hand and across social media that women were showing high organisational behaviours in relation to their wardrobes, using lockdown to organise and declutter their existing collections, to resell and to take notice of what they owned. A greater dialogue emerged on the topic of investing in better, and rejecting cheap fashion. So we’ve embraced this heightened interest in capsule wardrobes and sustainable wardrobe ways into the product design and our brand.

Simply LBD, The Social Wardrobe App is a way for the fashion consumer to see, style and share their collections (online and off) with friends and their fashion community. We’re building an entertaining wardrobe world and community that is designed to drive better behaviours with fashion. By taking a platform first approach to our tech build, we can work with retailers to give their customer base a virtual wardrobe experience, adding items to their wardrobe as they buy. We effectively step the offline customer to the online realm and extend their

purchase experience, whilst helping them to remember and engage with past, present and future purchases. In treating each item as a virtual data set this becomes useful for starting listings on partner resale platforms.

For us, we’ve taken our experiences, our ideas, our research and our networks to deliver a working platform in just about 18months. LBD is a lateral thinking product that truly aims to be the future of fashion interaction.

Website: https://littleblackdoor.io/

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Meet the Successful Founder Alexandra Pluthero, Wear My Freedom The pandemic, whilst a business tragedy for many, has been a catalyst for success for some lucky, creative and innovative entrepreneurs.

One of these is Alexandra Pluthero, who really focused on creating something women need especially now. We caught up with her for our Meet the Successful Founder series to discover more...

Alexandra Pluthero, founder of Wear My Freedom, launched her elegant yet comfortable underwear company in June 2020 and despite the national lockdown, sold over 2,500 bras in the first few months.

The 28 year old has disrupted the notoriously challenging and increasingly problematic lingerie market, battling sexist designs and a lack of innovation in the industry.

Wear My Freedom debuted its game-changing Freedom Bra in June 2020, a non-wired bra for D+ sizes that provides unrivalled support and comfort compared to high street competitors.

Now just six months on, Wear My Freedom has increased the amount of sizes available from 22 to 54 sizes, something her customers have been thrilled to hear. Demand for the products has been high due to the vast majority of us working from home and realising suffering uncomfortable bras was something we no longer had to do.

The idea for the company had been in the making since Alexandra was in her teens. By the time she was 14, Alexandra fit a size 32 and,

with only a select few high retailers offering this, she struggled to find bras that fit her style and size.

She said: “I remember dreading going bra shopping with friends. All the mannequins in the store modelled bras that looked good on the 32B and then when I asked for my size, the shop assistant would bring out a ‘parachute’ version that clearly wasn’t designed for my fit.

“I was once in a changing room of a large store and the fitter said to me, ‘we only have two options for you in the whole shop’ and I burst into tears. I was made to feel like I was abnormal because of bra my size.”

Alexandra carried these problems with her well into her adult years. In her former job as an account executive, she frequently complained to friends and colleagues about her bra struggles and finding they shared similar issues with their own lingerie.

“The more I heard about other women feeling the same as me, I thought to myself there has got to be a way to solve this problem.” She explains. “One evening, after a particularly uncomfortable day, I gathered all my bras together, purchased a sewing machine and started experimenting to see if I could create a non-wired bra that gave the same support as a wired bra.

“I am no seamstress, but after a couple of months trying and teaching myself via YouTube, I got about 50% of the way there. The

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difference was, unlike so many other bras out there, this was not being designed by a man.

I wanted my bras to be elegant, practical, and empowering. It was then I thought if I surround myself with the right talent, this is absolutely something that is achievable and potentially game-changing.”

means straightforward and when Alexandra founded the business in 2018, she discovered an industry beset with old-fashioned design and out-dated attitudes.

Alexandra was convinced of her vision; she quit her highflying job in the alcohol industry and started Wear My Freedom, funded by her own life savings.

“This was an industry I had never worked in or had any professional experience in, and I was staggered at the stoic approach to keeping the status quo,” she says. “When I asked designers to help me create a supportive, non-wired bra for D+, they pretty much laughed in my face and told me it could not be done.

However, bringing her vision to life was by no

www.wearmyfreedom.com

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Scaling Up with The Right People

By Alex Gibbs.

There are numerous ‘wisdom snippets’ that float around the internet on the topic of surrounding yourself with the right people for success. “You are the average of the five people you spend the most time with…If you hang around with five inspired people, you will become the sixth,” etc. Whilst these can read like self-help Instagram cliches, the fact is that the underlying message endures the test of time, as there is certainly truth to it.

For millennia, humans have learned and performed most effectively via learning from, and performing with, people who have the right knowledge, attributes and skillsets to help drive them forwards. Think of students learning from a teacher, an apprentice learning from a master and a world class sports performer playing as part of a national team. Each of them is being made more effective by those around them.

This all seems fairly obvious yet, as a founder, it is all too easy to become isolated. Formal education has been completed, forced corporate training no longer features and, for many, even the concept of colleagues is a luxury too far in the early stages of the business journey.

How then, can we take this concept and use it to maximum advantage throughout the founder’s journey?

Select the correct partners It is not necessarily essential to have business partners / co-founders in order to create something special, however, if you are going to have partners, it is hugely important to select

the right people. Remember that surrounding yourself with the wrong people will impact your effectiveness just as much as surrounding yourself with the right people will, so choose wisely.

Whenever I am asked what has enabled our business to have the success it has had to date, one of the very first things I cite is that, in Jordi Pasqualin, I am very fortunate to have absolutely the right person as my business partner.

The attributes of ‘the right partner’ will vary depending upon the attributes and characteristics of any given founder. However, when looking to partner in business, I would suggest that a shared vision is crucial and a complementary skillset is very beneficial.

If, at some point in your journey, you determine that an existing business partner is not the correct person, I would strongly recommend addressing this openly and finding a fair, amicable and mutually-agreeable means of going in separate directions. This could be a move that takes you five steps backwards and then a thousand steps forwards; such is the power and influence of a partnership. Whilst potentially painful in the short term, it is far better to address this early than have it come to a head later when there is a multi-million pound asset and hundreds of jobs at stake.

Build the right team Whenever asked by founders / leaders of organisations in the earlier stages of their scaleup journey for our ‘top tips’ on running and scaling a business successfully, my business

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partner and I will usually (often simultaneously) come out with the phrase ‘hire well and hire early’.

It is almost impossible to overstate the power of hiring a great team and harnessing them to deliver on your mission. Whilst, clearly, the financials of your business need to allow for these hires, I have found that, typically, founders tend to hold onto tasks within their businesses for too long and then to hire at too junior a level when they do bolster the team.

Where possible, hiring great talent, experience and attitude early will provide you with an excellent resource to assist with fleshing out an effective company structure and building brilliant teams within it.

Don’t fall into the trap of hiring a pair of hands to complete a task. In a scale-up, everyone you hire should be adding something to your culture and expanding the way the business thinks and acts.

Create a pool of trusted advisors As your journey as a founder unfolds, you will be required to navigate all manner of significant challenges. Some will be expected (needing to build a team), some will not (navigating an enduring pandemic). In all instances, having a close-knit pool of trusted advisors from whom you can seek wise counsel and ‘borrow experience’ will be hugely beneficial.

Make sure there is a blend of expertise and experience on your ‘Advisory Board’. Differing viewpoints and robust round-the-table discussions can form the basis of some of the most valuable and insightful meetings you will have.

As with hiring your executive team, forming a pool of advisors is a task best commenced early. Whilst, clearly, you cannot predict the unexpected challenges that will befall you on your journey, having multiple decades’ worth of varied experience in your corner is certainly a great way to maximise the chances of successfully conquering these challenges when they rear their heads. To exemplify this

point, our own Board of Directors has found it hugely valuable, as the COVID-19 pandemic has unfolded, to have several individuals within its pool of advisors who have navigated multiple economic downturns as business owners. We did not assemble the group for this purpose, but having it there to discuss issues, brainstorm strategic response and create a roadmap to see us through this period has been of great benefit.

Consider also the ‘network effect’ of having these individuals involved in your endeavors.

A key function of a good Advisory Board is to facilitate introductions to entities and individuals who may be able to assist you in your mission.

Continually surround yourself with people you’ve never met A concept that transcends all stages of scaling an enterprise, and which should begin before your company even exists, is that of learning from people you’ve never met. This is most readily accomplished via reading. Numerous figures at the top of their business game have reading habits which have become infamous; Bill Gates reportedly reads circa fifty books per year whilst annotating to help him reflect, Warren Buffet is said to spend five to six hours a day consuming reading material relevant to his business interests.

It is true that there is rarely a substitute for experience, but it is also true that you can rapidly accelerate your learning curve by learning from the experience of others.

Reading relevant material is an incredibly efficient means of facilitating that.

In today’s world there are numerous ways of engaging with value-adding material. For those who enjoy a physical book, that’s great, start there. For those who can’t sit still, pop an audiobook on and go for a walk. For those who prefer less structure and a more free-flowing form of information, jump on some relevant podcasts and absorb people’s knowledge and experience that way. Finding a method that works for you and fits in with your schedule

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is the key here. As with many things in life, forming a positive habit which enables small but consistent improvements (eg improving knowledge via reading for 30 minutes per day) will yield huge dividends when compounded over time.

The key message then, is that founders should pro-actively and intentionally seek to surround themselves with people who can help to drive them forwards at every stage of their journey.

It is not enough to rely on chance and proximity within network for these connections, founders should cast a wide net and remain open minded

yet discerning with regard to who they bring with them on their adventure. Time invested in this will pay for itself many, many times over.

About the Author: Alex Gibbs, Co-Founder and Director of Built Asset Management Ltd, London’s leading coliving operator, renting over 1,000 rooms to tenants across the capital. Since its inception in 2013, BAM has housed over 3500 professionals from circa 1000 London-based employers www.builtassetmanagement.co.uk

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Build, Connect & Repeat: How to Evolve Your Digital Brand Presence

By Gayle Carpenter, Director of Creative Agency, Sparkloop.

2020 has been something of an economic sledgehammer and most businesses were not prepared for it. The pandemic has therefore damaged or destroyed companies globally in just a few short months.

But there are ways of salvaging your business from the wreckage if you are prepared to pivot your strategy, stick your neck out and re-evaluate. One of the most obvious places to start, is having a good look at your website.

Most businesses have a website. Fact. But what role does it play in the overall strategy of your business and when did you last give it any attention?

We have also seen many start-ups emerge online who have seen Lock-down as an opportunity so we need to keep a close eye on this new set – who knows, these may be the disruptors of the future.

As your business is probably going through one of the toughest and most challenging times you have experienced, you might need to blow the cobwebs off your website as it could be what actually saves your business. In my experience, it is commonplace for business owners to invest in the development of their website and wider digital brand presence and then neglect to update it for weeks, months or even years.

Technology is continuing to advance at a

significant pace, and added to that, a new demographic of consumers has shifted to online shopping over the last few months, so your website is more important than ever.

In a recent survey, over 500 Senior Representatives from UK SMEs were surveyed to evaluate their digital brand presence and what it means to them. This included analysis of how often respondents reviewed their website, with core findings as follows: ▪ 55% of SMEs believe their competitors have a better digital presence that they do.

▪ The majority of SMEs [62%] don’t use tech apps like chatbots or other digital channels to increase engagement.

▪ Nearly one quarter of SMEs [23.8%] ‘rarely’ review their website, which means they are likely to miss vital technology updates.

▪ Only 18% of respondents review their website and digital brand presence weekly ▪ Only 29% of respondents review their website and digital brand presence monthly ▪ Over half of respondents review their website and digital brand presence at a minimum of every 2 months, with 16% advising they ‘rarely’ reviewed it When investing time, money and resource into refining their company website and wider brand presence, SMEs need to ensure they have maximised available technologies and alternative digital platforms to increase user engagement, ranging from website features like chatbots, through to popular social media platforms like Instagram or LinkedIn.

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Ultimately, creating a seamless, digital user experience will increase the likelihood of converting target audiences into customers, enabling businesses to drive consistent growth.

However, this is not a standalone job. The key is to ‘build, connect and repeat’.

Evaluate and Improve When integrating new technologies, it is important for businesses to regularly analyse what is and isn’t working, so they can make continuous improvements that will increase online conversions and support resulting business growth.

Despite society living in an ‘always on’ environment, and being connected to one another, 24 hours per day, 7 days per week, too many business owners neglect the fact that, regardless of sector, their website is their shop window and is something that can make or break their brand.

Just like you would review, amend, and update your shop window, you need to review, amend and update your website and wider digital presence regularly, so it accurately reflects and supports the continued growth of your brand.

This is now more important than ever before, with target audiences becoming increasingly reliant on digital platforms, whilst also demanding more from them as standard.

To back this up, a recent report from Shopify concluded the following: 85% of consumers have shopped online since the pandemic, compared to 65% who have shopped in-store while 79% of consumers said they will shop online regularly in six months’ time.

Evolution not Completion A review of your digital brand presence and development of a company website should never be perceived as a standalone project with a start and finish date.

Instead, it should be perceived as part of your day-to-day business operations, something

that evolves and develops over time and something you can continuously review and improve to drive consistent user engagement and resulting business growth.

With the ‘new normal’ evolving and a strong digital presence now vital to survival and resulting success, a ‘joined-up’ digital approach is not something any business can afford to ignore.

Those that take the time to continuously review, change and improve are those more likely to come out on top. As Richard Branson famously said - “Every success story is a tale of constant adaption, revision and change.” www.sparkloop.com

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Growing an Established Business during a Pandemic

By Lorraine Emmett.

Growing a business in normal times can be a challenge, but generally you can call on your own experiences, that of friends, trusted colleagues and mentors, or failing that, any one of a number of books from business gurus to help ensure you are successful.

Early last year, however, the handbook for growing a public relations business during a global pandemic had not been written. In fact, I’m still not sure whether one has really been penned yet.

The phrase “unprecedented times” was in vogue among journalists and politician, eventually becoming part of our daily lexicon…. but it was accurate.

On February 20, I commissioned a three-month lead generation campaign for EC-PR and a day later engaged a freelance marketing director.

By March 16 we had 21 prospects in the pipeline and things were looking good. On March 23, a date I am sure will be etched in many PR professionals’ minds, the first lockdown kicked in. Our first new client signed, but by the end of the month we had no prospects in the pipeline.

Believe in your philosophy At this point I fell back on three of my key philosophies to ensure that we not just survived, but thrived – method, tenacity and belief.

Despite seven tenders withering and dying on the vine in early April, I initiated a busy

blog series, committing to one per week with infographics, to help ensure that we continued to build a strong brand awareness across our key customers and industries.

Having a strong web presence That same week, a website review was commissioned, and all recommendations were accepted and by mid-month a content calendar was developed and activated. I am a great believer in having a strong web presence and making a significant investment in content marketing and an up-to-date content calendar.

If you can’t market yourself successfully, how can your clients have confidence in you?

Later in April, we launched a Crisis Communications Guide for clients and potential clients, and towards the end of the month, our weekly nurture email was activated.

New clients from referrals In mid-June, we commissioned another threemonth lead generation campaign and won our second new client, and first since March.

With Covid restrictions starting to be eased around the country, the fine weather allowing for some positivity and companies being used to, and becoming adept at, embracing remote working we started to see shoots of new business optimism with July presenting us with a third new client via a referral.

Early in August, EC-PR launched its 8-Step Communications Strategy Guide, while picking up a fourth new client, again through a referral, and just a month later a fifth was signed. The

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momentum then accelerated. October 12 saw us launch our B2B PR Campaign Planning Guide and win a sixth new client, again via a referral.

In November, we started work on a Brand Awareness Insight piece, while winning our seventh and eighth clients, again one of them through a referral and in December, new clients nine and 10, one of which was organic, signed up to us.

It’s both my belief and experience that referrals only really follow good client experience and with half of our growth coming from them it’s testament to our process and delivery. We are all about giving CMOs certainty of delivery, - controlling the things we can and manage the things we can’t with precision. I must give Kudos to Liz, my fellow director and her PR delivery team.

The importance of hard work, resilience and foresight Our hard work, resilience and foresight throughout such challenging times I believe has put us in good stead for the next 12 months. Admittedly, seven of our tenders came to nothing in April, but we had to accept the impact of Covid and trust in our expertise and experience to not just weather the storm but come out of it stronger, more resilient and perhaps wiser.

5% year on year growth As well as winning 10 accounts, an average of one a month, we are currently awaiting decisions on nine tenders. One of our clients has doubled their budget and two others have extended their remit into analyst relations with us which is very positive.

We must acknowledge our clients. They are remarkable people doing great things and are showing both wisdom and bravery, investing in their businesses to fuel them through these difficult times. We find that we work with people who are on ambitious growth curves.

They are often scale-ups who are financially astute and we are fiercely proud of them and truly admire them.

From a personal view, however, to top it all, I’m proud that despite what has been our toughest trading year ever, we have achieved a very credible year on year growth of 5 per cent.

Stick to your beliefs and do what you do best My experience over the last 12 months in growing an established business during Covid has been challenging, but fruitful, although perhaps not something I would really want to repeat! At the same time, however, I appreciate that I’ve learnt things that will stand me in good stead going forward. It has also re-iterated some communications and public-relations beliefs that I have held for some time.

In Summary Have a very strong web presence which is up to date and relevant Build strong brand presence Make significant investments in content marketing and build accurate content calendars Generate new clients from referrals Believe in yourself and your company Ensure you are in you clients’ and potential clients’ minds with pertinent blogs, tweets, useful guides and thought pieces.

Keep talking to your clients and prospects About the Author Lorraine Emmett started her first B2B PR company in 1994 and in 2016 launched Emmett & Churchman - continuing to deliver globally at a strategic level. She believes that effective communication should always provoke a response whether that is to think, to feel, to do or to engage in a certain way. In awe of what engineers, scientists and technologists are capable of and how inaccurately their contribution is celebrated in society, Lorraine’s client roster includes: Defence, Energy, Environment, Maritime, Science & Technology, Transport and Cyber Security. https://www.linkedin.com/company/emmett&-churchman/

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Meet the Successful Founder Amy Burgess, Life Spark CBD Amy Burgess is an adventurer in healthy living and sustainable businesses. She launched Life Spark CBD two years ago with her business partner Joanna Szala from her Zero Carbon home/office in East Sussex. Life Spark CBD products are 100% organic, THC free and all come in fully sustainable, eco-friendly packaging. Prior to Life Spark CBD, Amy worked with Fortune 500 companies providing mentoring services in the US. However, ill health led her to shun corporate life, and her home in Colorado to move to the UK, building her own home ‘Skyhouse’ overlooking the town of Lewes and the South Downs National Park.

Here she pursues her passion to deliver the health benefits of premium quality CBD, based on her own experiences using the product. We caught up with this wonderfully inspirational lady for our popular Meet the Successful Founder Series.

“The world has changed and it has become an urgent priority for many people and businesses to become more sustainable. I jumped on the eco band wagon years ago. At the time, I was leading Green2Green Exchange, a mentoring technology for Fortune 500 companies but on a more practical level, my first eco step was draftbusting a traditional home which provided both financial and feel-good benefits.

When the good fortune to build a home and office from scratch, health and eco practices were at the forefront of all decisions. I had been challenged with two blood diseases for 12 years. Living a compromised life on low-dose daily chemo for way too long, made health become an uncompromising standard. This led me to discover Biologically Healthy Building

practices of Baufritz and Alternative Treatment CBD Supplements for my health. Both would change my life forever.

I had absolutely no eco-building experience and it would have been much easier to build traditionally. But in the face of a climate crisis, I said to myself, “If not now, when?”. It was then, I committed to building a biologically healthy and Zero Carbon home/office combo.

It was a steep learning curve. To successfully hit Zero Carbon means the building makes more energy than it uses…not an easy target to hit.

A few of the green technologies involved to reach Zero Carbon are: powered by 32 solar panels for electricity biomass boiler generates heat and hot water mechanical heat recovery ventilation system keeps the air fresh & healthy woodchip insulation combined with triple glazed windows keeps warm air in rain water is harvested for laundry, bathrooms and outdoor taps all-natural materials make it a biologically healthy building The project was completed in 2015. Enthused by hitting Zero Carbon, I joined others wherever I could in the green eco conversation.

I then opened the UK’s first Zero Carbon luxury B&B; Skyhouse Eco Chic B&B. ‘Sumptuous and Sustainable’ was the motto. Many guests’ experiences turned into inspiration to green their own projects, large and small. Within two years, the B&B business won the Sussex Life Green Company of the Year award.

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Naturally, I enjoyed chatting with the guests and never ceased to be amazed by the stories of their first night’s sleep. It is commonly known that the first night in an unknown property seldom brings with it a deep, restful sleep. But at Skyhouse, it was the opposite. Exploring this phenomenon, I came to understand that a biologically healthy home supports all aspects of one’s health. When one is not bombarded by off gassing from toxic building materials and furnishings that last the life of the building, how does one feel? Refreshed, at ease and comfortable. It is a healing environment.

Now to how I built my inner health. CBD is being heralded as a miracle elixir and for good reason. All across the globe, people are experiencing health benefits that revive their lives. CBD is allowing people everywhere to be pain-free, calm when they used to have anxiety, and even re-regulate their sleep patterns to feel rested once again.

I was diagnosed with a blood cancer 17 years ago and put onto low dose daily chemo. I lived a very compromised life and was not told about the damage that also comes with long term chemo. I decided to investigate medicinal cannabis and travelled to a country where medical marijuana was legal. In just 7 weeks, my bloods were completely normal for the first time in 12 years. The cannabis was 50% THC, the part that gets one high and the part that is transformative with cancer, and 50% CBD. Unfortunately the chemo had already damaged my body. After a bone marrow biopsy, I received a new diagnosis of a second type of a blood cancer, myelofibrosisii, grade 4. After being off all drugs, I was reluctant to start on the only drug there is for this diagnosis, Ruxolitinib. The drug is relatively new, 9 years old and sadly, many people are finding it stops working after 3 years. This is where high dose CBD comes in.

I took 300mg of CBD each day along with the Ruxolitinib. Today, 6 years later, I feel great… energy, engagement, enjoying friends and family. I even took up Street Funk dancing.

Twice, due to traveling and the uncertainty of

other countries restrictions on CBD, I stopped taking the CBD. Both times, in short order, my health deteriorated - as soon as I got back onto the CBD, my health got better again. With my diagnosis, it is common that people experience some level of pain or bone pain…with CBD, I have had none. My haematologist believes, due to the long-term success I am having with Ruxolitinib, that the CBD might be working synergistically with the drug.

Proper research needs to be done with medicinal cannabis and CBD but due to the illegality of cannabis and the association with the completely legal CBD, vital research is on hold until restrictions are lifted.

CBD has lifted up all aspects of my health so I feel alive and very well today…again, a life gift that I revel in each and every day. I started Life Spark CBD with my partner, Joanna, because we feel so compelled to bring natural healing to people who struggle with their health.

Joanna was told at 23 that with the diagnosis of ankylosing spondylitis she would be in a wheelchair by 30. With Life Spark CBD, she is off all her prescriptions and her quality of life is superb, walking, dancing and jumping when inspired.

After miraculous turn-arounds, we were both convinced about the benefits of CBD. However, by exploring CBD as a viable treatment, we were shocked to find only 2 out of 6 CBD products we tried actually worked and that CBD is an unregulated industry. This became my inspiration and motivation to start Life Spark CBD, offering the very finest quality of CBD so other people have a fair shot at reclaiming their health too.

Life Spark CBD is a brand born out of real-life experiences. We took the plunge and started Life Spark CBD in 2019, determined to grow a sustainable business. From Day One to build Life Spark CBD’s green credentials. Some of the details when establishing Life Spark CBD product range as a sustainable CBD company in the UK were:

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Life Spark CBD’s Organic CBD – Pure, natural and highest quality from seed to oil.

Life Spark’s Organic Coconut MCT carrier oil is grown cruelty free and sustainably sourced.

Life Spark Soft Gels and Body Salve are offered in recyclable aluminum containers as an alternative to plastic bottles and lids.

Shipping Materials - All plastic free!

Corrugated cardboard is used in place of plastic bubble wrap or bags.

Jiffy Green recycled paper envelopes replace bubble wrap envelopes Paper tape is used in place of plastic tape

Dare we say, even the toilet paper, tissues and kitchen towels are made from bamboo from ‘Who Gives a Crap’!

Life Spark CBD will continue to set high environmental and sustainable practice standards at all levels of its business. As we continue to learn and develop, our practices and products will follow suit.

We can all make a difference. It only takes one new eco action and you’re on your way!”

www.lifesparkcbd.co.uk

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Brand You: 4 Ways to Boost Your Personal Brand

By Angelica Malin.

Looking to boost your personal brand as an entrepreneur in 2021? Personal brand can be a great way to raise the profile of your work, connect with new audiences and deepen your relationship with your customer base – it’s a cost-free way to do your own marketing and create momentum behind your work. Personal brand gives you control over your career, as you’re writing your own narrative - as Tim Ferris said: “Personal branding is about managing your name—even if you don’t own a business—in a world of misinformation, disinformation, and semi-permanent Google records. Going on a date? Chances are that your ‘blind’ date has Googled your name. Going to a job interview?

Ditto.”

There are so many benefits to having a strong personal brand, including getting total autonomy over your work (as there’s noone quite like you!), building trust with your audience and helping you create a successful portfolio career. If you’re looking to increase your personal brand visibility, here’s my 4 top tips for building a personal through social media and beyond: 1. Focus on your personal story When it comes to personal brand, the ‘why’ of your work is super important – as this is what’s going to connect your audience with you and highlight your passion, enthusiasm and purpose for your business. Sharing the reasons behind the work you do as much as possible

is great for demonstrating that passion – and don’t be afraid of repeating yourself! Especially on social media, when we’re seeing so many posts every day, repetition is an important strand of any marketing strategy.

Try to include your ‘why’ in captions, on videos and say it out loud as much as possible – share insights into what inspires your day-today, who you are trying to help or reach with your work and why you’re passionate about this topic. This is one of the building blocks of personal brand, because no-one is quite like you – you are unique in your story, so share it!

2. Use your social channels Social media is undoubtedly the best avenue for building a personal brand. You want to focus on creating ‘circles of influence’ on social media – building trust and authority with the right kind of followers, ones which are likely to engage and, ultimately, purchase from you.

Get on the audience and demographic you’re looking to attract – that clarity on audience will help guide any social media content strategy and give your content consistency and authority.

Try not to be everywhere – it’s much better to pick two or three social media platforms and post consistently on those, rather than trying to have a presence everywhere. Think about your ideal audience and where they are spending time online, whether it’s TikTok, LinkedIn or Instagram, and focus your energy on the right channels for your dream audience.

3. Find speaking opportunities

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Public speaking is a fantastic way to build your personal brand. Create a PR one-page PDF about you and send it over to any dream festivals or events you’d like to speak at. Put yourself forward for opportunities and let event organiser know you’re open to speaking opportunities. If you do speak at events, make sure to get great content out of it – get a recording of your talk and behind-the-scenes video clips for Instagram Stories. Make the most out of every opportunity!

If you’re not getting opportunities, why not put on your own event? You could host your own virtual summit for your industry and bring together like-minded individuals from your community to speak. Think about what value you can bring to your audience and the best way to package it – this might be a workshop, panel event or live podcast. Get curious with your audience and ask them what they would most like to see.

4. Show your face If you’re looking to build deeper connection with your audience, then you have to show your face! Many people face Imposter Syndrome and anxiety at the thought of talking to camera, but honestly this is the best and quickest way to build rapport and create that ‘personal brand’ experience through social media. Focus on building up your confidence on these platforms and think about ways to collaborate with other high-value individuals in your industry and sphere.

Try getting interactive with your audience – chat to camera on Instagram Stories, go ‘live’ on Instagram or Facebook, do short videos through IGTV and Reels. You want people to connect your face with the work you do – and don’t be afraid to show your personality, as that is what will drive potential customers and clients to your work. Get over that fear and soon you’ll find a whole new world of possibilities open up, when you’re confident talking directly to your audience and showing your face!

Angelica Malin, award-winning entrepreneur,

editor in chief of About Time magazine and author of new book She Made It, Kogan Page, Connect with Angelica on: Instagram: @jellymalin Twitter: @jellymalin

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How entrepreneurs can deal with the 3 biggest achievement blocks By Seema International

Menon,

Toastmasters

For startup founders to succeed there are challenges to be met and hurdles to be overcome.

From experience I’d say that there are three that most need to be tackled: Distraction; MISinterpretation; and MIScommunication.

Let’s examine each of three, starting with distraction, or as I prefer to think of it attention.

Attention: This is the most important aspect of our consciousness. In the past the capacity to focus was a given, but with the explosion of distractions around us from advertising to emails, from social media to news, giving attention to something has become a virtue.

Lack of accomplishment is not attention deficiency, but attention ambushed and misled to the focus on the more sensationalist and entertaining; the attention candy of instant gratification. And as the mind gets used to being distracted so often and with such compelling content it looks to feed this need and takes us away from focusing on the goal we have for our business.

So, what can a busy entrepreneur do to regain attention? Mindfulness is one way.

It’s a type of meditation, a focus on being in the present and bringing full attention to the object. Mindfulness means calling attention to our thoughts, feelings, behaviours, and movements. The aim is to be engrossed in the act of engaging, be it enjoying a walk in the park, sharing a chat with a friend, painting,

having a cup of tea or jogging. Mindfulness is about putting your attention towards that which is intended instead of being led by distraction.

Practicing Mindfulness brings more awareness to one’s breath and we can use this to relax tense muscles or focus on a situation that requires attention. Breathing can also be used to help deal with pain, anger or the stress of daily life.

By being mindful and putting our attention on our business goal, we will remove distractions and will therefore be more likely to reach our target.

Interpretation: Whenever there is stimulus, we interpret it, give it meaning, and behave accordingly.

Distress and trauma, for example, are not products of what has actually happened, but rather how we interpret it. Someone can lose an arm in a Tsunami and say, ‘Oh god I lost my arm, my life is not worth living’, while another person can say ‘So what, I still have another arm, let me see what I can do with this life’.

A change in interpretation can alter your life dramatically and have a major impact on your achievements as a startup founder. During the Covid Lockdown, you have a choice to be upset about the circumstances and feel depressed or you can make the most of this time to focus on your business and planning ahead as well as working on your physical and mental fitness.

The choice is on the individual.

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Interpretation is therefore ‘communication to the self’. If our communication is positive then we are more likely to be motivated to achieve, to be willing to try again when we fail. Negative interpretation is a killer of success, so change the way you look at things – and you’ll be more likely to succeed in your business and in life more broadly.

Communication: While attention and interpretation are intricate aspects of the self, one of the aspects of what makes us human is the ability to communicate with each other. Communication has two aspects: a.

Communication to the self (our own inner voice, our interpretation) and b. Communication with others.

Lack of good, clear, engaging communication is one of the killers of achievement. So, it’s essential we learn good communication skills.

We’ve covered internal communication, now let’s look at external communication which is an important for all entrepreneurs.

For example, when communicating with an audience, large or small, investors, customers or team members, there are three key elements to master: · Managing your state · Connecting with your audience · Creating change i. Managing your State You can use your breathing to help manage your emotional state. Breathe slow and deep to calm yourself. Once relaxed, speak normally, and pause to breathe if you feel your stress rising. Pausing is also important in order to add punctuation to your speech and give the audience a chance to digest and contemplate the contents. ii. Connecting with your Audience Give your audience the information they need. If you are an expert in subject, then demonstrate this through the information you share. Speak with confidence, but don’t talk

down to your audience. Making eye contact is also important. And smile. iii. Creating Change Help your audience visualize the future. Help them see how things can be different. The essence of good external communicator is to effect a change in the audience, moving them to where you want them to be.

By learning to focus your attention and remove distractions, by changing your interpretation, and by bringing others along with you through engaging communication, you will be far more likely to succeed and achieve the goals you have for your business.

About the Author Seema Menon DTM, is a member of Toastmasters International, a not-for-profit organisation that has provided communication and leadership skills since 1924 through a worldwide network of clubs. There are more than 400 clubs and 10,000 members in the UK and Ireland. www.toastmasters.org

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Identifying and Reducing Stress as an Entrepreneur

By Darren Hockley, MD at DeltaNet International It was made official in the HSE’s health and safety at work report 2018/19, that we’re more stressed, anxious and depressed than ever.

Furthermore, since the report was released the world has suffered through the defining global health crisis of our time.

It’s true, the coronavirus COVID-19 pandemic is the greatest economic challenge we’ve faced since World War Two. Taking this into account, it seems natural that entrepreneurs - known for their risk-taking and business initiative - might be feeling the pressure of industrial slowdown particularly sharply right now.

these often include things like freedom, flexibility, autonomy, and a sense of personal achievement. All these traits are proven to lead to happier, healthier individuals.

This means we shouldn’t just accept stress as an inevitability of business ownership, especially if it regularly outweighs feelings of accomplishment, success, and happiness.

Signs that stress may be getting out of control include: · Physical problems: If you’re getting minor illnesses such as colds more often, that can be a sign of stress wearing you down. Headaches and muscle pains may also suggest you’re under stress, especially if they’re happening more often than usual.

What does stress feel like?

· Difficulty concentrating or making decisions: When we’re overwhelmed, it can feel impossible to function at our normal levels.

If you’re anxious, struggling with motivation and finding it hard to continue your day-today tasks, your stress levels could be getting out of hand.

Stress can be defined as the degree to which you feel overwhelmed or unable to cope as a result of pressures that are unmanageable.

As entrepreneurs with a high workload and high work intensity (not to mention financial pressures and the burden of taking sole responsibility for hard decisions), it seems obvious that, to a certain extent, stress simply comes as part of the job.

· Coping mechanisms: Most people use coping mechanisms of one kind or another to get through the harder parts of life. These can be healthy, such as exercise or a creative hobby.

They can also be destructive, like drinking to excess regularly. With many of the usual routes to de-stress taken away because of the coronavirus, it’s true that many are finding it harder to handle stress constructively.

However, it’s important not to forget the key motivations for entrepreneurialism;

Managing stress There are things entrepreneurs can do to help

It’s important that those focused on building their empire don’t ignore the signs of stress, but instead equip themselves with the tools to recognize and manage it effectively.

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manage stress for themselves (and their staff members if they have them). Staying aware and not ignoring the warning signs of stress can help keep burnout at bay, as well as contributing to increased productivity, reduced sick days, and lower staff turnover rates for your business.

It’s not something we often hear in the business world, but prioritizing mental health is just as important as any other function your business needs to be successful and continue to grow.

As the leader of your company, it’s down to you to set the right tone from the top. Whether you have a team working with you already, or whether you one day hope to, members of staff will look to you to see that you take your own wellbeing seriously.

Setting the right tone here might be as simple as taking a flexible approach to work, so as to make time for personal/family commitments, or it could be hiring people managers who understand the importance of good listeningskills and empathy. Whatever form this sort of positive behavioral modelling takes for you, nurturing a strong, consistent tone from the top will go a long way towards setting standards of personal care and keeping a lid on stress in the future.

For business leaders feeling the pressure, connecting with like-minded entrepreneurs and business leaders is also a good way to manage stress. After all, who doesn’t need to vent out a problem or issue every once in a while?

It can be helpful to meet other people who have been through the same thing and gather feedback (maybe even a little empathy) on the subject. Doing so will help entrepreneurs recognize that others have been through, and successfully overcome, similar stressful problems, and this can help put things into perspective.

Extending this idea slightly, finding an experienced mentor might be better yet. A good mentor with an informed vision of the bigger picture can be invaluable. If you admire

a businessperson in your community, it’s always worth reaching out to see if they’re free for a coffee.

As a final note, it’s so important that, as entrepreneurs, we keep conversation going around stress – no matter what industry we work within.

Cultures of silence surrounding mental health issues like stress have built up over decades, and it’s up to the next generation of business leaders to continually reinforce the positive behavioral change that’s needed to tackle it. www.delta-net.com

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How to achieve strong ESG credentials and be able to prove it

By Raymond Greaves, Head of Research at finnCap. As we all know, the pandemic has wreaked havoc on the global economy, initially sending global markets into freefall before a slow but steady recovery. However, the crisis has also sparked a renewed interest in long term investments in companies that have a strong stakeholder model that not only works for owners and shareholders, but one that caters to environmental, social and governance (ESG) issues, too.

This trend is also supported by the greatest generational transfer of wealth we’ve seen.

In the UK alone, over the next 30 years, £5.5 trillion in assets will shift from baby boomers to the millennial and gen z demographic who are increasingly calling for companies to demonstrate the positive impact they have on wider society. It therefore comes as little surprise that from January to September this year stocks at the top of Fidelity’s ESG ratings outperformed the wider market in all months except April.[1] As a consequence, a company looking to secure and maintain investment, regardless of industry, must have strong ESG credentials and, just as importantly, be able to prove it.

Over the last few years large cap companies have been able to achieve this second objective more easily than small and midcap firms. There already exist numerous ESG rating agencies, each with slightly different weightings and measurements – MSCI, FTSE Russell, Sustainalytics and the S&P all have their own variations. All use measurements

suited to the framework of large companies that have the resources and data to present full results. Smaller firms with fewer links in their supply chains and less measurable data would find it difficult both to see how they measure up in the first place with regards to ESG objectives, and also to prove them in a clear and comparable way.

A toolkit that aids investment in SMEs Carrying out a survey of small cap fund managers and conducting initial tests on 102 companies, finnCap has developed a scorecard that small and mid-cap firms can more easily participate in to see how they perform, where they need to improve and to demonstrate their credentials. Cutting through often complex measurements that can skew ESG figures, the toolkit is divided equally into 15 component parts, with five each for every cornerstone of E, S and G factors. They are listed below: Environmental Energy Intensity CO2 Intensity Water Intensity Waste Intensity Presence of an environmental or sustainable policy Social Employee turnover rate Percentage of profits paid in taxes Presence of a discrimination policy Presence of a community outreach policy Presence of an ethics policy

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Governance Percentage of women on the board Percentage of independent directors on the board CEO pay as multiple of UK median pay Is CEO and chairman role split Adherence to a relevant corporate governance code Amid increasing scrutiny across all factors of ESG measures, the scorecard’s equal weighting provides companies with a clear pathway as to how they can improve their overall score, making sure not to neglect any individual element. From initial results, this is highlighted by companies in the support services industry.

They outranked companies from the tech, industrial and consumer industries when measured environmentally and outranked companies in the tech, consumer, financial, life sciences and energy industries when measured against social factors. However, they came fourth out of five industries overall purely as a result of a weak performance in governance measures – fewer than 50% of the sector’s board directors are independent and the proportion of female directors on boards is only 14%.

Having a balanced performance across all categories should be of paramount importance as feedback from fund managers highlighted that whilst governance considerations have been examined for years now, social and environmental concerns are increasingly coming into the spotlight.

From an investment perspective, a positive scorecard result enables those looking to take a position in a company to do so with confidence, knowing they are getting the full and clear picture. Not only is there a sea change towards ESG investment, but it is important to note the way in which it is being conducted.

Tracker funds now make up 18% of total ESG investment[2] – meaning that a significant amount of money is passively invested in companies that can in some way numerically quantify their ESG status rather than in those being individually hand-picked.

When examining the wider picture and seeing that global assets in sustainable funds have hit £930 billion, or that inflows into ESG funds have quadrupled in the three quarters of this year (£7.1bn compared to £1.9bn over the same period last year[3]), it becomes apparent that companies must not only look to improve their ESG credentials, but make sure they have the means to easily package the results into data that makes it easier for a fund, or even fund tracker to pick up – rather than merely demonstrating ESG credentials in investment reports.

About the Author Raymond Greaves is head of Research at finnCap, A broker and adviser that provides an unrivalled range of financial services and growth financing options to the UK’s most ambitious growth companies, ranging from ECM, IPO, debt advisory and PLC strategic advisory. finnCap also houses a market-leading strategic M&A firm, Cavendish Corporate Finance, that specialises in mid-sized businesses with a global reach. finnCap serves 117 companies on AIM and on the LSE Main Board, as well as a range of private businesses, helping them find the right investment for growth. Founded in 2007, finnCap merged with Cavendish Corporate Finance and listed on the AIM market in 2018, and the group has helped raise over £2.8bn to support its corporate clients and sold over 600 businesses. www.finncap.com Article Sources: https://www.linkedin.com/company/finncap-ltd/ [1] https://www.institutionalassetmanager. co.uk/2020/11/09/291852/higher-esg-ratingslinked-outperformance-2020-finds-fidelity [2] https://www.ftadviser.com/ investments/2020/11/05/esg-inflows-quadruplein-2020/ [3] https://www.ftadviser.com/ investments/2020/11/05/esg-inflows-quadruplein-2020/

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Five things to try with your marketing this year

By Lis Anderson, Director, Ambitious PR. When it comes to marketing, 2020 made us adept at being agile and considered in our creativity. Whilst listening to your target audience and measuring the success of everything you do remain paramount, testing the waters of new approaches will help you to remain competitive. Here are five things you should try out in 2021: 1. Balance ad spend with a robust content marketing strategy Content marketing is a very effective way to build relationships with your target audience.

It can help you to establish feelings of goodwill and loyalty with your brand. At a time when we’re exposed to thousands of ads a day, content marketing stands out to your audience as rather than talking about you; you are talking about them – your audience. Your content strategy should be informed with in-depth knowledge of your target audience, what makes them tick and what their current pain points and bug bears are. Your content marketing should then be designed in a way that both supports your audience and makes them feel part of your community. You can make your content work harder for you by tailoring it for each of your different marketing channels such as your website, emails and social media. It’s also a great way of extending your reach by appearing in credible third party media outlets.

This is otherwise known as ‘earned media’.

2. Try paid channels to repurpose your content Content marketing is highly effective when

used across your owned and earned media channels. But if direct leads are the main objective for your marketing in 2021, why not try some sponsored content? Sponsored content is a way of targeting an audience where they’re already looking, plus it’s a great way to repurpose your existing content. It’s a guaranteed method of gaining exposure, but isn’t as disruptive as other forms of paid advertising so it therefore offers a greater level of engagement. When using LinkedIn for your sponsored content, you can add a lead generation form when you set up the campaign. This can turn your content into a new business funnel by providing the contact details of those interested in finding out more to your new business team.

3. Host a monthly webinar Digital video may not be replacing face to face contact long-term, after all its going to be difficult to replace those crucial non-verbal cues but current events have certainly made digital interactions more meaningful. Take your content marketing strategy up a notch and demonstrate your industry insight and connections by hosting a regular webinar.

Whether you choose to run them monthly, bimonthly or quarterly, have a think about the topics in advance and advertise your webinar via your website and social media channels.

It’s a great way to boost credibility and build brand loyalty. Rather than making it all about you, enlist some independent industry experts to speak on a chosen topic. This should rarely involve a fee as you’re providing a platform for them which is mutually beneficial. The main thing to remember is to think about what your audience can take away from it.

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If you’re providing expert advice or helping to address a specific issue that they’re facing, they’re more than likely to return for more.

4. Get podcasting In 2020, approximately 15.6 million people listened to podcasts[1], a figure that’s increasing year on year. They have become a place where listeners engage, learn and grow and for industry experts they provide an effective way to cultivate a deeper relationship with an audience and engage new listeners at the same time. The long-form format of a podcast allows you more time with your audience, so it’s perfect if your products and services are quite complex to understand and you need a platform that enables deeper engagement for your messaging to be effective. Similar to webinars, involving the insight of other experts within your industry will make your content really stand out and be credible among a wider audience. Podcasts are cost effective to create and can be promoted in numerous ways to reach new audiences. Channels such as iTunes and Apple gain high traction, but what about targeting your key industry media? Many online media outlets now either have their own podcast, or will support external ones. And then there are your own platforms to really shout about it.

5. Paid Social If you’re a retail brand, you won’t be able to ignore paid social in 2021. With even more of our lives now existing on social media, social commerce is continuing to grow. Facebook and Instagram run multiple paid options. As well as banner and timeline advertising that links back to your website, they’ve now made it possible for a consumer to buy through you without even leaving the platform. This means that you can continue to produce engaging content on your social media platforms that match your audience’s interest, but with the ability to seamlessly sell through it too. Where other forms of paid advertising are facing a decline, paid social may be an effective sales route for you in 2021.

It’s easy to get complacent with your marketing and resort to the tried and tested methods, but to gain a competitive edge and reach new audiences, it’s more important than ever to ‘test the waters’ of new marketing approaches.

With effective measurement, trying something new and failing isn’t a complete failure – it’s merely a chance to refine your approach. The worst thing you can do is to not try!

[1] Statista, 16 October 2020 https://www. statista.com/topics/6908/podcasts-in-the-uk/ www.ambitiouspr.co.uk

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How to Create an Effective Social Media Strategy 2020 was the year that rocked global business and has potentially, brought on a new era of commerce, from the way a business is run to the way that consumers shop and pay. It was a year that saw 84% of people shopping online as shops closed and 79% of consumers saying they will shop online regularly in the next 6 months* It was also a huge year for social media, which has attracted a new demographic and an increasingly digitally savvy audience.

To succeed in 2021, brands will need to invest in their social media presence, strengthen their omnichannel strategies and with consumers more likely to make decisions based on a brands values and impact on society, they will need to prove their authenticity if they are to surge ahead.

There are a few key aspects to consider for a successful social media strategy in 2021: Diversification of spend Brands will have had to start investing in more than one channel, even those they have previously avoided. Right now, from a paid media perspective, Facebook and Instagram are the dominant channels but there is a new trend which is already spilling over in to 2021 in the form of competitors such as Snapchat and Tik Tok. These platforms have made huge improvements this year and they are set to mushroom in the New Year.

From a marketers perspective, Facebook can be frustrating as the attribution window can be

up to 28 days. You are tracking that you are making money, which is positive, but it can be a little biased. You see a higher return on ad spend on these platforms as they are older and more technical, but you almost have to retrain your mind to engage with platforms like Snapchat and Tik Tok. These tend to use the last click attribution models which are more prohibitive and track for a shorter window which therefore means results are lower.

But businesses can’t afford to be reliant on just one platform and one source of revenue, particularly post pandemic. There is going to be a continued shifting where traditional media such as TV, print, out-of-home etc will feel the effects as spend on these channels will be significantly reduced and businesses will invest more in social media.

Old and established brands will change their behaviour The rise in the popularity of newer social media channels, such as Tik Tok, has definitely pioneered a new approach to social engagement. Tik Tok has encouraged old and established brands to communicate in a completely different way. The example I am going to cite is that of Walgreens, the second-largest pharmacy store chain in the US. Such massive corporations adhere to strict brand guidelines, scrutinised by multiple channels before approval. Walgreens, so corporate and traditional in its marketing

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and advertising, stepped right out of these tight perimeters in 2020 and started using Tik Tok. Tik Tok advertising has a native style and in using this platform for advertising, brands such as Walgreens are completely disregarding the traditional guidelines and actually creating native content.

From an organic and marketing perspective, this is a massive transition and so far removed from typical FMCG brand communication.

They have used employees in amusing beauty videos, rapping, gimmicky product demos etc.

This is not just happening at individual store level but on the main brand account, even using a strapline on their Tik Tok account which reads: Trusted since 1901. Making TikToks since 2020.

This activity will no doubt make other FMCG brands stop and stare and if they want to keep up, they might need to adapt to the best practice of a social media platform.

More competitive There continues to be a rise in direct consumer brands competing against each other with very few actual USP’s, and the differentiation will be how these products are marketed. Getting new products in from China and investing in research and development was tough during 2020. Therefore it’s going to be hard for brands to differentiate themselves with just product quality because typically there was little investment in that during 2020. It’s going to take some creative thinking and increased use of social media channels to try and keep your head above the parapet to stand out.

Invest in content Consumers are looking more than ever, beneath the surface of a brand and businesses are having to place more value on content to compete to win loyalty. Investing in prime content is going to be a trend for 2021. Social media platforms to date have been used extensively for advertising and promotional activity but moving forwards, this is where

brands need to be connecting with their customers on a more personal and human level, and this has to be done though carefully planned, more meaningful content. But a word of warning – if brands share their opinions but don’t show they are acting on them, they may lose customers who will stop believing in them.

There will definitely be more spend on User Generated Content (UGC). People giving honest reviews will be used more for advertising than, for example, a 10K, all singing and dancing advert. It works from a performance perspective but also capability. Its now more difficult to create those shoots because of compliance and the restrictions that Covid has created.

Brands will need to become more transparent Transparency to the nth degree will be the core tactic for many brands. In 2020 there were more traditional core message values and tones emerging - the Christmas TV adverts were stripped down to basics, focussing on messages of comfort, hope and simplicity.

Consumers have lost confidence and are more fragile and businesses will need to build trust and make them feel secure. Consumers have also become more sceptical with the media and brands need to think about educating them more about the business behind the scenes and all the goings on around the product, not just the end product. So for example, show them how the sausage is made rather than just showing them the sausage!

So many new trends are emerging from the pandemic and companies will need to embrace and evolve new social media strategies to remain competitive, even if it is way out of their comfort zone! *Shopify – Future of commerce 2021 Report About the Author: Tim Hyde, Founder and Director of Social Media Marketing Agency, TWH Media www.timwillhyde.com

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How to be a successful business speaker

By Lyn Roseaman.

As an entrepreneur and founder you are the driver of the business and also the voice of the business. To deliver a successful presentation or a speech, whether that’s via Zoom or in person, you need connection, change and confidence. So, what does this mean in terms of how entrepreneurs can design and deliver important presentations and speeches that are both skilful and sincere?

Connection You need to connect with your audience, whether they be investors, suppliers, your team etc. or you might as well be talking to yourself.

And it needs to be genuine. If that connection feels inauthentic, people will be suspicious.

Picture yourself sitting in an audience. This applies whether the people are in the room with you, or sitting at their own computers at home having dialled in to listen to you. Your audience has set aside the time, maybe even spent money to attend. They are all wondering ‘What’s in it for me?’ As a speaker, it’s your job to answer that question. To do that, you need to ‘deep research’ your audience. It’s not just about their name and job title. Depending on whether you’re talking to a larger, conferencestyle audience or debriefing a project team via Zoom, key questions might cover the goals of the event, other speakers, audience profile, what they do/know/expect/how they talk and what do they most want from you.

‘The more you know about your audience, the stronger your ability to connect with them and influence their thinking and behaviour on their terms, i.e. answer their ‘What’s in it for me’ question.’

And it’s not just about the content. Knowing your audience will also give you strong pointers about delivery – whether or not you need slides and how many, relevant stories you might include, appropriate levels of energy, vocal variety, body language and so on. And yes, body language still applies even if the audience can only see your head and shoulders via a video link.

A message that drives change There is no point in speaking if you are only going to tell people what they already know.

As an entrepreneur you are speaking to drive change of some kind.

Having researched your audience, you will have a good idea of what information and message they’ll value.

All too often, we confuse audiences because we start assembling content or making slides without even thinking about our message and its value to our listeners. When preparing a presentation, try starting at the end. What do you want your audience to think, feel or do differently after they’ve heard you talk? What is the single most important message you need them to take away? Jot it down in large letters in fewer than ten words and keep it visible. Any content you try to include that doesn’t support your message doesn’t belong in this particular talk or presentation.

Confidence Confidence matters because it is part of your authority and credibility as a speaker: ‘Self-confidence is the first requisite to great undertakings.’

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— Samuel Johnson, lexicographer

English

writer

and

If you don’t feel confident in what you have to say, then why should your audience? When audiences sense you’re nervous, they will get concerned. Confidence allows your listeners to relax and engage with what you have to say; your message, not how you’re feeling.

As an entrepreneur you may not have been a frequent speaker in the past. However, to build your skill and confident you need to become one. Take every opportunity to speak, be it to your team, in a video meeting, on the phone, in a pitch or presentation. Get comfortable with speaking and use the opportunity to practise different techniques, e.g. voice projection, storytelling, opening a speech with impact, etc.

Invite people to give you specific feedback on what they liked and any improvements they would welcome to improve their experience.

We shouldn’t, however, assume being confident means being extrovert. Some entrepreneurs have said to me that they can’t be a good speaker because they are introverts and feel uncomfortable trying to create a high-energy, gregarious, perhaps larger-thanlife version of themselves. Maintaining this persona is untenable and exhausting. It’s also unnecessary.

Public speaking isn’t about being a ‘big’ presence. When you are yourself and talking about something that matters to you and your audience, people will listen.

Speaking styles Of course, different audiences and speaking situations may well require a different speaking style. For instance, if you have a tech startup and tend to speak to a technical audience, they tend to favour visual aids and ‘data’ to support your message. That’s not to say that they don’t appreciate a story or anecdote, but they also value an evidence-based focus.

When your intention is to inspire, you probably need to share your story and invite

your audience to adopt your experience and learnings into their own lives. In these situations, slides can be an obstacle and undermine the emotional connection of a story.

During a new business pitch, you obviously need to demonstrate your competence and vision, but also what it will be like to work with you, showing what the relationship would be like. It is after all often the nature of the future partnership, or investment that differentiates one offer from another.

Whatever style you deem appropriate to connect with, and delight, your audience, remaining ‘true to you’ is crucial. If you try to conceal the real you behind some persona, your audience will know and wonder what you’re hiding. So how do you remain authentic?

1. You care, we care When you talk about something you care about, such as your startup vision, your personal passion and enthusiasm for your subject will shine through. If this is relevant to your audience, they will happily connect and engage with you. As far as possible, choose to talk about subjects that you care about, for example if you speak at conferences. Granted, this may not always be possible. In such situations, try to find angles that are important to you and matter to your listeners.

2. We love a good story Storytelling dates back to prehistoric times when people shared stories around the campfire.

Not only was this part of ‘belonging’, but also a way of staying together and safe within the group. Storytelling connects us as human beings. Opening a speech or presentation with a well-crafted and relevant personal story will captivate an audience. And because it’s personal, it’s authentic and uniquely yours to tell. Stories are also memorable and far more so than facts and figures. So, judiciously used stories and anecdotes that are relevant and presented in the appropriate speaking style for your audience are invaluable in making an impact as a startup founder.

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3. Your voice Your voice is part of who you are. Your accent is part of your identity. Authenticity is not about trying to hide or change your voice. It’s about being proud of your voice and learning how to use it effectively so that you bring both ease of understanding and interest to your listeners.

If you stumble over certain words, don’t use them, or practise tongue twisters to make them easier to say. Think about the pace, pitch and volume of your voice and how to project it so that your words are clear, interesting and meaningful. Use pauses for impact or, for instance, to give your audience time to reflect on what you’re saying.

4. Your body doesn’t lie If your words don’t match your facial expressions or hand gestures, audiences will believe what they see over what they hear: ‘When the eyes say one thing, and the tongue another, A practiced man relies on the language of the first.’

— Ralph Waldo Emerson, essayist You can finesse your body language for a presentation or speech. For instance, an excess of hand gestures and arm waving can become distracting; try dialling it down by letting your hands relax at your side from time to time. You want to use gestures and expressions that feel natural and reinforce your words and meaning.

Be aware of your body language in everyday conversation and bring that authenticity to your speeches and presentations, scaling up or down for the size of your audience and the platform (scale it up for a large conference style, dial it down for a smaller video meeting).

5. Authenticity adds originality Nowadays, we live in a world that values authenticity. We want to hear each other’s stories and we embrace vulnerability. The bonus of being authentic is that you don’t have to work out how to be someone you’re not.

Furthermore, it often feels as if there is so much information available to us that it’s difficult to

come up with something new and interesting to say. Being authentic in everything you say and do helps you come across as original and unique.

As a successful founder and the voice of your business enhancing your speaking skills is essential. Focus on authenticity and build your skills so you can always deliver your message clearly and sincerely.

About the Author Lyn Roseaman is author of ‘Now You’re Talking!

Take your speeches, talks and presentations to a wider audience and a bigger stage’ and a member of Toastmasters International, a not-for-profit organisation that has provided communication and leadership skills since 1924 through a worldwide network of clubs.

There are more than 400 clubs and 10,000 members in the UK and Ireland. Members follow a structured educational programme to gain skills and confidence in public and impromptu speaking, chairing meetings and time management. www.toastmasters.org

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6 Tips for Connecting With Customers Via Social Media

By Anna Khanna, Director of Socialista Media.

It can be super easy to get stuck in a rut on social media, posting the same content and using the same techniques. However changing it up, ensuring you are staying relevant and keeping up with social media trends whilst adjusting to ever changing algorithms is a recipe for success and will ensure your social media is connecting you to your target customer. Follow the below tips to grow your page and thrive on social media!

1) Forget the mentality that follow numbers are everything. Your grid is more than just pictures and numbers. Followers will come and go.

Focus your energy on keeping your existing followers happy, encouraging new followers, creating impressive content that adds value and focus on the positives.

2) Your content needs to be scroll stopping.

This means something that will stop people in their tracks, it has the wow factor. This will ensure you stand out from a sea of others in your field, and will help you connect with your target audience.

3) If you like someone’s post, comment! If you would like to see it again, save it. Double tap.

Genuine engagement is not only super helpful for someone’s own page, but starting a friendly non pressured, conversation will help you engage with new potential customers.

4) Give your followers value. This will not only place you as an expert in your field, which

will draw in clients, but will also encourage new followers. Share tips, create how to videos, answer their questions, advise them.

If people can trust you to help, they are so much more likely to invest in you and your service/product.

5) Reels. It’s time to start creating Reels & showing your followers that you are current, creative and invested in making your page the best it can be.

6) Add prices to your posts. Stand by your prices and don’t be afraid to add them to each and every post so that your followers can gain the information they want quickly and easily. Think of your social media platforms as a mini website, it needs to have everything you want someone to know about your business- and that includes prices.

About the Author: Anna, 36 is the Director of social media management business Socialista Media.

Over the last few years, the business has gone from strength to strength. With 100 client’s and a tribe of staff working for her, Anna is the ultimate social media guru. Anna offers online training and live masterclasses to businesses of all sizes, helping them meet their business goals. www.socialistamedia.co.uk

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7 Key Steps to Creating An Online Brand

By Soniamarie Palmer, Business Development & Leadership CEO of Soniamarie Consulting.

Soniamarie Consulting works with entrepreneurs to evaluate their business, pin down a strategy that suits their schedule as well as their goals and harness the invaluable help that surrounds them to drive business growth and personal fulfilment. Empowerment underpins every discovery call and consulting session, whether for high-flying company directors or ambitious solopreneurs.

Backed by over two decades of corporate experience and built on the foundations of her own entrepreneurial success, Soniamarie Consulting paves the way for bold business owners to carve their own path and elevate their business to even greater success.

1. Know who your target market - you need to be clear on who you are speaking to otherwise you will not resonate or capture the attention of anyone. It is about knowing where they are, what they need, what they like and their pain points. When you have a deep knowledge of them, you can then ensure that you tailor your message to suit them and meet them at their place of need.

2. Know your message - the online business world is very different to the usual bricks and mortar type of business. When you put something out there it stays and has a far reach. so it is important for you to not only know your message, but to be clear and consistent in your communication and delivery of that message.

People want to relate to you, need to be able to readily identify with you, know who you are, what you do and both hear and see your message and you consistently.

3. Have good branding - a brand is more than just a logo, it included you colours, icons, wording and you overall business voice. It is important to use this to carve out your place in the market and create your own identity. One which captures your personality, your unique style which your customers can relate to. It is always worth investing well in this side of things so that they is cohesion with all of your marketing and branding.

4. Be clear on how you can help people potential customers should understand who you are , what you offer and the value that you can bring to them and their situation. You need to clearly define your offering, how it meets the needs of your audience, the value that you personally bring them over someone else and given them a reason to what to work with you. You need to make it easy for your customers to work with you so mapping out your customer journey is a must.

5. Prepare to be present - people need to see you many times in order for them to get to know you and before they will even consider buying from you. Don’t just relay on one form of marketing to get your message out and reach your audience. Research the platforms where your audience are and be present there, consistently. Use a number of different angles to reach them such as emails, blog pots, guest speaking in other peoples audiences.

You pretty much want to be out there so that people get to know what you stand for and who you are.

6. Get your tech sorted - one of the differences in having a bricks and mortar business versus an online business, is the technology. It doesn’t have to be complicated but you need to have

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good systems in place to be able to manage key areas like your emails, client on boarding, sales funnels, social media. There are many free opt - ins out there but you need to work out what you need first and then seek out the best options for you. Do not let it hold you back, if you need help, then consider a tech VA to help set you up and explain things so that you can get moving!

7. Get savvy in online marketing - This can be a steep learning curve if you are new to online business. Understanding content marketing and sales funnels for example can feel a bit daunting. The key is to not get overwhelmed

and only do what you need to do in the beginning stages. You will not be a overnight digital marketing guru. You will learn as you go along and there are some basic things that you can put in place to get you started. If in doubt, invest in a mentor or coach who can show you how or even a specialist in the area. It will be worth it!

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Guide to Creating a Successful Online Brand Chanelle Segerius-Bruce, CEO of SegeriusBruce Coaching teaches experienced servicebased business owners, who desire to expand their vision and grow their business, how to build a stand-out personal brand and business online. With a career spanning 20-years, Chanelle works with successful entrepreneurs and business giving her clients the tools they need to build their brand online and become the most sought after go-to industry leader that everyone wants to work with.

Here she shares her 7 top tips for creating a successful online business.

1. People are craving human connection and a personal touch. These days we want to get to know the CEO’s, founders or business owners.

We want to know their stories and why do they what they do.

2. A brand is so much more than a logo. It’s how you make people feel. Be open to sharing stories and allow people in to see a behind the scenes of how you’re growing your company.

Show your face. It’s no good hiding behind your product or service these days. Show up on video, teach, share and motivate. Let people into your business life.

3. Take people on a day-in-the-life-of journey behind the scenes. Let them have a glimpse of what it’s like to be you running your business.

People love to learn by watching others. If you can leave people feeling inspired and empowered them you’ve done your job for the day in terms of connecting online.

4. Speak to one person at a time. Remember, it’s one person on the other side of the device watching your Instagram Stories, videos or reading your copy. Avoid speaking to a group of people and using the words “them” or “they”.

This disassociates the consumers of your content online. Speak directly to one person at a time.

5. Create a niche. Figure out exactly who your Band Hero is (taken from the book The Story Wars by Jonah Sachs). Go deep and get clear on who you serve and it will make content creation so much easier. It’s more about getting to know your ideal client on a soul-level than meer demographics. What do they love? What do they love to hate? What turns them off? What do they aspire to be? What keeps them up at night with worry? What do they want to change?

Go deep. Create an avatar of this person and write out a page clearly describing all of their traits. Whenever you go to create a piece of content in the form of a social media post, video, newsletter or even when writing a sales page - refer to this avatar first. Read through it before you do your copywriting and ensure you connect directly with them.

6. Get visible. What does that mean? Show up on video. Embrace live streaming via Facebook Live, Instagram Live or LinkedIn live streaming (which is new!). Work out where your ideal client hangs out and go meet them there on live video. It’s the number one way to create a connection with people, other than actually being in-person with somebody. It will increase the know, like, trust factor of your online brand tenfold.

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7. Invest in personal branding images. Gone are the days of boring headshots. Tell a story with your photo-shoot. You are your brand.

How can you show your likes, quirks and unique traits through personalised images?

Create a storyboard for your shoot day. Look to Pinterest for inspiration and plan out your location and wardrobe. Make sure everything is on-brand and attracts your ideal clients. Be you. Nobody can copy that!

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The importance of company branding and how to market it

By Luigi Pannozzo, MD of event specialists Gazeboshop.

It’s no secret that branding is important. With so much competition in today’s economy, consumers are spoilt for choice when it comes to deciding where to spend their money. Many factors play a part in their decision making, but one of the most salient factors is how distinguishable a company’s name, logo and identity is from its competitors.

Companies who are able to utilise their brand to create a lasting impression on their target audience can seize this opportunity to drive new business and cement their place in the market. However, knowing where to start can often be the most difficult step. Below are the strategies that businesses of all shapes and sizes can implement to create and market a unique, uniform and unbeatable brand.

Building a brand strategy We have summarised three key areas that you should focus in to create an effective brand strategy.

1/. The first step to using branding to secure new business is to understand what your brand is in the first place. You may already have a good idea of your business’ brand identity and how best to communicate with your audience.

However, brands should seek to grow over time and if your approach hasn’t been revisited recently it is likely that the values that guided your marketing activities are no longer optimal.

2/. Secondly, you will need to spend time cementing your brand’s purpose, mission and values by speaking with various stakeholders across the organisation. Gathering internal feedback is crucial to create a strong brand.

A brand exercise can be a great opportunity to receive feedback from your employees on the kind of company they want to work for, and their direct experience of dealing with customers and clients can be invaluable in understanding the impression you are currently making on your audience.

3/. Finally, you need to decide on your voice and personality as clear messaging is important to build a successful brand. Do you want your business to be seen as helpful and kind, or perhaps as innovative and optimistic?

How do you want your customers to feel after interacting with you? Should they feel excited?

Comforted? While it’s likely you’ll want your customers to feel many things after engaging with you, the key here is to understand the main takeaway a customer will have after seeing your brand.

How to communicate your brand Once you have your brand identity nailed down, the next step is to communicate it in such a way that it leaves a lasting impression on your target customer. There are dozens, if not hundreds of ways to do this; crafting a unique logo, selling promotional merchandise, sponsoring industry events, providing fantastic customer service - just to name a few. However, there are several that

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have become more essential than ever due to COVID-19.

1/. Digital Marketing Touting the benefits of digital marketing as a tool to promote your brand is nothing new.

However consumer behaviour is changing; consumers who may have been hesitant to shop online before lockdown are now using the internet to purchase everything from food to futons. The rise of ecommerce has accelerated and businesses who previously relied on retail stores are now seizing the opportunity of a direct-to-consumer (D2C) model.

Likewise, B2B companies who previously relied on industry events and careers fairs to win new business and drive recruitment are now seeing more enquiries come in from their website.

Your social media profiles are a great opportunity to display your logo and branded imagery for the world to see. Your posts, tweets and comments should reflect your brand voice.

By testing your brand on social media, you can see what resonates with your customer base and incorporate that into your activity.

Likewise, investing in increasing your website’s visibility through search marketing can go a long way to increasing your site’s visibility in search engines. Carry out some keyword research to see what search terms your audience is using and allocate advertising spend and time for content creation to place your brand in front of people searching for that term.

A worthwhile tool to use is Google Trends, which reveals topics that are increasingly popular across the world. Certain topics like home gym equipment have exploded in popularity in recent months, and it’s likely that some topics in your industry have also become more important to your customers . Identify these topics and produce content around them.

2/. Proximity Targeting While ecommerce is growing in popularity, research has also shown that some consumers

are eager to return to brick-and-mortar stores.

With markets starting to reopen across the UK, now is a crucial time to cement your brand’s messaging and shape that perception in the minds of customers.

Brand affinity in retail will likely be at an alltime low given that consumers have not been visiting shops over the last quarter. It is therefore essential to defend and grow your customer base during this time. But how?

Proximity targeting is one of the most sophisticated ways to do this. Businesses that operate out of brick-and-mortar stores can use the smartphone location data of people who have visited them in the past and retarget them with online advertising. By monitoring the activity of your customers in this way, you can identify those who may have forgotten about your store and gently remind them that you are open for business.

3/. Seize the opportunity of outdoor events While it is unlikely that many events will be permitted to take place over the next three months, it stands to reason that venues with outdoor facilities will be some of the first to host events in the near future.

On May 13, the UK government relaxed its restrictions on outdoor gatherings, permitting two people from separate households to meet for the first time. On June 1 the government also allowed outdoor markets to reopen, signaling that outdoor spaces will be crucial for reopening the economy.

A truly holistic branding plan must incorporate both digital and traditional strategies.Providing fantastic customer service in brick-andmortar stores will clearly be central to this, yet businesses must go further to put their brand in front of potential clients. Outdoor events will be a key battleground for brands as we come out of lockdown, and marketing managers should start signing up for outdoor conferences and trade fairs.

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If you are speaking at an event or attending a trade fair, make sure to showcase your branding as much as possible. Personalise your stall with your logo and colour scheme, or pepper your social media profiles across your presentation slides to help your company stick in the audience’s minds.

Conclusion Branding has never been more important. The relationships that businesses have built with their customer base have been hampered in an unprecedented way, and it is those who can reconnect with their audience most quickly who will come out on top.

Providing excellent customer service and crafting a memorable visual identity will certainly be crucial to this, but we must do more. We must leverage both digital and traditional strategies to showcase ourselves to our target audience, using tools like digital marketing, proximity targeting and outdoor events. Leveraging these opportunities will place forward-thinking businesses in good stead in an increasingly volatile market.

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The importance of taking calculated risks in business

By Paul Fox, CEO of Mayfair International Holdings.

The word risk can often have negative connotations that stem from its definition: ‘a situation involving exposure to danger’.

From a young age, we are taught to stay within the confines of our means and be structured in what we do, whether that is saving money, getting a degree, getting a secure job, or having a long-term partner.

The reality is that everyone is different and what someone may perceive as taking a risk could be an everyday action for another individual.

In business, without an element of risk there is simply no return. You must take risks to get ahead, but the key is always to ensure those risks are as calculated as possible and not irrational.

The Covid-19 pandemic has meant tightened budgets and scrutiny over all manner of decisions, so entrepreneurs and business owners must weigh up the consequences of their actions more than ever.

For many companies, calculated risks during a time of crisis can often be about ensuring there is no reputational damage to their long-term business, whether that is decisions relating to staff layoffs, pulling investments, or how they communicate with stakeholders.

A decade ago, I made the decision to move to the Philippines despite knowing nothing about

the country and having travelled to Asia just a few times in my life previously. I firmly believe that life begins at the end of your comfort zone and having originally been based in a small town in Ayrshire, Scotland, there are few bigger shifts than to the bright lights of Manila.

I believe the single biggest issue that holds individuals and organisations back is fear. It’s a very powerful form of energy that comes at you like a headwind and pushes you back.

A fear of failure is often a key factor in the prevention of growth in businesses and taking risks is often associated with opportunistic attempts to achieve quick success.

The reality is that everyone has that fear throughout their careers and regardless of what some may say, it’s not something that necessarily gets easier with age or experience.

There are people that have worked in the same industry for several decades, but they don’t understand the need to harness that fear. I feel it every single day, but it motivates me to go forward and succeed.

In my pursuit of success, I’ve given up highly lucrative positions in organisations where I was a senior executive with potential to climb and advance my career.

But I always had a dream to be my own boss, to run my own successful business, and so I walked away and tried to establish my own company.

Circumstances beyond my control meant that my investors walked away and I was left pretty

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much penniless with everything I owned going to pay creditors and wondered if I had made a terrible mistake.

But I used that fear, that doubt, and the lessons I learnt, to help me recover to the point where a few years later I am now CEO of a major global company.

I’d recommend everyone to read the book ‘Principles’ by Ray Dalio, a businessman I really respect. I’ve heeded his advice on many occasions and believe that any person or organisation can adopt his principles to help them achieve their goals.

When taking a risk of any nature, it’s important to have a network of individuals that you can

trust and confide in. I have built up several contacts over the years.

Having different people in different fields that have greater expertise is far more beneficial than limiting yourself to one or two close confidants. That said, it’s always important to be wary of any sensitive information that you are sharing with people outside of your organisation.

Almost every decision that I make will have some form of risk attached, whether that is an investment of time, money, or other resources, but without careful calculation you are risking the future of your business, and must always bear that in mind.

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5 Instagram actions to avoid this year

By Anna Khanna, Founder of Socialista Media.

Stepping into a new year gives us time to reflect on our achievements and lessons learnt from the past, and realise exactly what we want to leave in 2021. Below are my top tips on what to leave in 2020 when it comes to your social media pages. Leave these 5 actions in the past, and get ready to smash your business goals in 2021.

1. Cold, hard sales Channel your energy into turning what you offer into something people NEED. This means, incredible content, hype & consistency, mixed with FREE VALUE for your audience. Workshops, eBooks, Online sessions, all showing you do this for more than just money and are there to help and support your audience, whilst placing you as an expert in your field. If your content speaks volumes, potential clients will be messaging you, not the other way round! ⁣ 2) Time consuming content creation If you are all set up ready to take a photo, turn this into content for your page. Not just 1 or 2 pictures but multiple of what goes on ‘behind the scenes’. So take close up videos, videos of the detail, of the product/service from various angles. Put yourself in the mindset of taking content for the gram, make sure you get it in abundance! ⁣ 3) Sporadic posting ⁣ Think about elements of your life... most work

well with structure and organisation, right?

When it comes to your Instagram this is no different. Keep that “SHOP OPEN” sign fully on show by giving a weekly structure with style. Love your profile and it will love you back. Motivation Monday? Every Monday!

Saturday Selfies? Make sure it’s every week!

So keep a diary, schedule, plan or anything else that helps you structure your page. ⁣ 4) Self Doubt Get rid of insecure language in your captions and on your stories... ⁣ “I wasn’t going to post this but here goes”⁣ “Oh god, cringed at myself so much making this!”⁣ Wave goodbye to negative language.

If you read this type of thing on someone’s page would you invest? Probably not.

Instead use positive language such as…

“I’ve been so excited to show this to you all!”⁣ “I’m loving creating all these reels”. ⁣ 5️) Insta-blame It’s time to stop blaming algorithms & ‘shadow bans’ for not succeeding on Instagram. Wondering why your likes, reach and impressions have dropped? There’s a lot more incredible content out there now.

Create unique, engaging content that draws in the followers, likes and customers you want.

Remember, regardless of what speed you are going at, forward is forward. 2021 is a chance to take time to create engaging, shareable, saveable and relatable content. www.socialistamedia.co.uk

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When funding your own startup, what should come first?

By Omer Ukuser, Co-Founder of HairFare.

The idea of HairFare first came to me when a friend of mine had been made redundant from his job. He was searching for something to do when he decided to open up a barbershop.

He wanted to rent his chairs out as he did not want the hassle of managing people as well as wonder if there would be enough customers each day. After searching for several months, he managed to find barbers that could rent the chairs on a monthly basis. Within one year, he managed to make enough money to start looking at another barbershop and repeating the gruelling process of finding more barbers.

There had to be an easier way for shop owners to find professionals and professionals to find places that are willing to rent their spaces within the Hair & Beauty (H&B) industry. I went to my good friend, now Co-Founder, Murat Feimoglu and told him about the issue and a potential solution and he was instantly all in.

We received a really positive reaction to the idea of HairFare from our own network of hosts and professionals and we already knew the renting of chairs and spaces is widely adopted in the industry, so we were super confident in the product / service and its potential.

What to do first?

Before we started anything related to HairFare, our first step was to create a plan of action.

What did we need to do first? How were we going to keep track of our activities? Did we need to patent or trademark our idea?

The first decision that we had to make was where

would we launch our platform from, through a website or through an app. An app would have required a larger initial investment which we did not have at that point in time so we decided to pursue the website route. This would allow us to still be accessible on phones and tablets without spending a significant amount on the creation of an app.

Additionally, this would give us time to sign up customers, gauge what the response would be like to our platform and then pursue creating the app once more funds were raised. I’m delighted to say this is exactly what will be happening next on our HairFare journey.

Whilst the website development was in progress, we wanted to ensure that our brand was protected, so we made the decision to trademark HairFare To add further security to our brand and broaden our reach we created a number of social media handles for HairFare across various platforms such as Instagram and Twitter.

How much of your own capital do you invest?

When you start to look at how you will initially finance these ideas, I believe it is very important to always put your own capital towards the business. This gives you the psychological advantage of making sure it works due to the fact that it is your own money that you are using and hence gaining the rewards associated with it, but at the same time you take on all the risk.

From previous jobs, I had managed to save some money and chose to use this as my initial investment, which would be for creating the platform. This would include the design

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and coding of the website. After this initial investment, we chose to allocate 30% of our salaries into further developing the platform.

However, if one off fees would come up where we would need to invest more than this, we were open to putting more money into it.

Money management is an incredibly important factor for a startup. You need to be careful with how much you spend but even more careful with where the money is allocated. One thing which we used extensively was freelancer websites, it allowed us to pay very small amounts for high quality pieces of work from professionals we would use again. There is always the risk of not getting exactly what you asked for so I would always recommend paying a little extra and making sure you have the option to talk directly to the freelancer so they can understand your end goals and passion. We have had plenty of instances where we tried to save money by looking for a cheaper alternative but always ended up spending more than we would have liked.

Thanks to the launch of HairFare we have learnt so much in a very short period of time.

One of the most important things that I have learnt is that it is extremely important to have someone by your side from the very beginning.

Financially it is a massive help as all costs are split 50:50 but additionally, there is also the emotional aspect.

This journey is like being on a rollercoaster where you can go from feeling elated after signing up your first customer to having doubts about the whole venture - especially when launching during a global pandemic - and whether it was worthwhile. Having someone by your side to ground you, pick you back up when things do not work out as planned and having a close knit support system is a very precious thing to have.

For anyone considering launching a brand new venture, using their own pockets - now or in the very near future - I wish you every bit of success. Here are a couple of questions I would recommend asking yourself before you make a

decision to dig deeper into your pockets. ● Is this the right time to be putting more money into it? Can it wait? ● What will be the results if you invest now compared to doing it in a couple of months time? ● How will your investment now impact you paying your household bills this month? ● Could you use this capital in another area of the business that could give better results? ● Have you made sure you’ve negotiated as much as you can, to get the best possible price?

About the author: Omer Ukuser is the co-founder of HairFare where he has a hands-on approach on the management, operation and innovation side of the company. He studied Aerospace Engineering at Queen Mary University and his previous experiences were at KPMG, BAE Systems, Broadridge and Newport Shipping where he is currently an analyst. www.hairfare.co.uk

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Why looking after your team is vital for your company’s health

By Cate Murden.

For most companies, remote working wasn’t meant to be a long-term thing. More of an interim solution that would help us ride out the 2934 days between March and June, after which we’d be able to wave goodbye to both the virus and our Zoom login details. To be honest I’d really hoped that by now, thinking back on Spring 2020 would be like trying to recall a dream. It would evoke a faint whiff of banana bread, but I wouldn’t be sure why...

Of course, that’s not exactly how it panned out.

Lockdown marched on, meaning that many of us are in our 9th month of remote working.

So, with almost a year under our belt, has the working landscape changed forever? Is remote working here to stay?

‘Not Boring’s’ Packy McCormick certainly thinks so. Through an insightful and exciting article ‘We’re Never Going Back,’ he takes a look at the future of remote and hybrid working, a glimpse into how some of the world’s most forwardthinking companies will innovate and iterate with new physical and digital solutions that mean remote working is no longer synonymous with Zoom, and working from the office doesn’t mean being bellied up to your desk for an entire week.

It’s a great article. Definitely read it. It does however, rather firmly stress that if you’re not focusing on creating this flexible remote/hybrid working situation, then you’re in danger of getting ‘run over’ by those that do:

“We’re never going back to the way things were. Like any major dislocation, that presents massive opportunities for those who are prepared and is going to completely run over those who aren’t.”

The thing is, to be able to seize these ‘massive opportunities’, companies are going to need to invest in both innovation-led growth and in their people, and of course for many companies, extra resources are in scarce supply right now.

You and your team may not have the time, capacity or support to focus on innovation, but of course, this is a vicious cycle, because when innovation and personal development are deprioritised, you limit growth. In order to better serve your clients and drive shareholder value you need to innovate, and you need to start with your people.

And if you’re wondering how on earth to do that, you’re not alone. In Mckinsey and Company’s recent article ‘Innovation in a Crisis’, they found that whilst 90% of executives agreed that innovating their business will be critical right now, only 21% feel they have the expertise, resources and commitment to pursue this successfully, with only 27% believing they could enhance their organisational health. Clearly, just seeing these opportunities emerging from this crisis is not the same as being able to take advantage of them.

So what can you do? I think it’s best to take a closer look at where creativity and innovation comes from…

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One of the biggest sacrifices people have had to make whilst they’re remote working, has been their learning time. If you take the 70/20/10 rule – that 70% of learning comes from onthe-job experience, 20% from other people and 10% from coursework and training - then 30% of your employees’ learning is currently in jeopardy if you aren’t safeguarding this for them.

Again, it’s a problem that many are conscious of. When I speak to agencies, one of the biggest challenges they’re experiencing is how to maintain staff development and upgrade skills when they aren’t in close proximity with one another.

But why is protecting your people’s time and space for learning important for your business?

1. People are generally motivated by selfdevelopment. And if this self-development is aligned with organisational goals and future needs, you help drive engagement whilst building employee motivation.

2. It feeds innovation. As Martin Gladwell said, “A pattern is something that appears in different worlds simultaneously. That’s what a pattern, to my mind, is. So you’ll see patterns, so long as you inhabit different worlds.” Essentially - to be creative and to produce unique work, you need to spend time in as many ‘places’ as possible.

When people are given the time and space to explore new areas, that’s when innovation happens.

And self-development is not a fluffy concept.

It’s a powerful tool for increasing business competitiveness, profitability and employee retention - a great example of this being the outdoor clothing brand Patagonia. Over the past 15 years they have scaled their online training in software, creative and business skills throughout their diverse and dispersed workforce, an amazing value-added benefit that has served their people globally, and that has clearly served them back: they have an annual employee turnover rate of just 4%.

I’m not saying it’s totally due to this emphasis on employee training (a recent profile in Quartz at Work highlighted some of its more noted practices, like promoting women into leadership roles and paying to send nannies on business trips to embrace, encourage and support work-life balance) but nonetheless I don’t think it’s a coincidence. It all speaks to their belief that a company’s most valuable asset is its employees - that investing in them is what will keep your company buoyant through the storm.

Google is also renowned for encouraging all of their employees to set aside time in their working day, to work on personal projects and explore new ideas. I know, it’s Google, but you’ve got to hand it to them, it’s a great (and easy!) way to encourage innovation and boost employee engagement...

Last year the workplace was catapulted into the digital age, and I think for most people it’s hard to imagine it’s real potential, we’re only 9 months in and have only scratched the surface.

But as you scope out how remote working might look for your business, make sure to watch out for any gaps that have emerged and need bridging. In particular, how you can continue to safeguard your people’s time, and space for learning, especially when we’re not together.

About the Author: Cate Murden is the Founder of PUSH, a business consultancy grounded in human behaviour, answering business problems with people-focused solutions. Having been signed off with stress, Cate had a choice: go back to the safe corporate world that she had known or take the chance to make a genuine difference.

She made the first step to helping people, teams and companies work better... and has never looked back. Cate’s experience and determination is what she shares and inspires her audiences with.

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How to Kick Start PR for Your Start Up

By Joanna Dodd of the Rochester PR Group.

As a startup, you’ve got loads of goals, problems and opportunities to think about, but carve out some time for some PR that will help raise your profile and your business grow.

Understand what PR is Firstly, it’s worth understanding what PR is.

Consider it as a strategic communication process which builds mutually beneficial relationships between your company and brand and your audiences. The best PR is carefully planned with time to formulate ideas, finesse messaging, create materials and ensure the right people are being targeted. Take a look at other startups, their media coverage, their websites and content, what messages do you think they are sharing. What might those be for your business.

Define what you want to get out of any PR activity Work out your business objectives and plan your PR activity to help you achieve these. For example, for the business objective of reaching a sales target, you might need more or new people to know about your brand. The PR objective would therefore be to generate more awareness. Other startup objectives might be to successfully launch a new product or service, to attract the right talent to your business or to secure financial investment to help you grow.

Capture your founder’s story One of my favourite pieces of advice, is to remember to capture your founding story.

It’s a great piece of content that you can use for many years to come so capture it whilst it’s fresh and make sure you know it! You’d be surprised how often I have seen stories change or hear different versions of events from different founders.

If you’re a not-so-new startup, things may have changed since you first started and may have become more complex since your initial “ah-ha” moment. You have probably spent months fine-tuning your product or service and creating business plans, but your most powerful tool is why you did it in the first place. What prompted you to launch your business, what problem were you trying to solve? How does your product or service aim to enhance people’s lives? Re-connecting with that emotion can help with many a PR angle and story.

Back to basics Start by taking a long hard look at your website and social channels and other collateral. Do they reflect your mission, vision and values, are they up-to-date, relevant to the market and with great content? Get rid of typos or out-of-date information. Give everything a spring clean, it’s your job to put your best face forward.

Understand your targets Think about who you need to reach with your messaging and content and, then find the media that reaches them. Do you know what they are reading/watching/listening to?

Try to avoid basing this on your personal likes or dislikes as you’ll introduce bias to your

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targeting. Make sure you get to know these media outlets before you start pitching. You’ll need to target the right journalist with the right kind of story otherwise your investment will be wasted.

Make a start Being ‘a best kept secret’ is never a good plan for a startup. So, pull together your media collateral, make it relevant, make sure it’s newsworthy. When crafting your news release, think Topical, Relevant, Unusual, Trouble, Human interest. Think of your end audience, how do you want them to react or what action do you want them to take when they see/hear/ read about you?

Follow the news agenda Once your startup is launched, think of follow on stories. Whether you are a food brand

following consumer habits or a tech brand with the latest innovation, remain relevant, jump on the news agenda and react to ensure you stay part of the conversation.

Measure and analyse what works PR is much more measurable than you may think, with so much media visible online you will be able to track click throughs from online coverage to your site. And when it comes to social media, you can track analytics including engagement, follows, reach. After your first foray into PR, you will be better armed with information that will help you make even more impact with your next story. www.rochesterprgroup.com

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Meet the Successful Founder Podcast Expert Anna Parker-Naples Many entrepreneurs are considering starting a podcast today - but often just don’t know where to start. We caught up with one of the top experts in the field, Anna Parker-Naples, as part of our popular Meet the Successful Founder series to discover more - and learn about how she’s not only made an impact in this male dominated field, but has written a best-selling book on the subject too.

Anna Parker-Naples, 42, from Leighton Buzzard, Bedfordshire, has over 15 years of audio and production experience and is now one of the UK’s leading podcast launch experts, a number 1 International Podcast Host and award-winning entrepreneur who is passionate about helping others amplify their message – and bring their podcast to their people.

We have seen that there is a real increasing thirst for audio content over the past couple of years. The audiobook and podcast industry is set to continue to surge and soar in popularity as is the new audio only social media platform Clubhouse…

At the start of 2020, Deloitte predicted that the global market would grow by 25 per cent in 2020 to US$3.5 billion (£2.6 billion).

Podcasting is a medium that is growing at an unprecedented level with audience figures that were anticipated to double in size over an 18 month period. This was accelerated by the recent pandemic.

However, audio and podcasting continues to be a male dominated field and Anna continues

to challenge this. She is proud to be the first British woman to write a book on Podcasting.

According to statistics, of 480 top podcast hosts analyzed by Quartz in 2019, only one in three were women. Anna continues to buck the trend, not only is she a number 1 International Podcast Host herself, she is also the UK’s leading podcast launch expert and has since helped other women launch over 100 successful podcasts since January this year (2020), from within her Podcast membership.

Anna has helped others amplify their message and position themselves to be featured alongside the likes of; Tony Robbins, Joe Wicks, Jay Shetty, Fearne Cotton, Marie Forleo, Amy Porterfield, Tim Ferris, Gary Vaynerchuck.

Anna has experienced many personal challenges including; being bullied in her teens, suffering imposter syndrome and also becoming wheelchair bound with Symphysis Pubis Dysfunction (SPD) during her third pregnancy. Following rejection from the Drama School RADA at 18, Anna decided it was best to not pursue her dream career of being an actress, she kept her face away from the cameras and bright lights and instead used her voice to pave out a successful career becoming an award-winning voice actor. When Anna became wheelchair bound during her third pregnancy, depression hit as she was unable to work and travel to do recording, however, Anna learnt everything about the world of audio and become an audio expert - she even built a recording studio at home and went on to become an award-winning voice actress and audio producer working with brands such

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as; Coca Cola, CBeebies, FC Barcelona, CITV, Aardman Animation, Virgin and BBC. Thanks to her personal development journey embracing Neuro-Linguistic Programming (NLP) practices, she defied the doctors to walk again, and also started to realise and release her own potential. Since her transformations she has walked the LA red carpet and has spoken alongside stars such as Ruby Wax and Paul McKenna and won awards alongside Adele, Holly Willoughby and Rio Ferdinand.

Within her inspirational book, Anna said; “Anyone who is anyone in the online business space right now is moving towards launching a podcast. It is fast becoming the best way to educate, inspire and connect with potential and current clients as listeners go about their daily lives. A podcast takes effort and with this book, I want to help people ensure that their show works well for them and their business or organization right from the word go. I want to empower others to ensure their show that doesn’t get lost in the noisy online space.”

Anna shares the highs and lows - including her own initial failed podcast launch in 2017, which wasn’t a major success. Following this launch, Anna went back and learnt more about podcast launching by consuming every training she could, and then released her number one podcast in October 2019 and it’s continue to fly at the top of the charts.

Anna continues; “Knowledge is key in launching a successful, profitable podcast. Chapters include detailed advice on how to plan, prepare, record, edit and launch your podcast.

The aim is for the reader to be confident, in control and informed about the recording and editing process. Podcasting isn’t just plugging in a microphone and putting out any old voice recording. Rather, it is an important mechanism for leaders - aspiring, emerging and established - to get their message heard by the right ears.”

Anna now blends her audio experience and entrepreneurial experience and she is on a mission to help purpose-led, ambitious entrepreneurs, experts, creatives and coaches amplify their message, to be seen and heard by

the people who need their help. As the author of international bestseller ‘Get Visible’ and now ‘Podcast with Impact’, she is doing exactly that.

Anna works with aspiring podcasters to launch chart topping, top ranking podcasts. Through her podcast production agency and The Podcast Membership which has been home to over 100 successful podcast launches since January 2020. www.annaparkernaples

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How to Launch a Successful Podcast: Ten Top Tips There is a real increasing thirst for audio content over the past year or so… everyone wants to hang out at the newest, coolest venue in town…Clubhouse the new audio only social media platform, lost of people are launching podcasts - including the royals Meghan and Harry….

Audio and podcast launch expert Anna ParkerNaples said; “Audio content is so popular and is one of the best ways to stand out in your field.“ Anna is one of the UK’s leading audio and podcast launch experts, a number 1 International Podcast Host and best-selling author who is passionate about helping others amplify their message – and bring their message to their people. Her audio work has seen her win awards and walk the red carpet herself. She has helped others amplify their message and position themselves to be featured alongside the likes of; Tony Robbins, Joe Wicks, Jay Shetty, Fearne Cotton, Marie Forleo, Amy Porterfield, Tim Ferris, Gary Vaynerchuck.

She continues: “Anyone who is anyone in the online business space right now is moving towards launching a podcast and producing audio content. It is fast becoming the best way to educate, inspire and connect with potential and current clients as listeners go about their daily lives.

Podcasting is a medium that is growing at an unprecedented level and this was accelerated by the global pandemic… and it’s clear to see that there is a real increasing thirst for audio content. The industry is set to continue to surge and soar in popularity, at the start of 2020,

Deloitte predicted that the global market would grow by 25 per cent to US$3.5 billion (£2.6 billion).

So where do you start… Anna shares 10 top tips to successfully launch your first podcast…

Plan – The power of a podcast is in the planning stage. Who do you want to reach?

What will they take away from your podcast?

Research – Find out the big and smaller podcasters in your space and go and listen to them. Look at the way they describe their shows, listen to the intros, how to they present themselves?

Name – This is so important – make sure your podcast name lets people know what to expect.

Branding – The opening few seconds of your show can make or break whether a new listener stays… choose music that reflects the style and pace of your podcast – think about the opening words of your intro – make it short, punchy and to the point.

Artwork – Seeing your artwork inside iTunes or Spotify is the first time potential listeners will come in contact with your show – ensure you draw them in and give the right impression.

Record – Don’t get lost in tech. Purchase a microphone that is suitable for podcasting (Blue Yeti is a good place to start or a clip on lavalier microphone that attaches to your phone).

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Edit – I know editing software can look scary, but I promise you – you can edit your own show more easily than you may think. Start with free software such as Audacity.

the value you’re putting out – ask people to also review your show. Keep up the focused promoting until you hit the top of the charts!

Host – You’ll need to choose a hosting platform to upload your audio tracks into. I recommend Libsyn – it is the most popular and reliable.

Anna works with aspiring podcasters to launch chart topping, top ranking podcasts. Through her podcast production agency and The Podcast Membership which has been home to over 100 successful podcast launches since January 2020. www.annaparkernaples.co.uk

Submit – Now this is the exciting bit – once you’ve got everything lined up in your host, you can submit to the major directories such as Apple Podcasts, Spotify and Google. Once you’re approved, your show is immediately live!

Promote – As soon as your show is live, it’s your chance to share with everyone you know

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Meet the Successful Founder Priya Downes, Nudea Priya Downes is the founder and CEO of Nudea, a fit-focused DTC underwear brand that offers contemporary and sophisticated essentials at an aspirational price point. Nudea empowers Women to own their fit and is changing the way we shop for underwear from fitting to try on. By focusing on building a collection of Bras and Knickers that fit and flatter, Nudea has beaten the pandemic by being on the pulse of comfort-first as well as offering easy at-home self fitting tools. Here Priya shares the story of the brand’s history and its success, as part of our Meet the Successful Founder Series.

My first job after university was as an Actuary and although it was great start for getting comfortable with data and numbers, I knew it wasn’t going to excite me enough to spend my whole life doing it. Eventually after a few years of finance, I moved into the Luxury Fashion industry which I was much more passionate about. After 8 years working for the some of the big houses, including Chanel and Burberry, I felt the itch to try something new that married my head for numbers with a love of great product.

I knew straight away I didn’t want to create yet another fashion brand, it was important for me to create a product that served a need as well as being made with care and passion.

A fortuitous encounter led me to our talented creative director and Co-founder, Sophie, one of the world’s most experienced lingerie designers. Together, we’ve been building Nudea to fill a gap in the market: beautifully made underwear that actually fits. Our underwear is understanded, elegant and made with the small details that make it last longer.

This is important in a world and time where we all are started to really care about the products we buy and where they end-up.

Underwear is an essential purchase for us all and therefore has a high replacement rate.

When we created Nudea, Sophie and I felt that there wasn’t really a brand out there that embraced a new cultural shift that we were seeing around us– a move towards, comfort, inclusivity and sustainability.

Whilst we are trying to build better products designed for everyday comfort and fit, Nudea’s bras and briefs are anything but basic. Most bras have over 20 components and personally coming new into the world of lingerie, albeit from a fashion background, I have had an incredible hurdle to climb in learning about the world of bras and knickers. Looking back, my naivety actually helped me take risks that I probably would have been more reluctant to do if I had known fully what I was getting myself into. Everything from design to manufacturing and even marketing is ten times harder in this product category vs other clothing categories.

I’m glad I did it, there was a definite gap in the market and Nudea’s traction has proven this.

My naivety was the push I needed to take the leap and it goes to show that you don’t need to over-think or make excuses of not knowing enough. Passion, the quest to learn and hard work are really all you need to build a business.

In fact, being an industry outsider actually helps sometimes solve problems differently in my case it allowed me to questions things such as the bra fitting process and why it had to be so complicated. Nudea’s Fit Tape

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was born out of my own personal journey to understand why self-measuring was so hard to do. Three prototypes down the line, we had created a tape that got rid of conversions and the need for a physical bra fitting with a 98% accuracy in self-sizing.

With challenges come rewards and it’s amazing to look back on our first year and know that we have helped over 6,000 women size up.

I also get a huge sense of pride from seeing how much our customers value and appreciate those small details we agonised about when creating our products that make a world of difference to wearer comfort. Features such us as no side or cup seams and the fact that we offer a mesh laundry bag to every customer to help them care for their bras. It is features such as these that give our product such a high repeat purchase rate of 50%.

We are just starting out on our journey and we are very excited about the future. Nudea was already well positioned as a brand for lockdown life when covid-19 pandemic hit and have been lucky to not only have survived but have come through it thriving. Now as we look into 2021, with general macro uncertainty still remaining around Brexit, the new vaccine and overall impact on the retail landscape, there’s never been a more exciting and challenging time to be in an early-stage start-up particularly in retail.

What makes a ‘successful founder’? Do something you are truly passionate about, building a business is hard work especially in the early years, it will probably be the hardest you will ever work in your life, so if you’re going to give up so much of your time doing it then doing something you love will make it more worthwhile. It’s also so important not to give up, have the tenacity to keep going and believe in what you are doing even when it seems other don’t support you. It’s important to know how to drown out the negativity and remain positive but at the same time be open to feedback and striving always to do it better.

My top tip for any successful founder is to surround yourself with good advisors and

mentors because it’s so easy to get consumed by your passion that every once it while it’s good to get perspective, both personally and professionally. It’s impossible to know everything about building business even if you know your trade inside and out. Build a good support network and be truly open to their feedback once in a while, to you give yourself the best possible chance of success. www.nudea.com

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Why Entrepreneurial Success is Often Down to Great Timing

By Robin Knox, Founder and CEO, Boundary.

In 2012, I started a leisure business and realised I couldn’t afford any of the mobile Point of Sale (POS) systems on the market, so I asked my friend Paul Walton to build me one in the form of an iPad app. The system soon got noticed by other traders who wanted one for themselves and suddenly we had a new business on our hands, Intelligent Point of Sale (IPOS). We grew the business for 4 years before it was acquired by iZettle in 2016, which itself was acquired by PayPal in 2018 for $2.2 billion dollars.

Having successfully exited IPOS, Paul and I launched a new business, Boundary, targeting disruption in the home security market. Yet, when I look back on my entrepreneurial journey to date and the road ahead with our latest business, I realise that what we commonly think of as entrepreneurial ‘success’ is often a question of good timing. Here’s why…

Knowing when to go for it Sometimes an entrepreneur picks a business idea and sometimes a business idea picks an entrepreneur. My idea was to run a paintball business, not a Software-as-a-Service platform, but the opportunity with IPOS soon overtook things. We researched the marketplace and realised that there wasn’t much competition out there for our product.

We started work on it at the end of 2012 and

by July 2013 we had launched our product and taken our first paying customers. We built

a website and did some basic SEO to get it ranking. We posted on some forums pointing back to our website and built up a list of about 100 contacts. Some of those became our beta testers and some were onboard as customers for our launch date. We saw our opportunity and moved on it as quickly as we could.

Likewise, with our new business, the plan was to take more time off, but an idea came to me while I was on holiday that I couldn’t shake. I had a disappointing customer experience after having a new security system installed at my home, then I saw some new ways to market security systems while in the States and that set me thinking.

I told Paul about the idea and he was keen to do something with it. I wasn’t sure initially about launching a new business again so soon, but knew we had a window of opportunity to disrupt the market that would only stay open so long. I then got excited about the prospect of building our own electronics product for the consumer market and solving the problems that I had experienced myself, so we went for it.

Knowing when to delegate I consider myself to be a natural delegator.

I find it easy to recognise where my time and talent is best spent for the benefit of a business, but I know that my business partner Paul found that difficult at the times. For a long time, you understand, Paul was the only

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software engineer in the business and he had built the platform from the ground up – it was his baby. Learning to entrust things to other software developers with particular specialisms took a while but he soon learned to love building a team of talent around him and having others there to help him achieve more than he thought possible.

That said, I’ve found that people are the biggest challenge in any business and it’s very difficult to be right all the time. I’ve made some brilliant hires at times of people who, on the face of it, weren’t fully qualified for a position but had a real hunger to succeed. I’ve made some other hires that looked great on paper but just didn’t work out. That’s why hiring by committee can be a mistake. After a while, though, you learn to trust your instincts.

Knowing when to seek investment With IPOS, we bootstrapped the business initially. My girlfriend (now my wife) took over the running the paintballing business, which provided us with an income. We took a small business loan from The Prince’s Trust, but we kept our costs low, knowing that the margins on a SaaS business are high. I covered sales and tech support and Paul worked on development - it worked well.

We soon took on a small office in a business centre and, as soon as we were making enough money, we would hire a new member of staff wherever we needed the support most. We had around 16 members of staff and 500 customers before we thought the time was right to consider any external investment - an angle investment round of £500,000 in 2015.

The first big challenge was working out what we would do with the money. It ultimately allowed us to build a management team that gave us a platform to scale and provided more budget for online marketing, driving more customers into our pipeline. Professionalisation of all our functions and systems naturally followed as we scaled up. One year later, came the offer of acquisition from iZettle, which we hadn’t

courted but were very happy to receive.

This time around with Boundary, things have been different. We’ve sought investment much earlier in the lifecycle of the business because we’re trying to build a business 5 to 10 times the size of our previous one and scale very quickly. Paul and I have already put in £1million between us and that has got us 75% of the way to launch, plus we’ve got our first hardware orders, but we need another £2M just to launch this business.

In general, my advice is that you always want to bootstrap things for as long as you can to minimise your dilution. The more you can prove to investors, the higher your valuation as a company will be. Build your Minimum Viable Product, take it to market, secure some sales, and only then think about seeking investment.

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How To Get Your PR Toolkit Together

By Siena Clarke, Director and Founder of The Brand Whisperer.

Since the start of the first (don’t remind me) UK lockdown, challenges for brands in the retail space have taken a very different shape.

Consumers are now asking ‘what are you doing for others?’ just as much as ‘what can you do for me?’ Brands have to show that they’re trying hard, and giving something back, most commonly to either key workers, or to the environment, which has been centre stage for some time.

In this ‘new world’ where the Coronavirus is rife, sales of consumer products occur almost exclusively online, particularly in the lead up to Christmas and the gifting season. The challenge being, for most independent or smaller brands, that they may not have a secondary presence [i.e. another platform on which their services/ products are available], and their own brand name is not yet shouted as loudly as it needs to be.

Alongside the lack of store-presence, COVID-19 has also eliminated the possibility of ‘normal’ press trips and in some instances press gifting, events (be that aimed at consumers or press), markets and face-to-face networking! All of these, although small individually, build up to a huge weight upon a small brand’s shoulders.

Flexibility in this world is key – if you’re offering a service, the need to be flexible during and after lockdown with order and appointment cancellations, is paramount. Understanding and being gentle with your clients is something that will no doubt carry weight, and build a huge amount of trust with your audience going forward.

Why is a PR Toolkit more important now?

Since the emergence of ‘lockdown culture’ consumers’ screen-time has hit an all-time high. As a nation, we are consuming record amounts of media daily, and with people working from home, we are spending on average 2+ more hours in front of screens each day. It occurred to me that, while brands have that captive audience in front of screens, scrolling the Daily Mail, TikTok, or Facebook, they have a captive audience to sell and promote their brands to. So this is the perfect time to make your small, independent, local or even larger business known to the wider market! What are you waiting for?

What is your ‘WHY’?

Ultimately the goals of journalists, bloggers, influencers and consumers are all the same: we’re all trying to find something individual and novel, that answers a question, to spend our money on and talk about. So the first step in building your PR Toolkit is to consider your ‘why’. There are many TED Talks, lectures and vlogs online about the concept of a company’s ‘why’, the most famous being Simon Sinek’s ‘How Great Leaders Inspire Action’ talk, professing that faith in a company all ripples out from their purpose, as opposed to their products. If a consumer (or journalist!) becomes invested in your reason for building your business, they’re far more likely to catch your enthusiasm, and help you spread your message. However if they simply like a product they may buy once, then forget about you.

A great example is a new client of mine, Jacqueline Kusomatu. She runs a beauty and self-care business online with a friend, and it’s

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aimed at women of colour, as their skincare concerns are generally different to the wider market (CANDOUR BEAUTY, if you should want to look it up). However – if I told you that she’d experienced terrible skin skin problems when pregnant, and had tried many many of the wrong product in order to heal – then came to the conclusion that beauticians, aestheticians, and skincare professional aren’t trained to be able to answer questions about black skin.

Upon researching training courses etc.

Jacqueline found that there aremodules that teach about black skincare, and what ingredients are suitable, however they are often paid for additions to a course, not compulsory.

Hence she started her business to cater for black skin types, and offer personal advice about what ingredients might suit what issue.

Now that her story has been told, consumers are much more likely to search, explore and spread the word of the platform, even if it’s not built for them, rather than just learning the information and putting it aside.

Who can be your visible brand representative?

Another reason Jacqueline’s story is so powerful is that it’s centred around the founder – a named, visible entity with experience and expertise that we can all relate to in some way.

Having an expert at the helm (or a Key Opinion Leader, KOL), a founder with a powerful story, or a person available to comment about your industry, product or your ‘why’is an incredibly valuable PR tool.

What do you have to say, and why is it important now?

The third element to your initial PR Toolkit is considering what you[or your brand] can offer that sets you apart. Is there something trending in the news, on social media, or a problem rearing it’s ugly head nowthat you can solve or comment on? And why is that important now? This is the hilt of what all journalists are searching for – something different that’s topical and interesting.

And where to go from here?

The next steps are identifying where your audience are: what they read, what accounts they follow, which journalists they’re DMing, and put your brand there. The above toolkit that you create will help writers and content creators identify how they can fit you into their story, then your PR journey will begin!

About the Author: Siena Clarke founded The Brand Whisperer, PR and Social Media content and management agency based in Central London. Starting a UK agency had been her dream since she was small, so last year she took the plunge. TBW focus on Beauty, Grooming and Self-Care clients; working to grow awareness, foster brand advocates and drive sales, with clients regularly featuring in titles like YOU Magazine, The Daily Mail, Daily Telegraph, Dazed Beauty, Cosmetics Business and more. Before founding TBW, Siena worked in Graphic Design, Social and PR agencies, and has been quoted in trade media including Salon Services, Professional Beauty, INTERLACED etc. www.thebrandwhisperer.co.uk

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5 Ways to Achieve a Successful Mindset

By Ryan Jackson.

Is success simply a state of mind? Whatever your views, actively cultivating a successful mindset is a sure-fire way to become more productive, less stressed, better focused and able to achieve your goals. Here are my top five ways to develop and sustain this positive mentality.

1 Make time for self-care Caring about your physical, emotional and mental wellbeing is not selfish, but essential.

Put your own oxygen mask on first, to ensure you’re in the best state of mind and health to steer your business forward and support others. It’s vital to get adequate rest, relaxation and sleep. Being a business owner can feel like a 24/7 job but it’s vital that you recharge effectively otherwise you’ll be on a road to burnout. The same goes for your diet – nourish yourself with healthy food and water. Regular exercise is also important for maintaining a positive mindset as well as your physical health.

Training helps you switch focus for a while, giving you a break from business worries and ultimately helps build resilience. Other ways to clear your mind and ease stress is by through connecting with nature (even just a simple walk around your garden), and music.

2 Value creation above competition Do you have a scarcity mindset, a deep-rooted belief that money is scarce, jobs are few, opportunities are limited and so on? With this way of thinking, there’s a sense of having to struggle for what you want. Or, if you don’t fight,

you take flight or you freeze and do nothing (because you assume there’s nothing you can do). This scarcity belief might have developed in childhood, learned from family, teachers, or culture. You grow up thinking that you have to either work hard and be the best or believing that some people are just lucky and there’s nothing you can do because there isn’t enough available money, success, opportunities out there for everyone. To cultivate a successful mindset, focus on creation rather than competition.

Competition is based on the belief that there is only one pie available – and you must battle others for your slice. Creation, on the other hand, suggests that there are infinite riches and possibilities. If you’re naturally a ‘scarcity’ thinker, a good tip for starting to change your mindset it to notice how you speak to yourself and others. Turn around negative phrases like ‘I can’t do that’, or ‘there’s not enough’ to words of positivity and possibility. If ‘I will…’ is too much of a stretch for you, start with ‘I could…’, through to ‘I can’.

3 Revaluate your circle Your friends and your bonds should lift you higher. Our relationships are hard to compare as they differ from person-to-person and different friendships bring different things. But you must begin to identify how they make you feel and whether they truly complement where you want to be in life. If you realise that some of your friendships are not encouraging you in your life plans or helping your mindset then set your intent to form new connections with those who want similar things in life. This needs to be

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an equal exchange, as your friendship should offer as much to them as theirs does to you.

4 Shift your perspective If you are feeling overly negative and pessimistic, visualisation techniques are clever tools to assist you in seeing any challenge or problem from a different standpoint. These practices can also be used to help keep you motivated to reach your goals. Through the focused awareness of visualisation you can open the doors of possibility and enrich your world in incredible ways. Imagine positive outcomes and make them vivid and multisensory. What the subconscious sees, it believes. Try the following exercises: · Create a compelling vision of yourself reaching your goals or achieving success. Imagine you’re living it, and make it multisensory: feeling what you’d feel (e.g. pride, joy, happiness); hearing what you’d hear (applause, congratulations, happy voices), and seeing what you’d see (thriving business, happy customers/family, big house). · Can’t see the wood for the trees? Look at a problem (the tree) as if it is far away from you.

Take a helicopter view, so you can see the big picture (the wood) and see its context (within a wider landscape). Then, zoom in, and see the details in new ways. Things might not be as they seemed before. You might find the precise detail needed to take the next step. You’re opening your mind to new insights and new perspectives, creating mental space for new solutions and new realities. · Use affirmations: By repeating positive thoughts and phrases, you can reprogram the subconscious mind with new beliefs, new stories and new ideas; all of which will manifest in your physical reality. Thoughts become things.

5 Try meditation A few minutes of quiet reflection first thing in the morning can make a huge difference to your state of mind throughout the day. Don’t

disregard it if you’ve never tried it before, there are many apps and online resources out there offering guided meditations to get you started.

Or you can simply focus inwards, concentrating on your breathing.

About the Author: Ryan Jackson is Author of The Success Rebellion ,motivational coach and entrepreneur. https://ryanjackson.org/

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When scaling up means scaling down

By Karina Malhotra. managing director, Acumentice Health.

“There was a time when, if you jumped from a steady corporate job to a scale-up, you were considered something of a risk taker. A maverick. But in little over a decade all that has changed.

“For sure, joining a scale-up can still have an element of risk attached but in a lot of cases they hold more appeal than large corporations as people are placing all-round wellness over wealthiness and taking positions that offer fluidity, flexibility and a fun working environment that isn’t always the case in the suit and tie world of corporate commerce. Of course, there’s an element of perception to this dichotomy. Some of the biggest companies around today like Google and Tesla were once start-ups themselves but they have maintained the early stage mentality as they have grown.

“Whatever the reasons may be, the trend for employees moving to scale-ups is on the up.

According to the latest report by the Scaleup Institute, there was a 6.1% increase in scale-ups growing by employment in the UK – to 13,965.

Scaleups employed 3.5 million people in 2018, up from 3.4 million in 2017. But what can be done to help those employees taking the leap and moving from one world to another?

Counting on culture One of the major weapons in the arsenal of the scale-up is culture. Most notably the ability for an employee to shed the straight jacket of corporate process and protocol and, to a degree this is absolutely true - particularly in

big pharmaceutical companies or healthcare providers. But the trade off can come with an element of risk. Scale-ups do not offer the same levels of reassurance as businesses established and built over years. After all, they’ve simply not been around as long. Businesses that, because of their size are able to offer greater avenues of change. For instance, the NHS enables people to move around within it to different areas and geographies. In essence, it’s a job for life. But the value of creating a welcoming, fluid culture that enables its employees to thrive is almost priceless in comparison.

Contributing to growth Another often cited reason for moving from corporate to scale-up is the ability to have more ownership of jobs and autonomy over delivering them. This is something big corporations simply cannot offer due to the volume of people in the company. Employees today are also more invested in CSR and accept that both their role, and that of the company they are working for, makes a positive difference in the world. This means employees become involved in areas that go way beyond previous experience everything from branding, to marketing, new business development and culture. Scale-ups are not about following the instructions of people sitting in the ivory tower at a very senior board level in a huge organisation but involve actually contributing to the future journey of a company. Having the confidence and desire to get involved at this level and rate is vital and can be extremely rewarding.

Soak up experience Scale-ups tend to hire two types of people.

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Those that are specialists in certain fields with specific experience to help the company grow and those that are relatively early in their career and that are not conditioned to one particular type of industry or skill set. Both are equally important. The more senior hires are able to help set the vision and see beyond the next few years while those from ‘outside’ backgrounds are able to think outside of the box when it comes to exploring avenues of growing the business. Scale-ups thrive on this diverse mix of backgrounds, personalities and skill sets. What is important for the employee to understand is that their opinion matters in a scale-up as one simple perspective can often spark the incredible.

Try, fail, try, succeed Scale-up life fluctuates much more than that of the corporate world. One day can see a major success (and due the relative sizes of the companies, successes can be far smaller in the scale-up world to have an impact) and the next we’re trying to hold on to some important employees to help recover the business in some way shape or form. The important thing to bear in mind is that employees at scaleups need to be comfortable with the freedom to try new things out and just go with it. Big businesses are often focused on reacting and pleasing shareholders. With scale-ups, it’s about continually innovating, trying things, failing, picking yourself up, and starting again.

There is no room for perfectionism. Tradeoffs and failure are at the core of success.

Build on solid foundations One of the main responsibilities of the business is to be crystal clear why we have hired somebody. Of course, there’s the fluidity and flexibility once a person is in the business, which I’ve touched on, but in order for any employee to join a scale-up and make a difference it is vital for them to know their role and how to deliver it well. From there, they can move, expand and do all the other things but getting the foundational and basic requirements right - irrespective of level - is a must.

While 2020 has seen the world of work shift dramatically, when it comes to helping employees transition from the corporate world to a scale-up there are certain qualities that simply won’t change in; communication, trust, transparency and flexibility. Get those right and, not only will it be a smooth journey, but one well worth making for anyone.

About Karina Karina is a healthcare and technology expert.

She founded Acumentice with a view to sharing her NHS expertise and combining it with the development of new technologies. Since 2014, Acumentice has been advising, supporting and delivering improvement programmes, that make real change to healthcare pathways and patient’s lives through technology – adding value and improving patient experience. Karina is now working with many NHS trusts to help with digital transformation and modelling tools that harness data and operational intelligence to best recover from the Covid-19 pandemic https://acumentice.com

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Meet the Successful Founder Jenny Knighting, Nutcracker Agency Confidence: “The feeling or belief that one can rely on something or someone”. An interesting emotion, so flimsy and uncertain yet fundamental, in my opinion, to starting a business. To be able to have an innate belief that your vision will be successful, that it will work, is the starting block to founding any business.

Championing women within business is one of the founding principles of my own business. This has been reinforced through the last seven years of running Nutcracker as CEO, and long before that in managing lots of women. Confidence is often the biggest hurdle that women face. The belief that their skills are good enough, that they are good enough is something that I have to coach and reinforce time and time again. Once this belief is cemented, once confidence becomes integral to their being, that is when the freedom to accomplish their full potential takes shape.

In my opinion the reason why confidence is so critical is that you need it to safeguard against fear. Fear is one of the biggest threats to either a start-up taking place in the first instance and of it being successful. The noisy world of ‘What ifs?’ Always ending in the negative. What if it fails? What if I have no money? What if it I’m not up to it? There is such a lot of noise drowning out rational calculated odds. This irrationality is based on a thirsty need to predict the future, it overwhelms, finding only negative reinforcement. The reinforcement of ‘I wouldn’t do that’, ‘Sounds risky’, ‘I wouldn’t want the stress’ or ‘You will miss out on life’.

All words I have heard countless times over the last seven years. All words I have ignored.

Nutcracker was founded seven years ago this May, founded on a whim – but a whim based on a deep-rooted knowledge that it would happen, born many years before, a whim based on an extremely successful commercial career spanning the previous 17 years. My belief in what I wanted to do, and why it was important to me, was by far the most powerful, the most overwhelming feeling of all. I couldn’t understand why I would fail. I had sold and marketed countless products before Nutcracker – why would I not be able to do the same for my own business?

I wanted to create a successful sales and marketing agency that, in my opinion, did things properly. It spoke the right language, understood commercial success, and understood how to effectively sell through powerful, well-executed marketing. Eight awards and over 50 clients later, it is fair to say that Nutcracker has achieved all of this and more.

What do I feel is essential in being a success in your chosen field? Having a deep-rooted passion for what you do, having a steadfast knowledge base and being very aware of your own strengths and weaknesses. If your aspiration is to be more than a one-man band – no one person can do it all, nor should they – then sooner rather than later you will need to recruit talented and competent people. The

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arrogant starting point of believing that you can be the only solution not only devalues other important skill sets that your business will need, but hinders growth in a dramatic way.

I have been called many things through my successful sales career: ‘Dog of war’ (still don’t get that one), ‘Sell sand to a desert’, ‘Weave a magic spell’, but at the heart of it is that I really understand the sales psychology; the reason why people buy. Once you understand a business’s need – and to do that you must be able to listen and have empathy – marketing or selling a product becomes a much easier process. I have always loved selling things, from cakes at school through to my first Saturday job at 15 in a delicatessen and at Currys – at the age of 17, during the school summer holidays, I quickly became one of their highest performing salespeople. Why? Years of competitive team sport and a confidence-instilling dad made me never doubt for one second that I could sell washing machines as effectively as my senior-in-age colleagues. Post university, that belief carried me through launching events, growing businesses, implementing awardwinning marketing strategies, and delivering exponential growth.

The world of marketing has changed fundamentally in the digital age, all of which has taken place during my career of the 25 years. It has evolved from a combination of faxbacks, coupled with the phone, into a much more sophisticated need to really understand personas and the whole 360-degree opportunity of reaching your target customer. With digital there is nowhere to hide. If you send 10,000 direct mail letters you cannot measure how many people have read them, engaged with them, or sent them directly to recycling. Digital accountability exposes marketing in an exciting way – it gives you knowledge on what works and more importantly what doesn’t, helping you shape your message into something that cannot be ignored.

The online world is noisy, the marketing world is noisy, packed full of people professing to have an art for crafting powerful messaging, packed full of people who don’t really

understand it, who sit on the surface, ticking off a list, who damage marketing’s reputation.

Powerful marketing is so much more than a list, it is to understand how to genuinely unearth a connection and then to deliver the message in a way that cannot be ignored, in a way which provokes a response.

One of Nutcracker’s unique strengths is that it works across multiple sectors on a range of different products and services. What you learn from this multi-industry approach is invaluable, it allows you to hone your skills and just get better and better. What do all our clients have in common? A passion for their businesses and an insatiable desire to grow. Passion needs to meet passion. If you are going to become part of somebody’s team as an outsourced marketing arm you need to work with likeminded people who love what they do and love seeing commercial results. With our integration into our clients’ mindset we work seamlessly as a team. Nutcracker works with a wide range of clients, from small start-ups through to scaling up mid-size businesses who are driving on to the next stage of growth.

Nutcracker’s success comes from its culture. A culture based on not settling for second best, constantly reviewing and refining our approach, in analysing data and, most importantly, hard work. Nutcracker’s team is, in my opinion, the most talented team out there. This talent becomes ever more successful by being empowered, by feeling confident in having the space and freedom to use that fantastic talent in result driven ways. We do not stop until we have achieved what we set out to do.

Ultimately, I am a big believer in positivity breeding positivity, in success breeding success. Banish the negative mindset and that is when the magic happens. www.nutcrackeragency.com

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How Family Inspiration Can Help You Forge Your Own Career Success Jag Panesar, Director of Xpand.

Whether it’s in our personal or professional lives, we all have heroes, people that inspire us or we aspire to be like. It could be that they demonstrate the same passion and drive in their career and have achieved success, it may be their creativity and innovation or it may simply be their ethical values that you admire and look to emulate. Either way, this inspiration can often play a big part in how we move forward.

Family Inspiration I was luckily enough to find that inspiration within my own family, specifically my grandfather, Parkash Singh Panesar. On the surface, my family’s experience may not seem that different to that of many other immigrant families who have come to the UK in search of a better life and career.

My grandfather came to the UK in the sixties, though it wasn’t his first port of call. On first leaving Punjab, India, he set out for Tanzania, where my father was born. He had set up a carpentry business but in part due to political unrest in the country, it just wasn’t working out, so after returning to India he tried again in the UK. Once in the UK, he picked up a job in carpentry and earned a good living. However, after experiencing years of poverty he was adamant that his sons should set up their own businesses. Both my father and uncle became apprentice mechanics and in time went on to set up their own garage. They were later joined by their other brother (there were 4 brothers

in total). My other uncle became an electrical contractor, so it seemed obvious that I would end up in a trade.

Yet, on leaving university in 2003, when the opportunity was offered to join the family business, I declined. I decided I wanted to forge my own career path and, taking inspiration from my grandfather and his struggle to rise from poverty and change not only his own life but the future lives of his entire family drove me to step out on my own. I wanted to do what he had done, create something for myself through hard work and determination.

Here was this man, who had started with nothing except a very strong set of principles and the desire to ensure that everything he did was done properly, he was a real perfectionist. Though sadly he passed away in 2010, he had retired at the age of 50 and died a very happy man and I strongly believe he would be proud of everything I’ve achieved with my business, Xpand.

From University Graduate to Company Director So, I’d left university, and like so many new graduates, I struggled to get work. I ended up just getting a data entry job with Santander.

Though I was always on the lookout for work in marketing, yet as is often the case, you can’t get a job without experience and you can’t get experience without a job. Finally, in 2005 I managed to get a job with a garage equipment manufacturer, it was an entry level job and I was essentially brought in just to do sales.

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After a couple of years, the company ran into cash flow problems and went bust. However, prior to that, having operated in a niche sector and having become proficient with marketing tools such as Google Ads, I found myself in demand. So, I started working with them on a freelance basis to look for more ‘clients’ - that’s how Xpand came to be.

It wasn’t all smooth sailing though, it never is!

I certainly faced some challenges in those first few years, as with most new businesses. I had proposed to my now wife back in December 2006 and in February 2007 we bought our first home. Two months later, I was made redundant with no other clients in sight. I picked up the keys a month later and so with no job, we now had a mortgage to pay and a wedding to pay for.

Just to add more bumps in the road, the credit crunch first hit a short while later. Yet, I remembered my grandfather’s struggles and it spurred me to continue on. Yes, I was facing an uphill battle, but I had decided, this is what I wanted to do, I just need to find a way through.

So, with the same hard work and dedication that my grandfather had shown, I started promoting my services and picking up clients and whilst it took a few years, Xpand finally grew to a point whereby I could take on my first employee, an apprentice in 2012.

Now, Xpand has an amazing team that helps me to run the business, delivering comprehensive and effective marketing campaigns to an array of interesting clients. Whilst I picked a team of talented professionals to help deliver the type of service we can be proud of, I’m still very much a hands-on ‘boss’, getting stuck in with whatever needs doing.

I’m a firm believer that a collaborative team is the key to a productive and successful team, one where every member feels valued, heard and at the heart of everything that we do.

That way we can always deliver work that, not only are our clients pleased with, but we’re all proud of it too. I can thank my grandfather for

that attitude. It’s one that will live and breathe throughout my personal and professional endeavors.

Find your Inspiration and Pay it Forward Considering the minor difficulties I faced to get to this point in my professional life, and to see the continued success of Xpand, I wouldn’t have got here without that inspiration my grandfather instilled in me.

So, I would encourage anyone looking to set up a new business or in the early stages of their professional career to search for their own inspiration, their own drive, their own motivation. Someone you admire that will help push you not to fall at the first hurdle but to leap over it and face the next one with determination.

Then, once you succeed in your venture, not only will you have made yourself proud and reach your own goals, you may also start to inspire others.

As well as the success of Xpand, one of my other career highlights is that my first employee, the apprentice I hired back in 2012, worked with me for five years. Since then he has gone on to start his own business, which he’s been running for over three years and is doing really well.

I’d like to think that I played some part in his future success as well as my own.

Founded in 2007, Xpand is a digital marketing agency based in Saltaire headed up by Jag Panesar. It offers a full range of marketing services, including digital marketing strategy, SEO services, PPC marketing, social media marketing and website design. www.xpandmarketing.co.uk

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How businesses can adapt to clients’ needs and offer support during times of crisis During times of crisis, it is vital that businesses adapt their offerings and services to meet the ever-changing needs of their clients.

Every industry sector has faced its own unique challenges during the pandemic and, regardless of the product or service you provide, a one-size fits all approach is not going to be the most appropriate action to take when helping your clients through these tough times.

Businesses that are flexible, offer understanding and innovate are most likely to retain customers and continue to push through.

With this in mind, here are some ways you can adapt to your customers’ needs and offer support during times of crisis: Understand your clients’ needs Many consumers’ needs and behaviours have changed dramatically because of the pandemic. By keeping an open dialogue with your clients, you can understand exactly how their needs have shifted and the problems they are facing and, armed with this knowledge, you will be better equipped to tailor your approach to offer appropriate support.

By letting your customers know your business is there to help, you are illustrating that you value their custom and are willing to go the extra mile to ensure you offering them the very best service.

If your client does require extra support to adapt to the current climate, you can discuss the issues they are facing in more detail to

determine how your business may be able to assist them.

It is also beneficial to keep up to date with developments in your clients’ industry, especially in relation to the pandemic, as this can inform your approach and allow you to tailor your services and products accordingly.

Be innovative in the ways you can help During times of adversity, people are looking for providers who can develop, re-design or expand current products and services to suit their changing business requirements.

If we take the hospitality sector as an example, an industry that has been subjected to a range of different government restrictions throughout the pandemic, businesses have had to continually adapt to carry on trading in some form. Whether this has been moving to a takeaway menu during the first, second and third lockdown, or enforcing a table-only service when operating under the tier system.

These constant changes are something suppliers of the industry have needed to adapt to by offering new and innovative products.

By offering your clients new products and services that allow them to continue operating during the pandemic, you can demonstrate your value and ability to work alongside their business model seamlessly, which will translate post-pandemic and aid customer retention.

Plan ahead As we begin to see some light at the end of the

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tunnel with the rollout of the COVID-19 vaccine, it’s important to look to the future and try to pre-empt how trading may look for your clients.

When businesses can resume steady trade again, they will be looking for the help of their suppliers. By already having ideas in place, you can approach your customers with suggestions, some of which they may not have even considered.

If you think ahead now, you can offer your clients great solutions and products that are ahead of the curve and will suit their needs going forward. Those who consider how the business landscape will look post COVID-19 are the ones who will thrive as we move out of lockdowns and government restrictions.

During a crisis like this, being open-minded and adaptable is essential for business survival.

Your customer base, how they communicate, their points of struggle and their accessibility have all changed within a small amount of time, and they are likely to change again. Therefore, it is vital to continually revisit your business model and check if it is still meeting your clients’ needs or if you need a fresh, new approach.

About the Author: Richard Cox is managing director of Langley Business Systems.

Richard Cox, managing director of Langley Business Systems boasts 20+ years in EPoS solutions. The business is the West Midlands’ leading provider of integrated EPoS solutions and technical support spanning the retail, hospitality, garden and leisure industries.

Langley Business Systems has recently acquired Compass Computers, a business who specialise in specialises in providing hardware, bespoke software, websites and IT support for schools, care homes, and businesses, to expand Langley’s offering and enable the business to provide additional services for existing customers and expand into new markets.

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3 expert tips for achieving your business goals in 2021

By Kirsty Prankerd.

I set up Write From The Heart with my mum around seven years ago from my daughter’s bedroom while I was on maternity leave with my first child. We had no initial investment — just the small sum of £300 which we scraped together ourselves. The business grew very fast, gathering popularity on Facebook, Instagram, and Google Shopping. Within months, we left our jobs to focus on Write From The Heart full time.

Within a couple of years, we have moved into a large office, invested all of our profit into new equipment so we could print all of our products in house, and we have taken on a team of 15 fantastic employees. We now have one of the biggest selections of remembrance keepsakes, and quite possibly the largest range in the UK. Our business has survived COVID-19 and shows no sign of slowing down.

Neither me nor my mum are graduates or have any qualifications. We believe that our drive and determination, together with our strong family bond, have been the key to our success. However, along the way I have learnt a few very important things about setting up and nurturing a growing business that I think every entrepreneur should know.

Below, I’ll take you through three of my top tips for making your new business a success.

Identify your business goals Perhaps the most important thing you can do when setting up a business, and something

you have no doubt started to do already, is to clearly identify your business goals. This involves determining exactly what you want to accomplish and when you want to achieve it by, plus planning what you’ll do once you’ve achieved this. The more detailed your goals are, the better — setting ‘make a profit’ as your main ambition isn’t enough.

I would suggest taking extra care to ensure that whatever goals you set yourself are realistic.

I find that if I set myself too big a challenge, I then end up getting none of it done or feeling defeated when I fall short of my expectations.

Small steps and constant progression are far better than diving in too deep and burning yourself out, so set manageable goals first and scale accordingly as your business grows.

Keep yourself on track The next step is to put plans into place to achieve the goals you’ve set. In addition to manageable goals, it’s crucial that you set realistic deadlines and encourage honesty from yourself and your team if you don’t think you’ll be able to meet them so you can take action. You’ll also need to think about how you plan to track and measure these goals — at Write From The Heart, we use project management software to monitor our progress.

To stay on track, you’ll need to learn not to do everything yourself. Work together with your team to delegate the correct work to the appropriate people — our operations manager works hard on creating new samples and testing new products, our production manager tests new equipment, our sales and marketing

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team will be uploading all new products and content to the new website. I manage the whole process, but I have to trust in my team to deliver the goals I set for my business.

Stay committed As your business grows, it can become more difficult to stay committed to achieving your goals, particularly when life gets busy. This is another reason why trusting your team and delegating is so important, so that responsibility is shared, and goals can still be met even if someone is struggling. Plus, if I feel like I’m not achieving anything or I can feel myself falling behind, I know that I can reach out to my team and they will help push me towards my goals.

When running a business, you can’t ignore external factors like being a parent and other similar responsibilities. You need to balance both work and life, as failing one aspect will have a knock-on effect on the other.

This part isn’t easy, especially during a pandemic —both me and my husband juggle running the business and homeschooling our children.

So, this year we have decided not to set any deadlines until the schools re-open rather than put too much pressure on ourselves. We have instead promised to do the best we can, which takes commitment but is a far more reasonable ambition for 2021.

There are a lot of things you need to run a business, including an idea and the determination and drive to make it happen.

However, the tips in this guide can help you set goals, meet them, and continue to achieve success in 2021 and beyond.

Established in 2014, Write From The Heart is a personalised keepsake brand based in Chepstow that specialise in personalised gifts such as framed photo collages, cushions, clocks and clothing. Having previously worked in the gifts industry in Spain, Kirsty and Jen Prankerd set up Write From The Heart on Facebook while Kirsty was on maternity leave with her first born, inspired by the new baby gifts she received from friends and loved ones. Now, Write From The Heart employ 15 full-time staff and offer

one of the biggest selections of remembrance keepsakes in the UK, achieving sales of over £2.5 million in 2020. Kirsty, now a mum of two, was nominated for the National Mumpreneur Awards in 2014 and regularly offers business advice and interviews about her success. www.writefromtheheartkeepsakes.co.uk

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