August’s Movers and Shakers

Working in Business Development, it’s hard to keep track of all the changes and the latest Movers and Shakers so here is a summary of August’s new appointments that we recommend you keep an eye on:

Nick Thornhill has joined Legal & General, the leading provider of risk, savings and investment management products in the UK, as their new Sales and Marketing Director. Nick was formerly Head of Direct at Allianz Insurance.

Ocado has appointed the financial communications specialist David Shriver, as its first communications director. David’s role will be to strengthen Ocado’s engagement with its major stakeholders. One priority will be widening its relationship with investors and the capital markets as the company expands its retail operation in the UK and licences its technology to international grocery businesses.

Betting group Paddy Power Betfair announced revenue growth would be up 9% and underlying EBITDA up 21% when it reports on Tuesday, as it revealed the departure of chief executive Breon Corcoran as CEO after 16 years in the job. Corcoran will be replaced by former WorldPay chief executive Peter Jackson, who leaves his job after only four months in the job.

Richard Piper has been appointed as Chief Executive of Alcohol Research UK. Richard, who was previously chief executive of Roald Dahl’s Marvellous Children’s Charity will lead the new charity formed from the merger of Alcohol Research UK and Alcohol Concern. He takes over from the previous chief executive Dave Roberts who stepped down after eight years in the role at Alcohol research UK.

If you are targeting the Automotive, Mobility and Transport sectors, there are a number of interesting Movers and Shakers to reach out to…

Volvo Car UK has appointed Mike Johnstone as Marketing Strategy Director. Mike joins from his previous role of International Director of Marketing for Harley-Davidson. Mike’s new role will see him taking responsibility for developing and implementing integrated marketing strategies to help support Volvo’s ambitious growth targets.

Dan Rubel has joined the RAC as Group Marketing and Innovation Director,  having previously being Group Strategy and Communications Director at Shop Direct. Dan will be responsible for strategy, marketing, PR, digital, insight, telematics and innovation and will report to Dave Hobday, CEO, who joined the RAC in February 2017.

Uber has confirmed it has appointed Dara Khosrowshahi as the firm’s new chief executive. He replaces co-founder Travis Kalanick, who resigned in June following investor pressure after months of turmoil. Dara will face various challenges in his new role, as he seeks to improve both the bottom line and the company’s tarnished image. He told Bloomberg News he was aware of the challenges, but was interested in working at a company that is “redefining the transportation industry”.

Kia Motors UK appoint Madeleine Kjessler, as brand communications manager. Madeleine has 15 years’ experience within the industry, with her previous role of being head of marketing at Skoda Australia representing one of the many brands she has worked in across the Volkswagen Group. Her responsibilities will include above the line media activity to raise consumer awareness of the brand and managing Kia’s main marketing agencies.

Meanwhile, movers and Shakers in the world of Fashion Retail include former Global Head of Digital, De Beers Diamond Jewellers, Claire Eastman has joined Selfridges as their Digital Marketing Lead. And Rachael Dennis has been promoted to the new role of Brand Marketing Manager at Missguided.

If you would like to keep up date on the latest movers and shakers as they happen each day, then you can stay ahead with our data and insight platform Upstream. Click here to find out more.

July’s Movers and Shakers

June’s Movers and Shakers

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Straight Talking: Growing your Business

Almost all agencies feel that they could be doing better in some way or other. Growing faster, delivering better work, attracting different people or simply making more money. In many cases the leaders think they have a clear view of the opportunities or problems, but often they’re not focusing on the most important things. And rarely do they have a full picture of how the whole business could become much more successful.

Are you frustrated with a lack of progress? If your business feels as if it is stuck in a bit of a rut, you’re struggling to find a way to create the changes you’d like, or just don’t have the time to think beyond doing the day to day work – you’re probably in the majority of businesses in the agency world.

Competition is always tough, business is fluid, markets are unpredictable and your assets and skills are mostly intangible. So it’s no surprise that it’s difficult to keep up with the latest benchmarks of good performance or to use these insights to gauge where your business has real potential to do better. It’s too easy to continue with unrealistic expectations, keep doing the same things, fall short and end up knocking the confidence out of everyone involved. With so many things to do, agencies really can’t afford to keep spending more time and money trying to solve the same challenges in the same old way.

On Tuesday 19th September at the Zetter Townhouse in Clerkenwell, we will be hosting the next event in our exclusive breakfast series Straight Talking, where we’ll be focusing on how you can plan, achieve and sustain agency growth.

We will be joined by guest speaker Ian Farnfield, Partner at Tonic Partners. Ian has grown two major international agencies from small national businesses. He’s also driven the success of more than a dozen start-ups and worked for one of the world’s largest business consultancies. The team at Tonic help creative agencies achieve their business vision, by overcoming the common barriers to success, across the key areas of Growth, Efficiency and Profitability and will be sharing some of their insights and tips for growing your business.

Ian will then be joined by Mark Barber, Strategic Communications, PR, Marketing & Business Development Consultant as part of our expert panel. Mark will be on hand to share his experience within both independent and global agencies and consulting with some of the UK’s most recognised consumer, b2b and media brands.

If you are looking to grow your agency and push on to the next level, click here to join us.

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How to get more creative with Business Development

At Upfront we like to encourage agencies to think creatively about Business Development. Over the years we’ve been involved in some great campaigns which have been very effective in helping us to generate interest with prospective clients.

Far too often agencies default to lacklustre emails, which easily get lost in overwhelmed inboxes. However, we’ve enjoyed seeing a little more creativity being used in a number of recent campaigns to help agencies really standout.

From postcards to comic covers, here are a few of our favourites:

1. Mystery Postcards from Margaret

Creative agency Margaret thought people may enjoy some good old fashioned post, so they sent a series of postcards to their favourite brands. These were sent from a range of locations that tied in with their latest client campaigns and culture. This included one from the Antarctic, as they had recently been doing some work for Shackleton Whisky whose heritage dates back to British arctic explorer Ernest Shackleton.

Each postcard was hand written and cheerfully signed from ‘Margaret’, which created intrigue and had people wondering who Margaret actually was. One Marketing Director even started a Facebook campaign to try to find out! The response has been fantastic and a really great way to bring to life Margaret’s creativity.

2. The Unbeatable Squirrell Girl Comic Book

A couple of years ago we interviewed Hannah Squirrell, the Customer Director at Greggs who advised that she gets so many emails and LinkedIn messages, but always enjoys a more personalised and creative approach. This has included a moleskin diary, an inflatable shark and a bottle of Henderson’s relish!

Having started a new role at Greggs earlier this year it’s been non-stop and difficult to find time to read and respond to all the agency approaches. However, Hannah was clearly impressed by this initiative from PSONA, which involved sending her a personalised Marvel comic book, creatively focusing on her new role and distinct surname!

3. Pressing Play with FRUKT

FRUKT recently launched their new website and re-imagined agency mission: helping brands press play. To bring this to life, FRUKT developed a stunning showreel and have produced a report on how brands can leverage the power of entertainment to engage with their audiences.

The thought leadership and consumer research will be launched at an exclusive event at the Hospital Club and the soft launch featured an exclusive and private gig at FRUKT offices! What better way to show how to connect with music and entertainment?

These are 3 great examples of what good, creative Business Development can look like. So next time you are planning a new campaign, try considering different ways that you can really bring your approach to life.

We will be looking to showcase further examples in the future. If you have been involved in producing any creative campaigns as part of your Business Development activity, or received anything that really stood out, then we’d love to hear about it.

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July’s Movers and Shakers

Working in Business Development, it’s hard to keep track of all the changes and the latest Movers and Shakers so here is a summary of the latest company news and exciting new appointments that we recommend you keep an eye on:

Weetabix internally appointed Francesca Davies as Marketing Director earlier this month, succeeding Sally Abbott who moved up to board level as managing director.

The promotion comes as previous incumbent Abbott steps up to managing director, where she will oversee marketing strategies and the consumer-facing side of the business.

Davies, who has been with the company since 2008, promised evolution not revolution, stated that there is already a lot of positive momentum within the 85-year-old brand, and as a result, there won’t be any drastic change in strategy. It will continue to reach out through traditional mediums like TV, and numerous retail partnerships that help tell the brand’s story at the point of purchase.

Toy store Hamleys has appointed Ralph Cunningham as its new CEO. He replaces Gudjon Reynisson, who has been with the company for nine years. Reynisson will now step into a vice chairman position.

As the new CEO, he will oversee a period of expansion for the brand, which unveils a new store in Mumbai this week, taking its total number of sites to 110.

House of Fraser

House of Fraser has announced that Michelle Maynard will join the retailer as its new Chief People Officer.

She will report to the new chief executive Alex Williamson, expected to take the reins at the department store at the end of July, and will be responsible for overseeing HR functions and internal communications.

Edwin Blanchard has also joined as Digital Director. Edwin, who was previously at The Body Shop, has replaced David Seeby in the role.

Alex Williamson, the current boss of the Goodwood Estate, has been appointed as its new Chief Executive.

British heritage brand Hunter Boot Ltd has announced the appointment of Tamara Klien as Head of PR, effective immediately. Tamara joins Hunter from Starworks Group in London, where most recently she served as PR Director. Previously, Tamara was at as Global PR Manager and prior to that UK PR Manager for Hugo Boss. In her new role Tamara will lead Hunter’s global PR based in the London Headquarters, reporting into Brand Director, Ali Lowry.

FatFace has announced the appointment of Gabrielle Sims as the company’s new Head of Licensing.

The company said that she has worked across a number of big global entertainment properties and brands during her career in the licensing industry. She has held roles at Fluid World, The Licensing Company and, most recently, IMG where she was licensing director for three years.

Marius Lang has been appointed as Senior Director – Head of Marketing UK & Ireland at Lego, after Rebecca Snell was promoted to a European role.

Lang joined Lego in 2014 as director of marketing in the toy brand’s direct to consumer business, and was promoted to senior director in January 2016.

British kitchen supplier Howden Joinery has hired the boss of Kingfisher-owned DIY firm Screwfix Andrew Livingston as its new Chief Executive.

Mr Livingston will replace Howden’s founder and chief executive Matthew Ingle, who the company said would retire in the first half of next year after 22 years at the helm.

Gourmet burger chain Byron Hamburgers Ltd, which trades as Byron, has appointed Nick Young as its new Chief Operating Officer as it looks to get back to the top of the market.

Prudential plc announces the appointment of Mark FitzPatrick as Chief Financial Officer, succeeding Nic Nicandrou, who takes over as Chief Executive of Prudential Corporation Asia.
Mr FitzPatrick  is currently a Managing Partner of Deloitte UK and a member of its executive committee.  He has 26 years of global industry experience, and his roles at Deloitte have included leading the CFO training programme and the insurance & investment management audit practice.

News UK has appointed David Robinson as Marketing Director of The Sun, following the exit of Rob Painter to Sky last month.

Robinson, aged 37, had previously been leading the marketing and sales around The Sun’s new paywalled Sun+ digital offering since the start of the year.

Chelsea Football Club has appointed Adam Field as its first Head of Global Fan Engagement as the West London club seeks to build on its success on the pitch to further establish itself as a major global football brand.

Catherine Johnstone, the former Chief Executive of Samaritans, has been appointed Chief Executive of the older people’s charity the Royal Voluntary Service.

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10 Tips For Setting Your Business Development Objectives

Business Development is usually a number one priority for most agencies. Yet often it is viewed tactically with the search for ‘low hanging fruit’ and quick wins, or simply because agencies think they should be doing it. Getting it right takes time, commitment and requires you to bring together a wide range of expertise.

Whether you are planning to outsource or manage Business Development in-house, you need to understand what success should look like before you start any programme. Writing a plan with clear long term objectives aligned to agency growth will help make sure that everyone is focused towards the same targets to help you achieve this. You can then break this down into the milestones needed to get you there.

Here are our top recommendations as to what you should think about when you look to set your Business Development objectives to drive agency growth:

1. Understand why you really need to do Business Development

Make sure you know why you are looking to undertake a Business Development programme. Identify what are the opportunities and challenges that you are trying to address – and whether there has been any recent trigger events that has led to this, e.g. a drop in inbound enquiries.

2. Are you geared up for Business Development success?

Business development takes a big commitment to developing strategy, identifying targeting, developing conversations, attending meetings, pitching, writing proposals and managing it all in CRM – do you have sufficient resource to deliver on this and who will need to be involved?

3. Identify and understand your long-term goals

Where do you want to be in 3-5 years and why? What type of growth are you looking to achieve – financial, headcount, number of clients? Are you looking to develop expertise in different areas of the business, or just do more exciting work? It’s always good to keep in mind what is most important to you and ultimately, where you want to go with your business. That way you can work out the type of business you need to win to get there.

4. What is your new business target for the next 12 months?

You need to break your longer term objectives into manageable targets, often broken down to focus on the year ahead. Once you know what growth you are looking to achieve you can work backwards. Calculate your current turnover projection based on existing work, client development, referrals – and then work out how much new business you need to win on top of this to achieve your overall company growth targets. Is this realistic? Think about what you achieved last year as a guide and then apply a stretch.

5. How many clients will you need to win to achieve this?

To help you achieve a new business revenue target it’s important to know how many clients you will have to win to deliver this: preferably a smaller amount of high value clients is going to be the most effective way of achieving this, rather than lots of low value wins. It’s important to define the different types of clients you are looking to win and understand what the likely value of these is going to be. Remember it often takes longer to win the bigger accounts so you will need to find the right balance to deliver on your shorter term objectives.

6. What type of clients are you looking to win?

It won’t always just be the monetary value of a win that’s important. Make sure you strike the right balance with clients that provide fame, fortune, fit/fun – and understand as a business, what is most important to you right now. Then apply this to your targeting to match the right characteristics to find your sweet spot. Industry sector is often important: are you looking to win business in sectors you already have strong experience, or crack new areas? Do you have any key target clients you’d love to work with? Don’t just go for the big names, think about who you could do great work for? Get everyone involved for inspiration.

7. What is your track record of winning business?

What is your current pitch conversion? Use historic Business Development success to inform your targets and projections. Do you have experience winning business from cold, rather than inbound or referral? Remember that there is a big difference between outbound and inbound – the latter will usually be much higher conversion rates and shorter lead times, but you have no say on who the company is. Use your historic success to inform what KPI’s you need to put in to deliver on your Business Development and growth targets.

8. How do you qualify opportunities?

What qualification criteria do you currently apply to assess whether an opportunity is worth exploring? Be clear on the decision makers you need to be talking to and what makes a good meeting. BANT is a good starting point (Budget, Authority, Need, Timeframe) or MEDDIC (Metrics, Economic Buyer, Decision Criteria, Decision Process, Identify Pain, Champion) can suit a more consultative sell. Not every meeting will come with a clearly defined opportunity, so make sure you know who you are happy to meet for a coffee and an intro and be prepared to nurture and track all of these opportunities through your pipeline.

9. How will Business Development work with Marketing?

Marketing and Business Development increasingly go hand in hand as part of a joined up approach. Events and content can really help drive keep in touch programmes, but often operate in silo. Do you have in-house or outsourced marketing/PR resource? If so, make sure this activity is closely coordinated with Business Development and a shared campaign plan is developed.

10. What are you willing to invest in the programme?

Remember, Business Development is a long-term investment and you will not always see business won for many months, with significant ROI sometimes taking years to realise. The worst thing you can do is chop and change so make sure you have an idea of what you are prepared to invest to achieve your targets and how long it may take – be realistic. It’s always good to ensure everyone is aligned to success through their performance and delivery (e.g. win commission).

Business Development done well has the potential to transform the dynamic of your business and get you working with more of the right type of clients. Setting clear growth targets and aligning this to Business Development will help you better understand what you need to achieve to get there – and critically, whether you are on track to do so. Make sure everyone involved in Business Development understands what long term success looks like. It’s vital that – whether in-house or outsourced – everyone is fully engaged in your long term ambitions and understand what needs to be achieved to get there.

If you would like to discuss further, or would like any help with this, please get in touch.

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What do clients truly value in their agency?

Do you think your clients are happy with your work? In a recent Upstream survey, 30% of clients are far from it.

For Business Developers, making the sale is about talking to your potential client’s objectives and what you can do, or not do, to meet them. In our report, ‘What do clients truly value in their agency?’ you can find out what matters most to clients and tailor your approach to ensure it resonates.

We surveyed over 50 client-side marketers to find out their opinion on agency relationships, and what it is they value. Read our report to find out what clients think about:

  • Timely communication and investing in a personal relationship
  • Setting and meeting KPIs
  • Quality vs quantity of work
  • What the best agencies are doing differently…

Click here to get your copy of the report.

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Why Business Development is a lot like a gym membership.

An agency founder recently explained that Business Development is a lot like a gym membership. We all know that committing to it will deliver the results we want; whether that’s getting stronger or losing a few pounds.

There are a few problems though. Some of us despise every torturous second at the gym, so we’ll put it off until we stand sobbing in front of the bathroom mirror. Some of us are spinning so many plates (e.g. staff, meetings, clients…kids!) that we don’t get time. Others are too easily tempted by the glimmering beer taps shining like rainbows through the pub doors on the commute home…you know who you are!

So, by bedtime, there’s that niggling pang of guilt that we didn’t allocate that one hour of 24 to the gym that day, which would have been a few more steps towards our goal.

I love this analogy because it perfectly describes what it takes to do Business Development correctly while at the same time highlighting the challenges when agencies try and do this in house.

I guess you could describe allocating a Business Development role or agency as personal training, body cleansing and therapy all rolled in one. The health benefits include:

ZEN – you know there’s someone focussed and dedicated to finding new opportunities while you can focus on running and developing the agency.

A HEALTHY BODY – sometimes, clients will leave, for whatever reason. But with a consistent flow of opportunity with the right prospective clients, you will avoid the risk of having detrimental dips if they do go. If they don’t go, you should experience consistent growth.

A HAPPY MIND – the best thing about new business is you can go after the right types of opportunities for you. The ones everyone will get excited about working on and the ones who will be long terms clients.

CONFIDENCE – You know that feeling when you step on the scales and like what you see, you’re energised, motivated and more successful. Winning new clients and reaching your goals is one of the best and most satisfying feelings in an agency.

At Upfront, we’re all about establishing goals and winning business so it’s the first thing we ask agencies when they come to us for Business Development. What do you want to achieve? We then develop a plan of action to reach those goals.

Get in touch if you want to discuss your goals or look out for my next blog on How To Brief a Business Development Agency…

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Does good new business start at Cannes?

There has been plenty of conversations about the value of Cannes Lions this year and whether you can justify the cost of a €32 Chicken Sandwich on the Croisette – and the thousands more that a trip can often cost an agency.

Whilst the focus of the week is to recognise creativity and sharing knowledge, there is also a big focus on networking. With BrainDating, Accenture’s bump and Connect wrist bands, plenty of action is focused towards making connections. We’re always interested in meeting new people, so Upfront went along this year and got talking to people to find out how they got on.

Jon Reid, Business Director at Set Live, the agency behind the unmissable YouTube beach experience at Cannes, knows first-hand the impact the event can have: “Each year we help Google to stand out at Cannes and we know how important this is to their business. However, if you are going to meet potential new clients it can be difficult if you don’t have an established presence there”.

Whilst Cannes brings together so many senior Marketers from across the world, conveniently into one place, you are competing heavily for their attention. “We had a range of exciting meetings lined up with high profile CMO’s who were all keen to meet us at Cannes, but it is always hard to actually tie down timings as there is so much going on and so many competing priorities. However, it’s been a great way to start a conversation”, Jon explains, “[…] and for many they will have experienced our work first hand if they made it down to the beach”.

Nick Stephens at Brand Experience Agency, Ignis, went for a more spontaneous approach. Armed with a networking pass, Nick managed to meet a great range of potential prospects by striking up new conversations around the hotels and beach bars of the Croisette: “I just identified who I wanted to speak to and went and found them. I was particularly keen to speak to the guys at the Weather Channel who have just been bought by IBM Watson. They ended up inviting me on their yacht, which was a great way to get to know them!”.

Miranda Glover, Business Director at digital agency E3, who received a nomination for their AI virtual assistant work for Arthritis Research, and won a commendation for a strategic report in the AdMap Prize, found the talks invaluable at Cannes: “The Cannes experience overall was extremely informative and inspiring. I went to lots of talks which gave me a great perspective on the future of our industry.” Miranda described Business Development happening by osmosis and feels confident that relationships will develop over time: “I met some great influencers and creators at the events and sure we will meet again, but Cannes doesn’t really suit a quick-fire agency pitch, instead we all want to assimilate knowledge and make new connections whilst we are there and then come back to it.”

One sure-fire way of getting people’s interest is to host a high-profile welcome party. Leading social analytics platform Crimson Hexagon did this to great effect with Twitter, at their Cabana right next to the palace. For the remainder of this week, the cabana served as a base for their meetings, while their executives worked the ground at partner events like WPP Stream and the Facebook VIP party. Marian Cramers, Director for Global Network Agency Growth at Crimson Hexagon, was particularly pleased with this third edition of Crimson @ Cannes. “I feel we have really established our brand and presence here over the years, people acknowledge our place in the ecosystem and we had many more C-suite and senior prospects and clients passing by. The relaxed space of the cabana and garden area also means they stay for quite a while, and we can have very open conversations about procurement procedures or changes within their org. Conversations we’re very unlikely to have anywhere else than here in Cannes!”

Overall, it may be difficult to justify the cost of Cannes as simply a New Business exercise. However, if approached responsibly and combined with meeting clients and gaining insight, then it still has an awful lot to offer and a great opportunity to meet a wide range of people in a relaxed environment.

We felt there is a lot more that the organisers Ascential can do to foster networking and introductions at Cannes to help make sure people get the most out of the week. For instance, no-one I spoke to got much out of the BrainDating app. Users found that it required far too much time and effort to organise anything and felt it would be better to make it easier to match people on relevant topics of discussion.

It certainly helps if you are doing something at Cannes or at least have a focal point to orientate meetings around. The YouTube beach was great for this and so was Crimson Hexagon’s Cabana. Hosting your own party is a great way to get people together and crucially, collect their contact info. And just being at Cannes you are likely to connect with like minded people, especially if you proactively introduce yourself to as many people as you can.

Apparently great stories start and continue at Cannes Lions. From all those that we spoke to during the week, lots of good conversations start there too. The question is now whether those good conversations will continue beyond Cannes? If they do and turn into new business, then it will certainly help to justify a return next year!

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June’s Movers and Shakers

Working in Business Development, it’s hard to keep track of all the changes and the latest Movers and Shakers so here is a summary of the latest company news and exciting new appointments that we recommend you keep an eye on:

The UK alcohol industry’s social responsibility body Portman Group have appointed John Timothy as Chief Executive.

John joins the Portman Group at a time when drinks companies are strengthening their efforts to reduce alcohol-related harms, through robust self-regulation of alcohol marketing and with effective local partnerships that help create safe and vibrant night time economies.  Official statistics show notable declines in alcohol misuse in the last decade and the Portman Group’s members are committed to supporting this positive progress.

Former Superbreak UK and international sales director Jane Atkins is joining Shearings Leisure Group as Strategy Director.

The Saint Lucia Tourist Board

Liz Fay has been confirmed to lead PR in the UK.  Liz formally took on the role on 12th June 2017 and her immediate focus is to develop the UK PR and social media strategy to support the trade partners their efforts in generating awareness, desirability and demand for Saint Lucia.

The board has also appointed Patricia Charlery-Leon to lead its Operations in the UK. She replaces Atlyn Forde who left to join Travelport as regional head EMEA.

With a team of four, Charlery-Leon will work to grow visitor arrivals from the UK and Ireland and strengthen Saint Lucia’s trade and consumer relationships.

Money Advice Service

Charles Counsell is to be the new Chief Executive of the Money Advice Service. The appointment was made by the Financial Conduct Authority and approved by HM Treasury.

Charles is currently Executive Director and Board Member at The Pensions Regulator where he has played a key role in the successful introduction of automatic enrolment into workplace pensions. He succeeds Caroline Rookes who announced she would be stepping down as Chief Executive of the Money Advice Service in the Autumn.

Additionally, Mo Raja has been promoted from Lead SEO Manager to SEO & Digital Analytics Team Lead this month.

Thomas Merrington has been promoted to Creative Director at Penguin Ventures, charged with setting the creative direction for all Penguin Ventures brands.

Merrington joined Penguin Random House from Silvergate Media in January 2016 as Peter Rabbit brand manager and head of product development for Penguin Ventures which manages PRH’s portfolio of licensed literary brands and characters.

In his new role, he will be developing new style guides and assets to support licensees, retailers and partners. He will also be involved in identifying new brands to add to the Ventures portfolio, his focus developing the “live, theatrical and experiential” business “to ensure that the Ventures brands continue to reach new audiences”.

Volkswagen has hired Geraldine Ingham as Head of Marketing as the brand continues efforts to rebuild its reputation after the damage caused by 2015’s ‘dieselgate’ emissions scandal.

She joins from Nissan France, where she marketing director and handled the roll out of a car sharing scheme.

Apparel retailer J.Crew Group Inc said on Monday that James Brett will succeed retail veteran Millard Drexler as Chief Executive Officer.

Brett, who has more than 25 years of retail experience, most recently served as President of specialty home furnishing company West Elm, a unit of Williams-Sonoma Inc (WSM.N).

Drexler, who is credited with making apparel retailer Gap Inc’s (GPS.N) a global brand, will continue in his role as the J.Crew’s chairman.

Outdoor clothing specialist Go Outdoors has appointed Maplin’s Claire Webb as its new chief financial officer.

At electronics retailer Maplin, Webb led the finance, legal and HR functions and oversaw the refinancing and sale of the business to Rutland Partners earlier this year.

POLPO have announced that Scott Macdonald will be joining the team as Managing Director. Scott joins POLPO from Bill’s Restaurants where he held the position of Managing Director for four years. Prior to this, Scott was F&B Director at Selfridges and has worked in the restaurant industry for over 25 years.

Sainsbury’s Argos has appointed Gary Kibble as its new Marketing Director, replacing Stephen Vowles, who left the business in December just months after it was acquired by Sainsbury’s.

Kibble will join the company in the next few months. He will report to Bertrand Bodson, chief digital and marketing officer and will be a member of the Sainsbury’s Argos management board.

AccorHotels has appointed Karelle Lamouche as Senior Vice President for Sales & Marketing, Distribution & Revenue Management at HotelServices UK & Ireland. The role will also include taking responsibility for the loyalty programme – Le Club AccorHotels – as AccorHotels continues to increase its loyal customers.

Celebrity Cruises has brought in Cheapflights’ former global marketing lead, Sam Otter, as Director of Marketing and PR for the UK and Ireland.

Nissan has enlisted Nicolas Verneuil as its Marketing Director in the UK, where he will be responsible with handling the overall strategy in the region.

Guide Dogs

The UK charity has announced that it has appointed Tom Wright as its next Chief Executive.  He will join in September, having been group chief executive of Age UK and its sister charity Age International for nearly nine years.

Guide Dogs has also appointed Steve Vaid as its Director of Mobility Services and Deputy Chief Executive. He joins the charity from Action for Blind people, where he has been director of operations since 2010.

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What the GDPR legislation means for B2B marketing

Over the last few months, uncertainties surrounding the potential impact of The General Data Protection Regulation (GDPR) legislation have meant a lot of conversation, speculation and quite frankly confusion for marketers within the B2B space. The piece of EU legislation aims to overhaul data protection law within the EU and will come into force in May 2018, but many in the industry are uncertain as to how this will affect them in practice.

In an attempt to make sense of this new legislation and what it means for B2B marketing activities, we consulted Lecturer in Law at University of Hertfordshire Henry Pearce, who provided us with his take on the implications of the GDPR legislation along with practical recommendations for how to prepare for its full implementation come 2018.

How does this new piece of legislation apply to B2B marketing?  

At present, most of the obligations under the DPA apply to firms carrying out B2B marketing related activities. However, there is currently one notable exception to this. At present, the Privacy and Electronic Communications Regulations (PECR), mentioned above, specify that B2B email marketing and similar activities would not have to obtain the express opt-in consent of any individuals whose personal data were involved in said activities to satisfy the individual consent ground for legitimising the processing of personal data under the DPA. Therefore, in the context of B2B marketing activities involving personal data, if individuals are given the option to opt-out this is sufficient to establish consent.

So B2B marketing strategies will not be affected by this legislation?

Broadly speaking, to all intents and purposes the GDPR retains the same definitions of “personal data” and “processing” as contained within the DPA, meaning that all and any uses of any information that can be used to identify an individual person will be subject to the GDPR’s substantive rules and provisions. The GDPR broadly also retains the abovementioned conditions for processing of personal data contained within the DPA, but with some important clarifications, particularly regarding individual consent.

As noted above, under the DPA the processing of an individual’s personal data can be made lawful by way of said individual giving their unambiguous consent. Under the DPA and PECR it appeared that consent could validly be obtained for personal data being used for marketing purposes on an “opt-out” basis (i.e. as long as the individual concerned was given the option to opt-out of their data being used for marketing purposes, this was enough to signify them giving consent).

What can B2B businesses do ahead of May 2018?

To prepare for GDPR coming into force in May 2018, you will need to make sure that:

  1. In the event an individual whose personal data is contained within your database contacts you enquiring as to whether you hold any information about them, confirmation must be given to that individual without undue delay.
  2. If, having received confirmation that their personal data are being held, you will be obliged to make the individual aware of precisely which of their personal data are being held and for what purposes, and that the individual has the right to object to their data being held in the manner specified.
  3. If an individual asks to access personal data of theirs that is held by you, or wishes to receive a copy of those data, then you must honour this request without undue delay.
  4. If any of the personal data contained within your database is inaccurate, you must allow any affected individuals to rectify or otherwise correct any erroneous records.
  5. If an individual objects to their personal data being stored in your database, or asks for their personal data to be deleted, then these too are requests that must be upheld.

Businesses should be taking into account best practices as you build strategies to communicate with prospects. Providing a robust data management system in order to track engagement and honour ‘opt outs’ should be a basic requirement for any programme. Meanwhile, by refining data and ensuring that your messaging is targeted and content is relevant, you will put yourself in the best position not only to comply with the GDPR legislation, but stand a much better chance of building relationships with prospective clients.



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