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Marketing Insights

19 Dec 2013

TEDx Salford – The power of WHY

I am fortunate to have been part of the largest TEDx event in the UK i.e. TEDx Salford. On the 10th November 2013 I was part of the team that organised a full day conference; attended by around 1800 people seeking inspiration and motivation by hearing from the leading individuals in their respective fields. TED is a global foundation with the motto ‘Ideas Worth Spreading’. TEDx was introduced by TED in 2009, granting individuals or groups a licence to host local, self-organized TED-like events around the world.

The idea of organising a TEDx event in Salford came to Mishal Saeed. The first event was held in January 2012 and attended by around 160 people. In just 9 months the second event was organised which was the largest independent TEDx event in the UK with approximately 1600+ attendees. A record we have successfully built on with our latest event.

So what has driven that initial event idea to become so successful? Having been part of the team I believe it is the passion and motivation behind it. A passion that has come from understanding ‘why do we want to do this?’ This understanding of WHY has inspired the belief of the team and driven us all with passion and motivation to volunteer ourselves and organise a TED-like event for our local community.

26 Jun 2012

Getting your marketing message clear

We get to meet really interesting professional services firms. What we find particularly fascinating about these businesses is how each one is different. Even when we meet firms that offer broadly similar services they are still fundamentally different. The senior people we meet are accomplished professionals who are clearly experts in their chosen field of specialism. Yet one of the most common issues which quickly becomes apparent is how difficult these firms find it to articulate succinctly their key marketing message. We typically get two different styles of weak messaging in these meetings that fall neatly into what we call the ‘brand agency’ response or the ‘consulting speak’ response.

02 May 2012

Adapt and innovate to grow your business

I was intrigued to read about Kevin Roberts’ speech at the recent IoD Annual Convention. As CEO of one of the worlds largest marketing groups, Saatchi & Saatchi, it was somewhat self-defeating to hear him declare that ‘marketing is dead‘. However, he had, at that stage already told the audience that “strategy is dead”, “the big idea is dead” and “management is dead”. Amusingly, as a CEO, he also went on to say “the further up in a company you go the stupider you become and the further away from new things”. By this stage I was starting to wonder if he was looking in the mirror. So apart from successfully being controversial and grabbing a few headlines, is this type of thought leadership valuable?

28 Mar 2012

Are your lead generation activities filling your sales pipeline?

There are typically two situations which we regularly see when we talk to professional services firms about lead generation. In the first scenario, it may be a firm that appears to be quite proactive in generating leads. They have a mix of regular marketing activities including email marketing, telemarketing etc that they implement, yet they are simply not generating the level of business leads they need. In the second scenario it may be a firm that has previously been quite successful and has now embarked on ad-hoc marketing activities to generate leads. But the overall feeling within the firm is that it’s a case of ‘spray and pray’.

In our experience, the firms that are highly targeted in Lead Generation and make it a habit, are the businesses that are currently experiencing the most success – domestically and internationally.

15 Mar 2012

The real cost of not living your brand in professional services

It was fascinating to see the resignation letter of Goldman Sachs’ Executive Director, Greg Smith, published in the New York Times this week. The letter wiped $2bn off the market value of the firm in one day.

Greg joined Goldman Sachs as a graduate twelve years ago and ultimately became head of the firm’s United States equity derivatives business in Europe, the Middle East and Africa. What makes the letter special is that this does not appear to be the rant of a disgruntled employee. Instead, it reads like a considered analysis of a fundamentally changed environment by a key management team member who was actively involved in the recruitment and mentoring of graduates.