A global pandemic can certainly be considered an uncertain time. And as the initial lockdown eases for many businesses, how should you adapt your marketing? In uncertain times, can you go back to your usual marketing strategy or do your clients need something different? We’ve outlined some suggestions below for marketing in uncertain times.
We can’t ignore our new normal. And it would be naïve to think things will go back to how they were overnight. To keep your business going (and hopefully growing), it’s time to adapt. This might mean changing your marketing strategy. Is it a reflection of the current landscape?
You might reason that time spent on marketing is wasted time at the moment. But marketing is essential to understand what clients want, how you can provide it and how to shout about the fact you’re doing it. Read More
As we’re at home much more than we used to be, we are increasingly accessing information online. So, optimising your website for mobile devices is more important than ever to maintain user interaction. And with Brits spending on average, 2 hours and 34 minutes online on their smartphones every day, it makes good business sense even after a global pandemic (source ONS).
We work hard to get under the skin of your company and having the time to get to know you is important to us. However, after meeting Redbrooks’ new Managing Director on the 12 December 2019, we delivered a rebrand, new photography and a new website in just eight weeks.
Since it was created in 2017, Southend Care has delivered outstanding care and support services to many of the most vulnerable citizens in Southend-on-Sea.
From residential care and supported living to complex reablement and day services, the company – which is wholly owned by Southend Borough Council – has a vision to be the first organisation people local turn to for care and support services. Read More
If you were in business before the internet took off, you’ll remember how much of your marketing made it into print.
From brochures, flyers and banners through to posters, media ads, exhibition stands and even beer mats – printed materials were the mainstay of promoting your business, products and services. Read More
In Britain, we’ve a habit of being a bit shy about our birthdays.
As the big day approaches, people start asking us questions like:
“What are you up to for your birthday?”
“Can I get you a present? Is there anything you’d like?”
“Are you having a party this year?”
The answers to these tend to be something along the lines of:
“Oh, nothing special.”
“That’s very kind, but no.”
“No, I don’t want to make a fuss.”
For some reason, we have this ingrained idea that there’s something ‘un-British’ about making a big deal of our own birthdays. Which is odd, because most of us love celebrating other people’s and making a big fuss of them.
These days, just four in ten new businesses make it through their first five years. So, when you get a firm that has been going from strength to strength for a century, you know it must be doing something right.
One business that’s currently celebrating its 100th anniversary is Southend estate agent and property specialist, Sorrell. Founded by First World War veteran Harold Sorrell in 1919, the firm has weathered the storms of many recessions and seen the average local house price soar from £450 to over £300,000. Read More
Never underestimate the power of a fresh perspective.
That’s something that Professor Marc de Leval knows extremely well. In the mid 1990s, he was a physician at Great Ormond Street Hospital for Children (GOSH). At the time there was a high mortality rate for surgery on patients with congenital heart disease.
Professor de Leval realised that a major risk factor was the journey from the operating theatre to the intensive care unit. Mistakes in communication and equipment were much too common. The only problem was that he didn’t know how to improve the situation.
So he decided to get a fresh perspective. How? Read More
A few years ago, I was at a business event where I got talking to the owner of an Essex printing firm.
He’d built his company up over 20 years, employed over 30 people and enjoyed a turnover of well over £3 million. On the face of it, he seemed to be doing extremely well.
So I asked him whether he was optimistic about the future, and was surprised to hear that he wasn’t. He told me that he was worried because his firm was reliant on a small number of high-value contracts. If any one of them decided to take their business elsewhere it would not only mean redundancies, but also price rises – which would make his company less competitive.
I asked the owner what he was doing to attract fresh business. He said that he had recently invested heavily in PR, but it wasn’t getting him results. Read More