2012 A Year In Focus

A lip-smacking, thirst-quenching, ace-tasting, crowd-motivating, cool-buzzing, high-talking, fast-living, ever-giving, cool-fizzing… 2012

Wow, did you guys see that?
What a year, what a year.
It used to be said that if you could make it in New York, you’d make it anywhere. But with the greatest respect to Ol’ Blue Eyes, that’s simply not the case anymore.
If you’re in the events business and you had a part to play in anything during 2012 – and I’m talking the whole thing, not just the Olympics – then you have the expertise, knowledge and first-hand experience that most people can only dream of. Believe me when I say that people have built whole careers on much less. And I should know.
The triple whammy of the Queen’s Jubilee, the Olympics and the Paralympics, was the centrepiece of an amazing, once-in-a-lifetime year for us.
And yes, we have proved as a country and a city that we can handle a wide range of things. Huge crowds, multiple languages, complex logistics and huge (mah-hoo-sive, in fact) production delivery couldn’t faze us. More importantly, we showed the world we could do it with a smile on our faces. They don’t call it the ‘feel-good factor’ for nothing.
Of course, it should come as no surprise to learn that GPJ was front and centre, in amongst all the summer excitement, as we delivered one of the biggest one–off programmes in our near-hundred year history.
But for me, as full-time cheerleader for George P. Johnson and part-time cheerleader for the whole industry, 2012 was about so much more than that.
Sure, as a group we stepped up and achieved things together that have helped to move our industry forward. More importantly, I believe we’ve finally begun to harness the true power of live events.
Brand experiences or experiential communications. To be honest, I don’t really mind what you call the part of the industry you work in. Because, wherever you are, you got to see the greatest show on Earth roll into town, and some of the world’s biggest brands activate around it.
And what was their activation of choice? What did the shrewdest brands and businesses invest their hard earned money in?
They went live. They came out from behind their desks. They left their business suit hanging in the executive changing room, and emerged from their corporate cocoons in order to connect with consumers. They hung out together, and delivered genuine engagement through a variety of live experiences.
In entertainment.
In conferences.
But importantly, in person.
There is nothing like the power of a live event, big or small. That’s where the magic happens. And it’s magic that can inspire audiences to action, as well as driving business. Now, thanks to 2012, the whole world knows it.
So let me put a cap on 2012 by wishing you all the best for the festive season. 

Time to start dreaming about what we can accomplish live in 2013.

Also at http://www.gpjemeablog.co.uk and follow on Twitter  @gpj_emea

To CV Or Not To CV

I’m not one of those guys that bemoans the youth of today. The fact that I’m responsible for three of them would make me something of a hypocrite.

Even so, I recognise that the bravado of youth, combined with a glaring lack of experiences can make for a daunting combination.

Today’s blog is aimed at those youngsters (or young-at-heartsters) who are thinking of making their first steps out into a wider world by sending out a CV and seeing what comes back.

I’ll save you the effort: it won’t bring back anything but rejection.

If you don’t mind, and it doesn't seem too presumptuous, could I offer a little advice on how to improve your job opportunities?

For now, I’m going to talk about the CV thing. We can cover off LinkedIn and all things social very soon.

Let’s start by understanding one simple thing:

One Simple Thing!

 Every company is looking for people that are going to make a difference, and who really want to work for the company

Sending off the same CV and cut-and-pasted e-mail to everyone does not tell them that you’re that special someone.

How many CVs are you sending at a time?

10? 20?

 As the numbers go up, the chances of getting anything back goes down.

To be blunt, you’re just going through the motions of getting a job. What you’re doing is just plain lazy. If you really cared, you’d make an effort. You do a little wooing (ask your parents about that one).

You need to grab the attention of people like me, who are receiving 20 CVs a week. You see, I can get lazy too, so if someone doesn’t grab me by the lapels, I’m likely to file your CV in the ‘ignored folder’. It’s round, and sits just under my desk.

So let’s stop, collaborate and listen. Sorry to all the Vanilla Ice fans.....both of you.

First lesson in standing out

Before you fire off your standard CV, with a standard e-mail, please go the company's website and understand what each company's positioning is, what they stand for, and what makes them different. Then revise your CV and accompanying e-mail to highlight how you can add value to their clients and their offer. Simple, and obvious. So why don’t more people do it?

Second lesson in standing out

It’s all about the money, money, money. Again, sorry all you Jessie J fans.  
You’re talking to a business and, for them, results are key. Understanding how your contribution will impact those results, is a great way to get noticed. So key highlights are vital, for example you could show the average budget for the events you ran, savings you made, efficiencies you created, sales you generated.

Third lesson in standing out

Don’t do what everyone else does.

"Hard working, enthusiastic, energetic, motivated, self-starter” are words that everyone who sends in a CV uses.

They may be worth a high score in Scrabble, but they won’t help you to stand out. 
What about including quotes from previous employers and clients? We’re much more likely to believe it if you’re not talking about yourself.

Fourth lesson in standing out

Have an opinion.

What have you seen that “my” company has done, what have you seen that “I’ve” done, what did you think?

Finally

You are firing off these CV to busy people, recognise that, and try and take all of the work out of the next step.

“I see you are speak at the xyz conference, I’m going to be there - perhaps we could grab a coffee.”

“I met xyz and zyx from your company the other day, and they suggested I drop in when I’m in the area.”

In summary…

If you’re firing off a general CV to people you don’t know or have no interest in, they’ll soon pick that up.

Put some effort in, and enjoy the rewards.

It’s the Awards Season

As I dust off my dinner suit for another outing it got me thinking about Awards in general. They say it’s an honour just to be nominated, although, that’s usually said through clenched teeth.

So what’s the point of submitting your work for awards? All that hard work completing the entries, not to mention the expense. Well, for me, there are a number of important elements. Awards allow us to publicly recognise our clients and colleagues for their great work. They give us a chance to celebrate the things we do well, and acknowledge those magic moments when it all comes together. But more importantly, the submissions process itself is a great opportunity for us to brush up on our storytelling skills.

In the end, it all comes down to what we say and how we say it. Awards enable us to bring out the anecdotes and the inside scoop. They force us to be compelling because we want to win.

And remember, there’s no such thing as a loser, when it comes to awards. You might not go home with the trophy, but if you play it right, you could still walk away with a contacts book full of new names and number. People who’ve seen your work and want to know more.

Now, there’s another side to awards that not everyone gets to experience. And it’s just as valuable. I’m talking about being asked to judge them.

I’ve done it many times, and it’s always an honour. I’ve spent many happy weeks sitting on all manner of judging panels for a wide variety of industry awards. The only downside, is that every time I’m asked, I seem to forget how much hard work is involved. Trust me, those guys on the X-factor don’t know the half of it.

Judging other people’s work is a tough job. I guess all those years on the other side of the process have given me an appreciation for where the entries are coming from.

I’ve slaved over those entry forms. I’ve gathered the data. And I’ve written the summaries. So I feel an obligation to every entrant to afford them the time they clearly deserve. And when the standard is so very high (and it really is) judging becomes even more difficult.

So, in the interest of full disclosure, here are some top tips for standing out when submitting work for consideration. This is advise from both sides of the table:

Read the criteria carefully, to be excluded on a technicality (and you will be) is annoying

You need to stand out, be memorable.

Tell a story, but make it short, because wading through an ocean of text is hard.

Make the key take-outs immediately obvious.

Don’t underestimate the value of a great client endorsement.

Think about what is background information, and what was key to your success.

Videos and images all help tell your story.

Results, results, results – the bigger the better.

And don’t be put off by the fact that there’s a form to fill in. There are ways around that. Some of the best submissions I’ve ever seen have simply attached an appendix, full of the stories they didn’t get to tell in the formal document.

And finally…

Sorry to be that guy, but check your spelling, punctuation and grammar.

Individually, it’s not vital, but when reading entry after entry it can become wearying.

So good luck.

Be brilliant.

And remember my shout-out in your acceptance speech – somewhere between God and your drama teacher, ideally. 

The Wrong Way Round

Did anybody see the banner at the Olympic park entrance and on advertising sites all over the place that read:......“There would be no goosebumps, gasps, pounding hearts, tears of joy, records smashed, strangers hugged, or a whole world brought together without…………..  followed by the logos of McDonald’s, Adidas and Procter & Gamble and all of the other sponsors .

Of course I get that the sponsors are important but at the heart of this claim is a fundamental misunderstanding of the value exchange.

Brands sponsor the Olympics for a whole raft of reasons, indeed the role of brands at the Olympics has been one of moving from passive brand awareness to active brand engagement.

Today’s sponsors need to do much more than just show up and advertise their logo – they need to actively participate in the spirit of the event – provide a useful product or service – provide support for the community – be relevant, stand for something bigger than just selling more product – be engaged and give back to the community in a way that demonstrates core brand values that are aligned to the values of the modern Olympic games – respect, excellence and friendship.  Through this kind of active brand engagement brands are the beneficiaries of the awareness, sales and loyalty they want to achieve.

But make no mistake, awareness, sales and loyalty are at the top of the brands objectives, sponsorship is the way they get to have the right, the money is the table stakes.

If I could provoke a little further, if the brands didn’t pay, would the Olympics happen anyway?

Of course they would, perhaps not on the scale, but athletes, runners, jumpers, throwers and sports people of all disciplines will always compete, they will always want to know who is fastest, can jump the highest, throw the farthest and people will always want to watch that.

So the sponsors don’t create those moments, but they sure as heck help, as long as we don’t lose sight of why athletes compete, why people watch and why sponsors sponsor, it will be a happy and healthy relationship for a long long time.

Networking / Not Working

I do a lot of both but someone asked me the other day for some thoughts on networking,

They were attending an event and were expected to network and didn’t know where to start

So for those that need a little structure and a way to begin, here are some thoughts.

Over time this becomes a natural way of thinking but this will get you going. 

And for those of you that get a little concerned about "interrupting" people, just remember 
Everyone attends these events to extend their circle of contacts, ie everyone is there to meet people.

Networking is a job that needs objectives and preparation 
Try this simple 6 step process, 
1) Get a list of the companies or people that are attending 
2) Choose the 5 companies / people that you would like to meet 
3) Answer this question. Why do you want to meet them, what is the one thing you would tell them given the chance? 
4) Put your answer to step 4 into a two sentence thought for each person you are wanting to meet.  (it has to be different every time, each company is different, you can’t possibly say the same thing to everyone).  
5) Go find them, read the name badges and introduce yourself and ..........speak.
"Hello I'm (your name) I was hoping I'd meet / bump into you (insert two sentence reason) don't want to take up your time now but if you let me have your card I'll call you in a couple of days" 
6) Follow up in a few days


You are never going to sell anything at this sort of event so don't try, your objective is to say hi and start a relationship 


Have fun. 


 

Don’t Judge Me

They say it’s an honour just to be nominated.

Although, it’s usually said through clenched teeth.

But let me tell you, it’s also an honour to be asked to judge.

As a result, I’ve spent a few very happy few months sitting on judging panels for various industry awards.

But while it’s great to be asked, and I’m happy to play a part, the truth is I didn’t fully appreciate the work involved.

I know, I know. 

Working hard or hardly working?

But honestly, judging other people’s work is a tough job.

I guess all those years on the other side of the process have given me an appreciation for where the entries are coming from.

I’ve slaved over those entry forms.

I’ve gathered the data.

I’ve written the summaries.

So I owe it to the entrants to give their submissions the time they deserve.

But when the standard is so very high (and it really is) judging becomes increasingly difficult.

In that spirit, I’d like to share the benefit of my experience.

You’re going to be 1 of 20 or 30 in a category.

You need to stand out, be memorable.

Tell a story, but make it short, because wading through an ocean of text is hard.

Wading through 30 is downright impossible.

Make the key take-outs stand out.

Bold, colour, highlights – it’s your choice.

Think about what is background information, and what was key to your success.

Videos and images all help tell your story.

Yes, I know some awards give you forms to fill in and ask you to stick to a format.

But here’s a little secret - everyone sticks to the format, but some think to add appendices.

Judges are (sort of) duty bound to see everything, I know I did.

Results, results, results.

The more impressive the better.

And don’t underestimate the value of a great client endorsement.

(I know clients don’t want to go overboard but try and make them energetic)

And finally…

Sorry to be that guy, but check your spelling, punctuation and grammar.

Individually, it’s not vital, but when reading entry after entry it can become wearying.

So good luck.

Be brilliant.

And remember me in your acceptance speech.

You cant make it up ...er ..wait...you can

I make a lot of presentations, write blogs, tweet, read stuff, go to events.
In short there is a lot going on in my life.
So I have to admit that, as much as I'm sure that I coined the following opinion, I can't be certain.
But whether it came from me, or I absorbed it via osmosis, I firmly believe in the following statement:
You get paid for the job you do.
You get promoted for the value that you add.
Wherever it came from, it really makes sense.
Let's apply that thinking to a pitch scenario.
You get plaudits for answering the brief.
But you win them by not answering the brief.
It's not as contradictory as it sounds.
So allow me to elucidate.
We all know that world has changed.
That's as true for clients as it is for agencies.
Today's brief no longer resembles the briefs of yesteryear.
As my colleague Gareth said, they're now a mixture of research data, market background and wishful thinking.
For the first time in my experience there is no agenda in the solution.
Clients really do want to embrace the radical, the different, the groundbreaking.
It is now up to us to throw off the shackles and begin to tease out the clues in the brief.
We've all heard clients say "I can't tell you exactly what I want, but I'll know it when I see it."
Our job is to help them figure out what they want, before we can start to deliver it.
So no more colouring between the lines.


. 

Load of old s**t

Pitching is a difficult process, for clients as well as the agencies involved.

There’s the time, the trouble, the expense... on both sides.

X-Factor cliché alert – “It’s an emotional roller-coaster.”
So, now that we’ve established some empathy, let me get something off my chest.

There’s one thing I wish I could change.

Wouldn’t it be great if clients could just be a little more, well, truthful?

If the work is rubbish, tell us.

If we’ve missed the brief, let us know.

If there’s someone on the team who’s rubbing you the wrong way, call them on it.

I’ve been involved in 100s of pitches over the years.

And apart from one solitary occasion, no one has ever said anything other than a variation on “That was incredible, on brief, great ideas, energy, time, trouble, effort...you guys did an incredible job.”

If those comments were really true, you’d expect me to have won every one of those pitches.

But, of course, I didn’t.

Let me take you back a few years to a pitch for John Smith’s Bitter.

I say ‘a few years’ but I’m talking about the days before Twitter, mobile phones and PowerPoint.

When the design department submitted their concepts on the wall of a cave.  

Anyway, I was playing the part of 3^rd assistant bag carrier, a part I played very well.

Halfway through the presentation, the marketing director got up from his chair, strode to the creative boards that we had laid round the room, gathered them up and, with a cry (the memory of which still send me into a cold sweat)  threw them out of the 2nd floor board room window.

He ordered us to leave.

As we hurriedly packed our bags, his words rang in our ears.

He told us that this was the biggest load of old s-h-one-t that he had ever seen.

And if we wanted to rescue our agency relationship, we’d better go and do something about the quality of work.

He then listed all the things that he felt were wrong with the campaign.

We rushed down stairs picking up the boards strewn across the car park in the rain.

Was it a harsh reaction? Undoubtedly.

Was his response fair? Maybe it was.

Did it work? Yes it did.

There were some dark days that followed.

Lots of hard work, and soul searching.

But we emerged from the process stronger and more focused than ever before.

You see, being nice about a pitch doesn’t help the agency develop.

The “It was very close, you were pipped at the post” conversation adds no value.

You were terrible; these are the three things you should work on.

Now we’re talking.

We’re grown ups. We can take it.

Truth is hard to take and we all want to be nice but honesty really is the best policy.

A battle royale.

I’m a big fan of whatever it is we do for a living.
Events, brand experiences, experience marketing.
Whatever you want to call it, if you’re doing it, I’m sure you’ll agree it’s fascinating.
But what’s really got me thinking at the moment is the shifting  ...er, lets call it ‘tension’, between the delivery arm of the industry and the content creation part.
So which is the most important?
Well, one of the strengths of what we do is our ability to produce the media through which we work.
Kind of like being your own Rupert Murdoch, but without all that troublesome Leveson business.
That ability to stay on top when it comes to production is vital. 
It keeps us connected to the audience, it allows us to bring in the latest technologies, and it gives the client absolute editorial control on the day. 
Then there’s the brand consistency, reputation, and all those other important things. 
But content creation is really the heart of the experience, isn't it?
I’ve said it before, content is king.
Not only is it the purpose of the event, but it has a life before and after the event. 
Done right, it lives forever on-line, amplifying the message and extending the reach of the campaign.
And I think we can all agree that it’s exciting to be part of an industry that really produces results.
At the moment so far so good, you can be in one camp or the other and do a great job for your clients, wherever you happen to pitch your tent.
But here’s the thing…
Recently, three clients have asked me roughly the same question: “If we were to allocate additional funds to the activity we’re planning, where would you spend it?”
You may choose to advise your client to spend it on the production, by improving the sound or the image or the lighting. 
But would the audience even notice the negligible difference?
You may tell your client to spend it on increasing the content of the event. 
Use video and guest speakers, or maybe even capture the whole event on film so it can be disseminated, expanded and amplified. 
But wouldn’t you (and they) like to know what was achieved through this event?
Surely, the best way to derive value from that discretionary extra budget is to measure the results? 
And by ‘measurement’, I’m not talking about the venue facilities or the temperature of the coffee.
I’m talking about hard metrics, sales, contacts generated.
I was recently asked (during my last lecture tour) if the shrinking of the event industry over the last couple of years, especially with regard to events for the financial community, was down to perception that running events would look like frivolous spending and that perception would reflect badly on the brand.
My answer was no, it wasn't about "perception" it was down to us as an industry not having a consistent methodology for measuring results and effectiveness.
The advertising industry realised a long time ago that, if you can't measure effectiveness, there’s no long-term future for the campaign or indeed industry.
If we can’t point to an event and with hard data prove that it drove sales, increased awareness, encouraged consideration and promoted trial, then "perception" is going to get us every time and quite frankly we deserve to have our events cancelled.
So, back to my original question. 
What’s more important, content or production?
No conferring, answers on a post card. 

Look who's back.......

I don't know what it was.
Perhaps it was the change of jobs.
A change in the air.
Or maybe just 'change' in general.
Whatever it was, I guess I lost my blog-writing mojo.
But as Austin Powers probably once said, "I'm back, baby!"
So batten down the hatches.
Make yourself comfortable.
And get ready for a blogslaught.
Depth Perception is back on the air.
So join me for some fun, laugher and tears.
Together, we'll traverse the wacky world of experience marketing.
I'm on an all-new voyage of discovery, and you're coming with me.
Tickets, passport, money...
So watch out for the first of the new batch.
Just try not to get it wet, keep it out of bright light, and whatever you do, don't feed it after midnight...

Engagement ...part the second

When it comes to brands and their consumers, the rules of engagement are the same.

OK, so brands tend to be polyamorous, rather than monogamous, but those meaningful connections are just as important. Once upon a time, it was all so much easier. Like standing on a soapbox and yelling your world-view into the faces of passers-by. In those days, it was the guy who shouted the longest who ended up winning the bulk of the audience’s attention.

At the time, that approach made sense.

Let’s stick with the relationship analogy for a moment. Imagine you’ve gone to a speed dating event, you’ve downed a couple of drinks to ease you into the evening, and now you’re facing a steady stream of potential dates, lining up to give you the best five minutes of your life. How would you feel about the guy who sits at your table and shouts about himself for the full 300 seconds? Because that’s the way brands used to operate.

These days, successful brands have to put in a little more work. It’s not enough to just pretend to listen. They have to be actively engaged. Committed. And genuine.

Here’s the problem - most marketers get the fact that engagement is the key to success. But they don’t always have the resources or skills necessary to make it happen. In a recent Forbes Insights survey, 97% of respondents agreed that engagement was ‘very important’ but only a quarter of them had any kind of strategy in place. That’s like hoping to improvise a memorable silver wedding anniversary.

A I said in the previous post, the toughest thing for most brands, is learning to shut up and listen. It’s amazing what you can learn about your audience if you’re willing to put a sock in it, every once in a while. It’s really no different than the way you are with your friends. We tend to give a wide berth to the ones who only ever want to talk about themselves. Of course, it’s fine to be a broadcaster when it comes to imparting information. But if you want audiences to stick around, you’ve got to show a willingness to involve them. To listen.

Engagement isn’t just about clicking on ads and responding to sales promotions. It’s about creating authentic and meaningful interactions between people and the products and services with whom they choose to spend their valuable time.

One way to achieve that, is to evolve our thinking away from the traditional ‘marketing funnel’ model. Instead, let’s think about McKinsey & Co’s customer decision journey. Stretched out over a period of time, this process offers up countless opportunities to engage, inspire and motivate along the path form consideration to purchase, and from purchase to loyalty.

Of course, there are still those who might think that the live experience is the soft option. But to do so is to miss the bigger picture. It’s only we visit a live event that we start to understand what a brand feels like, and how it behaves. Every touchpoint or element has been designed to represent the brand, allowing for rich and powerful engagement from start to finish. And it all begins with an understanding of the consumer’s world.

Take sponsorship, for example. Not too long ago, a sponsorship strategy might be led by the CEO’s favourite sport. Buy a platform, invest in some PR and hope that the fans will notice the difference. Now, we’re listening to what our consumers are interested in. We’re getting involved as participants, rather than investors. And that way, we’re able to strike up a much more naturalistic and believable dialogue. Rather than telling audiences that we’re interested in the same things they are, we’re proving it.

Last year, Barneys department store proved how effective this technique can be, by working with Lady Gaga to create Gaga’s Workshop. Interactive, exclusive and utterly unique, it was an experiential space designed and created in collaboration with the music star. And the stories they told accentuated all the ways in which Gaga and Barneys were the ideal match – from a mutual love of fashion to their enthusiasm for New York itself.

Ultimately, there’s nothing revolutionary or revelatory about this brave new world. And although these might sound like lofty ideals, the principles of engagement are as old as time.

Of course, advances in technology and social media make this even more achievable, since audiences have already embraced the democratised media of blogs, social networks, message boards and product ratings.

We all know the statistics. By rolling up their sleeves and getting stuck into this digitised world, brands can offer a new level of transparency to their company and products. More importantly, they’re opening up their doors to the entire world.

In return, audiences will respond by taking control of the interaction – making it more authentic, participatory and valuable. As relationship experts have been advising since the dawn of time; if you want it to last, you’ve got to open your heart and mind.

I’m Getting Engaged

What’s the secret of a great relationship?

I’m sure there are thousands of people out there who’ll tell you that they know

all the answers.

In reality, there’s no secret recipe or magic formula, just the need for commitment,

enthusiasm and a mutual sense of empathy.

When it comes to brands and their consumers, the rules of engagement are the same.

In the past, brands weren’t really looking for relationships,

just adoring fans and assorted hangers-on.

These days, successful brands have to put in a little more work.

They also have to learn to shut up and listen. It’s amazing what you can

learn about your audience if you’re willing to put a sock in it,

every once in a while.

New approaches in engagement marketing have emerged

in recent years. And they’re helping brands to establish and

nurture meaningful relationships with the audiences who

matter most to them.

So what do we mean by ‘engagement’?

Well, it’s about adding value, building trust, and driving commitment.

In doing so, these brands are able to move their audiences from

passive indifference to active participation.

It’s about creating authentic and meaningful interactions

between people and the products and services with whom

they choose to spend their valuable time.

It’s no surprise to learn that the deepest connections between audiences and

brands are formed through a process that takes people from

watching and thinking, to feeling and doing.

Active participation at a personal level with a brand is key

to establishing value and a lasting bond. So we need to get

personal, get real, and start an authentic dialogue.

This is where experience marketing comes into it’s own.

Forget about the last forty years, which were dominated by

self-aggrandising advertising campaigns. Brands are waking

up to the fact that there’s an opportunity for dialogue and

engagement and “live” is where it’s at.

All that remains is for brands to decide whether they’re willing

to take their relationships to the next level. Are they looking

for a quick fling, or long-term commitment?

Put the effort in, and you’ll reap the rewards.