Category: Talking Points

  • Offering now, but are you now too?

    Offering now, but are you now too?

    “Show your customers everything, tell them nothing.” 
    — Adam Ridgway

    When starting off my media career back in the late nineties, a TV producer offered some advice which I’ve carried with me throughout my career. She said, “Adam, you’ll remember what you are shown, not told. So, show, don’t tell.” I found it profound.  In my late teens, I repeated it to peers which seemed to clunk with ones interpretation.  I got it. I believe it was the most powerful lesson a storyteller can learn.

    To be a story teller, you need to tell a story, right?  (Adam Ridgway pre 2000) However, the Adam of today believes “You need to show the audience a great story

    Right now, in business’ around the globe – marketers place a driven focus on content telling a story, we should remember this – even though it’s much easier said than done.

    What time frame are we in right now?  Marketers may tell you, “although the world is going digital, traditional means are still working effectively”.  Are they?

    For those who are familiar with Dubai the arterial road (Sheikh Zayed Road) which runs through the heart of most of the Emirate, is undoubtedly saturated with billboards (even some digital ones too), yet the ad agencies selling these to their clients as a successful ‘The Medium’. Please think as you drive home from work this evening, how many billboards do you remember seeing, furthermore, how many have you remembered over the years and thought, “WOW, I’m going to click on that website when I get home and see what they are trying to sell me”.  What many Marketers are misplacing is the awareness of now. What era are they selling their clients?  It’s not 2016, right here, right now.

    Nothing disruptive here.

    Take the internet, back in 1996 when you received an EDM from a company, you’d read it. (why wouldn’t you? It was the only thing you were sent).  Now, how many do you read?  Exactly, so don’t send them thinking the world is different from you.  We aren’t.

    Using platforms – like my favoured – LinkedIn as an example; how many times have you been ‘spammed’ with people joining your network only to send you their business profile.  Do you do business with them?  Do you think… “Awesome, I’m glad that a stranger got in touch to sell me something I don’t want”?

    Question: Within a 24 hour period (even when you’re asleep), your mobile phone is no more than 1 metre away from you (an arms reach), right?

    If I may just dip back to the previous point of billboards, 90% of passengers in the car will be on their phone, and if we’re honest 80% of us driving will also be on the phone at some point during the journey.  (Some, barely look at the road).

    So marketers, business’, agencies, please stop selling your clients something that doesn’t work for their business, costing $millions per year – if we discuss the (‘important’) cliché of ROI, yes there may be 200,000 cars a day driving past that piece of ‘real-estate’ but it isn’t impressionable, WOW, engaging, nor memorable.  Nor can it be tracked, measured or qualify a lead/sale.  
    Try my now approach.

    Fortunately, some of todays marketers do realise this.  They are focusing on video to place emphasis on showing. Video is the perfect format for quickly grabbing busy audiences’ attention. If you are a strong storyteller – Video is a short but memorable format viewers can enjoy – and marketers can measure.

    “Video doesn’t need to be expensive.  It does, however, need to be effective, produced professionally and show a great story.”

    Grabbing the attention of potential customers is more important than ever. (attention being the key word here).  
    When do you watch your favourite TV show at the exact time the TV station broadcasts it?
    Or do you watch it when you want?  When it suits you? [Netflix]
    How many times do you allow yourselves to be told something that an advertiser wants to tell you?  Or do you consume information when you allow it to be shown.  

    This is all part of my now theory.

    In a world where buyers do most of their own research online before ever contacting a vendor. We have to cut through the noise and engage these prospects with content that entertains, inspires, engages and educates them about what we do and who we are.

    A wonderful quote I read recently, “Facts tell, but stories sell.” There is no better medium than video for storytelling.

    Up until recently, most marketers have used video sparingly as a way to enhance their website, maybe through cost, ideas, or indeed understanding.  Very few have invested in it strategically as a way to improve the results of marketing and sales programs. That’s changing, join us and be a part of it.

    From 2016-2018, my agency humbly grew to be the largest producers of content of the UAE, created 9,300 hours of video, shown our clients’ story thousands of times to an audience of over 100 million.

    I’ve just told you that.  My clients believe in the results for their business and 82% of my business is referrals.  You might not appreciate the importance of video right now, and that’s OK.  To leave you with a fact, which might be the catalyst defining my point, “In the Middle East, YouTube is the largest search engine – it outranks Google”.  I’ve just told you that too.

    If you take anything away from this article, please consider my now theory, is your business in the now? Are you marketing to the now audience? Are your methods of broadcasting now? Do you want more business now?

    Other than being a passionate story-shower, I also love to discover the greatest coffee and travel the country in search for it.  If you would like to discover more about video, digital content, now marketing I’d love to share some time, over a coffee.

    “Work and live in the now”.

    Thank you for reading.

    A.

  • What are the benefits of rebranding?

    What are the benefits of rebranding?

    Rebranding can take many forms, from picking a new name to implementing a new business model. Aligning your core values to your employee hierarchy. While these changes are taking place, your business still needs to work towards engaging and communicate with customers.

    At a recent talk, I was asked “What are the benefits of rebranding?” and “How do we rebrand and keep our audience?” great questions as you do not want to disappoint current customers. This article will explain the benefits of rebranding and give you some considerations to make it work.

    Know why you are rebranding.
    A rebrand is a major undertaking, involving your entire business entity. Marketing, finance, online, client, industry awareness, employees and mission. The rebranding process is more likely to result in success if you focus on developing compelling reasons for the evolution.

    One of my London based clients (offering discretion), is head of marketing and customer support for [investment firm], helped guide his company through an intricate rebrand involving both a major name change and a refocusing of services. They needed to keep an eye on their 50 year heritage, modernise how their future customers would engage with them, and maintain confidence in their existing client portfolio. In their case, a rebrand was necessary to encourage growth and clarify their services. However, if that’s not the case for your business, rebranding could do more harm than good.

    If [your] company is leaning towards a rebrand, make sure to think through everything that will be affected and consider the time, expense, and work that will need to go into it and whether the Return On Investment (ROI) will justify the expense and effort.

    When the VP of a well known and successful Interior Design agency, helped oversee the company’s rebrand, he worked hard to communicate that the change was primarily about earning and maintaining clients’ trust. “If you invest in your business, others will too”.

    Their reasoning for a rebrand was to secure confidence when one of the founding partners exits the company (retirement) in 2022. Many companies grown from a founder, are built on the relationships of those key individuals – when they leave it can create uncertainty – so establishing change before individual change is a strategic execution of a successful transition plan.

    Don’t commit to a rebrand without clear, strategic, customer-centered reasons, and once you do, make sure customers know exactly what those reasons are if you want to maintain their loyalty.

    Have a comprehensive strategy before you start.
    “With hospitality evolving dramatically and the landscape of the consumer buying triggers inconsistent, we needed to showcase our portfolio and offerings to a ‘new generation of traveller’ whilst maintaining the reliability of our existing customer network.” was quoted from one of our Hospitality clients in Dubai. When asked for her advice, “The difficulties arose in the details and the implementation. Like peeling back layers of an onion, you don’t realise all that goes into a rebrand until you get into it.”

    When I consult on a rebrand strategy, I discover many businesses are surprised by the complexities involved in a rebrand. While initial plans may focus on a new name and matching domain, the process is likely to involve designing new logos, signage, new website and content, product guides, services being offered, even the clients you pursue. To ensure the process runs smoothly without losing customers, have a strategy in place before you begin.
    Plan for the changes that need to be made and which areas of the business it will affect. Designate members of your team to be in charge of each area, from making design decisions to communicating with customers.

    “Rebranding is a process through which you recalibrate your mission and priorities. Ensure you reflect this in your branded materials as well as the minds of your customers. Dedicated team members will dilute the workload and offer efficiency.”

    Anticipate questions and concerns.
    Communicating with customers during a rebrand is key to maintaining existing client relationships. If customers doesn’t understand why changes are happening, they may lose trust in the business, and you could see a significant drop in revenue. However, this is to be foreseen and is easily quashed.
    One of my clients last year was in charge of rebranding his family’s business to expand it into a national franchise. But during the process, he found that many existing customers worried that the name change and expansion meant the family-owned business had been bought out. To preserve their trust, we worked to anticipate the questions customers would have and provide answers before they took their business elsewhere. Here are four tips to help you:
    1. During a rebranding process, keep your communication simple, straightforward and speak to people’s fears and concerns.
    2. Change is scary, and people need clear explanations and reassurance to understand, support, and buy into your vision.
    3. Take your time but have a deadline to meet. You shouldn’t rush this process.
    4. Employees are the ones responsible for communicating with customers, so understand their concerns.

    Make sure you have a sound business reason for rebranding. Discuss with your team and get their buy-in. That way, your employees can easily communicate it to existing and potential clients, and understand the goals they should be tracking.

    Every rebrand is meant to improve a business, so everyone needs to understand where to expect those improvements.

    Get your rebrand out there.
    Communicating with your customers doesn’t have to be internal or private. Confident business owners find that talking about their rebrand as publicly as possible didn’t just help them maintain their current level of business – it led to an increase.
    Use social media, press releases, and media contacts to communicate with customers and the general public, when describing how [you] share the news about your rebrand. “We saw an increase in traffic to our website and greater interest in our company, because there was a better understanding of what we offered, and it was easier to find us in search engines.” quoted one of my successful corporate rebrands.

    Ensure a healthy part of your rebrand budget is allocated to announcements. Investing in this is crucial and it’s the perfect opportunity to tell customers, clients and the industry about your evolution (without spamming them with a traditional mail blast).

    A client this year, who we’ve known for some years, wanted to rebrand before their industry’s largest trade show in April of this year. With such a high-profile event coming up, their team had to talk publicly about the rebrand and the reasons behind it. This has been great for the company and they found it injected a sense of pride and passion to their employees.

    Rebranding in a downturn, could be seen as a surprising investment, however, when you consider how your customers perceive you, it leads to increased confidence in you and your business.

    Don’t shock existing customers.
    Strategies, like being transparent about your rebrand and having a clear plan for how to accomplish it, go a long way toward retaining customers. The best way to avoid a drop in business is to focus on maintaining excellent service, no matter what else is going on. Ensure the rebrand affects your existing clients as little as possible. “It will take time for the new focus to start paying off, so you do not want the current revenue flow to drop.”

    You may want to consider personal introductions to your new brand, email blasts or printed stationary. The ultimate goal of any rebrand should be to grow the company by better serving your customers. Sometimes this requires putting client services ahead of the rebrand. That isn’t necessarily a bad thing.

    Over the years, I have been involved in rebrands taking longer than anticipated in part because existing clients had to be the company’s top focus. “The process of rebranding will take longer than you expect. Competing priorities – especially client or customer-facing priorities – will always require your time and attention ahead of the rebrand.” stated one client at a recent workshop.

    I do hope that if you are considering a rebrand, you’ll consider speaking with me and my team of experts.

    If you are ready to discuss your options and find out more about my brand consultancy services, please get in touch.

    Thank you for reading.

    A.

  • How to choose the right branding agency

    How to choose the right branding agency

    Choosing the right design agency is crucial. You don’t want to be hopping from one to another, disappointed, frustrated and with a depleted budget. This article offers advice on how to choose the right branding agency for you.

    In my previous life I heard far too often comments like “we invested in a brand a year or so ago, and we need to do it again, but we’ve spent all our budget“. When I say we heard that a lot – it was a modest claim – it was every month… for years.

    The comfort is; you didn’t know better, nor should you have done. You met a superb sales guy that over promised and under delivered. That’s all, however, you’ve learned a lesson.

    Don’t see building a brand as a cost, but an investment – think about what you have sacrificed to get here, and that doing it right this time will hold you in good stead for the years to come.

    To get the most out your branding agency – whether it’s for a brand refresh or new creation – research them, do your due diligence. Don’t just look at a portfolio and be wowed by the design, understand who you are going to trust with your investment.

    Following my four step guide to building global brands, you’ll see your future differently.

    My Top Three Tips:

    1. Build rapport

    Take off the business owner’s hat for a moment and think of yourself as a customer (which you are). As a customer you buy from people you like, so build a rapport with them, respect their time and ensure they do yours. Once you grow to like them, through experience, knowledge and above all else, wisdom in branding – then make your decision with confidence.

    To help this flow, one thing a lot of customers request are designs, ideas, suggestions at no charge. In order to win the customer’s business, agencies are asked to give a lot without charging. This should be considered: “If an agency is prepared to give you a lot before you commit, they probably aren’t the right agency for you. They will probably make up for this time in the final invoice, which will cost you more.

    Our advice: once you’ve solidified a brief – managing expectations and deliverables – then commit. You have already built rapport and confidence.

    2. Experience and Passion

    Consider this; you can choose a large agency, with large overheads who will produce great work, yet the investment may well be out of budget.

    You could choose a small design studio who will do anything you ask as they are hungry for work, it’ll fit on budget but not on quality or expectations.

    Or consider freelancers. Those great designers, have little security and therefore often, take on too many jobs to secure that month’s income, miss deadlines and affect your business development.

    Lastly, choose a smaller agency who have the big agency experience and client portfolio, who have successes in business themselves, absolute passion for what they do, so can support you in your business.

    If they have passion for your business, it’ll show, plus, the more support you have in business the better, right?!

    3. What else can they offer?

    When answering, “how to choose the right branding agency?” consider a few points:

    • Do you just want the design? 
    • Do you need additional support? 
    • Do they have a network who can help? Do they offer other services that might benefit our business?

    Once these are answered, it’ll also help you select the right agency for you.

    You may find you’ll choose an agency that specialise in branding and design, however, they will also support you with their network of digital experts, signage manufacturers, social media support, content development, marketing strategies and others.

    If you are ready to discuss your business with a branding consultant who truly cares, and discuss the small print of life over a coffee, then contact me and build the right for your customers.

    Thank you for reading.

    A.

  • Learning Business Terminology

    Learning Business Terminology

    If you’re new to business, you may hear a lot of words and phrases unfamiliar to you. My glossary will explain some of the meanings of the most commonly used business phrases – so talking to your accountant should be a bit easier in the future.

    accounting period
    the time for which profits are being calculated, normally months, quarters or years.

    accounts
    businesses are obligated to produce an annual set of accounts. if they are listed on the stock exchange, they must also show half-year profits (information regarding profits six months into the financial year).

    accounts payable
    amounts of money owed by your company to external suppliers.

    accounts receivable
    money owed to your company by customers.

    acquisition
    the purchase of one company or resources by another.

    actuary
    an actuary is a person employed by pension providers and insurance companies. their role is to calculate accident rates, life expectancy and the relevant payouts.

    administration
    there are two meanings relating to this word in business.
    (1) the organisation and running of a business.
    (2) a business going into administration, meaning that a business has gone bankrupt and its creditors can get in touch to try and claim any money they are owed.

    affiliate marketing
    a retailer or service provider advertising its goods or services via a third party in return for a commission on any sales.

    annual equivalent rate (AER)
    a quote of what interest paid on savings and investments would be. it is calculated by adding each interest payment to the original deposit, then working out the next interest payment, compounding the interest.

    annual percentage rate (apr)
    this is the rate of interest you agree to pay on money borrowed. the higher the amount, the more you will pay.

    annuity
    this is a type of insurance policy. upon retirement a lump sum is paid into it and the insurance company then provide a regular income.

    arbitrage
    the process by which a person or business takes advantage of the difference in price of a share or a currency.

    assets
    property that has value owned by a company.

    audit
    an official inspection of a company’s, or individual’s, accounts.

    b2b
    business to business.

    b2c
    business to consumer.

    balance sheet
    a ‘snapshot’ of a company’s assets, liabilities and capital at a particular point in time.

    base rate
    set each month by the bank of england, this is the country’s base rate of interest. This influences financial products and services when they set their own cost of borrowing.

    benchmarking
    checking your company’s standards by comparing them with certain criteria, e.g. a competitor’s activities.

    bid-offer spread
    the buying (offer) and selling (bid) price of shares, bonds or currency. the ‘spread’ is the difference between those two prices.

    black swan
    financial events that are difficult to predict. It is called this because before people ventured to Australia, swans were assumed to only be white. No one had seen a black one until then.

    blue chip
    this term originates from poker as blue chips are traditionally the highest-valued. therefore, a blue-chip company is one that is large and considered to be safe or prestigious.

    bond
    an agreement made when money is borrowed from an investor at a set rate of interest. it is repaid over a set period of time. bonds are rated from the safest (aaa) to the riskiest (d), also known as ‘junk bonds’.

    bootstrapping
    (1) building a start-up company with very little money, often relying on personal savings and pushing for the lowest possible operating costs, while implementing cost-saving systems such as fast inventory turnaround.
    (2) making a forecast beyond a certain period by using the forecasted data for that period.

    break-even point
    the point in time when you will have paid back all your debts, or when revenues exactly match expenses.

    bridging loan
    this loan is taken out by people who need access to finance while their property is being sold.

    business angel
    also known as an angel investor. an individual who provides capital for a business start-up in return for a stake in the company.

    business cycle
    the tendency for economies to experience peaks and troughs that follows a cyclical pattern – known colloquially as ‘boom and bust’. Governments are tasked with smoothing the peaks and troughs and limiting the effect of these cycles on consumers and businesses.

    capital
    money invested into a company or project by its owners.

    capital expenditure (capex)
    money spent to create future benefits. capital expenditure is money spent by a company either to buy fixed assets or to add to the value of existing fixed assets with a useful life that extends beyond the taxable year. With regard to tax, capital expenditure cannot be deducted in the year the money is paid. Compare with operating expenditure (opex), which refers to ongoing costs to run a product, service or system.

    cash flow
    the movement of cash into and out of a business.

    collateral
    collateral is something lenders can use to give security against a loan. often this is a major asset such as a house.

    commodity
    this is any item which can be freely bought and sold. examples include gold, food products and coffee beans.

    copyright
    the exclusive legal right, owned by the individual or group who created a work, or by an individual or group assigned by the originator, to use certain material and to allow others the right to use the material.

    corporate social responsibility
    corporate social responsibility (CSR) is a form of self-regulation, where companies integrate social, environmental and ethical policies into their overall business strategy. Companies embracing CSR should take responsibility for their actions and take a proactive approach to having a minimal negative impact on the world.

    creditor
    a person or firm that has lent your business money or to whom you owe money.

    critical success factor
    a critical success factor is an element that must occur in order for a business to achieve its ultimate goal.

    debtor
    a person or firm that owes money to you or your business.

    depreciation
    the reduction in value of assets over time, usually due to wear and tear.

    diversification
    when new products, services, customers or markets are added to your company’s portfolio. diversification usually occurs as a risk reduction strategy.

    dividend
    money paid regularly by a company to its shareholders.

    economic growth
    this is the term used to describe an increase in the amount of goods and services produced by the county, known as gross domestic product (GDP).

    economies of scale
    the cost advantages obtained by a business when buying an item in bulk. the price of an item usually decreases as the amount bought increases.

    enterprise value
    this is the market value of a business. it is calculated by market capitalisation times current share price, minus cash, plus debt.

    equity
    equity is used by analysts to work out how financially “healthy” a company is. it also represents what would be left if all of a businesses’ assets were liquidated and the debt paid off.

    ethical investment
    investments made in companies that are specifically chosen for their environmental or moral credentials. defence contractors, or companies known to use contentious labour practices, will generally be avoided by ethical investors.

    ethical trade
    ethical trade can refer to many different things but is most often used as an umbrella term for any business practices that promote socially and/or environmentally responsible trading.

    exit strategy
    a plan to enable you to leave your business, either after achieving your goal or deciding you would like to move on to do something else while recouping any capital you invested when starting the company.

    export
    selling your goods or services overseas.

    fairtrade
    an organised movement enabling producers in developing countries to receive a fair price for the items they produce. fairtrade certification is becoming much more common in many sectors, particularly food, with several large brands now stating that their products are ‘certified fairtrade’ on their packaging.

    financial management
    planning, analysing, monitoring, organising, reviewing and controlling an organisation’s monetary resources. responsibility for financial management often falls to the finance director, and by extension the financial department.

    fiscal year
    also known as a financial year, the fiscal year is a set period used to calculate financial statements. The period used differs between countries and between businesses, although in the UK the year between 6th April and 5th April is most often used for personal taxation. the ‘official’ period for corporation tax runs from 1st April to 31st March, however companies can adopt any yearly period for corporation tax.

    fixed cost
    any cost that remains the same in the short-term, despite changes in volume. fixed costs usually include, for example, rent, interest and salaries.

    FTSE 100 index
    this list is made up of the 100 most highly capitalised blue-chip companies on the London Stock Exchange.

    futures
    these are financial contracts that secure a predetermined future date and price for an asset. the assets used in futures contracts include commodities, stocks, and bonds.

    golden hello
    an attractive package (typically a bonus, or stock options) that are offered to a senior employee as an incentive to join the company.

    golden share
    a golden share in a company is able to outvote all other shares in a specified circumstance.

    grey knight
    during a business takeover, this is a bidder who has no clearly stated intentions.

    gross
    the total amount of money you have earned in a period of time before deductions such as taxes.

    gross domestic product (GDP)
    GDP is the sum of all goods and services produced in the country’s economy. if it is up on the previous three months, the economy is growing. If gdp is down, the economy is contracting.

    gross national product (GNP)
    GNP is another way to measure the economy, but also the welfare of British citizens. this is GDP plus the profits, interest and dividends received from British residents abroad and minus those profits, interest and dividends paid from the UK to overseas residents.

    half year
    this is a term used to describe six months into the financial year when British listed companies must produce profit figures.

    hedge funds
    these investments are only open to professional investors, pension funds and insurance companies. They are considered risky bets although their aim is to beat falling markets. There are four main types of hedge fund:

    • market-neutral or relative value. these attempt to exploit market inefficiencies.
    • event-driven. invested on anticipated mergers, bankruptcy or corporate reorganisations.
    • long/short. allow fund managers to buy some assets but sell others they do not yet own.
    • tactical trading. speculation on the future direction of markets.

    horizontal merger
    when two companies within the same industry and at the same stage in production merge together.

    hostile takeover
    this is a takeover bid of a company that is deemed unacceptable or has unwelcome terms as deemed by the company’s board.

    hyperinflation
    this is inflation that is rapid or out of control. it usually only occurs during wars or during severe political instability.

    import
    buying goods or services from overseas and bringing them into the country.

    income statement
    determines the net income/profit of a business. an annual summary of both income and expenses.

    industrial output
    this is an indicator of future economic growth as it is the manufacturing output of the nation.

    inflation
    the term used when prices rise.

    insider trading
    the trading of shares based on knowledge that no one else has. it was made illegal in the uk in 1980.

    insolvency
    when a company becomes unable to pay off its creditors, or its liabilities exceed its assets.

    institutional investor
    a professional money manager who works for private investors and invests via pension and life insurance funds.

    intellectual property
    any works or inventions that are original creative designs. the individual or company responsible for the designs will be entitled to apply for a copyright or trademark on the designs.

    interim profit statement
    this updates shareholders on a company’s unaudited profits for the first half of the financial year.

    investment trust
    a company on the stock exchange that only invests in other companies.

    invoice factoring
    invoice factoring involves a business selling its invoices on to a third party, who will then add their own fee to the charges and seek the money from the debtor.

    key performance indicator
    a key performance indicator (KPI) is a measure of performance to assess the success of a company or a certain activity the company is taking part in.

    leveraged buyout
    when a company is acquired using borrowed funds. the debt is usually repaid by money made by the acquired company.

    libor rate
    LIBOR stands for the London Interbank Offered Rate and provides the average interest rate at which major global banks borrow from one another. it is based on five currencies:

    • US dollar
    • euro
    • British pound
    • Japanese yen
    • Swiss franc

    LIBOR is also the basis for consumer loans in countries worldwide. It impacts both consumers and financial institutions.

    liquid asset
    any asset which can be easily converted into cash.

    liquidity
    the ease with which a company’s assets can be converted into cash.

    macro-economics
    this is a part of economics that seeks to simplify and show the progress of whole economies rather than focus on individuals or groups (which is micro-economics).

    managed fund
    there are two ways in which a fund can be controlled:

    • actively. a fund manager buys and sells to maximise gains and minimise losses.
    • passively. a computer programme tracks the performance of a market.

    margin
    a profit margin is how much money a company made. for example, a gross profit of £1m on sales of £10m is a 10% profit margin. companies can compare profit margins with others to see how they are doing.

    market segmentation
    a market segment is a division of a market with similar characteristics (e.g. age, gender, religion) that cause them to demand similar products and/or services. For example, in an area with a large jewish community, kosher foods are likely to be in greater demand.

    market share
    the percentage or portion of the overall market controlled by one company.

    marketing mix
    the combination of marketing elements used by a company to encourage consumers to purchase its product or service. Also known as the seven P’s: product, price, promotion, place, people, process, physical evidence.

    merger
    when two or more companies are combined into one.

    microeconomics
    this is a part of economics that concentrates on the actions of individuals and groups, rather than of whole economies (which is macroeconomics).

    national insurance
    national insurance is a form of tax which everyone currently employed must pay in order to qualify for benefits, including the state pension.

    negative equity
    when the value of an asset you have already bought becomes worth less than what you initially paid.

    net
    the amount of profit remaining after deductions such as tax have been made.

    net asset value
    a way of measuring investment trusts. take the total number of its assets minus its liabilities.

    niesr
    national institute of economic and social research.

    nominal interest rate
    an interest rate that isn’t adjusted for inflation.

    nominal values
    these values do not take inflation into account.

    non-executive director
    this is a director who helps the company and offers an independent view on strategies and performance but is not actively involved in the day-to-day running.

    offshore account
    funds which are managed outside of the uk.

    oligopoly
    a market where only a few firms control the percentage of total sales.

    operating expenditure (opex)
    on-going costs for running a business, service or system that includes day-to-day expenditure such as sales and administration. Compare with capital expenditure, which is money spent on fixed assets or extensions to already-owned fixed assets. a photocopier, for example, would involve capital expenditure whereas toner and paper for the photocopier would be operating expenditure.

    operating profit/loss
    the profit or loss a company makes. these figures reflect how the business is performing.

    ordinary share
    also known as common shares, this is one unit of a businesses share capital.

    overheads
    costs that do not vary regardless of the level of production and are not usually directly involved with the cost of production, such as rent.

    patent
    an official legal document confirming that an individual or company has the sole right to make, use or sell a particular invention.

    paye
    pay as you earn. a method of collecting income tax on behalf of the government by taking it directly from your employees’ weekly/monthly pay.

    philanthropy
    making donations to charities in order to improve human wellbeing.

    present value
    comparison of the money available to the company in the future with the value of money it currently holds, e.g. due to interest.

    private limited company
    a type of legal company structure that, among other features, limits the personal liability of the company owners so that they can’t be made bankrupt by company debts.

    privatisation
    the process of moving state-owned assets into the private sector.

    producer price index
    a measure of inflation in goods bought and manufactured by british-based industry.

    product elasticity of demand (PED)
    the degree to which demand for products or services changes with the price. Essential goods, such as food, do not experience an increase in demand when the price changes, and are deemed “inelastic”, but non-essential goods do.

    profit and loss account
    a financial statement that shows any incomes or outgoings of a company over a certain period of time so as to show the net profit or loss for that time.

    quantitative easing
    this is a policy used by authorities in extreme circumstances to ease pressure placed on banks. The authorities buy bonds from the banks and from the commercial sector to make sure banks have enough cash to continue operating.

    quota
    this is a limit set by a government on how much of a product can be imported and exported.

    rate of return
    this is represented as a percentage and is the annual income an investment makes back.

    real interest rate
    the rate of interest minus the current rate of inflation.

    real values
    real values show how relative particular prices are to prices in general. they are adjusted according to inflation.

    recession
    a period of severe economic decline. defined by a contraction of gdp for six months or longer.

    return on investment
    the earning power of an asset or activity measured as a ratio of the net income of the activity to the operational cost. Return on investment (ROI) lets a company know whether an activity is profitable enough to continue.

    revenue
    amounts of money received by (or owed to) a company for goods or services provided.

    share index
    tracks the value of shares on the exchange to demonstrate their performance.

    share options
    a right to buy shares in a company in the future, at a favourable price, in addition to a regular salary if the person meets specific performance targets or predetermined criteria.

    shareholder
    an owner of shares in a company.

    smes
    small and medium-sized enterprises. a small business has fewer than 50 staff and a medium-sized business has fewer than 250 staff. micro-businesses, with fewer than 10 staff, would also come under the term ‘SME’.

    social enterprise
    social mission driven businesses, with social and/or environmental aims, that use market-based strategies to achieve their goals. Social enterprises can be both non-profit and for-profit.

    stakeholders
    any individual or party that has an interest in or may be affected by a business and/or its activities. This can include anyone, from shareholders to residents of the local community.

    supply chain
    the different elements making up the process involved in producing and distributing an item or items.

    sustainability
    the use of natural resources with a minimal impact on the environment; e.g. no depletion of resources. For example, a company that manufactured paper would be sustainable if it only made 100 percent recycled paper or planted a new tree for each one it cut down.

    takeover
    the buying out of one company by another.

    trade balance
    only taking visible trade into account (the import and export of physical goods) the trade balance shows a county’s trade position.

    trademark
    a logo, brand name or phrase legally registered by one company to represent them.

    triple bottom line
    people, planet, profit. the bottom line was originally considered as just profit. In recent years, with the growth in popularity of corporate social responsibility, businesses are increasingly measuring project success not only in monetary terms, but also by examining their social and environmental performance.

    turnover
    the total sales of a business or company during a specified period.

    unit trust
    a unit trust invests money in the stock market on behalf of a group of private investors that have put all their money together to invest and be managed by a fund manager.

    unquoted shares
    some companies choose to not be listed on the stock market, or they may not meet the listing requirements. therefore the shares are ‘unquoted’.

    venture capital
    capital invested into projects with higher risks, usually start-up businesses.

    vertical merger
    a merger between companies that are in the same industry but are not at the same production stage. For example, if a car manufacturer buys a tyre company. they are part of the car manufacturing industry, but now the car maker can reduce the cost of tyres.

    volume
    the number of shares traded in a day on the london stock exchange.

    without-profits policy
    an insurance policy that does not share in the profits of the business that issued it.

    working capital
    this is the capital a business uses in its day-to-day trading. it’s the difference between current assets and current liabilities. It provides an indication of liquidity and the businesses ability to meet its current obligations.

    work-life balance
    the balance in demands of both life at work and personal life.

    yield
    the income from an investment. calculated by taking the annual dividend or interest payment, multiplying by 100 and dividing by the current market price.

    zombie funds
    more formally these are called closed funds. it’s a name given to a closed with-profits fund that no longer accepts new business until the existing policies mature.

    There are many more terms, if you’d like to contribute to this page, please get in touch.



  • They say content is king, so let it reign

    They say content is king, so let it reign

    For six years in Dubai, I specialised in producing content for the hospitality, travel, lifestyle and F&B sectors. In 2019 alone we produced nearly 1,800 videos, showcasing the best of hotels, places of interest, outlets, destinations and experiences the UAE, Hong Kong, Australia and South Africa had to offer.

    It is proclaimed audiences do not want to be sold to these days, and whilst I agree, there is always an element of promotion for gain. We love what we do, and our testimonials speak for ourselves, if you would like to discuss how we can tell your story and generate you an ROI through content and promotion, please do book a meeting with me.

    “Don’t spend without investing”

    Strong content is key to powerful messaging

    It’s all very well having a library of content, but unless (thanks to the algorithms) you have budget, or a tremendously engaged audience, your content won’t get seen.

    Consider collaborating in the videos with likeminded, synergetic brands to share each other’s audiences, divide the costs (potentially), and add breadth to your reach – but note the script of your video will need to be equally weighted (if splitting the production spend), so co-write your script to ensure all brand collaborators benefit.

    I’m happy to support you with your next campaign, get in touch.

    Thank you for reading.

    A.