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Whitepaper – Marketing ESG in 2024: Risks, Rewards & Riddles

Our latest ESG report examines the current communications landscape and the extent to which ESG factors are considered a strategic priority – both for communications and wider business plans.   

In March 2024, we surveyed senior marketing decision makers working within the financial services, energy and technology sectors across the US, UK, Middle East and APAC. 

The report examines the practical – and strategic – considerations for effectively communicating ESG efforts, alongside the more conceptual challenges with the specific ESG term and its direction for the future. 

Download our whitepaper and gain insights into:

  • How far ESG considerations have been embedded into communications and wider business strategies 
  • Whether the term “ESG” is fit for purpose 
  • How pervasive the risk of inadvertent greenwashing activity is 

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Aspectus Group expands into Middle East with Dubai office opening

Appointment comes as the agency expands its global professional services offering.

Dubai, UAE, 4th June 2024: Aspectus Group, a global brand, marketing and communications agency, has announced its latest expansion, opening its first office in the Middle East, appointing Astrid French to lead.

Located in Dubai, UAE, the move affirms the agency’s global growth plans and long-term commitment to the region, having supported clients in the market for over a decade. The UAE office will drive activity across strategic locations in the Middle East, for local firms seeking global support and global firms pursuing local impact. Aspectus will continue its focus on specialist B2B expertise in energy, marine and industrials; technology; financial and professional services; and capital markets.

Astrid French, who joined Aspectus in 2021 following tenure at Weber Shandwick and Edelman, and who has since led the Energy & Industrials Practice, is expanding her role, appointed as Head of Middle East. Astrid commented: “The opportunity in this region cannot be overstated. Attractive business conditions and an appetite for innovation and investment is fueling economic growth in a way we simply aren’t seeing in other markets.

“It’s particularly evident in our core sectors, with initiatives like the $500M UAE AI & emerging tech R&D programme, consistent double-digit growth in DIFC company registrations, and new CCUS and green hydrogen projects on the horizon.

“This creates opportunities for both established heritage brands and vibrant emerging start-ups. But, it also significantly raises competition on the local and global stage. Storytelling always matters – but in this context, and in sectors where messaging must be handled with care, having a voice that is heard, remembered and advocated for, for the right reasons, becomes a non-negotiable.”

Astrid will be responsible for overseeing the strategic direction of Aspectus’ activity in the Middle East across brand strategy, digital and media relations, as well as retaining her current lead role on a number of flagship global clients. The news follows Aspectus’ highly successful office opening in Singapore in January 2023, which has experienced impressive growth since launch.

Alastair Turner, Global CEO of Aspectus Group, continued, “As an agency, we have lived by a commitment to unparalleled service for our clients; where they need us, that’s where we go. For a long time, we have supported in this region, but it has become increasingly clear the need to pivot from executional to strategic on-the-ground leadership. It will elevate our work not only in the Middle East, but across the world as we grow our network of offices that form a nexus of global support for our clients. We couldn’t have a better person representing the agency in Astrid. She is brilliant with clients from both a strategic and tactical point of view as well as being a fearless new business operator. She is endearingly geeky about our specialist sectors and passionate about people development. We are lucky to have her driving the business forward in the region.”

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A perfect partnership: My love affair with AI

By Alastair Turner, Global CEO

Exploring the transformative partnership between AI and humans, this blog highlights how AI enhances creativity and business innovation. It underscores the importance of ethical collaboration and envisions AI’s role in future achievements.

Eighteen years into a marriage that still sparks joy, laughter and the occasional electric touch, I’ve come to a realization: Partnerships, in their myriad forms, are the bedrock of human achievement. Whether it’s the love that binds my wife and me, or the amazing partnership that we cheer on the sports pitch, dance to at festivals and laugh with en masse at gigs, the essence of collaboration is unmistakable. But there is a new partnership in town and it’s unlike any other: my burgeoning romance with generative artificial intelligence (AI), aka ChatGPT.

This isn’t your run-of-the-mill dalliance. No, this is the kind of transformative union that could only be rivaled by the legendary synergies of yesteryear — think Edwards and John lighting up the rugby field, Torvill and Dean gliding to Olympic glory, or Jordan and Pippen dominating the hardwood. Each duo, in their respective arenas, while not always friends or even getting on, showcased the exponential power of collaboration. I have not a smidgen of their talents, but my relationship with AI is certainly helping me be better at my job and it doesn’t seem to mind if I steal the limelight.

AI and humans: A symphony of differences

The beauty of human partnerships often lies in the harmonious interplay of contrasts. Lennon and McCartney’s songwriting genius, the comedic timing of Laurel and Hardy, the strategic masterminds of Montana and Rice when the 49ers won Super Bowls — each partnership thrived on the unique contributions of its members. In the realm of AI, however, the dynamic shifts. Here, the partnership is inherently asymmetrical, with the scales tipped decidedly in my favor. AI doesn’t vie for the spotlight or seek recognition. Not yet anyway. There are no artistic differences and it’s never passive aggressive (not a refence to my wife!). Instead, it amplifies my capabilities, quietly transforming me into, I like to think, a more effective, innovative leader.

The unseen muse: How AI Enhances Human Creativity and Innovation

In the creative industries, the quest for the next “aha!” moment is relentless. AI, with its ability to sift through data and identify patterns invisible to the human eye, has become an indispensable ally. It’s not about replacing the human touch but enriching it, offering a palette of possibilities that were previously unimaginable. This isn’t just about making processes more efficient; it’s about elevating creativity to new heights, guiding us toward ideas that resonate more deeply and connect more authentically. Check out this Harvard Business Review piece for more fascinating insights into how generative AI boosts human creativity.

Building bridges, not replacing them

In the business of marketing and communications, relationships are currency. While AI excels at decoding trends and managing data, it’s the human element — our ability to empathize, to share a laugh, to forge connections — that turns these insights into meaningful strategies. This partnership doesn’t dilute the personal touch; it sets the stage for more impactful human interactions, ensuring that every handshake or shared joke is as potent as it can be.

A dance of complexity and ethics

Facing the labyrinth of modern challenges, the alliance between human ingenuity and AI’s computational prowess is our best bet. Together, we navigate the unpredictable, blending AI’s efficiency with human adaptability and ethical judgment. This is not about relegating AI to the role of a sidekick; it’s about recognizing it as a force multiplier, a catalyst that propels us toward a future we’re only beginning to imagine.

I find it compelling how many of our clients are flirting with AI, using generative AI tools, developing their own GPTs, or speculating about AI’s future in their thought leadership in the media. We hear our clients across our sectors discuss it, from financial services and capital markets to energy, industrials, and technology. Recently our client, a cloud solutions tech provider called Searce, posited that generative AI tools are going to change compliance functions. Fintech provider Clearwater Analytics predicted the proliferation of generative AI use cases in investment accounting and the broader financial services sector. And, global commodities intelligence provider ICIS launched its own generative AI commodities assistant called Ask ICIS.

To infinity and beyond

So, as I reflect on my love affair with AI, I’m reminded of the fictional dynamic duo of Buzz Lightyear and Woody from Toy Story. AI is not merely a dependable friend like Woody or a simple gadget on Buzz’s utility belt. It’s far more transformative. Imagine AI as Buzz Lightyear’s wings — it doesn’t just add to our capabilities; it propels us to new realms of possibility.

This partnership with AI is about embarking on a journey to uncharted territories, reaching for ‘infinity and beyond’. It’s not merely about solving problems or enhancing the way we do things; it’s a catalyst that launches us into a future brimming with unexplored potential.

In this perfect partnership, AI doesn’t just add wings to our aspirations — it fuels our flight toward a future ripe with possibilities, ensuring that together, we soar higher, reach further, and dream bigger… It must be love.

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What Do Clients Want from Their Marketing Agency in 2024?

By Ellie Jackson, Chief Client Strategy Officer

This blog explores the top five attributes businesses seek in a marketing agency in 2024. Learn how to embody these qualities to meet client expectations and excel in the industry.

As September rolls in and the familiar buzz of “back to school” season begins, we’re reminded of the importance of preparation, learning, and the pursuit of excellence. Like students sharpening their skills and embracing new challenges, we at Aspectus find ourselves reflecting on our methods as a global branding, marketing and communications agency.

We’re always looking to get better at what we do. We work hard to keep our services fresh and valuable. That’s why we often ask for client feedback – to understand what clients value the most and highlight where we should focus our attention.

Based on the lessons from our latest client survey, I found it fascinating to compile these into the five key trends clients rank as the most valuable from their marketing and PR agency in 2024.

Proactivity: Anticipating Client Needs

“My coverage team has been sharp and consistently contribute to our success. They are my secret weapon.”

Proactivity isn’t just about reacting to client requests; it’s about being innovative and forward-thinking. As students gather their stationary supplies and prepare for ‘what if’ situations like a surprise quiz, clients value an agency that anticipates their needs and is prepared to react quickly.

We are constantly exploring new ways to help partners succeed. This mindset allows us to offer creative solutions that not only meet but exceed expectations, ensuring clients stay ahead in their respective markets across financial services, capital markets, technology, energy and industrials.

So, what does this look like?

Embody clients’ business: immersion into their business plan, operations, and culture allows us to understand their unique needs and objectives.

“They are proactive and understand where our company is in its lifecycle.”

Contingency planning: strategic planning ensures we are always prepared to act swiftly and effectively in line with clients’ messaging and goals.

Study competitors: understanding the competitive landscape allows us to identify gaps and opportunities to exploit.

Conduct thorough market analysis: staying abreast of industry trends helps us anticipate changes and adapt tactics accordingly.

Identify challenges and opportunities: by keeping an eye on market developments, we can anticipate evolving conversations and stories to leverage emerging opportunities – especially when the client is unsure where to tap into.

“Wonderful team, super proactive even when we struggled to find story angles on our side. Very professional and can rely on them to deliver.”

Creativity: Standing Out in Saturated Markets

In increasingly saturated markets across social channels and publications, businesses are looking for agencies that can think outside the box. But creativity can sometimes feel out of sync with the logic and rationality of business strategy. The challenge lies in carving out space for them to own and make a lasting impression.

At Aspectus, we set ourselves apart with a special kind of creative energy, which we call ‘considered creativity’. We don’t just do creativity for creativity’s sake. Instead, our ideas are big and bold – designed to ensure organisations stand out – but firmly grounded in an understanding of target markets, audiences, and business goals. Whether it’s through a press release, product launch, or LinkedIn campaign, this guiding principle means our work cuts through the technical (and sometimes monotonous) noise.

“I always want more proactive, creative ideas coming my way, so I encourage the team to keep their foot on the gas in that respect. They do a good job today and I want to continue this focus.”

Most importantly, we do not want to create an echo chamber. Creativity thrives on diversity. This is why we are committed to a balanced approach, uplifting talent from different backgrounds, with unique experiences and perspectives to bring fresh, innovative ideas to the table.

“The team has the right blend of skills to deliver communication objectives.”

Deep Sector Knowledge: Driving Business Forward

Importance of sector knowledge in marketing is paramount. Organisations want an agency that understands their industry inside out and can provide insights that drive their business forward.

96% of clients see their account team as a genuinely consultative partner, and 93% say the team has a good understanding of the client’s sector.

“I think the team have a very good understanding of the traditional telecoms market. They also seek opportunities to bridge the gap with the new technology sector by connecting stories in AI, cloud and digital technologies.”

We strive to stand in our clients’ shoes to understand their distinct viewpoints – delving into their marketing plans and sales targets – aligning our approach with their targets. Building this kind of rapport with a client takes considerable time and effort until it becomes intuitive within account teams.

Dedication to understanding the essence of organisations, every nuance of their industries, and the specifics of their products and services allows agencies to provide tailored, effective strategies that resonate.

Reliability and Responsiveness: The Backbone of Agency Success

After the intensity of a demanding first term, students get to have some much-needed rest and relaxation (R&R) during the half-term break. This rejuvenation period allows them to reflect on their performances, celebrate their successes, and plan for the future.

 Similarly, it is important for agencies to take a step back to evaluate their performance – not just to identify areas of improvement, but also to understand what is going well.

When asked what teams do that clients value most, the resounding answers were: responsiveness and reliability. 100% of our respondents said the Aspectus account team is organised, reliable and communicated effectively.

This combination of traits ensures we can respond quickly to media requests and other last-minute needs, without any drama. They value collaboration and a deep understanding of their unique operational processes, enabling agencies to seamlessly integrate as an arm of their marketing team.

Each agency has its own approach to working with clients. For us, the term “client” doesn’t fully capture the essence of our relationships with the companies we serve. We see them as integral partners who keep our lights on. Recognising that each point of contact has a unique personality, workflow, and objectives, we strive to be agile and adaptable to meet their diverse needs.

“We see the Aspectus team as an extension of our internal team – they are extremely knowledgeable about our organisation, our messaging and objectives, and we can trust them to come to us with proactive ideas which will help support our overall mission and goals. Fantastic communication from the whole team – and they are so flexible with our timings and always accommodate our often-last-minute requests.”

That is our take on proactive marketing agency strategies 2024. Ultimately, businesses desire marketing agencies that exemplify proactivity, foster considered creativity, possess deep sector knowledge, and demonstrate unwavering reliability and responsiveness.

At Aspectus, our commitment to these values defines our approach and drives us to excel. We’re looking forward to what’s to come in the next year, and how we can continue to push boundaries to deliver exceptional results for our partners.

Key takeaways

Q: What is the importance of proactivity for marketing agencies? A: Proactivity involves anticipating client needs and offering innovative solutions, ensuring agencies stay ahead in the market.

Q: How can creativity help marketing agencies stand out? A: Creativity, especially when grounded in market understanding, allows agencies to create impactful and memorable campaigns that cut through the noise.

Q: Why is deep sector knowledge crucial for marketing agencies? A: Deep sector knowledge enables agencies to provide tailored strategies and insights that align with clients’ business goals and industry trends.

Q: How do reliability and responsiveness benefit clients? A: These traits ensure that agencies can quickly and effectively address client needs, fostering strong, collaborative relationships.

Bibliography

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How to grow your business in Asia

By Louise Veitch, Head of South East Asia

This blog explores strategies for growing your business in Asia, emphasising the importance of local presence, networking, understanding cultural nuances, and effective marketing & communications activity. Learn how to navigate the unique challenges of the Asian market to achieve sustained success.

Many people may not know this, but Julia Donaldson’s classic children’s tale The Gruffalo took inspiration from a much older Chinese folk tale, The Fox and The Tiger. It’s a tale worth reading and one that comes to mind when I reflect on moving to Singapore two years ago to expand the Aspectus office here.

The short premise of the fable is, like the mouse in Julia Donaldson’s book, a fox who is captured by a hungry tiger, manages to escape becoming dinner, through the sheer sense of determination and believing in himself in a testing and terrifying situation!

While I wouldn’t compare moving to Singapore with ending up in a tiger’s lair, I would be lying if I said it wasn’t challenging at times. However, it’s also been an incredible journey so far and from the tests we’ve encountered, I – and the business here – continues to go from strength-to-strength thanks in most part to the fantastic team and client base we are assembling out here.

When we first opened our doors in Southeast Asia, Aspectus’ presence here looked very different. With limited people on the ground the business wasn’t growing nearly as quickly as our US, UK & Europe counterparts. Fast forward to today the Singapore office has quadrupled in size and the agency also has a presence in Thailand, Vietnam, China, the Philippines & Indonesia.

Success and timing often go hand in hand, so Asia’s booming economic landscape, which is expected to far outpace global growth this year, has helped to slick the wheels. We started to invest in our presence and our people in this region just as our core clients were realizing the huge opportunities that Asia presents.

However, timing isn’t everything and while we can’t deny any absence of growing pains, I wanted to share some of our learnings for getting to where we are and manifesting Aspectus’ own ‘inner fox’.

Be on the ground

In our highly connected post-Covid world, the value of being on the ground can often be overlooked without consequence – but not in Singapore. Having local experts who understand the region’s nuances is crucial for effectively communicating with and selling to your target audience.

The same goes for the value of being in the same time zone as the people you want to do business with. With only a two-hour cross-over for the UK and no (sociable) business hour cross-over with the US, being on the ground is essential for making things happen.  

The importance of networking in Singapore

Thanks to Zoom or Teams, it is not out of the question to have clients in London & New York that you’ve never met in-person. However, in Asia the culture of face-to-face meetings has survived the pandemic and although what you do is important, who you know is crucial. In-person industry events are essential for getting face-to-face. In Singapore there are industry events every week, but if we had to recommend our top 5 for our specialist sectors, it would be Singapore Fintech Festival, Tech Week, Token 2049, Asia Clean Energy Summit, & Money20/20 Bangkok.

Good work leads to more work

It’s almost always the case that doing good work leads to winning more work, but never has this been truer than in Singapore and the rest of Asia. Recommendations in this region can be even more valuable than reputation. So instead of chasing the next sale, focus on doing brilliant work, surpassing expectations and delivering real impact.

Always consider cultural nuances

Each country in Asia has its own unique business etiquette and cultural nuances. In Japan you have no chance of connecting with your target audience unless you are communicating in Japanese, in contrast with Malaysia and the Philippines where English is the standard language for business.

Tailor your business practices, marketing, and communications to fit the local culture for individual countries in Asia. This might include translating materials into the local language or adapting your business model to meet local consumer preferences.

Marketing in a new market

Make sure people are finding you on Google and when they do, make sure your brand, messaging & content backs up why your audience should be choosing your services. Done well, pay-per-click (PPC) provides immediate visibility, very effectively targeting potential customers and recruits. The ROI is undeniable.

Then you can consider proactive outreach to grow your brand and network. We recently hosted a Marcoms in Asia webinar with some of the top marcoms leaders in the region, which led to another 100 new connections and opportunities to build our network out here.

So timing isn’t everything. Building a business in Singapore has taken a ‘fox’s courage’ – often in situations that can be high pressured and a step into the unknown. But with the support of a loyal client base and an exceptional team across Asia and the rest of the world we’ve been able to pull off something special that is only going from strength to strength.

Key takeaways

  • Q1: Why is local presence important for business growth in Asia? A1: Being on the ground allows businesses to understand local nuances and effectively communicate with their target audience, which is crucial for success in Asia.
  • Q2: How does networking contribute to success in Asia? A2: In Asia, who you know is often as important as what you do. Face-to-face meetings and strong connections are essential for business growth.
  • Q3: What role does cultural awareness play in expanding a business in Asia? A3: Each Asian country has unique cultural and business practices. Tailoring your approach to fit these nuances is key to successfully connecting with your audience.

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Scotland’s energy future under a Labour government

By Jamee Kirkpatrick, Energy and Industrials

Scotland’s energy landscape is evolving fast under Labour’s new government. Discover the key policies and announcements shaping the future of renewables and the oil and gas sector, before delving into the opportunities it presents for energy companies to rethink their communications strategy.

The election this summer and subsequent change in government could mark a pivotal moment for Scotland’s energy landscape. This transition brings both challenges and opportunities for energy companies and, by extension, the marketing and communications strategies that support them.

Understanding Labour’s energy vision

Labour’s recent election victory has set the stage for significant changes in Scotland’s energy industry, particularly as the UK accelerates its transition to renewable energy. Since the party took power, Ofgem has approved the largest single investment in the UK’s electricity grid, paving the way for a new “superhighway” in the form of a subsea cable connecting Peterhead and Lincolnshire. And, just this week, the results of the sixth Contracts for Difference (CfD) renewable auction saw a major U-turn on last year, securing more than double the capacity of 2023’s auction thanks to a significant increase in budget under the Labour government.

This forms part of a broader strategy to support the integration of 21 GW of additional offshore wind capacity and other renewables, including onshore wind and solar. A strategy that will be spearheaded by GB Energy, which, the BBC has reported will be headquartered in the home of Scotland’s energy sector: Aberdeen.

Labour has pledged not to revoke existing offshore oil and gas licenses in the North Sea, but has committed to not issuing any new licenses, signalling a gradual shift away from fossil fuels. Yet, recently announced changes to the Energy Profits Levy (EPL) – the windfall tax – have left question marks over job security and unease across the oil and gas sector.

And it is also not yet clear what Labour will do to support the decommissioning sector. What can be said though is that both the Scottish and UK governments are backing carbon capture and storage (CCS) and hydrogen.

In early August, the Scottish government granted the Acorn project £2m in funding and in its manifesto, Labour stated that it planned to invest £7.3 billion on priority low-carbon industries, with £1.8 billion earmarked for decarbonising ports, £1 billion for carbon capture and £500 million for green hydrogen. As a result, Scotland can likely expect to see significant investment from the UK government.

The opportunity for marketing and communications

With Labour’s pledge to achieve 100% clean power by 2030 – five years ahead of previous targets – the urgency for action is clear. With ambitious plans to quadruple offshore wind capacity to 60 GW, triple solar capacity to 32 GW and double onshore wind capacity to 30 GW across the UK, Scotland can and should be at the heart of this energy transition.

This shift presents a dual challenge and opportunity for marketing and communications professionals, who must adapt their strategies to ensure their brands remain relevant and competitive in this evolving environment.

As with any time of significant change, there is the potential for a shake-up. It is likely that we will see new businesses and ideas coming to the fore, and, as a result, brand relevance must shift to the top of many marketing and communications functions agenda. Where legacy businesses have thrived, now they may face a struggle to survive in a clouded and saturated market.

While not every brand will need a complete overhaul, businesses will need to a pragmatic approach to stay relevant. From brand strategy and visual identity, to clear, concise messaging and a strategic multi-channel communications approach to take that brand to market, businesses must ensure they are equipped to meet the expectations of their industry and audience.

With the ever growing importance on the energy transition, companies operating across the value chain must navigate the balance between conventional and renewable energy carefully and avoid the risks of being sidelined or accused of greenwashing. Our in-house, multi-disciplinary support, rooted in energy and industrials sector experience, helps companies do just that.

The new political landscape presents a unique opportunity for energy companies to redefine their narratives and strengthen their market positions. Although the full implications of government policy remain speculative in some cases, the election marked the beginning of a promising new chapter for the future of Scotland’s energy industry.

At Aspectus Group, we are committed to guiding our clients through change with strategic, insightful and innovative marketing and communications solutions. By staying informed, adaptable and proactive, we can turn potential challenges into opportunities for growth.

Key takeaways

  • What is Labour’s energy strategy for Scotland?
    Labour aims to accelerate Scotland’s shift to renewable energy, pledging to achieve 100% clean power by 2030 and committing to major investments in offshore wind, solar, and green hydrogen.
  • What are the challenges and opportunities for energy companies?
    The energy transition will challenge existing businesses to remain relevant while creating opportunities for new companies. Effective communication strategies and clear messaging will be vital to navigating this shift.
  • How can marketing help energy companies adapt?
    By refining their brand messaging and adopting a clear multi-channel approach, companies can stay competitive and avoid pitfalls that come with change.

Author Bio

Jamee Kirkpatrick is a senior account director in our energy and industrials practice, who supports companies from start-ups to global players. Through her proactive, multi-channel approach she helps companies build their brands, tell their stories and drive business outcomes. Based in Aberdeen, Jamee works with clients in the oil and gas, renewable, utilities and technology space.

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Marketing Cybersecurity Solutions: Top 5 Strategies for 2024

By Piers Grassmann, Technology

This blog outlines five key strategies to effectively market your cybersecurity service in 2024. It covers understanding market dynamics, identifying target customers, building a strong brand, and using digital marketing and public relations to drive business growth.

If there’s one reality that’s hit the business world hardest in the last two years, it’s the importance of the cybersecurity sector for the smooth running of business operations, the economy, and even society at large (stay tuned to find out how this relates to cybersecurity service marketing strategies).

We all witnessed the impact of the global IT outage caused by a faulty update released by the cybersecurity firm, CrowdStrike, with flights, hospitals, trains and even stock markets grinding to a halt as a result.

However, the disruption of cybersecurity incidents can also bring substantial financial repercussions. According to IBM’s 2023 ‘Cost of a Data Breach’ report, the impact of the average data breach entails a loss of approximately US$4.45 billion on average.

So, how should brands go about marketing cyber security services to audiences? Effective marketing has the potential to differentiate your offering from others and drive growth. But with so many options and tactics at their disposal, vendors are overwhelmed by choice.

In this guide, I will outline the 5 strategies cyber security firms must consider when it comes to marketing their services, from digital campaigns, to branding, PR, and everything in between.

Understanding the market landscape

When it comes to promoting cybersecurity solutions for businesses, understanding the wider context of the market is key.

Based on my introduction alone, it’s no secret that the 2024 cyber security market is intensely competitive. The growing prevalence of attacks, incidents, and breaches (as well as the ever-increasing severity of their impact), means the sector is seeing skyrocketing demand for reliable, advanced, and effective technology to combat these myriad threats.

Without understanding what you’re up against, you have little chance of ensuring your marketing and messaging will resonate with your target audiences. Whether you specialize in DDoS protection, identity threats or back-up storage, target audience identification should be the first step in any cyber security marketing strategy.

From the widespread proliferation of AI and machine learning integration, to concerns around the safety of Internet of Things (IoT) technology and the booming growth of ransomware and supply chain attacks, no marketing strategy should be developed in isolation from these critical concerns.

Identifying your target customer

The crucial next step in your marketing journey should involve zeroing in on the specific customers your service is aimed at (whether that be SMBs, larger enterprises, or those within specific industries) and then conducting research into their unique challenges and pain points. Only then can you identify how your offering can help.

For example, consider conducting research into the key trends, challenges and opportunities that exist in the sector at large and attempt to map your services onto them. From there, you can go into greater detail and begin developing tailored customer personas to crystallize who it is you’re talking to through your marketing strategy.

Building a strong brand identity through messaging

With the knowledge from your market landscape and customer research, you’re now able to begin building your brand identity as it relates to your offering. For example, create a messaging document for your team and potential prospects that outlines your services USPs.

Ideally, these tie into your company messaging and value proposition, but it’s crucial that each offering serves a clear purpose. It must address a tangible, measurable need for your target audience.

For instance, when marketing your DDoS protection service for retail businesses, you could start by citing figures from US-based cybersecurity firm, Cloudflare, who found that in Q3 of 2024 there was a 117% increase in YoY network-level DDoS attacks, with a particular uptick impacting retail around Black Friday. From there, you can build your brand identity and focus your marketing efforts on how you solve that problem for retail businesses more effectively than competitors.

Maximizing digital marketing tactics

Now that you have a comprehensive grasp of the landscape, audiences, their problems, and how your offering addresses them, you’re in a prime position to leverage the full gamut of marketing tactics available to you to get that message out there.

It’s a well-established concept within marketing that it takes an average of seven interactions with your brand before a buyer is likely to decide to buy with intent, this is often referred to as ‘the rule of 7’.

Your strategy should make full use of the digital marketing ecosystem to start spreading your message. A (non-exhaustive) list of approaches that should be included in any effective digital marketing strategies for cybersecurity companies might include:

  • Content creation and promotion: crafting and disseminating key educational content (e.g., blog posts, whitepapers, webinars) and promoting these through paid and organic social media
  • Email marketing: targeted emails to your core audiences can build stronger customer relationships, increase sales, enhance brand loyalty, and generate qualified leads
  • SEO strategy: implementing SEO strategies to rank highly for cybersecurity-related keywords in search engines
  • Marketing collateral: drafting case studies and testimonials as trust builders by providing third-party validation to potential prospects

Leveraging public relations for growth

It’s equally fundamental that any cyber security marketing strategy makes effective use of public relations to maximize the impact of any ongoing efforts. This includes, but isn’t limited to:

  • Media relations: partnering with a well-connected agency with extensive expertise and connections across the media landscape will allow you to unlock earned press opportunities to further build third-party validation with your target audience. Getting your message out there quickly is crucial and a good PR partner will be ideally placed to help with this
  • Analyst relations: where relevant, seeking support from a team able to arrange and manage briefings with analysts can add authority to your businesses industry presence
  • Award submissions: award entries are another effective way to shout about your services and gain the accreditation of external parties
  • Event and conference support: networking in-person still plays a role in any marketing efforts (even post-pandemic), and the right PR team can help to plan upcoming relevant industry gatherings to attend

By implementing the tips I’ve outlined above – understanding the market, your customer, and audience, building a strong brand identity through messaging, and leveraging digital marketing and PR – you will be positioned for a successful cyber security marketing strategy geared towards growth and long-term success.

Our technology team has an experienced group of cybersecurity experts (me included!) who would love to support you with all of the above and more. If you’re interested in a conversation with the team, do get in touch with us at tech@aspectusgroup.com.

Key Takeaway Section

Q1: Why is it important to understand the cybersecurity market landscape?
A1: Understanding the competitive landscape helps ensure your marketing efforts resonate with your target audience and address the key issues in the industry.

Q2: How can you tailor your marketing strategy to your customers’ needs?
A2: By conducting research on customer challenges and mapping your services to address those needs, you can create targeted and effective marketing messages.

Q3: What role does digital marketing play in promoting cybersecurity services?
A3: Digital marketing, including content creation, email campaigns, and SEO, is crucial for building brand visibility and engaging potential customers across various channels.

Bibliography

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Best Cybersecurity Awards for 2025: Entry Deadlines & Tips

Sanjana Rao, Technology

Why cybersecurity awards matter

Awards are a crucial component of a company’s PR and marketing strategies. They provide third-party endorsements for your products or services, spotlighting the tangible impact of your business and cybersecurity solutions. You can use these to supplement marketing materials, attract new customers, and serve as proof of success for potential investors and entice talent. Additionally, winning awards helps position your business leaders and key spokespeople as authoritative figures in the media and your sector.

As award season draws to a close, we’ve pulled together a list of the best cybersecurity awards for companies in 2025.

So, what are you waiting for? Explore our recommendations and read on for our five tips on best practices for award entries.

Key cybersecurity awards for 2025

Globee Awards for Cybersecurity

The 21st Annual Globee Awards for Cybersecurity are open for entry now. These awards, part of the Globee Business Awards, have had a long-standing reputation of inspiring success.

Categories include ‘Emerging Cybersecurity Startup of the Year,’ ‘Cybersecurity Product Launch,’ ‘Cybersecurity Entrepreneur of the Year’ and more.

  • Entry deadline: 25th September 2024 (early-bird)
  • Entry fee: from $176 – $784
  • Awards ceremony: 12th March 2025

Cyber Security Awards

Now in its 10th year, the Cyber Security Awards reviews the best players in the industry. It rewards those committed to making a difference.

Categories are split between impressive individuals and company-centric awards. These include ‘Cyber Woman of the Year,’ ‘CISO of the Year,’ ‘Best Cyber Start-up for the Year,’ ‘Best AI Solution of the Year’ and more.

So, whether you want to nominate incredible talent within your company or a solution you’re proud of, there’s something for everyone.

  • Entry deadline: 17th January 2025
  • Entry fee: TBC
  • Awards ceremony: TBC

Cybersecurity Excellence Awards

The Cybersecurity Excellence Awards honor individuals and businesses that demonstrate excellence, innovation and leadership within the industry. The awards span the breadth of the sector, with prizes for the best ‘AI Security Solution’ to ‘Dark Web Monitoring’ and ‘Ransomware Protection.’

  • Entry deadline: 31st January 2025
  • Entry fee: from $499
  • Awards ceremony: TBC

The National Cyber Awards

The National Cyber Awards is a top cybersecurity award that rewards those who are committed to cyber innovation, cybercrime reduction and protecting citizens online. This year’s ceremony is hosted by the BBC’s Security Correspondent Gordon Corera who brings his extensive expertise in covering global security concerns. These awards have even gained recognition from the Prime Minister Sir Keir Starmer, recognizing the impact they have on the industry and the outstanding work of businesses and individuals with it.

  • Entry deadline: TBC, likely early 2024
  • Entry fee: TBC
  • Awards ceremony: 23rd September 2024

SC Awards Europe

As one of the most prestigious cybersecurity awards, the SC Awards are a celebration of achievement, excellence and advancement within the industry. Entries for 2024 are now closed but keep an eye out for early next year once they open again to make sure you don’t miss out on entering this top-tier cybersecurity award.

  • Entry deadline: TBC, likely February 2025
  • Entry fee: £460 + VAT (in 2024)
  • Awards ceremony: TBC, likely summer 2025

The Scottish Cyber Awards

The Scottish Cyber Awards have become a cornerstone of the country’s annual cyber calendar. Now in its 8th year, the awards celebrate the pinnacle of Scottish cyber talent supported by sponsors which include some of the biggest names in cybersecurity and technology. These include CheckPoint, Accenture, CyberScotland, Secureworks and Lloyds Banking Group.

  • Entry deadline: TBC, end of 2024
  • Entry fee: TBC
  • Awards ceremony: 27th March 2025

Top tips for cybersecurity award entries

Now you know the best cybersecurity awards for companies in 2025, it’s time to get writing those entries.

We understand award applications can be extremely time intensive. They require your business messaging to be succinct, consistent, with a compelling narrative to stand out from the crowd. But, they’re a crucial part of any B2B marketing strategy, so it’s important you put your best foot forward in the entry.

Here’s our five best cybersecurity award entry tips to help you increase chances of success for your submission:

  1. Understand the criteria: Before beginning your entry, it’s crucial you review the award guidelines to ensure that it’s a relevant category for you or your business. This also means you can guarantee your submission aligns with what the judges are looking for.
  2. Highlight your USPs: Identify what makes your business stand out. Focus on unique achievements and innovations, using clear examples and data to back these up in your application.
  3. Use understandable language: Cybersecurity can be highly technical with huge amounts of jargon. Whilst that sort of language is ideal for product handbooks, award entries require clarity and conciseness as the judges may not be experts in your industry.
  4. Harness the power of testimonials: Most award entries will allow you to submit testimonials in addition to the main submission. Testimonials are a goldmine of information that can serve as proof of why you should win, help build credibility and make a compelling case for you to take home the prize.
  5. Proofread and ask for feedback: Award entries can be tricky to get right. Once you have the first draft, ask for feedback from someone not involved in the drafting process. A fresh set of eyes can help pick up any accidental jargon, unusual wording, or mistakes.

Get expert help with award submissions

Our technology team has an experienced group of cybersecurity experts who have helped numerous clients submit, draft and win awards.

Whether it’s your first time or you’re ready to diversify your award submissions, get in touch at tech@aspectusgroup.com if you’d like to enter a cybersecurity award in 2025.

Want to learn more about our cybersecurity insights? Find out how to unlock cybersecurity media success.

And if cybersecurity isn’t your thing, read our blog about the top technology awards to enter.

Bibliography:

About the author:

Sanjana (Sanj) is a Senior Account Executive on the technology team. She has nearly 3 years’ experience working with cybersecurity companies in the UK, Singapore, Sweden, and USA, including Flexxon and Clavister.

Blog summary:

This blog explores the top cybersecurity awards to consider for 2025. It provides essential details on entry deadlines, fees, and offers valuable tips for creating a successful submission. Use this guide to enhance your PR and marketing strategy by entering these prestigious awards.

Key takeaways:

Q: Why should companies enter cybersecurity awards?

A: Cybersecurity awards boost a company’s credibility, attract new customers, and position its leaders as industry authorities.

Q: What are the top cybersecurity awards to enter in 2025?

A: Key awards include the Globee Awards for Cybersecurity, Cyber Security Awards, and Cybersecurity Excellence Awards.

Q: What are the best practices for submitting a cybersecurity award entry?

A: Focus on understanding the criteria, highlighting USPs, using clear language, incorporating testimonials, and proofreading.

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From Memes to Money: How Gen Z is Redefining Marketing

By Jamie Teh, Singapore

From the “Snowflake” millennials to the “Strawberry Generation” Zs, it has almost become a rite of passage for each new generation to be branded with a quirky nickname. These labels often highlight the evolving cultural and social dynamics between age groups. For Gen Z, the neologism is in reference to a seemingly more sensitive generation who ‘bruise easily’ like strawberries. However, given that Gen Z will make up 27% of the workforce by next year, understanding how to bridge intergenerational gaps is essential.  

New kids on the Block 

In our latest Marcoms in Asia webinar hosted alongside key industry leaders, the conversation from our experts circled back to Generation Z’s entrance into the marketing and communication space. In contrast to popular sentiment, the consensus was that while generational shift might seem daunting, the way Gen Zs challenge the status quo should be seen as an advantage for the marcoms industry.

Joyce England, senior communications director and panellist, noted that managing Gen Zs is an opportunity to learn and flex one’s leadership style. She said that if anything: “humans are naturally inclined to build connections, and a shared goal and enthusiasm for success often helps smooth over differences.”

Juveria Samrin, VP and Head of Marketing at TerraPay, emphasised that generational differences might actually increase division. While Juat Muay, President at the Institute of Public Relations Singapore and panellist, said that it ultimately comes down to “love” and the “human touch,” which can triumph over any barrier—language, generational, or otherwise.

As a Gen Z at Aspectus, I haven’t struggled to connect with older colleagues, nor have they been resistant to innovating or doing things differently. If anything, there is mutual eagerness to understand and collaborate, bridging perceived divides.

Trends and transactions

As digital natives, raised by algorithms, Gen Zs are uniquely positioned to play a key role in transforming future digital marketing strategies in the Marcoms industry. As platforms like Facebook, Instagram, and Twitter emerged around the time we were born, our deep and inherent connection to these social media platforms sets us apart from previous generations.

 In relation to shifting expectations of the new Gen Z workforce, Joyce said that marketers must adopt integrated strategies to navigate today’s unpredictable consumer information intake, in order to best capture the market share and the engage audiences. Gen Z can bring a fresh perspective and innovative edge to this evolving landscape, making them indispensable in crafting the future of digital marketing.

A Final vibe check

With a penchant for innovation and a flair for digital strategies, Gen Z is not just entering the workforce; we’re collaborating with previous generations to reshape it into a vibrant, inclusive, and forward-thinking arena. This promises that the future of work is not only productive, but profoundly connected to the human experience—and I am truly excited for what’s to come.

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Communicating ESG: What do marketeers really think?

By Chris Bowman, Energy and Industrials

Aspectus Group has conducted new research to discover what communications and marketing professionals really think about ESG. In this blog, we offer a taste of the key findings. Download the full whitepaper here.

ESG: love it or loathe it, the three little letters are firmly embedded in the alphabet soup that is the business communications lexicon.

However, while most discussion of the topic (rightly) focuses on the real-world, operational applications and implications of business’ environmental, social and governance practices, it can pose as particularly thorny challenges for communications and marketing professionals.

After all, if criticism is often levelled at companies for the gap between what they say they’re doing and what they’re actually doing with regards to ESG, then surely those people tasked with doing the saying shoulder a key part of that risk.

Of course, companies must first and foremost walk the walk with respect to ESG performance, but they then have the challenge of appropriately communicating that performance in such a way as to avoid greenhushing or greenwashing (see our previous whitepaper for more on how [1]).

With this in mind, it occurred to us that these voices were largely absent from the conversation around ESG, and that this ought to be rectified. Do marketeers see ESG as more of a risk or opportunity? Do they have the resources they need to communicate effectively on the topic? And, at the end of the day, do they really believe in it?

These were some of the key questions we wanted to answer with our new whitepaper: Marketing ESG in 2024: Risks, Rewards & Riddles.  To do so, we surveyed 418 senior marketing decision makers across our core sectors (energy, financial services and technology) and regions (APAC, Middle East, UK and US).

Here’s a taste of what they had to say.

ESG marketing: Risk or opportunity?

Brass tacks: is ESG more of a risk or opportunity for marketeers? The case can be made either way. On the one hand, companies that are percieved as high-performing on ESG metrics can reap great rewards. A 2023 joint McKinsey/NielsenIQ study [2] found that products in the consumer packaged goods sector making ESG-related claims “averaged 28 percent cumulative growth over the past five-year period, versus 20 percent for products that made no such claims” – and as our own Ellie Jackson would tell you [3], what holds true in consumer marketing generally applies to B2B, too.

On the other hand, the risks of getting it wrong are obvious, and Clarity AI found [4] that ESG contoversies lead to a 2 to 5 percent stock underpeformance after six months. Needless to say, no marketeer wants that to come up in their annual review.

So which view is predominant? Does excitement outweigh trepidation, or do the risks overshadow the rewards? In truth, the two are finely poised: 33 percent see ESG as more of an opportunity, and 32 percent as more of a risk. The devil, of course and as always, is in the detail, with differences emerging between sectors and regions – you’ll have to read the whitepaper to learn more.

The real risks of greenwashing

Though the ‘G’ in ESG stands for governance, the G-word for the topic – the one that looms large and casts a shadow over everything – is ‘greenwashing’.

Greenwashing is defined by Investopedia [5] as “the act of providing the public or investors with misleading or outright false information about the environmental impact of a company’s products and operations”. More colloquially, it is used to refer to any overclaim with regards to ESG performance, whether environmental, social or governance related.

No marketeer wants to catch a case for greenwashing, so it is concerning that 39 percent of our respondents said there had been ocassions where they have had to communicate around ESG for their organization (or on behalf of their clients) when they have not felt that the message was fully justified or appropriate.

Let’s be clear: we did not ask respondents whether they had engaged in greenwashing, and we are not accusing anyone of willfully misleading their audiences – we have a higher opinion of our peers than that! However, what this does show is that marketeers are routinely put in positions where there is a real risk of inadvertant greenwashing, and other findings support the view that these professionals are not always given adequate support or resources to communicate on these topics with confidence.

Is ESG here to stay?

At the end of the day, is ESG a passing trend or a change to the way we do (and communicate about) business?

Marketeers are clearly bought-in on a personal level, with more than 60 percent caring about ESG factors. However, that doesn’t mean they see the concept as the finished article– 47 percent think it will either subside or disappear, and only 9 percent believe it will become a permanent fixture in how businesses operate.

However, 28 percent think ESG is more likely to evolve than disappear altogether, and this is amplified by respondents’ views when asked about the specific term ‘ESG’, and whether it is fit for purpose. While only 18 percent think the term works well, 22 percent thinks ESG marketing needs clearer messaging, and 23 percent think it needs a new name.

There are clearly challenges for marketeers ahead.

The bottom line

Communications and marketing professionals as a whole seem bought into ESG, but they are not naïve. They understand the opportunities and the risks alongside the subtleties of the concept that require careful and constantly evolving communications strategies. However, despite operating at the frontline with regard to organizations’ reputational risk, they are not always supported in a way commensurate with the delicacy and difficulty of the task.

At Aspectus, we hope to change that. Read more about our ESG communications services here.

Key takeaways

Q1: Do marketeers see ESG more as a source of opportunity or risk?

A1: Overall, the answer is finely poised, but differences emerge across sectors and regions.

Q2: Are marketeers properly supported in communicating around ESG?

A2: Not always, it appears. And many have felt pressure to communicate messages they are not confident are fully justified.

Q3: Does this mean marketeers are greenwashing?

A3: It means there is a risk of inadvertently doing so. We don’t believe the data shows widespread or intentional bad practice, but more needs to be done to reduce the risk.

Q4: Is ESG just a passing trend?

A4: It appears not, but that there is plenty of room (and need) for it to evolve.

Q5: Where can I learn more?

A5: So glad you asked – download the full whitepaper for the results or get in touch and we’d be happy to discuss.

About the author

Chris co-leads Aspectus’ ESG practice and is an associate director responsible primarily for client strategy and content. He has worked across Aspectus’ energy and financial services teams for over a decade, and is duly immersed and well-versed in everything from ESG to the energy transition.

Bibliography

More from us on ESG

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Rebranding regrets: a deep dive of Abrdn and why it absltly bombed

By Roshika Perera, Capital Markets

Rebrandings have become so common that many of us hardly notice one has happened. But you can be certain the public, and indeed the press, will notice when one goes wrong – and the consequences (especially for B2B firms) can be ghastly.

It was this costly lesson that Abrdn has come to learn in the years following its widely mocked rebrand that hastened its downfall from being Europe’s second largest fund manager to falling into the FTSE 250.[1]

In the following blog, we will perform a postmortem on the branding blunder that recently saw the company’s former CEO, Stephen Bird, take flight.

The Abrdn rebrand: a case study

In April 2021, Standard Life Aberdeen rebranded as “Abrdn” to reflect its evolution as a company and its focus on the future.[1] With its rebrand, the company was keen to simplify its name, modernise its image, improve its digital presence with a unique and easily searchable name, and most importantly, unify its various businesses under a single, cohesive brand.

This effort backfired. The rebrand was widely mocked by the media and the public, with the firm’s chief investment officer Peter Branner going so far as to call the response ‘corporate bullying’.[2]

And yet, there’s no evading the fact that much of the criticism is well-warranted. There were several reasons why the rebrand never took off, chief among them being the confusion around its vowelless name. The unconventional spelling, intended as a modern statement, is awkward to pronounce and remember, appearing more like a typographical error than a deliberate choice.

Ultimately, the rebrand only served to deplete the brand’s equity. Before its £11bn merger in 2017, Standard Life and Aberdeen Asset Management were established names with significant brand equity. In moving away from these names, the company lost the immediate recognition and trust that came with them. While it followed in the footsteps of successful technology startups like Tumblr and Flickr, Abrdn did not quite resonate in the same way within financial circles.

And as is the case with all ill-thought-out rebrands, it appeared to be a distraction from the firm’s more pressing business challenges. After all, it’s no secret that the merger was a disastrous experiment, clearly reflected in the firm’s sharp decline of assets under management from £505bn in 2018 to £366bn by the start of the year.[3]

Indeed, there certainly isn’t much to smile about at Abrdn right now. But at least the company can take some comfort in the fact that it is far from the only notable company to fail so dismally at rebranding itself.

Other infamous rebranding fails

There are countless examples over the years of failed rebranding attempts. Listed below are five prominent examples. Do your best not to add your company’s name to this list of rebranding regrets.

  1. Gap (2010): Known for its classic blue square logo with white text, the fashion retailer introduced a new logo featuring a small blue square and plain black text. The redesign was met with immediate backlash from customers and designers, who felt the new logo was uninspired and generic. Within a week, Gap reverted to its original logo.
  2. Tropicana (2009): Tropicana’s packaging prominently featured a straw in an orange, which was iconic and easily recognisable. The company changed its packaging to a minimalist design, featuring a glass of orange juice and a new, less prominent logo. The new design confused customers and led to a 20% drop in sales within two months, prompting tropicana to quickly revert to its original packaging.
  3. New Coke (1985): Coca-Cola introduced “New Coke,” a sweeter version of the original formula. Despite positive taste test results, loyal customers rejected the new formula, feeling it was a betrayal of the brand’s heritage. Coca-Cola reintroduced the original formula as “Coca-Cola Classic” just 79 days later.
  4. Royal Mail (2001): Royal Mail, the UK’s national postal service, rebranded as Consignia, aiming to reflect its diversified services beyond mail delivery. The new name was widely ridiculed, and the rebrand failed to resonate with both employees and the public. Just over a year later, the company reverted to Royal Mail, having spent millions on the failed rebranding effort.
  5. RadioShack (2009): RadioShack, a well-known electronics retailer, tried to modernise its image by shortening its name to “The Shack.” The rebrand did not address the core issues facing the company, such as competition from online retailers and outdated store concepts. As a result, the company eventually filed for bankruptcy in 2015.

These examples illustrate how critical it is for companies to thoroughly understand their brand identity and customer base before undertaking a rebranding initiative. So, what steps should firms take to prevent a rebranding failure?

Five key steps to take before rebranding

1. Conduct thorough market research: understand the current market conditions, industry trends, and competitive landscape. Gather feedback from current and potential customers to understand their perceptions, needs, and preferences.

2. Define clear objectives: things will go wrong with a rebrand if the reasons behind it are not properly defined and purposeful. So, whether it be reaching new markets, differentiating from competitors, or updating the brand image, be sure to clarify the reasons behind your rebrand.

3. Develop a rebranding strategy: redefine the brand’s positioning statement, which includes the brand’s mission, vision, values, and unique selling proposition (USP). Identify and refine the target audience to ensure the rebrand resonates with the right demographic.

4. Engage stakeholders: Ensure all employees and internal stakeholders are informed, involved, and supportive of the rebrand. Communicate with key partners, investors, and other external stakeholders to maintain their support and understanding.

5. Listen to the experts: at the company’s AGM in 2022, Abrdn chair Douglas Flint boasted that the firm’s rebrand was an internal creation: “We had it benchmarked by one of the world’s leading brand advisory agencies and they introduced alternatives that certainly were not as good.”[1] In hindsight, it may have served the company better to listen to experts with specialised knowledge in executing successful rebrands.

While Abrdn’s rebrand is a cautionary tale, it should not put firms off from embarking on rebranding themselves when it’s truly needed. With a well-thought-out strategy, a rebrand can be the right move to increasing a company’s fortunes.  

Key Takeaways

Q: Why did Abrdn’s rebranding attempt fail?

A: Abrdn’s rebrand failed due to its confusing name, loss of brand equity, and misalignment with market expectations.

Q: What are some other notable rebranding failures?

A: Notable failures include Gap’s 2010 logo change, Tropicana’s 2009 packaging redesign, Coca Cola’s introduction of New Coke in 1985, Royal Mail’s rebrand to Consignia, and RadioShack’s rebranding to The Shack.

Q: What steps can companies take to ensure a successful rebrand?

A: Companies should conduct thorough market research, define clear objectives, develop a comprehensive rebranding strategy, engage stakeholders, and seek expert advice.

More From the Industry

Why do companies rebrand? Find out who did it right and who missed the mark

The 10 Most Successful Rebranding Campaigns Ever

The lessons you can learn from these rebranding fails

Bibliography

[1] https://www.investmentweek.co.uk/analysis/4326472/abrdn-journey-europes-largest-fund-manager-ftse-250

[1] https://www.abrdn.com/en-gb/corporate/news/all-news/sla-to-become-abrdn

[2] https://www.fnlondon.com/articles/abrdn-name-change-corporate-bullying-stephen-bird-20240408

[3] https://www.investmentweek.co.uk/analysis/4326472/abrdn-journey-europes-largest-fund-manager-ftse-250

[1] https://www.investmentweek.co.uk/analysis/4326472/abrdn-journey-europes-largest-fund-manager-ftse-250

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Cutting through a crowded room: The power of thought leadership in the Middle East

By Astrid French, Head of Middle East

In rapid-growth markets, effective B2B communication is crucial. This blog explores the role of thought leadership in cutting through the noise, engaging prospects and integrating it with marcomms strategies to build brand trust and drive sales.

In rapid-growth Middle East markets, more brands than ever are vying for a limited number of communications slots.

But wait, aren’t we beyond the limitations of traditional print media, where you are literally competing for column inches? Don’t digital channels (be it online publications, a LinkedIn feed or email marketing) mean space isn’t limited in the same way?

Both of those statements are correct. However, it would be a mistake to conflate the limitless possibilities of digital platforms with limitless interest from prospects in business-to-business (B2B) communications. Though digital channels don’t have a slot restriction, your prospects do. The amount of information they are willing to consume, and more importantly show interest in, has a cap. And that cap is being encroached upon by your competitors.

Consider these regional examples: In Abu Dhabi, the number of AI companies registered grew at a compound annual rate of 67% between 2021 and 2023. In Dubai, the DIFC broke records in 2023, with a new registrations growth rate of 34%. The Kingdom of Saudi Arabia saw a 78% uplift of new commercial registrations in the second quarter of 2024 compared to the same period of the previous year.

If you think about all of these firms, plus the vast number already present in region, the room you are trying to command attention in is suddenly a lot more crowded. To compete effectively, avoid information overload and capture attention, you need to give people a clear reason to listen and engage. That brings us to the art of conversation.

The art of conversation

To effectively engage prospects, talking at them and hoping they’ll listen is unlikely to have the desired effect. Rather than ‘talking at’, it is important to ‘engage with’. This is where thought leadership becomes one of the most valuable assets in the communications toolbox. It allows us to think about their challenges – what keeps them up at night? And their opportunities – what makes them excited about the future? Putting your audience’s reality at the heart of your communications transitions your brand message from inward-looking to partnership-oriented. This is critical to building trust and preference as it creates opportunity for stand-out while developing a reason to believe and buy.

Thought leadership also humanises communications, platforming leaders and experts in a relationship-oriented market that is deeply influenced by the vision and ambition of leaders in respective fields.

But I need sales, please.

There is a common misconception that thought leadership is a nice-to-have that doesn’t contribute directly to sales. However, with many B2B industries’ sales cycles evolving, it simply couldn’t be more important. The journey from awareness to consideration to conversion is longer than ever before and a one size fits all funnel has been replaced by complex routes back and forth from each stage.

Longer consideration phases, expanded buying committees (all of whom need to be influenced), and at times, extended phases of ‘dormant’ prospect behaviour present a challenge for brands. Waiting to put all efforts behind a single push to a group of prospects over a three month period will at best, miss vital awareness and consideration building, and at worst, miss-time the sales cycle and be left out in the cold until the next arises.

This is why consistent and interesting thought leadership is so essential. We need to engage prospects in both ‘buy’ (where you have the opportunity to sell) and ‘non-buy’ (where the opportunity is to build brand awareness, understanding and reputation to put you top of the RFP list) modes. It is crucial to authentically build the perception and reputation of a brand, ensuring when you build the sales house, you have foundations in place to keep it steady.

Integrated efforts

Thought leadership, of course, is one tool in the marcomms toolbox. Its magic lies in the ability to inject it across all types of communication, from a by-line in a leading publication, to a visionary annual report, or an email blast spotlighting your experts.

The best thought leadership is done as part of an integrated marcomms programme. Delivering powerful expertise in combination with tactics such as news announcements, effective product marketing and sales activity, to name a few.

Want to discover your thought leadership potential? Get in touch.

Key takeaways

Q1: Why is thought leadership essential in the Middle East?

A1: Thought leadership helps brands stand out in a crowded marketplace – which we see in rapidly emerging Middle Eastern markets, engaging prospects and building trust by addressing their challenges and opportunities.

Q2: How does thought leadership contribute to sales?

A2: Thought leadership influences long and complex sales cycles by maintaining consistent engagement, building brand reputation, and preparing prospects for conversion.

Q3: What is the role of thought leadership in integrated marcomms?

A3: Integrating thought leadership with other marketing communications tactics enhances its effectiveness, ensuring a cohesive and powerful brand message across various channels.

About the author

Astrid French, based in our Dubai office, leads Aspectus Middle East, and is responsible for overseeing its direction, fostering its growth, and cultivating strong client relationships. Her experience spearheading global, integrated communications programmes is layered with a deep understanding of strategic nuances in the region. Astrid has worked with a range of clients, from energy supermajors and early-stage tech investors, to prestigious private banks.

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