Burger Menu Icon Burger Menu Icon Close Menu Icon

Category: Industrials

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

Related News

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.

Related News

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.

Related News

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

Related News

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.

Related News

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 

Related News

The importance of crisis communications in a general election

By Victoria Chilton, Energy & Industrials

Crisis communications are crucial in general elections, involving swift responses that  maintain public trust, control narratives, leverage digital platforms, and learn from past crises. Effective strategies in these areas can significantly impact a campaign’s success. 

In the high-stakes arena of a general election, crisis communications play a pivotal role in shaping public perception and maintaining voter confidence. The ability to swiftly and effectively manage a crisis can determine a campaign’s success or failure. A well-executed strategy can mean the difference between a campaign that falters and one that prevails, particularly in the digital age where information and misinformation spreads rapidly.  

Campaigns must be prepared to address issues ranging from candidate missteps to external events that could impact voter sentiment. By anticipating potential crises and crafting clear, consistent messages, campaigns can navigate challenges, protect their reputations, and maintain the trust of the electorate. 

Swift responses to emerging issues

In a general election, crises can emerge suddenly and from unexpected quarters. These might range from personal scandals involving candidates to policy gaffes, security threats, or external events such as natural disasters. The ability to respond swiftly and effectively is crucial. An immediate and measured response helps to control the narrative, preventing opponents from capitalising on the situation and mitigating damage to the campaign’s image. 

For instance, when a candidate faces allegations of misconduct, such as in the case of Dominic Raab who was found to have intimidated civil servants after an inquiry into bullying allegations, the response must be prompt and transparent. Denial without evidence or delays in addressing the issue can lead to a loss of credibility. A well-prepared crisis communications team can quickly gather facts, craft a coherent response, and disseminate it across multiple channels to ensure the public receives accurate information promptly. 

Maintaining public trust

Trust is a foundational element of any political campaign. Once broken, it is incredibly challenging to restore. Effective crisis communications aim to maintain and even build trust during turbulent times by addressing the immediate crisis  and demonstrating accountability, transparency, and empathy. 

The expense scandal of 2009 was a significant crisis that shook public trust in UK politicians. Many MPs were found to have claimed excessive or inappropriate expenses. The response involved full transparency, with detailed expense reports being published and several MPs facing legal consequences. The swift actions, including resignations and repayments, were critical in beginning the process of rebuilding public trust. 

Acknowledging concerns and showing a willingness to listen and adapt can turn a potential crisis into an opportunity for positive engagement. This approach helps to reinforce the candidate’s commitment to serving the public and addressing their needs. 

Controlling the narrative

In an election, controlling the narrative is essential. The media and public opinion can be swayed by how well a campaign manages its communications during a crisis. By providing clear, consistent, and accurate information, a campaign can shape the story rather than being overwhelmed by it. Demonstrated in the 2016 Brexit referendum with the Leave campaign who controlled the narrative by focusing on the message of “Take Back Control“, which resonated strongly with voters. Despite numerous challenges, their consistent and clear messaging helped sway public opinion in their favour. 

Effective crisis communications also involve anticipating potential issues and preparing responses in advance. This proactive approach allows campaigns to act quickly and decisively, reducing the likelihood of being caught off guard. Pre-prepared statements, media training for key spokespersons, and a clear chain of command for decision-making are all vital components of this strategy. 

Leveraging digital platforms

The rise of social media and digital news platforms has transformed the landscape of crisis communications. Information spreads rapidly, and public opinion can shift in an instant. Campaigns must be adept at using these platforms to their advantage, engaging directly with voters, and countering misinformation swiftly.  

In the 2017 general election, the Labour Party effectively used digital platforms to engage with younger voters. Their campaign leveraged social media to disseminate their message, counter negative press, and mobilise supporters. This digital strategy contributed to a significant surge in support, particularly among young people, leading to a much stronger performance than initially anticipated. 

During a crisis, social media can be a double-edged sword. On one hand, it allows for immediate communication with the electorate. On the other, it can amplify negative news and misinformation. A robust digital strategy involves monitoring social media trends, engaging with followers in real-time, and using data analytics to gauge public sentiment and adjust strategies accordingly. 

Learning from past crises

Finally, learning from past crises is an invaluable aspect of crisis communications. Every election cycle provides lessons on what works and what doesn’t. Campaigns that analyse past crises, whether their own or those of others, can develop better strategies and avoid repeating mistakes. 

For instance, analysing how previous campaigns handled data breaches, negative press, or candidate health issues can provide valuable insights. Incorporating these lessons into crisis management plans ensures that a campaign is better prepared for any eventuality. 

The importance of communication

Crisis communications are a vital component of any campaign. Swift response, maintaining public trust, controlling the narrative, leveraging digital platforms, and learning from past crises are all essential strategies. As elections continue to evolve in the digital age, the importance of effective crisis communications will only grow, making it a critical area of focus for any campaign aiming for success. 

Navigating the complex world of communications requires expertise and experience. To learn how Aspectus can support your organisation in developing robust communication strategies, contact our team here. 

Key Takeaways:

Q1: Why is a swift response important in crisis communications during a general election? 
A1: Swift responses help control the narrative, prevent opponents from capitalising on the situation, and mitigate damage to the campaign’s image. 

Q2: How can a campaign maintain public trust during a crisis? 
A2: By being transparent, accountable, and empathetic, and by addressing the crisis promptly and effectively, a campaign can maintain and even build public trust. 

Q3: What role do digital platforms play in crisis communications for political campaigns? 
A3: Digital platforms allow immediate communication with the electorate, enable real-time engagement, and help counter misinformation swiftly, though they can also amplify negative news. 

Related News

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.

Related News