W to launch Hard Rock Hotel for glh

W to launch London’s Hard Rock Hotel

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Hotel operator glh Hotels has appointed W as lead global agency for the launch of the new Hard Rock Hotel in London following a competitive pitch.

The agency’s creative launch programme will encompass international consumer and lifestyle media relations, trade engagement, talent and influencer activity, digital content and social media. It will run from late 2017 to beyond the hotel’s opening in spring 2019.

The brief will bring together W’s Brand, Enterprise, Digital and Entertainment divisions as it looks to position the hotel as a must-visit destination for international visitors and a focus for London’s music and entertainment industries.

Warren Johnson, Founder and CEO of W, said: “The arrival of the Hard Rock Hotel is a big moment for London and a milestone for W. We’ve earned a formidable reputation in the hospitality sector in the UK, mainland Europe and Asia, so I’m delighted that glh has placed its faith in us for this opening.

“The launch campaign is an opportunity to really showcase what W can do – not just in the UK, but on the international stage.”

Neil Gallagher, CEO of glh Hotels, added: “Not only were we impressed by W’s track record and credentials, the strength of the agency team and their grasp of our commercial objectives made them a natural choice for the opening of Hard Rock Hotel London. I am hugely looking forward to seeing the campaign unfold.”

Remarkable Group appoints Steve Summers

Steve Summers joins Remarkable Group as director

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Public affairs and property comms specialist Remarkable Group has appointed Steve Summers as a director.

He will play a major role in growing the agency’s client list across the capital and south-east as it looks to expand across the property, infrastructure, energy and transport sectors.

Summers joins following seven years at Bell Pottinger, with four of those as a partner. He is also former Lord Mayor of Westminster.

Stephen Pomeroy, CEO of Remarkable Group, said: “Steve joins our team at what is a hugely exciting time for the growth and development of the entire business. Steve has a wealth of experience within Remarkable Group’s key sectors and an in-depth knowledge of London’s property development scene. His pragmatic approach and trusted reputation will undoubtedly make him an invaluable asset to the business.”

Summers added: “I am thrilled to be joining Remarkable – particularly at such a pivotal time for the growth of the business. The Group is delivering ground-breaking work across the built environment; both in the Capital and beyond, something I am greatly looking forward to being a part of.”

He concluded: “Remarkable Group takes a distinctive approach to property communications, building on its unrivalled expertise and experience in the built environment sectors.”

Danny Whatmough Weber Shandwick PRCA digital report

Opinion: PR must embrace digital in 2018

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Danny Whatmough, head of social at Weber Shandwick and chair of the PRCA Digital Group, outlines the key takeaways from this year’s PRCA digital report.

One trend that really stood out in the PRCA’s fifth annual PRCA digital report is that digital is no longer an add-on. We are communicating in a digital world and that requires both in-house and agency professionals to change the way they work.

The latest research shows that the PR industry is leading the charge in many areas. But this is not a time for complacency. We need to continue to evolve to compete. And there are key areas where more work is needed.

There was reticence this year from in-house respondents. Fears around using digital and social channels has increased, possibly driven by the current geopolitical climate.

Fear of attack from campaigners has risen by 9% as a reason companies aren’t using social media more often, taking it to 12%. That’s the highest figure since our research began.

Another key area is content. Agencies have seen a general rise in their usage as content creators in 2017. The purchasing of video-based content has risen by 10% to 13%. The purchasing of image-based content has risen by 5% to 11%. And the use of text-based content has risen by 7% to 11%.

There’s potential here too, of course. While there might be more fish in the pond, the prize is bigger. And as marketers come around to the power of earned media, we have a strong story to tell.

Over the next 12 months we will see more talk of integration and collaboration in the content creation space. This will come from competing disciplines and will mean we will all have to fight harder for budgets – both in-house and within agencies.

Interestingly, there was less confidence than last year around the measurement of digital. Most in-house respondents say they can confidently measure the ROI of Twitter (60%) and Facebook (53%) activities, but these numbers have dropped since 2016.

Education is helping PRs embrace the digital space

One of the most welcome areas in this year’s report was digital education. For those in-house, the most highly rated source of education is now external training courses, which are up by 28% this year, to 64%.

A majority of in-house respondents also gain their social media education from conferences and events (51%) and expert blogs (49%).

In the first year of this report, industry blogs were the main source of education – so it is great to see more training and investment being brought into this space.

So, as in previous years, there is much to celebrate in the PRCA digital report. There is much that should cause us to pause and reflect and there is a lot to be excited about in the future. This is one of the most thrilling times to be working in this industry.

Complexity causes different reactions in different people. Some shy away from it, wanting an easy life. But it’s those communicators who lean in and embrace the opportunity that complexity provides that will best navigate it and succeed.

FoodStars hands Diffusion its integrated brief

FoodStars hands Diffusion its integrated brief

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FoodStars, a shared commercial kitchen rental company, has handed its consumer, business and trade PR brief to Diffusion after a competitive pitch.

Diffusion will develop the brand’s positioning and will grow awareness among its core audience of food retailers, caterers, restaurants, online grocers and food delivery services.

An ongoing campaign will encompass influencer engagement, event management and case study profiling of FoodStars members including Bill’s, Mustard Catering and Bel-Air.

The agency has been briefed to optimise its PR campaign for SEO to assist with the brand’s online lead generation. Its activities will have a B2B focus and will position FoodStars as an industry innovator.

Diffusion will also launch FoodStars’ new Shoreditch location and target consumer and business media to build its reputation as a thought leader within the food industry.

“We wanted an agency partner who could match the ambitions of our business,” said Will Beresford, founder of FoodStars. “Diffusion is experienced in working with start-ups and really understood our business and what we are trying to achieve.

“We felt the team had the right combination of deep food tech sector knowledge, creativity and a strong understanding of digital PR and SEO.”

Natasha Cobain, director at Diffusion, added: “We’re looking forward to using our extensive experience of working with start-ups and brands in the food and drink sector to help tell the FoodStars story to a breadth of trade, business and consumer media and influencers.”

60 Seconds with Oracle PR CEO Caroline Coskry

60 Seconds with Oracle PR chief executive Caroline Coskry

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Caroline Coskry, Oracle PR’s chief executive, talks about why she founded the specialist property consultancy, the role of niche agencies and the UK housing market.

With UK property prices at record highs and Brexit causing uncertainty in the housing market, what would you say are the biggest comms challenges facing the property industry today?

I think it really comes down to the housing and construction industry and government working closer together, and focusing on what is really needed in terms of housing.

While there are some promising pledges and white papers, we still seem to be lacking real solutions that actually make difference to the volume, quality and cost of new homes. We also still have some work to do when it comes to educating buyers about options available to help them – including schemes like Help to Buy, Part Exchange and Shared Ownership.

You’ve been working in property marketing and PR for almost 20 years. How has the sector changed in that time?

The Great Recession hit us all like a brick.  Everything changed. Our clients consolidated, so many good people were made redundant and nothing was to be the same again.

But I truly believe it was for the better. Our clients re-organised, re-focused and our response was to ensure we were really robust with our communications strategy – every penny spent would count.  It changed everyone’s mindset. No longer did we throw mud at everything to see what happened. We really focused on what was important and what was more of a “nice to have”.

Realising this, in 2011 when we were coming out the other side, I took the opportunity to start Oracle.  Yes, the market had changed. But there is still the increasing housing demand in the country, so we adapt.

How is Oracle different from other property consultancies? And what inspired you to start your own agency? 

The years went by and I had learned a lot, two things which really stood out: 1) How not to treat staff. 2) When you have an idea, implement it. Don’t wait around for the board to make a decision.  So, I took the plunge and never looked back!

Our main USP is that we have the “best of the best”, some of whom I met when I started in PR nearly 20 years ago.  We have specialists across five services, all specifically focused on the property sector. And we act quickly, we respond quickly and we get the job done.

How important is it for niche consultancies to offer a full suite of services to develop a competitive edge?

It’s been very important for us and incredibly important for our clients.

I started a PR business which had elements of event management and marketing.  Within 18 months we were offering social media services. And just two years on, we have developed a formal offering in digital marketing and traditional marketing – yet we still operate closely as one team.

We believe this gives us the opportunity to be a truly effective, and efficient, outsourced marketing function department for our clients, whereby they can rely on us to apply our knowledge and understanding of their business and the wider market to deliver joined-up solutions.

Today, Oracle has 25 employees and works with many of the UK’s top property developers. What advice would you give someone thinking of starting their own PR firm?

It’s not as easy as it looks and cash flow will always be a problem in the beginning. Don’t take out any loans if possible – and don’t be afraid to think differently. Do things differently and offer your clients something different.

Of all the projects Oracle has taken on over the past six years, which are you most proud of, and why?

Usually I’m the first with an opinion but truthfully, I am proud of every project.  Each project means something different – a different client, a different member of staff.  I am proud of all the successes. The small projects, the large projects – they all count.

Each Friday, every member of staff is invited to contribute to the office “Friday Flash”, which gives everyone an update on what everyone else has achieved in the week. That is what I am proudest of.

London house prices recently fell for the first time in eight years. But where would you say is the best place to be looking to buy in the capital?

It’s still a sensible option to buy into a regeneration area, at the soonest possible opportunity. Places like Acton and Wembley are great examples of areas that have been given a new lease of life and where early buyers should reap the rewards in increased equity.

Golin appoints Jonny Bentwood

Jonny Bentwood joins Golin as head of data and analytics

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Golin has appointed Jonny Bentwood as its global head of data and analytics.

Based at the agency’s London office and reporting to Jon Hughes, CEO+ international, Bentwood will work with its data and analytics, digital and research experts to bring new global tools, technology and intellectual property to the business.

He was previously chief innovation officer at Edelman Intelligence and will play a key leadership role in the company’s Explorer structure, which comprises experts in research, analytics and planning.

Hughes said: “Progressive clients are demanding insights steeped in data, creative built upon sophisticated research and the business impact of every idea proven. Our industry has always been a mixture of art and science, but getting the science piece right has never been more critical. Jonny truly is a rocket scientist and his mission is to fuse new tools, thinking and data with great creative.”

Bentwood added: “I am a firm believer that data powers creative. Gone are the days of making decisions around client programs based purely on instinct.

“Golin understands the shift that has taken – and continues to take – place in our industry and is committed to investing in growing this expertise. I’m excited to work with the talented team already in place and to help grow this important piece of the business.”

Meet the Journalist: Valérie Dana, Revista LVR

Meet the Journalist: Valérie Dana, Revista LVR

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Valérie Dana, editorial director at Revista LVR, talks to Cision’s Mario Cipriano about the lifestyle title’s audience of female cancer patients, its rebrand and what its community wants to read.

Revista Rose, which you launched, has rebranded as Revista LVR (La Vida en Rosa). How does this affect its editorial content?

We changed the name for communications reasons. “Rose” is a word difficult to pronounce in Spanish and it created a problem when ordering the magazine in hospitals. The editorial policy has not changed: we continue to offer very “rigorous” content designed for women battling cancer.

In addition to the magazine, you also manage its membership organisation Club Rose. What is the association about?

“Club Rose” organises meetings on different topics such self-esteem, physical exercise and make-up. But also sets up private visits to museums like Sorolla in Madrid. Our next meeting will be a trip in the world of perfume through the reading of Patrick Süskind’s book, Perfume.

These talks are aimed at patients with or without cancer. The idea is to forget about the disease through entertaining activities.

How did you come up with the idea of launching Revista Rose first, and now La Vida en Rosa?

Revista Rose originally is a French magazine. I was working in an advertising agency when I first found out about it and I wanted to adapt it to the Spanish market. A few months later, my sister told us that she had cancer: that terrible news greatly influenced my decision to launch it in Spain.

Did you grow up in Switzerland?

Actually, I was raised in Geneva. When I was 25 years old, I moved to Paris to work for publishing houses. Then I stopped working to take care of my children for 15 years. I returned to the world of advertising in Madrid and now I am heading this wonderful project.

In the magazine, how do you find and choose what you publish?

Every day we receive information about cancer. Press releases, press conferences or meetings organised by other media are always an interesting source of information. Social networks also let us know about people who live situations that may be worthy of interest.

The advances in research are enormous, meaning that there is a lot of material to consider and to report. We are lucky that doctors open their doors and answer our questions – this is a great help.

What do you look for in terms of press releases?

For us, the main aspect is how relevant information can be to our readers. If the info is too technical or scientific, we hesitate to publish it. Our job is to offer information which is understandable for everybody, meaning that there are actually topics more easy to approach than others.

What relation do you have with PR agencies and with the world of PR in general?

To be honest, my answer is “it depends”. We are a women’s magazine that deals with cancer, but this is like life itself. There are some PR agencies that treat us as a normal magazine and others that do not even look at us because – I guess – they consider we do not have enough glamour.

I understand that cancer is scary but it is not contagious…

Besides, anyone can have cancer tomorrow – not everyone realises this. Anyway, I am satisfied with the agencies that treat us well, because there are many. Moreover, if they treat us that well, it means that they care about all people suffering from cancer and that is what matters to me, because – above all – our readers are human beings.

What part does social media play in your job?

A very important role, because we realise that, thanks to the messages of our followers, we are breaking barriers and that we are helping them to accept their changes. Particularly on Instagram.

On Facebook, we never share bad news because we have learned that it can affect those who read us. You have to be very careful and tactful and always put yourself in the perspective of the person who is reading. It shows that each network has its advantages and differences.

Twitter, for example, is more useful for giving direct information when we go to press conferences.

To finish, what is the most memorable story or the most memorable situation you’ve reported on alongside your professional career?

Since I started this solidarity project, everything. There is a story behind each person. There is passion in the eyes of almost every doctor I have met. The human side is what I value the most. The power of a hug, of attentive listening, is priceless.