There are two parts to the Survive and Thrive project – a series of webinars and 1 to 1 business support. This project aims to support businesses in Staffordshire and the surrounding regions.
The webinars are designed to be interactive and resources to download during the webinars will be made available, as well as examples and the opportunity for chat and questions. If you are unable to attend the webinar then you can watch a recording.
Several of the webinars link to each other and we would encourage you to sign up for all of the webinars.
Practical Hints and Tips for Small and Micro-businesses occurred on Staffordshire Day (May 1st) – Recording here
How to critically assess your business operation and ask really good questions in light of Covid 19 – 2pm May 21st Recording here
How to Create Clear Messaging & Develop Customer Relationships Online – 2pm May 28th Recording here
Strengthening your business and its future prospects: adapting your operations and supply chain management 2pm June 4th Recording here
Are you in the right place? How to connect to the right audience & analyse your performance 2pm June 11th Recording here
E-commerce 1: A fun, no techno-babble guide to having a go with electronic commerce! 2pm 18th June Awaiting editing
E-commerce 2: A detailed navigation of the e-commerce strategy template introduced in the E-Commerce 1 webinar 2pm June 25th Recording here
How to manage your staff and their wellbeing out of the lockdown and beyond 2pm July 2nd Recording here
Introduction to advanced operations for key social media platforms 2pm July 7th Recording here
How to develop & integrate email marketing into your business 2pm July 9th Recording here
Managing change, risk and longevity – what does the future hold? 2pm July 16th
Paul Dobson, Senior LEcturer,Staffordshire Business School
It’s been a challenging, confusing and worrying time for
most industries during this current Coronavirus Crisis. But the hospitality
sector in particular stands to be one of the hardest hit as it struggles to
contemplate how it can continue to trade successfully keeping social distancing
in mind, coupled with a rapidly shrinking economy. As part of Staffordshire Business School’s
support to organisations I’ve been supporting the local and international hospitality
sector and as the French businesses are ahead of us in coming out of lockdown
I’ve noted some points to help prepare UK organisations.
After 2 months enduring some of the strictest lockdown
controls in Europe, France is slowly opening up its economy and society. And
the vast, hugely varied accommodation sector, which historically welcomes
visitors across the world, is undergoing a rapid and radical revolution to
ensure it can continue to attract customers in these unprecedented times.
The newly forced need to keep distance and natural sense of
personal safety has fallen well into the hands of some of the self-catering
sector. Private homes and villas, especially those that can offer generous
outside space as well as little or no contact with others, have seen a huge
demand since the 11th of May when the French Prime Minister
officially declared that travel up to 100km was now permitted. The public, who
have been largely “imprisoned” with massively limited scope to be outside their
own homes since the middle of March inevitably have an overwhelming desire for
a change of scenery. However, this is not a universal permission and policy,
and restricted zones still exist across France, and indeed many local
governments, even in the less-infected “green regions” are enforcing the
continuation of heavy trading restrictions and forced closures of accommodation
providers. But where these rules do not apply, the flood gates have opened and
demand, all from customers within the 100km radius, has been significant. Also
worthy of note is that the average length of stay has seen a dramatic increase
for this time of year.
That’s not to say that this is return to normal times for these accommodation owners. French hospitality organisations have had a massive increase in questions about sanitation, personal responsibility and uniform industry standards on cleanliness and contact that the UK accommodation businesses will need to be prepared for when lockdown restrictions are relaxed. As of today, these restrictions haven’t been totally clarified in France, and only “best practice” guides from local tourism authorities exist online. Some of the leading booking platforms and websites for this sub sector are advising “safety gaps” between customers of, for example, 24 hours to allow any surfaces to become less likely to cross contaminate in the future. What is apparent from discussions with French hospitality businesses is that there is an increased desire for customers to have “direct online contact” with the service rather than through online booking platforms. This could be a welcome shift in attitude as this not only allows peace of mind for the customer, but also less commissions for the business owner to pay to the booking platforms which have come under much public criticism and scrutiny of late because of their high charges. One of the French businesses I’ve talked to has had an 800% increase in Facebook messages, their analytics has shown an increase in both mobile and desktop visitors to their website and the number of emails has increased by over 200% compared to last year.
The B&B (Chambres d’hote) and Hotel sector have reported
an uphill challenge. With a mix of different guests under their roofs, all with
potentially varying attitudes to respecting the new government guidelines, this
poses a significant threat to their short- and medium-term existence. However, those
that can offer genuine space, especially outside, have a clear advantage over
those that cannot. Going from one restrictive box to another isn’t likely to be
a great draw for the new discerning needs of the Covid-19 era traveller. Forced confinement has brought about a new
desire to be out and about in nature, and burn off all those excessive calories
consumed since March.
But with the high season fast approaching during which these
businesses would traditionally run at maximum occupancy, the reality is that
these organisations will be forced to not only give “buffers” in between guests
checking out and the next ones checking in, but also run at a lower occupancy
to ensure that interaction between different customers is minimized. Therefore
“Making Hay whilst the sun shines” will this year inevitably bring about a
lower yield, and reduce the vital cashflow which sustains many of these
businesses during the quieter months.
An example of changes implemented is the hotelier Tim Bell and Ingrid Boyer in the Auvergne region of Central France. Tim has developed their website to include a link to their Covid-19 guidance on their home page (see https://chabanettes.com/). This is updated on a regular basis and outlines their commitment to client’s safety. He implements rapid alterations to its usual offerings and has created the foundations for business continuity and customer confidence. He has also set up a Facebook forum for like minded accommodation owners in Europe seeking support and advice. Tim collates industry data, statistics and best practice ideas from all over the accommodation sector and share his opinions and advice with the group.
The sector in which he operates is having to rethink more
radically about its traditional services to ensure competitivity and customer
confidence. This ranges from the provision of catering which is leaning
initially more towards a “Room Service” culture to a complete overhaul of the
check-in/check-out customer touch points, looking to technology and globally
recognised physical safety barriers to reduce risk of viral spread. For an
industry which relies heavily on close, personal contact for their reputation
and overall experience, keeping a balance between customer satisfaction and
safety is proving challenging, but not impossible. Clients now expect a more
sterile and distanced world, with supermarkets leading the way in some innovation
and rethinking of the customer journey that the hotels are learning from, such
as one-way corridors.
Until the world is safely vaccinated against the virus, the accommodation industry will have to adapt quickly and radically to guidelines, legislation and customer fears. History has told us that businesses that do this will have the best chance of survival, and those that don’t not only fear a downturn in business, but also a very visible online reputation for ignoring what is now the number one priority for the 2020 traveller – Safety.
Chatbots are the cost-effective way for a business to stay engaged with their customer 24/7, this blog will discuss why businesses should be including them in their next marketing implementation.
On a very simple level, a bot is just a bit of software that can carry out pre-determined actions on its own without being actively controlled. This is discussed in further detail by Neil Patel who describes it as a “wind up toy”, you build it to carry out what you want it to, you wind it up, and then you let it perform the action it was designed for.
The Customer comes first
The first advantage that a business will notice when introducing chatbots to their marketing is the speed in which the bots reply to customer support messages. This is extremely important as its very common for customers to get very frustrated when made to wait for a human over the phone on through a chat. There is no way to accommodate enough human customer support workers for every customer with a query which results in long wait times. TheModernFirm did a study on customers who have had to call in order to reach customer support, these numbers were found:
of customers hang up out of frustration when they can’t reach a real person.
of customers think that it takes too long to reach a human being.
of callers who reach an automated/recorded phone line will hang up.”
will result in lower customer loyalty and eventually a loss of profits.
Implementation of a chatbot would eradicate these problems, A chatbots response is immediate and a customer can have their query solved in a matter of seconds. Customers are also more likely to reach out for support if they see a ‘Live Chat’ button.
Businesses today put a lot of emphasis on knowing everything about their customer, this is normally done through primary research. Information such as what a customer is buying is available as a company can just look at sales statistics, however, products that a customer is choosing not to buy is harder to work out as there are far more variables involved. The best way to gain this information is straight from the customers their selves, this is made possible by the mighty chatbot. Email doesn’t result in as accurate information due to the back and forth nature, a live chat allows the customer to reply naturally which leads to more accurate information.
LearningHub stats show that Chatbots will power 85% of customer service by 2020 and by 2022, chatbots will help businesses save over $8 billion per annum. If these stats stay true, which information is leaning towards, companies who HAVEN’T introduced chatbots into their marketing strategy will be left behind. Customers will simply stop doing business with company’s that require extra steps to get what they want. Together with the cost efficiency of the chatbot, It makes less and less sense to continue to pay a human to do an AI’s job. Speaking of humans, its very common for somebody working customer support to make a ‘human’ error, this could be something as simple as interpreting the meaning of a question slightly wrong which can lead to frustration or a loss of sales from the customer.
They’re taking our jobs!
While the AI in a chatbot can usually accommodate for most requests from a customer, it’s very easy for a chatbot to get stuck if a customer’s query is slightly different to its base algorithms that its been taught. Also, as a chatbot learns from the responses it receives from a customer, it can sometimes make the wrong decision internally due not being able to actually choose which decision it wants to make, it is just following the code. An example of this is a Microsoft chatbot used on Twitter being taught racist and misogynistic responses by customers in less than 24 hours, to avoid this, the chatbot must be optimised properly.
There is an endless supply of advantages when it comes to assessing chatbots, they can save your company money and time, improve your customer relations and customer loyalty and ultimately create a better brand image. Although, an influx of AI and bots makes the whole customer service process very impersonal and cold as suggested by Neil Patel. Neil also suggests that chatbots should most definitely be used in their marketing strategies but the businesses should also be careful as to not “water down” their marketing.
Vanessa Oakes, Lecturer, Staffordshire Business school
Stress is no longer a mental
health condition that organisations can afford to ignore. In 2018/2019 12.8
million working days were lost due to stress, depression and anxiety (HSE,
2019) at a cost to the economy of £34.9bn. This cost is related to temporarily
replacing absent staff, the cost of disruption to the organisation and lost
opportunity costs, the cost of paid sick leave and the time required to manage
employees who are off work, with an average number of days lost per case at
25.8 (HSE, 2019).
These numbers make for
sobering reading, particularly if you are a business owner or a manager who has
seen sickness absence related to stress, increase in your team. However, there
is more than just a financial cost to the organisation. Your organisation’s
reputation as an employer diminishes with high rates of absence due to stress,
the engagement levels of your staff drop and in response, so does productivity
and all of this happens because you are sending the message to your staff that their
mental health isn’t as important as the performance of the organisation.
When it comes to proactively managing stress in the workplace, there is a lot that can be done to reduce stress before sickness absence takes hold. The CIPD’s 2019 Health & Wellbeing at Work Survey reports that 61% of organisations are recognising this as a priority, at Board level. But what can you actually do to reduce stress for your workforce?
Determine if employees are suffering from work-related stress or stress in their personal lives.
If your employees are experiencing stress at home, this will also impact their productivity too, so help them to acknowledge it and provide as much support as you can. An EAP (Employee Assistance Programme) can help you to offer support to staff without having to pry into their personal lives and will show your employees that you are concerned about them.
employee is suffering from work-related stress, then there is a lot that can be
done to improve their environment. Firstly, take a look at your expectations of
them. Are they achievable and realistic?
Do they have the support and authority needed to do their job? Are they under
excess pressure to deliver? Can their responsibilities be shared by others or
Look at your absence management process – is it too harsh or too lenient? Can you build flexibility into your process to ensure you are able to support staff who are suffering with stress?
If too harsh,
it may be forcing staff back to work before they are ready because there is a
financial impact, or they may be afraid for their job security. These staff don’t
get the time to deal with their stress before they are plunged back into it,
and so may get worse over time. Are you conducting return to work interviews
consistently for all staff? This is the best opportunity to determine if you
employee is ready to be back at work.
your absence management process is too lenient, or you don’t have one, do you
know why your staff are off sick? If you don’t know then you can’t help. Maybe
your line managers don’t feel that they can ask such personal questions? If so,
provide training to boost their confidence.
Focus on health and well-being
regularly with staff about the importance of their health and wellbeing and ask
them about initiatives they think would improve health and wellbeing for all. It
might be that water coolers within easy reach of desks will mean they are
better hydrated; encouraging walks at lunchtime could improve the mental health
in many different ways; having a space for staff to eat lunch, away from their
desks means that their focus will be away from their work for at least a short
time during the day. Most importantly though, ask them what they think and
follow up on it! They will often have the best ideas about what would improve
things for them.
sure that you react proactively when you suspect an employee is under stress,
don’t wait for them to go off sick. This requires your managers to be more
alert to possible changes in behaviour, timekeeping and work productivity and
quality. Ensure that they receive training in how to start conversations about stress
and mental health, and that they can signpost employees to other services if
they are unable to help.
Finally, it may seem like
managing stress and the related absence is time consuming, costly and
unnecessary, but it has been proven to pay off. The CIPD’s survey found that
three quarters of organisations who implemented proactive health and wellbeing
strategies, however informal, saw a positive improvement in metrics such as morale
and engagement, lower sickness absence, improved employer reputation, better
retention of staff, a reduction in reported work-related stress, improved
productivity and better customer service levels. Supporting your staff through
difficult periods in their personal and working lives pays dividends when it
comes to the success of your organisation. Now is not the time to delay!
Currently, it is even more important than ever to consider the health and wellbeing of staff as they endure lockdown and furlough leave. One thing which no organisation can offer, is certainty but there are ways of encouraging staff to maintain their health and wellbeing whether they are on furlough leave, working from home and trying to juggle childcare and other caring responsibilities. Here are a few tips:
with them as regularly as you can – you may not be able to reassure them that
their jobs are safe, or that things will return to normal quickly, but at least
they will know that someone is still looking out for them.
staff on furlough leave, ensure that you have given them written details of
their remuneration – try to avoid uncertainly building about how much they will
be paid and when.
that managers are in touch with their teams to ensure that each gets individual
support – some employees might be coping well; others might be feeling higher
levels of stress and may need more support.
your staff about their importance to your business, what their strengths are,
how much they are valued and their latest achievements. They need to hear this
now more than ever.
These steps should help you to maintain an engaged and productive (if they are homeworking) workforce during this challenging time and beyond.
Paul Dobson, Senior Lecturer at Staffordshire Business School
According to a number of reports Google has implemented a substantial search engine algorithm update in January, plus a number of smaller ones in February 2020 … But what does this mean for businesses?
The Google search engine uses a combination of algorithms
and numerous ranking signals to deliver webpages ranked by relevance on its
search engine results pages (SERPs) and we’ve seen these changes have a direct
impact on the Google Analytics results and effectiveness of the customer
journey to gain sales for businesses. An example of this, is the page ranking has changed to
be more themed based. However, there are
ways for businesses to enable their website to be high up in the SERP. These
Dominate More Search Clicks
Google has changed over recent years with the aim to deliver better search results for the reader, examples include providing the answers through featured Snippets which appear above the organic results. For example, I’ve search “how to walk in snow”
For your website to take advantage of this, you need to provide clear answers to commonly asked questions in your website area of interest. These featured Snippets are evaluated and boosted to the top depending on their quality, with the results that 54.68% of clicks from Google come from featured Snippets. There are various ways to create featured snippet at the top of the page but the key ways include :-
Create something better than the current Answer
Card / Provide updated information, and Google will prioritise this ‘Freshness’
Take the most frequent People Also Asked questions,
listed in the Google search, and create content to match*
Focus on the most frequently asked types of
questions: “How”, “Is” and “Why”
2. Keywords no longer work
Trying to pack key words into landing pages is no longer effective. Google is using more natural language and wants to independently rank websites and use them as quality data sources. Your website needs to be written as a natural language rather than trying to pack key words at the top, and consider the long key words that readers may use to find your website. In addition, you need to consider your website as an overall themed area rather than a mixture of items or topics, for example if you’re selling car parts do not include information blogs on other areas such as toys, or if you do include other areas setup robot.txt and sitemap.xml so that Google does not to index them and get confused.
3. Mobile User Experience (UX) affects your ranking and Sales.
On some of the websites that we use for student demonstrations of Customer Experience, (CX) User Experience (UX) and Google Analytics (for example https://aubergedechabanettes.com/ ) we can see up to 80% of the hits to the websites are from smart-mobiles in some weeks. A website that is not mobile compatible will lose customers especially as mobile access is a growing trend. How people find information using their mobile devices is also getting more advanced, so your website must be easy to read, grab people’s attention and then can answer their questions or keep them entertained. If you own a business based at a property such as a Hotel, Restaurant, Bar and Beauty Salon, local SEO is vitally important. Studies show that 4 in 5 consumers conduct local searches on search engines using their mobile devices. Google now allows customers, at a click of a button, to navigate to you, call you or even book directly.
4. Websites Optimize for Voice Search such and Alexa and
With the growing use of mobile devices and home devices, voice searches are becoming an increasing trend. These searches are not only done on phones, but they can also be performed on home voice assistants such as the Amazon Echo, Samsung Smart TV, Voice Pod, etc.
Questions asked via voice instead of entering search queries
are going to make short choppy keywords less relevant and therefore search
terms have become more conversational and targeted. This increasing use of
voice searches has already had an impact of Google’s algorithms and Artificial
Intelligence systems since the search engine needs to do more work to get the
relevant information that the user is looking for.
5. Artificial Intelligence (AI) is the way forward.
Artificial intelligence (AI) is an important technology
behind Google to deliver better search results to its users to create
personalized experiences for consumers.
The AI has been learning the characteristics of what makes websites of
high quality or not, then classifies these web pages and determines their
rankings. Therefore, high-quality
content is essential for effective SEO strategies. Users want content that is
relevant, helpful, and timely, so Google tends to place websites with
consistently themed high-quality content with higher search engine rankings.
If you’d like to know more about becoming an expert in using data driven strategies to lead businesses to success including how to use data to analyse, design and test elaborate customer experience systems in the customer journey to optimise growth, plus learning to work in development environments for Fitbit, Alexa and Google home and mobile devices/smartwatches/ smart home devices as well developing using cloud computing, have a look at our MSc in Customer and Data Analytics.
Paul Dobson is a Senior Lecturer at Staffordshire Business School in Digital and Strategic Marketing. He is actively involved in supporting local and EU charities and businesses especially hospitality businesses such as hotels and restaurants. Further details can be seen at https://www.linkedin.com/in/paulmddobson/
Dr Bharati Singh, Senior Lecturer, Staffordshire Business School
It’s that time of the year when it’s my turn again to write a blog for the Staffordshire Business School. So, I have pondered and contemplated and deliberated on what to write and have decided to continue with the theme from last year on sharing some thoughts from working in the corporate world.
For this blog, I will dwell on gender diversity. Albeit, a narrow range consisting of pay gap and equal opportunities. While I have not personally experienced any gender discrimination with regards to pay and feel that I have been treated fairly in all my various jobs and roles with the various companies that I have worked with; I am aware that this is an ongoing issue and all the companies that I have previously worked for had a gender diversity forum.
Recently, I saw a video that was advertised by one of my previous employers. It showed young girls talking about their career aspirations. There was joy in their voices. However, when they were told that men in the workplace get paid more than women, the pictures captured of these girls showed confusion, anger, bewilderment.
A 2018 report by McKinsey (a consulting firm) states that companies do not walk the talk on gender diversity. While there are more women graduates than men who are negotiating their pay and promotions, while at the same time still in the same work as men, this is not translating into equal woman representation at higher levels of the corporate chain.
It is not only in the corporate world that the pay gap between the genders is high but also in the world of sports. Serena Williams, a US tennis player and winner of 23 grand slams, had spoken out on this matter more than a decade ago which finally led to Wimbledon being last on the block of grand slams to equalise the gap in 2007. However, the gap remains across other sports. Some argue that this is because women sports earn less money, but this was not the case with women’s soccer, which has led the US women’s soccer team filing a gender discrimination lawsuit.
Globally, there remains a 32% gender gap as per a 2018 report by the World Economic Forum. It states that the progress towards closing this gap is rather slow with more countries regressing rather than progressing. The countries with the highest parity are the Nordic countries. They can do so due to the explicit support of policymakers towards gender equality in all public and private aspects. Hence, for countries to remain competitive and inclusive, policymakers will require gender equality to become critical to a nation states human capital development.
A 2019 research report in HBR confirmed that higher gender diversity leads to more productivity in firms in relation to market value and revenue. However, countries which did have liberal policies towards childcare and parental assistance, such as Japan, still do not benefit due to stiffly patriarchal work cultures. Another research by Australian Government states that a more inclusive environment helps retain employees.
is needed is a monumental shift in thinking as to why gender diversity is
important. Just a few companies or a few countries cannot help the cause; the
requirement is a cultural change. Where women make almost 50% of the world population,
it is imperative to recognise gender diversity as a need of the hour towards
enhancing organisation performance and attracting and retaining top
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The Hult Prize returns in 2020 and we’re on the hunt for students across Staffordshire University to enter as teams in this year’s competition ahead of the closing date on Tuesday 3 December 2019.
The Hult Prize is both the world’s largest student enterprise competition and the world’s largest movement for social impact. Students from universities around the globe compete to win $1,000,000 in start-up funding to start a business that solves a pressing social issue.
For 2020, the Hult Prize challenges teams from universities globally to build bold businesses that:
1. Have a positive net impact on the environment with every sale completed, dollar earned, and decision made; and
2. Reach no fewer than a million consumers within a decade.
This year’s business challenge concerns climate change and is our chance to show the world that our institution is dedicated to Impact. There are many benefits of competing apart from the chance to win the $1,000,000 in start-up funding.
Students will get to hone their business skills, develop exciting business ideas, engage with fellow students from every part of our planet, and represent the university at a global level.
They will compete across hundreds of cities en-route to regional finals and the summer Hult Prize Accelerator. A final round and awards ceremony is hosted by Former President Bill Clinton each year at the Clinton Global Initiative annual meeting.
How do you compete in the Hult Prize at Staffordshire University?
All students need to do is develop an idea and form a team.
Each team (of between three to four students) should fill the form here and click the submit button.
This will qualify them for our on-campus event which takes place on Wednesday 4 December at LT001 Ashley Lecture Theatre (Leek Road). At the event each team will get ten minutes to pitch their idea to our judges and will go through five minutes of questioning.
Where can I get more information or register for the Hult Prize 2020?
Visit the Staffs Uni page on the Hult Prize website to register teams and/or to contact Tolu Olarewaju our University Hult Prize Campus Director.
Friday 29 November 2019: Q&A Session at LT001 Ashley Lecture Theatre (Leek Road) – 2 pm.
Tuesday 3 December 2019: Team Registration Deadline – 6 pm. All teams must register here.
Wednesday 4 December 2019:The Main Event On-Campus Team Business Idea Pitches. Venue: LT001 Ashley Lecture Theatre (Leek Road) – 11 am to 1 pm.
All students and members of staff are welcome to watch the business idea pitches.
June Dennis, Dean of Staffordshire Business School
We’ve been celebrating Global Enterprise Week at Staffordshire Business School this week and have welcomed some fantastic guest speakers. What’s been very evident is
that there is no one reason or way to start your own business – each guest
speaker has had a uniquely individual journey and experience. In some
instances, they have fallen into self-employment, in others, it was a well
thought through and planned decision to do so.
So what makes a successful entrepreneur?
There are so many lists out there that can offer you the top 3 or 7 or 20 traits you must have to be a successful entrepreneur. This is my list based on what our guest speakers shared this week!
Passion & determination – if you are to succeed, you need to be
passionate about your business proposition.
What’s the point of setting up a business in something you don’t like or
believe in? However, passion alone will
not be enough. It really does help if
you love what you do, but you need to be prepared for setbacks. I can promise you that things won’t go as
smoothly as you hoped. There will be times when you question whether you did
the right thing. That’s when you need to
be resilient and, as they say, ‘keep calm and carry on’.
Strong work ethic & self starter – when you work for yourself, it’s very easy to have a lie-in when you don’t feel like working without realising that time is your most precious commodity. Even when you don’t feel it, you have to push yourself to make that phonecall, finish the report or knock on the door. You need to be disciplined. One friend, when he didn’t have any work, used to go to the cinema or meet friends for a coffee. Another friend would purposely post leaflets around the neighbourhood to promote his business. Can you guess which one was most successful?
…but also a good finisher – basically, you won’t get paid until you
finish the job. And, you need to finish
the job in good time. So don’t
procrastinate. Sometimes, ‘good enough’
is better than not getting the job done in time. You won’t get repeat business
if you don’t deliver on time.
Creativity – you don’t necessarily have to have a new-to-the-world invention or be able to design amazing advertising campaigns, but you do need to be a good problem solver and find ways around problems that come your way. That’s being creative!
Keep an eye out for opportunities – Be a purposeful networker. You don’t have to be an extravert to develop a supportive network and you never know what’s around the corner! Nearly every contract I received resulted in further business, either from the same organisation or as a result of them passing my details on to a third party. For example, as a result of writing Mintel reports, I was contacted by the chief executive at the time asking if I could act as an expert witness in a court case. The timing wasn’t great and I had to juggle domestic commitments and workload but saying yes to this one phone call provided me with the opportunity to be one of a handful of special marketing experts – and it paid well!
Know your worth – friends may ask for freebies or big
discounts sometimes with the promise that you’ll get lots of publicity. If they value you, they will pay for your
services or goods. Occasionally, they
may be able to offer you something in kind, such as your first review or office
space. I got a free hair cut from my hairdresser
when we spent the time it took to cut my hair discussing how he could improve
his pricing policy. It was win-win and
neither of us took the other person’s services for granted. As an expert
witness, I realised no one queried how much I was charging, so I increased my fees
by £50-£75/day for each new quote. I
never got turned down….
Be prepared to learn – constantly! If you weren’t successful in getting a contract – find out why. If you made a mistake, learn from it. Get feedback whenever you can and look at ways to develop new skills.
Professor Fang Zhao, Staffordshire Business School
Digital revolution is in its full swing now. Digital technologies become pervasive and ubiquitous, disrupting and reshaping business models and processes. According to the estimation of McKinsey Global Institute (2017), by 2030, 75 million to 375 million workers, about 3 to 14 percent of the global workforce will have to change their job categories thanks to digital disruption. Digital technologies have also created and grown the gig (or sharing) economy and generated new entrepreneurial opportunities and new types of entrepreneurship called digital entrepreneurship. The forecast is that digital entrepreneurship may add $1.36 trillion to the future world top ten economies and could generate 10 million additional jobs by 2020 (Nanterne 2014).
is digital entrepreneurship?
Based on our team’s research, digital
entrepreneurship is a distinctive concept signifying a strategic mindset and transformation,
through which entrepreneurs and entrepreneurial organisations pursue business
opportunities and create new and transformative services/products, processes,
digital ecosystems, markets, business models, and ventures involving digital technologies.
What are the opportunities for
businesses and organizations?
There are many opportunities that digital
technologies can give rise to, in terms of the growth of digital
entrepreneurship. In short, they present three key opportunities: connectivity,
scalability and speed. Social media, one aspect of digital technologies, plays
a key role in connectivity through network relations which may lead to co-creation
and co-ownership. Digital connections are the veins of new venture creation
linking creative people and focusing minds and actions on making something
people want. On the other hand, the scalability and fast speed allow start-ups
to scale up and down quickly and extend their reach across borders and time
What are the key challenges?
However, the low barrier to use digital
platforms increases competitions and minimizes the chances of distinguishing one’s
products/services from its rivals. There are also intellectual property issues,
cyber security, data protection, to name a few. Digital entrepreneurs need to
learn fast to upgrade their capability and skills. New learning becomes a
continuous part of venture and business capability development. Knowledge bytes
are a daily venture building feature as learning and working become integrated
and fused in the digital entrepreneur’s world. Last but not the least, technology
is just a tool, just a conduit, just a pathway, the goal is the business.
The ultimate objectives that you use technologies for your business count the most.
For further discussion on the topic area, please contact Professor Fang Zhao, Associate Dean – Research and Enterprise in Staffordshire Business School, Staffordshire University at email@example.com.
About Global Entreprenuership Week:
From the 18-24November, Global Entrepreneurship Week inspires people everywhere through local, national and global activities designed to help them explore their potential as self-starters and innovators. These activities, from large-scale competitions and events to intimate networking gatherings, connect participants to potential collaborators, mentors and even investors—introducing them to new possibilities and exciting opportunities…Continue reading
Building brand identity: the case study of Simply Great Britain
Tuesday 19th Nov 1.00-2.00 R101 Science Centre Emily Whitehead
Building brand identity: the case study of Simply Great Britain
Tuesday 19th Nov 1.30 – 1.50pm Flaxman Film Theatre Dr Tolu Olarewaju
“The Hult Prize is both the world’s largest student enterprise competition and the world’s largest movement for social impact. Students from universities around the globe compete to win $1,000,000 in start-up funding to start a business that solves a pressing social issue. This year’s business challenge concerns climate change and is our chance to show the world that our institution is dedicated to Impact. Come and find out how to compete this year and the benefits of engaging with students from every part of our planet.”
Friday 22nd Nov 10.00 – 12.00 S205 Mellor (IT lab) Jonathan Westlake
10.00 – 11.00 Good online tools for digital marketers
11.00 – 12.00 Good online tools for entrepreneurs and the self employed
These are practical workshops come early to ensure you get a seat.A
Julia Roberts is a communications consultant with over twenty two years of professional work experience within Creative Communications and Marketing including Digital Media, Public Relations and Event Management.
Julia is also the founder and creative director of the Ginger and Spice Festival The Ginger and Spice Festival was crowned champions of British Food Fortnight Competition 2017 and was selected as regional finalists at the Rural Business Awards in both 2018/2019 and 2019/2020.
Her business Rocket Communications and Events Ltd was shortlisted as a regional finalist in the Rural Business Awards 2019/2020.
Emily Whitehead Ltd provides highly experienced training, coaching, consultancy & speaking, delivering to a wide range of businesses and organisations. Specialising principally in marketing & communication strategy, leadership & management, business structure, environmental planning & management, this work is carried out for both private clients and within funded projects (most recently ERDF projects in Staffordshire & Leicestershire). Other projects have included work with Staffordshire CC, Stafford BC, Staffordshire Chambers of Commerce, Staffordshire University Business School , Keele Sustainability Hub, UKCPA, WiREUK & National Forest.
Operating under Emily Whitehead Ltd, Simply Great Britain has a mission to change how Britain views small, micro business one story at a time. Working within a membership community model, Simply Great Britain celebrates, supports & connects its members both online and in person.
Jonathan is an IT specialist. Exposure over the years to a wide variety of business contexts ranging from small firms to large organisations. He has extensive experience of business techniques and transformation technology used by business. He was also instrumental in setting up Wavemaker Stoke and also runs his own small business. He is also vice-chair and secretary of the British Computer Society North Staffs branch.