Consumer, Drink, Drinks, Hospitality, Industry, Insight, Retail, Technology

Posted on 19 May 2023

Evolving from small medieval distilleries into the colossal $88 billion dollar industry that it is today, the story of whisky is one founded on tradition, revolution, and a thirst for innovation.

So, in honor of World Whisky Day, MacGregor Black explores the murky origins of whisky, the art of distilling, and the factors that fueled the rise of one of the world’s most popular spirits.

Where Did Whisky Come From?

Whisky’s history dates back hundreds of years. Which means, unfortunately, there are a number of theories as to where exactly the fiery golden liquid originates from.

Some academics argue that the ancestor to modern whisky was first discovered by Irish, Scottish, and English farmers, who began distilling spirits from their surplus grains. Although, a more favoured theory suggests that missionary monks brought the art of distillation over to the UK over a thousand years ago having mastered the practice on their travels across the Mediterranean, the Middle East and mainland Europe.

If we turn to the pages of history, we find the first ever written evidence of whisky appears as early as 1405, in the Irish Annals of Clonmacnoise. Here it was documented that the head of a clan died from ‘taking a surfeit of ‘aqua vitea’. However, the earliest historical reference to whisky appears a little later down the line, in the Scottish Exchequer Rolls of 1494 where an entry refers to King James IV of Scotland granting ‘eight bolls of malt to Friar John Cor wherewith to make aqua vitae’.

Aqua vitea, a term historically used to describe distilled spirits, is a Latin term meaning ‘water of life’. When translated from Latin to Gaelic, ‘aqua vitea’ became ‘uisge beatha’, which over the years, eventually evolved into the word ‘whisky’ that we know and love today.

Whisky Production & The Art of Distillation

Whisky, like all of its spirit counterparts, is made using distillation. A complex practice that dates back as far as the 1^st century BC and research suggests originates from ancient Mesopotamia and Egypt, where early practitioners first used the process to create a mix of potent perfumes and aromas.

However, thanks to the global migration of knowledge and through the adaptation of ingredients & techniques, over time, alchemists refined and expanded distillation beyond perfumes to include medicines, poisons and of course, whisky.

One such factor that fanned the flames of mass whisky production took place in 1536, when Henry VIII broke ties with the Roman Church and disbanded many of the English monasteries. Prior to this point, distilling spirits remained largely a monastic and medical practice, but with so many unemployed Monks dispersed into the general population at the time, the art of distilling spirits quickly made its way into homes and farms, and the general production of whisky shifted into the hands of the people.

The increasing popularity of whisky would soon attract Scottish Parliament, where plans to profit from the growing industry, saw the introduction of the first taxes on whisky, in 1644. However, in protest, many Scots turned to illicit distilling in an attempt to avoid the high taxes. By the 1820s, as many as 14,000 illicit stills were being confiscated every year, and more than half the whisky consumed in Scotland was being enjoyed without the taxman taking his cut.

However, in 1823, the Excise Act was passed, which allowed Scots to distil whisky in return for a license fee of £10 and Illicit distilling and smuggling eventually died out.

With restrictions lifted for the import and export of commercial whisky, this incentivised people to grow barley and licensed distilleries began emerging in all corners of the Scottish lands. With a license now required, the process of distilling whisky became more refined and eventually upped the quality of the product. From here, whisky gradually gained worldwide popularity, becoming a talisman of heritage, craftmanship and cultural identity for the regions it was produced in.

In the early days of whisky production, the process was relatively simple. Grains were mashed, fermented using yeast, and the resulting liquid was then distilled. Following distillation, the liquid was aged in wooden casks for several years, providing it with the unique characteristics, colour, and flavours that whisky is known for today.

In the modern era, the fundamentals of whisky making remain largely unchanged. Grains are still mashed, fermented, and distilled, and whisky is still aged in wooden casks. However, over the centuries, advancements in innovation and technology, as well as the introduction of advanced aging and maturation processes have birthed a new age of whisky production.

In the 18^th and 19^th century, the industrial revolution brought significant advancements to the field. Namely, the invention of the column still in 1830, by Aneas Coffey, which revolutionised distillation and paved the way for large-scale whisky production. Today, distillation has transcended its traditional ties to spirits and is now a crucial process in various other industries including, the production of fuels, petroleum refining, essential oils, pharmaceuticals, and even water purification. Proving that distillation has played, and will continue to play, an essential role in the advancement of human society… not to mention good quality spirits.

Whisky or Whiskey…

The terms, whisky and whiskey are often used interchangeably, causing quite a bit of confusion amongst connoisseurs and casual drinkers alike. However, there are a number of distinct differences in their production methods, geographical origins, and their unique flavour profiles.

Whisky (without an e, and the starring spirit of this article) typically refers to whisky produced in Scotland and is often dubbed, Scotch whisky. Scottish distilling largely inspired the production of whisky in countries like Japan and Canada, explaining why both countries also use the ‘without an e’ spelling of whisky.

Scotch whisky has some pretty stern regulations when it comes to what can actually be labelled as a true Scotch Whisky. It must be made from malted barley, water, and yeast, and must be distilled in Scotland for at least three years. Scotch whisky is also well-known for its range of rich and smoky flavours, which can be attributed to the use of peat in the malting process.

However, recent research found that peat releases an excessive amount of stored carbon dioxide when harvested and is currently under some scrutiny for its potential contribution to climate change. The Scottish Government has since drawn plans to move away from using peat products in the future, thus protecting the environment, and ensuring no further damage to the peatlands.

Whiskey, on the other hand, is the preferred spelling of grain spirits that have been distilled in Ireland and the United States.

As Irish colonists began to arrive in America, they brought with them the process of distilling grain spirits and from that moment onwards, whiskey was born.

American whiskey encompasses various styles, including bourbon, rye whiskey and Tennessee whiskey, all of which are distilled in different ways, using different ingredients and under strict legal regulations specific to America. For example, similar to Scotch, for a bourbon whiskey to officially labelled as a bourbon whiskey, it must be distilled in America and at no higher than 160 proof, 80% alcohol-by-volume.

Brands to watch…

As the world of whisky continues to evolve, and an increasing number of individuals embrace the charm and cultural complexities of this cherished spirit, certain brands have emerged as rising stars in the industry. MacGregor Black caught up with award-winning mixologist and drinks practice operations consultant, Kieron Hall, to gauge which brands are gaining popularity and the reasons behind their rise.

Nc’nean Distillery

Nc’nean Distillery is a young, independent, organic whisky distillery perched above the Sound of Mull in the remote community of Drimnin on the west coast of Scotland. Declaring their main purpose to be “creating experimental spirits, and pioneering sustainable production”, Nc’nean Distillery aims to really get people thinking about Scotch.

“Nc’nean Distillery is a favourite brand of mine for a number of reasons, I think they’ve just hit the mark with everything a brand needs to be in today’s economy,” comments, Kieron.

“The brand is constantly looking at ways to shake-up the traditional Scotch market and improve their impact on the planet. Like, using organic Scottish barley at their distillery, which is powered by renewable energy, as well as recycling 99.97% of their waste, and making all of their bottles out of 100% recycled clear glass. Not to mention,

I think the quality of their product is brilliant, particularly their Organic Single Malt Whisky.

If you haven’t checked out Nc’nean yet, you definitely should!”

InchDairnie Distillery

InchDairnie Distillery, based in Fife, Scotland, pride themselves on their origins, whisky traditions, and their ability to take an innovative approach to flavour. Their distillery uses only barley that has been grown locally in Fife and they operate using two bespoke pieces of equipment; a Mash Filter and Lomond Hill Still, both used for experimentation and innovation.

Kieron Hall comments, “InchDairnie opened in 2015 and they literally built the whole distillery around their mash filter. Their bespoke methods to whisky production means that they can handle a variety of different grains and can extract more flavour and sugar during the process.

Every year, the brand clears two weeks in their calendar to distil something ‘out of the ordinary’ which most recently saw the distillery make their way to ‘the dark side’, being the first to distil a mash made from a majority of Dark Kilned Malted Spring Barley, which is usually used to brew dark beers.

A great drink and I suspect a great deal of innovation to come from InchDairnie in the near future.”

Ellers Farm Distillery

Based in North Yorkshire, Ellers Farm Distillery’s state-of-the-art production ranks as one of the largest distilleries in the country. The brand prides itself on being carbon neutral since day one of its operations, with further plans to achieve official B Corp certification. Ellers Farm Distillery has also partnered with Bristol based environmental organisation, Ecologi with the aim of planting one million trees.

“Ellers Farm is a classic,” says Kieron Hall.

“My colleague, Dana Bond and I recently visited the famous Ellers Farm Distillery and toured their site. After hearing some of their ambitious environmental goals and their plans for the future, we were pretty impressed.

Not only do they distil whisky, but they also produce vodka, gin and a range of small batch spirits that are only released in batches of 500 bottles. Ellers Farm will surely continue to lead the charge when it comes to sustainability, NPD and of course, great quality spirits.”

Kieron also comments about the “up and coming challenger brands” stating that:

“There are so many brands that deserved a mention, with many up-and-coming challenger brands also making big moves in the world of whisky right now, such as, Wolfburn, Milk & Honey, Mackmyra and Stauning Whisky to name a few.”

“It’s an exciting time to be a whisky lover as we have front row seats to watch a wave of new brands redefine the landscape of whisky.”

Whether it’s neat, on the rocks, or mixed into a complex cocktail, whisky clearly has a rich history of being beloved by many, throughout the centuries. From the rolling hills of Scotland to the bourbon-soaked barrels of Kentucky, the production methods, legal regulations, and geographical influences have shaped the unique identity of whisky.

With each sip, we embark on a sensory journey of tradition, rebellion, and innovation, connecting us to a rich, yet murky, history of one of the world’s most beloved spirits.

So, if you’re a complete connoisseur, a beloved bourbon fan or an avid enthusiast, join us on World Whisky Day 2023 to appreciate the deep and remarkable world of whisky.

Case Study, Consumer, Industry, Insight, Retail, Technology

Posted on 24 April 2023

From a global pandemic to rising geopolitical tensions, the supply chain industry has faced numerous challenges, and as we edge further into 2023, the sector finds itself at a crossroads.

The need for speed, strategy, and resilience has rapidly fueled innovation, and more businesses are leveraging the latest in automation technology to make faster, smarter decisions with more accuracy than ever before.

But what exactly is Supply Chain automation? And where is it leading us?

MacGregor Black explores the latest advancements in supply chain automation, and which key technologies are reshaping the industry’s future.

What is Automation?

Over the years, the main goal of the supply chain industry has remained unchanged. To deliver products to the right place, at the right time. Yet, to thrive in today’s competitive economy, a business must ensure constant availability, rapid delivery time, and the mailability to overcome unexpected changes.

This is where automation steps in.

Automation describes the use of technology to complete tasks that would traditionally require physical human interaction. Processes that would usually cost a gross amount of time, money, and labour can now be completed quickly and effectively using a combination of artificial intelligence and advanced robotics.

From Human Hands to Robotic Arms

Evolving from their first appearance in sci-fi movies into today’s supply chains, the use of robotics in the warehouse has become increasingly popular in recent years. Businesses in all corners of the world are transforming the way they manage their supply chains by investing in advanced technologies such as autonomous mobile robots, collaborative robots and even drones, in the pursuit of efficiency.

Autonomous Mobile Robots (AMR)

Autonomous mobile robots (AMR) are self-guided machines that, using a combination of sensors and algorithms, navigate safely around the warehouse moving goods from one place to another, locate and retrieve items and even pick, pack, and ship products at ultra speed. As the demand for faster and more efficient supply chain processes grows, AMRs are becoming an increasingly attractive solution for businesses looking to scale up faster, increase their operational efficiency, and reduce labour costs in this post-pandemic economy (as after all, robots can’t catch a virus…).

According to this year’s Global Autonomous Mobile Robots Market Report, in 2022, the market for autonomous mobile robots totalled at $3.14 million US dollars. A figure that is predicted to rise as high as $10.97 million US dollars by 2030. By taking over potentially dangerous jobs from humans, AMRs allow for cheaper labour costs, greater workforce adaptability, improved safety standards, and reduced risks. Nestle, DHL and Walmart are among the many high-profile brands that are already investing in AMR’s, with all three companies having rolled out driverless forklifts across their warehouses in 2022.

However, while progress is being made, “there are still a number of natural factors at play,” States Mark Lancaster, MacGregor Black’s Supply Chain & Logistics specialist.

“Whilst AMRs are designed to operate autonomously, they do still pose a risk to human workers if not properly programmed or maintained. As well as investing in skilled automation specialists to safely maintain the equipment, employers may also need to consider re-training existing workers on how to interact with AMRs in order to avoid accidents and injuries.”

Collaborative Robots

Unlike AMRs, Collaborative Robots (also referred to as Cobots) work along-side humans, rather than replacing them. Designed to be safe, simple to use and adaptable to varied processes, Cobots assist humans in performing repetitive or dangerous tasks to speed up production and avoid potential risks. UK retailer, Curry’s recently revealed its plans to invest £250,000 in Cobots at its facility in Newark, which will fund a fleet of robotic exoskeletons designed to give employees at the retailer’s logistics partner, GXO, relief from at least ten tones of weight throughout a typical working shift.

Another example of a brand investing in Cobots is the multinational information technology company, HP. In 2017, the Silicon Valley based brand opened a robotics manufacturing facility in Singapore; the country ranked second in the world for the number of robots deployed for every 10,000 employees. The facility utilises intelligent robotic arms that precisely emulate a human hand’s intricate movements in order to make a core component in HP’s commercial printers. The arm’s dexterity allows it to take on complex tasks, with acute precision, for 24 hours a day. HP said, since installing its robotics manufacturing lines in Singapore, production costs have dropped by 20%. A quite staggering saving in a world currently grappling with the lingering effects of the pandemic, high inflation, and geopolitical tensions.

However, replicating HP’s harmonious relationship with robotics isn’t quite as simple as it sounds. A successful shift into automation requires an immense, up-front capital investment, not only in technology but in the skills of the workforce. At HP, they have invested heavily in upskilling their employees, who verify parts rejected by the robots on the manufacturing line to help teach the machine and perfect the algorithm. Singapore itself has also long identified advanced manufacturing as a priority, with the country even introducing incentives such as tax breaks for highly automated factories, research partnerships with universities and subsided programmes aimed at retraining and upskilling workers.

Drones

According to an analysis of U.S. Census Bureau data, the average warehouse worker wastes nearly seven weeks per year in unnecessary motion, accounting for more than $4.3 billion US dollars in labour. A statistic that many businesses are now able to disregard following the introduction of intelligent autonomous drones into their supply chain.

Without the need for ladders or scaffolding, and in turn without the resulting risks, drones are used to track, transport and audit goods, with the data being stored digitally on a computer-based software programme. Drones are mainly used to help with inventory management and can be found flying around the warehouse scanning bar codes on products, auditing inventory levels, and comparing the data it collects with the data stored digitally. Swedish retail giant, IKEA is among the latest brands exploring technological solutions, revealing it has expanded its autonomous fleet of drones to 100 across 16 locations in Belgium, Croatia, Slovenia, Germany, Italy, the Netherlands, and Switzerland.

Developed in partnership with Zurch-based startup, Verity, IKEA’s drones are deployed during non-operational hours, working to ensure stock levels are accurate, and offering real-time analytics. Introducing drones and other autonomous technologies in the warehouse may seem nerving for some, but “Introducing drones and other advanced tools — for example, robots for picking up goods — is a genuine win-win for everybody.” States, Tolga Öncu of Dutch IKEA holding company INGKA.

“It improves our co-workers’ well-being, lowers operational costs and allows us to become more affordable and convenient for our customers.”

Artificial Intelligence (AI)

Typical supply chain management is labour intensive, time consuming and prone to human error, which is why many businesses are utilising artificial intelligence in their supply chains.

Artificial intelligence is used in supply chains to analyse data, track the flow of goods, and centralise information sharing with suppliers, manufacturers, distributors, and retailers. The main goal being to streamline the entire end-to-end supply chain process and routinely look for ways to improve efficiency.

MacGregor Black’s Engineering & Operations specialist, Rob Blackburn explains that “AI tightly links together the business value chain, from manufacturing to the end consumer, and accurately forecasts customer demands to produce real-time analytics on a company’s entire supply chain performance.”

“The AI detects data patterns and recommends improvements such as, shorter walking times and smarter inventory positioning. Over time, the AI will even learn from its environment and perfect its own algorithm to ensure the warehouse is performing to maximum efficiency.”

One of the most beneficial features of AI is its ability to trigger automated responses to pre-defined scenarios. By communicating with the various internal data systems, AMRs and Cobots deployed at the warehouse, the AI can automatically respond to situations like a depletion in stock, a rise in market prices or a shift in consumer demand. For example, should the business run out of stock, their AI can automatically order more. Or should the market value of a product or raw material change, the AI can produce a detailed report advising the business on future procurement strategies.

This level of data-driven supply chain management reduces costs, mitigates risks, improves quality control, increases operational efficiency, and allows businesses to make informed analytical decisions, which in turn, improves the experience for the end customer.

It’s clear to see that automation has the potential to revolutionise the way warehouses operate. The latest developments in supply chain technology are creating exciting opportunities for businesses all over the world, which has raised a question in many of our minds, where does that leave humans? According to a report led by Oxford Economics, if the current rate of automation continues, 11.20 million manufacturing jobs will be lost to automation by 2030. Undeniably, certain occupations will become extinct in the battle between automation and tradition, however humans haven’t been totally eliminated from the race just yet. A report by the BBC suggested that the rise in automation will also boost the economy, predicting that 7.2 million specialist jobs will be created by 2037.

Automation is unarguably transforming the way businesses manage their supply chains. And as these technologies continue to evolve, the companies that will thrive will be those that are embracing the change. By taking full advantage of artificial intelligence and advanced robotics like drones, Cobots and AMRs, employers are able to maximise efficiency, improve safety and cut overall costs. However, automation technology requires immense planning and consideration, and if we’ve learned anything from sci-fi movie culture, this isn’t always the case…

If you’d like to speak with our dedicated team of Engineering & Supply Chain consultants, get in touch today via hello@macgregorblack.com or via +44 (0)191 691 1949.

Consumer, Events, Gifting, Industry, Interview, Toy Industry

Posted on 13 April 2023

With global revenue primed to break the $300billion mark for the first time this year and near double digit growth forecasted, the Toy industry is bursting with potential. Potential that many brands, old and new, are looking to build upon.

One such company, a LEGO licensed product distributor rooted in over thirty years of toy distribution, is currently navigating this highly competitive market. Most recently they have made a bold move, birthing their second distribution brand in four years.

MacGregor Black caught up with CEO & Founder of YAMANN, and the newly formed Bablu, Dominik Piotrowski to discuss the ins and outs of the global toy distribution industry. Including, licensing agreements, partnerships and what it takes to launch a successful brand in this fast-paced, billion dollar market.

MacGregor Black: Thank you for taking the time to chat with us today, Dominik.

Let’s kick things off with a simple one, what exactly does licensing involve?

So, when it comes to licensing, firstly you’ve got the brand owner…you could say for example, LEGO, Disney, or Nickelodeon.

At some point, this brand owner decides that they don’t just want to create their own products anymore, they’re big enough that they can allow other manufacturers to create and sell products using their intellectual property. Such as, their branding, patents, and trademarks. Which is great for the manufacturers because they get to use globally recognised branding. But it’s also beneficial for the brand owner, as they get to expand their experience for their customers.

Usually, for the end customer, there’s no distinguishable difference. All they see is their favourite movie or game characters and assume the product was created by the brand themselves. More often than not, it was manufactured by a completely different company.

Now here’s where it can get slightly confusing. Many people confuse licensing with partnerships…

Licensing is essentially one company renting out their branding to another company, whereas a brand partnership will see the two companies come together with a collaborative approach. Usually, resulting in a range of products using both companies’ branding. LEGO have quite a few brand partnerships with the likes of Adidas, Nintendo, and Moleskin, that you’ve probably seen before.

MacGregor Black: Can you tell us more about what YAMANN does?

Absolutely! YAMANN is a LEGO licensed product distributor in Poland. So, we work with the manufacturers to distribute their licensed products to retailers.

As soon as the LEGO licensed products are with YAMANN, we manage the entire process from that point onwards. So, YAMANN manages the relationships with buyers, the product placement on shelves, right through to territory marketing. We’re responsible for pretty much the entire customer experience.

YAMANN was founded almost four years ago, but we’re a company rooted in family tradition, with more than thirty years of LEGO distribution running through our veins. We’re a monobrand, and we have most of the LEGO licensed products under our portfolio. Which is so unique, and I think, gives us our biggest competitive advantage.

YAMANN’s relationship with LEGO is a legacy and a huge part of our brand purpose. It’s really important that we stick to that. But we do still want to grow and explore different opportunities, which is why we’ve just officially launched our daughter brand, Bablu!

MacGregor Black: Congratulations on the launch! So, can you tell us more about what Bablu does?

Only cool stuff…

MacGregor Black: Is that the company tag line? ‘Only Cool Stuff’…

Haha, you guessed it!

Bablu is a distributor of top brands and sought-after licenses! The company has been in the works for a while now, but we officially launched at the International Kids’ Time Toy Fair in Kielce. It was fantastic!

MacGregor Black: Tell us more about Bablu? Why did you decide to launch the brand?

Like I said, YAMANN’s core identity is LEGO. Introducing non-LEGO products into YAMANN’s portfolio just didn’t fit with our identity. This is where Bablu comes in.

Launching Bablu meant that we could build a separate brand with a diverse catalogue of cool products and suppliers. Over the last two years, everyone at Bablu has been scouting Europe for brands we’d like to add into our portfolio. So far, Bablu is working with several strong licenses, with the likes of Hot Wheels, Pokémon, Chupa-Chups and Gabby’s Dollhouse, and we’re also working with some really cool independent brands like Waboba, Wild Planet and Mitama.

Sourcing the coolest, rarest, most exciting products on the market is Bablu’s number one goal. We visited numerous industry trade shows like, Distoy, The Toy Fair, KIDS’ TIME, and Nuremberg, to find the best partners. I definitely owe your consultant, Abbie Richardson a dinner! She recommended a few of those shows and they really paid off.

MacGregor Black: We’ll make sure to let her know! It sounds like you’re working with some really interesting brands, what are the factors in your decision making when sourcing new products?

Well, I’m very much a ‘gut feeling’ driven person. One of my personal mottos is, follow your gut, look for goosebumps. But, aside from that, it’s going to trade shows, speaking with people in the industry, keeping your eyes open for products that are unique and rare on the market.

Before I go to any tradeshow, I ask my team to run through the agenda so I can get a few different perspectives about what’s happening in the market. That helps the process massively because they might send me to see something different, or speak to someone I might not have spotted on my own. Teamwork is a huge part of what we do.

Another big part of the process is also, of course, market research. We speak with buyers in Poland to get their opinions and feedback on our ideas. They’re the experts and they have so much experience.

We have strong personal relationships with our buyers, something that many of the bigger wholesalers can’t offer buyers because they just don’t have the time. I think cultivating personal relationships is how both companies get the most out of the interaction, it’s honest, it’s friendly and it’s fun. This is something we’re really proud of at YAMANN and definitely an element we want to carry over into Bablu. You know, I met a buyer last week and it was just like meeting an old friend, that’s something I love about my job.

MacGregor Black: What are you expecting to see in the licensing and distribution industry in 2023, and where does Bablu fit into this?

Well, the industry titans like LEGO, Paw Patrol, Peppa Pig, Harry Potter, and Minecraft will remain strong in 2023. All of those brands are regularly releasing new licensed products and partnerships. But what we have noticed is, there’s a few new kids on the block looking for a slice of the market share too, like Gabby’s Dollhouse. They’re growing rapidly at the moment!

What we’ve also noticed is a rising consumer interest in Anime. As a result, Pokémon has seen a huge revival and we’re seeing more demand from titles like, Naruto, Jujutsu Kaisen and My Hero Academia.

At Bablu, we’re staying up to date with the latest trends to guarantee we’re seeing the most rare and exciting products on the market, and there’s some independent brands out there that are making some really cool, well-designed, surprising products. Bablu brings the best of these two worlds together. We have some really strong licensed products in our portfolio, but we’re also courageous enough to introduce new brands to the market.

We have something for each of our customers to love.

MacGregor Black: Thanks for sharing your time with us and we look forward to seeing YAMANN & Bablu’s success in 2023 and beyond.

Consumer, Cosmetics, Health & Beauty, Industry, Insight, Retail, Social Media, Sustainability, Technology

Posted on 20 February 2023

Currently valued at over $571billion, the beauty industry is a global superpower. A superpower not just growing, but also in the midst of a momentous change.

As consumer behaviour continues to evolve, technology, social media, and the Covid-19 pandemic are sculpting the industry’s evolution. Now more than ever, customers favour convenience over tradition, with many moving toward DIY, and away from salon treatments.

But what alternatives are out there? Are they effective? And are they here to stay?

MacGregor Black takes a closer look at the evolution of the global beauty industry, why consumers are opting for at-home alternatives, and which brands are delivering the best salon-quality products, right to your sofa.

Are Salons Set to Recover?

Nail, hair, and beauty salons we’re among the worst hit during the recent Covid-19 pandemic. Turnover fell by an average of 45%, social distancing limited footfall, and as a result full-time employment in the industry plunged a whopping 21%.

But with any change… comes opportunity.

The sudden starvation from years of habitual beauty routines, coupled with a severe drop in revenue, spurred on a burst of innovation across the industry. In 2021 alone, the beauty tech revenue rocketed to $3.8 billion, with a range of new and exciting products available. This new formed bond between beauty and technology opened up a world of opportunity for customer and creator alike. Modern self-applied beauty treatments have evolved far beyond at-home facials and DIY pedicures. Utilising a mixture of light emitting diode (LED), microcurrent technology and even augmented reality (AR), brands are now looking to rival salons with the launch of their own high-tech equipment, for at-home use.

Light Emitting Diode – LED

First discovered by NASA in the 90’s, LED lights were used to observe effects on plant growth in space. Noting it’s interesting healing abilities, the technology has since shown great promise, quickly gaining interest among health and beauty manufacturers.

LED light therapy exposes the skin to varied wavelengths of light such as, red, near infrared, yellow, green, and blue light. According to research, the red light stimulates collagen growth, while blue light targets bacteria that causes acne, green light can alter pigmentation, and yellow light can have strong healing qualities.

Research also suggests that LED treatments can prove effective when it comes to reducing the symptoms of aging or sun-damaged skin, as well as treating certain skin conditions such as acne and rosacea. When administered by a salon professional, the equipment they operate is usually significantly more powerful, with treatments often priced between £80-£100 per session.

In an effort to replicate the same results at home, health, and beauty brand, CurrentBody, have launched what they’ve dub the ‘Skin LED Light Therapy Mask’, a substantial looking piece of equipment that combines both red and near infrared light wavelengths to ‘kickstart your skin’s collagen production’. And it doesn’t stop there. CurrentBody have also incorporated the same LED technology in their ‘Skin LED Hair Regrowth Device’, which the beauty brand proudly declares will “penetrate deep under the skin’s surface for instant and long-lasting results”.

Therabody, MZ Skin and Dr Dennis Gross Skincare are brands that have also released LED light therapy devices, all of which featured in a recent edition of British Vogue, labelled ‘The Best LED Face Masks’. At a cost ranging from £100 to £600, depending on the manufacturer, those planning on reaping the benefits of LED Light therapy can have the potential to save both time and money. A growing focus across much of the NPD within the Consumer and Retail industries.

Microcurrent Technology

Hoping to wipe surgical facelifts off the map, microcurrent technology applies weak currents of electricity directly to the face in order to stimulate and tighten the muscles. The whole idea behind microcurrent technology is that it can be used to improve blood circulation and stimulate collagen production to give the face a youthful glow.

Kriisti Atherton, MacGregor Black’s Health & Beauty Specialist sat down with Hrvoje Sarac, Chief Operating Officer at wellness brand, Foreo, to learn more about their use of microcurrent technology in their range of increasingly popular products. The creators of the well-known ‘Foreo Bear’ and ‘Foreo Bear Mini’ pride themselves on ‘making self-care simple, easy, and enjoyable‘ with their range of effective, clinically tested devices.

“Microcurrent technology is something that’s been around in science for years,” Said Sarac.

“We haven’t invented this technology. All we’ve done is simply adapt it to fit in both your hand and your budget. The Bear and The Bear Mini are our best-selling products, and how they work is, the microcurrent and T Sonic massage feature boosts microcirculation and lymphatic drainage, which feeds nutrients to the skin cells and eliminates toxins.

Before we launched the products, tons of research went into ensuring we used the right frequency to really get the right results, and paired with our jelly serum that acts as a conductor, our customers now have everything they need to get that professional face-lifting result at home. So many people say that they can feel the difference even after just one use, but if you really want the best results then we definitely recommend using it daily. It’s like going to the gym, if you go once a week, you probably won’t see much of a difference, but going to the gym every day, you’re going to see the results.”

One of the most frequently asked questions consumers ask about microcurrent devices is, are they safe? Kriisti highlights this topic in her conversation with Foreo’s Hrvoje Sarac, who mentions the potential risks of using devices incorrectly and emphasises the need for safety.

“Customers should always read the instructions before using these products, as with some of them on the market right now, there is actually a risk of burning your skin if the devices are either made, or used incorrectly. What makes our products truly unique is our highly advanced Anti-Shock System that actually scans and measures the customer’s skin’s resistance to electricity, and automatically adjusts the microcurrent’s intensity to ensure it’s not too intense. The Bear in particular is the most effective, safe-to-use, microcurrent facial device available, and that’s clinically tested.“

Also on the list of beauty brands currently investing in microcurrent technology is, MyoLift, NuFace and Magnitone, having also released their own range of products designed for at home use.

Augmented Reality

No longer a futuristic feature in sci-fi movies, augmented reality has crept its way off the big screen and into our everyday lives.

In the world of health & beauty, it can allow customers the ability to virtually experiment with different looks in real time. AR has, in short, revolutionised the way many of us interact with our favourite brands and has personalised the way we experience their products. These advanced tools use facial recognition and AR technology to analyse customer’s skin tone, facial structure, and features to recommend cosmetics and skincare products in real-time. However, one AR feature proving widely popular amongst the younger generation has recently come under scrutiny…filters.

When first launched in 2015, filters (or ‘lenses’ as they were first referred to as) were primarily used for entertainment. Fast forward to today and social media platforms provide filters as an alternative to more permanent and costly alternatives. With options including enhancing their lips, lift their brows, change skin pigmentation, bone structure, eyes, lips, and the list goes on. All with just the click of a button. The numbers on the other hand suggest the opposite. Many plastic surgeons are reporting an increase in plastic surgery treatments, directly attributed the use of social media filters, giving a potential glimpse at a new you. Professionals have dubbed this social media surgery craze ‘Snapchat Dysmorphia’, declaring that it could soon be an overwhelming problem amongst younger social media users.

As an expansive range of new at-home devices are being launched, beauty brands may perhaps look to combat this growing concern in a sustainable and ethical manner, guiding their customers down the path to safer alternatives.

With this task in mind, many beauty technology companies have strategically partnered with influencers and celebrities in a bid to aid the switch from salon to sofa. Through engaging posts, reels & stories, influencers, and celebrities aim to showcase the brand’s latest high-tech products to their followers, demonstrating that you don’t need a salon appointment to see salon-quality results.

As we can see, technology, social media, and a shift in consumer thinking have all left a significant imprint on the beauty industry’s exciting evolution. Whilst a global pandemic has transformed our collective focus, advancements In technology have all but accelerated innovation, resulting in a plethora of inventive, state-of-the-art beauty technology.

So, whilst there is little sign of us eliminating salons altogether, the rapidly growing amount of advanced at-home products have, without a doubt, birthed a new approach to beauty. Today, it’s LED light masks and microcurrent facial massagers, tomorrow, it’s endless possibilities…

If you’d like to speak to a specialist in our dedicated Health & Beauty practice, get in touch today via 0191 691 1949 or email us at hello@macgregorblack.com

Case Study, Consumer, Industry, Insight

Posted on 19 January 2023

With record numbers of companies entering administration, unseen since the 2008 financial crisis, coupled with government intervention in the form of furlough schemes and business support grants, how and why did some companies experience record levels of growth during Covid-19? And what can we expect to see next?

As many business leaders can attest, the key to a successful and sustainable model is a solid set of foundations; with recent events testing one such foundation above all else…the ability to adapt to change.

When the global pandemic first surfaced, very few could have predicted the scale, duration, and lasting impact it would leave on us. Many lost livelihoods, businesses we’re starved of cash, and new health & safety procedures we’re being designed around the clock.

Now, three years on, some could argue the economy is beginning to settle into the ‘new normal’. Brands are once again evolving to accommodate the latest wave of consumer expectations, confidence is on the up, and the dust is beginning to settle in the battle between e-tail and retail.

But what exactly are consumers expecting from brands? Why did some thrive during the pandemic? And what does the ‘new normal’ even look like?

MacGregor Black takes a closer look at how companies have successfully adapted their business models and are continuing to do so in a post-pandemic economy.

From Surviving to Thriving

Conscious Consumerism

At the height of the pandemic, communities worldwide rallied together, key workers we’re celebrated as national heroes, and in true wartime fashion, companies in all corners of the globe rapidly converted their operations in a bid to cover us head to toe in PPE.

Today, although the dust may well have settled and we no longer find ourselves staring down the barrel of a global epidemic, the value of acting with an increased level of consciousness has not been lost on the every-day consumer…

Studies show that one such pre-pandemic trend is once again blossoming. Consumers are once again favouring brands that are conscious of their social, environmental, and economic impact. Research conducted by global professional services company, Accenture, found that a whopping 72% of shoppers are focusing more on limiting food waste, 68% are shopping more health-consciously and 66% of people are actively making more sustainable choices when purchasing, and will continue to do so.

Looking to stay ahead of this sudden moral shift in consumer behaviour, many brands have re-assed how their products are made, packaged, marketed, distributed, and discarded of. With the aim of reducing any negative impacts at each stage of the process. Such change has directly led to organisations making wholesale changes such as, sourcing more energy efficient suppliers, reducing non-recyclable materials throughout their product lifestyle, investing in renewable energy sources, partnering with charitable causes, and setting ambitious sustainability targets that will no doubt, pave the way for numerous additional changes in the future.

MacGregor Black’s Specialist Operations Consultant, Rob Blackburn, comments:

“The negative impact that brands have on the planet has been a priority for most businesses since covid, particularly in the food industry, and I’d say there’s definitely been an organisational shift in many companies to accommodate that.

‘In the past, Health, Safety and Environmental (HSE) was often grouped together into the same job function, but now, with there being such a huge focus on sustainability, I’m supporting more and more businesses with splitting ‘Environmental’ into its own separate function; and I’m souring more specialist talent, with specific knowledge into environmentally focused practices.”

“The same can be said for the Beauty industry,” Comments, Kriisti Atherton, MacGregor Black’s Health & Beauty Specialist.

“As consumers demand more from the brands they love, we see more campaigns like the ‘Clean Label Movement’ pop up. In response, companies are looking to make major environmental, sustainable, and ethical changes to their products, and they need the skills to back it up! Right now, I’m working with various beauty clients to source passionate well-networked candidates who have experience sourcing clean ingredients, working within B Corp Certified businesses, and who have experience building relationships with global ethical partners.”

Health & Safety

Executing health and safety measures has long been a priority in the workplace. Yet, the pandemic unarguably forced companies to act with a level of urgency unlike any other. For some businesses, the pandemic unmasked a number of underlying flaws in their existing practices; acting as a catalyst for change and forcing companies to re-think their future business models.

Important topics around mental health & wellbeing, hybrid working, the need for effective childcare, sufficient sick pay, and reasonable adjustments have all been widely spotlighted by employees since the COVID-19 pandemic.

Jack Dennerlein, PhD, adjunct professor of Ergonomics and Safety at the Harvard T.H. Chan School of Public Health commented, “The pandemic has brought topics like well-being to the forefront of the conversation. Now, all of a sudden, people realise the impact work has on mental health, and other aspects of well-being, through impacts like reliance on childcare and disparities in work. The conversation has changed.”

Having noted the appreciation from staff and in some cases, an uplift in productivity, many businesses have chosen to stick with their ‘pandemic’ benefits; opting to continue offering additional support such as, hybrid working, free 1-2-1 counselling sessions, regular manager well-being calls, revised sick pay policies and regular occupational health training. Chevron, one of the world’s leading energy companies, has continued to run what they refer to as, The Employee Assistance and WorkLife Services Program, which offers their employees free sessions with licensed counsellors to help cope with any challenges they may face in the workplace, or at home. This is something Chevron will continue to offer staff now, and in the future.

Some businesses hoped to reduce stress and anxiety by offering their employees benefits such as, mental health webinars or free subscriptions to health and wellness apps. Whilst this may be useful and even greatly appreciated by some, it could also come across as slightly dismissive. If employees’ workloads are too excessive, management is lacking in compassion, or they’re unable to support a work-life balance, how effective will a mandatory mental health webinar really be? Perhaps an opportunity has been missed here to really address the underlying issues? More than just raising awareness and promoting an understanding culture, the organisations that are flourishing in today’s post-pandemic world are those that are ensuring line managers are fully trained, are listening to their employees, and have a thorough understanding of what good mental health support looks like, on a case-by-case basis.

“According to a survey of 1,001 Americans, when asked ‘Have you ever bought a product or service online that you found out about from an influencer?’, over a whopping 52% said yes! “
– Digital Marketing Specialists, Fractl and BuzzStream,

Diving Deep into Digital

Without a doubt, the post-pandemic world is a digital one.

As retailers closed their doors and physical interaction was kept to a ‘Castaway like’ minimum, the digital world proved to be not just a lifeline for many businesses, but a license to succeed. Brands that not only embraced but adapted and invested in this digital transformation thrived. Even after retailers opened their doors, mass vaccinations were introduced and the world began to re-settle into a somewhat ‘normal’ existence, the digital boom has showed no signs of slowing down. In fact, it’s estimated that digital media accounted for 59% of all global ad spend in 2020.

Similar to the Health and Safety sector, the push towards digital transformation forced many organisations to pay closer attention to their digital and technology investments. In a pre-pandemic world, digital campaigns were often mere brand marketing tools, used simply to bolster impressions and raise overall awareness. Whereas today, after a period of relying solely on tech to engage with customers, many digital campaigns now feed customers directly into specially designed sales and ecommerce mechanisms; through an integrated and cohesive sales funnel that allows companies to closely measure their ROI. For example, in 2021, Shopify began using QR codes dubbed, ‘Shopcodes’ that when scanned with their phones, directed customers to specific products, tracked conversions, and allowed them to retarget customers for future sales in an entirely digital environment.

MacGregor Black’s Specialist Ecommerce Consultant, Qasim Khan, comments:

“With digital campaigns now driving an increased share of sales since the pandemic, the need to track, measure and tailor these campaigns has become an absolute necessity. In my market, I’m seeing more of my Fashion & Luxury clients invest in UX/UI and Performance Marketing roles as a result.

There’s also been a large increase in the number of brands launching and developing their marketplace presence. Which is another accelerant for the need to hire experienced, analytically minded, and results orientated professionals, with specific skillsets such as Zalando or Amazon.”

Another digital strategy that many businesses saw exponential growth through is affiliate marketing. With millions confined to their homes, unable to work, travel, or socialise. Many turned to, you guessed it… social media. The undisputed home of affiliate marketing. And an environment that provided both brands and affiliates with the perfect recipe for growth.

Many brands recognised this increase in social media activity, and when coupled with an eCommerce boom, developed purpose-built strategies to capitalise, financially rewarding customer to customer interactions, UGC production, web traffic, and sales. When we add to that the emergence of ‘at home’ products such as high-end coffee machines, air fryers, and pizza ovens, customers are continually searching for an elevated experience without ever leaving the house. And who better to influence them, than… the influencers.

Brands have now not only fine-tuned the quality of their social campaigns, but have also increased their partnerships with influencers, and micro-influencers, that are able to offer them a direct route to their target audience. According to a survey of 1,001 Americans, conducted by digital marketing specialists, Fractl and BuzzStream, when asked ‘Have you ever bought a product or service online that you found out about from an influencer?’, over a whopping 52% said yes! Companies can work with influencers to promote all sorts of products, from clothes & makeup, to cleaning products & home organisation accessories. By simply clicking a link on their favourite influencer’s page, customers are sent straight to the product purchase page, where they can often buy it using a discount code from the influencer, who usually receives a small sponsorship payment each time someone purchases the product using their link.

The biggest downfall to online shopping is of course, the inability to physically interact the item. Making it difficult to get a sense of whether or not it’s the right product. This is one of the key opportunities for Augmented Reality to act as a reliable substitute for testing out and trying on items in the store. For example, social media brand Snapchat has partnered with various fashion and retail companies to offer their users AR creations that allow customers to try on products via their app. Their most recent partnership will see thousands of Amazon’s top-selling eyewear virtually don the faces of Snapchat users across the world. If looking to purchase any of the glasses, users will then be directed to the ‘Amazon Fashion’ store directly form the Snapchat app.

Snapchat explained:

“More customers are turning to mobile shopping – in the past year, Amazon Fashion customers ordered more than one billion fashion items on mobile devices. The growing Snapchat community of 363M daily active users now have access to Amazon’s popular eyewear brands, including Maui Jim, Persol, Oakley, and Costa Del Mar, among others.”

However, on the flip side to the fashion coin, resale platforms like Depop, Preworn and Preloved, that sell second-hand clothes have also prospered since the Covid-19 pandemic, as a result of the spike in conscious consumerism mentioned earlier.

Bricks and Mortuary?

Despite the unarguable window of opportunity that digital devices have presented businesses with since covid-19, some of the world’s most popular global brands like Apple, Macy’s and Walmart are still continuing to advocate for Bricks & Mortar retail. But, if stores want to engage with their customers on a physical level, does shopping needs to evolve with the times?

Today, if a customer visits a store, they expect an experience that outperforms the convenience of shopping online. And so, the ‘Experiential boom’ begins.

Whilst not all concepts are brand new, shop-in-shop for example (where a brand or retailer opens its own smaller retail space inside another retailer’s store) is certainly on the rise. In many cases, with shop-in-shop partnerships, there will be a general cross over between the customer base of the two brands involved.

In February 2021, just as the pandemic was beginning to settle, and stores we’re attempting to lure us through their doors once again, US retailer Target unveiled the first ‘Apple at Target shop-in-shop’. The partnership provided the tech giant with a new route to market, as well as elevating Target’s status as a prime destination for electronics and accessories. A win-win. Target have also extended their existing shop-in-shop partnership with UltaBeauty, adding 250 of the beauty brand’s pop-up stores in national Target locations.

Another company embracing beauty concessions is, Kohl’s, who have announced a huge shop-in-shop programme with beauty retailer, Sephora, which will see 850 mini-Sephora stores in Kohl’s stores this year. Furthermore, Walmart introduced their own shop-in-shop concept, having partnered with Claire’s in 2018, which saw the retailer’s accessories and jewellery stocked in more than 250,00 Walmart stores. Not to mention, a strategic partnership ahead of the recent holiday period also saw high-end US department store, Macy’s, partner with WHP Global to bring Toy’s R Us stores to every US Macy’s location throughout the months of July- October 2022; making things much easier for exhausted parents to shop for both quality clothes and noisy toys all in one place.

In the hopes of also reinventing their customer’s retail experience, some brands have invested further in alternative experiential marketing methods. Similar to ‘shop-in-shop’ and sometimes referred to as event marketing, or engagement marketing, experiential marketing is a way for brands to physically interact with their customers through a specific experience. For example, Lululemon not only sells trendy yoga attire, but also offers customers free, drop-in yoga and fitness classes in almost every store. Luxury department store, Nordstrom even introduced a Tonal exercise machine in their stores in 2021, which customers can use for free with a full demo included.

As each example above demonstrates, the world is a multifaceted, reactive place, moulded only by the ever-evolving economy. The margin for success and failure is often razor thin, and after facing almost three years of uncertainty and the ability to conduct business as usual, brands in all corners of the globe have put their malleability to the test; making radical changes in the hopes of catering to a list of post-pandemic demands. From revised working from home policies to detailed and integrated digital campaigns, the businesses that were able to make the necessary changes not only survived… but thrived.

If you’d like to speak to our team of management and executive talent partners, get in touch today via hello@macgregorblack.com or +191 691 1949

Drinks, Hospitality, Industry, Insight, Interview

Posted on 10 January 2023

From a humble beginning selling beer into London’s bustling pubs, to masterminding the rebrand of what would become the UK’s bestselling premium lager, and most recently, leading a small South London Brewery to a £120m acquisition by SAB Miller Brands…

Drinks industry stalwart, Nick Miller has hopped up the ranks of the ever-evolving beer sector, amassing over 35 years’ experience and shaping a range of world-class brands along the way.

MacGregor Black recently sat down with the current Non-Exec Director at Young’s PLC, and author of ‘In The Meantime: Lessons and Learning from a Career in Beer’, to discuss all things drinks and what it takes to brew a successful career in such a competitive industry.

MacGregor Black: So, Nick, you’ve certainly had an interesting career in the beer industry. For those of us who are yet to read your debut book, ‘In The Meantime’, tell us where it all began.

Nick: I left school when I was 18 after failing all my A-levels, and ended up working down a mine for around 6 months as a Laborer. That was a real education… I wasn’t very career focused then, but that experience did teach me what I didn’t want to do with my life!

After that, I spent some time as a shoe shop manager before I joined Bass in 1986 as a Free-Trade Salesman, selling their beer into pubs, working men’s clubs, bingo halls and restaurants; anywhere that had an alcohol license, really. That was my first step into the drinks industry. Three years after that, when I was 24, Bass asked me to manage 18 of their North London pubs.

The change from selling beer to retailing in pubs was a great learning experience as it facilitated seeing both sides of the coin.

When I was a free-trade salesman, my perspective was of representing a branded company selling its products to someone who is planning to sell it on to someone else, so it was very much business to business sales. When I became the receiver of the product and I managed an actual outlet, I got a much greater understanding of what the consumer wanted as I was actually experiencing their needs and requirements in a face-to-face ‘relationship’. These experiences shaped my future selling perspective, I knew that when selling a product or service I had to ensure that both consumer and customer needs were fulfilled.

I also learned a lot from the people around me, people who had really lived life. I was a country lad, living just outside Burton on Trent so I was pretty ‘green’. When it came to working in London, it was a totally different world and I had to grow up pretty quickly. The whole experience made me more streetwise…

MacGregor Black: During your successful career with Bass, you were headhunted by our CEO & Founder, Jon McNeish, with an exciting opportunity to join SAB Miller Brands UK. Can you tell us a little about the challenge of steering the little known beer brand, Peroni, onto the path to becoming the fastest growing beer brand the industry during the late 80’s ?

Nick: Well, the first step was creating a brand position that people could connect to both emotionally and from a needs basis. Where you position your brand is key, a product has got to give the customer reasons to believe in it and the attributes of that product will determine how the customer feels about it. We started with the brand name, calling it Peroni, instead of ‘Nastro Azzurro’ because it was easier to say at the bar and it rolled off the tongue better. That was quite fundamental to re-positioning our brand.

Then, because the aim was to create a premium product, we built the whole brand around a high-end Italian proposition, which was crucial because Italian products are often perceived as premium. As you know, there’s many Italian iconic brands covering all sorts of consumer categories – luxury Italian fashion, quality leather products and world-famous chefs, so Peroni being an Italian brand actually gave us a fantastic starting position to creating a premium brand.

After that, lots of research was commissioned to find out if the customer and consumer would actually buy the product. We were always measuring the desirability of the brand and were constantly hosting consumer feedback groups. There’s a handy scale you can use to measure how your brand is doing that I’ve included in the book. there was a lot of ‘marketing science’ that was employed to ensure we built a brand that resonated with both direct customer (the retailer) and the consumer.

“I’m a big believer in ‘you’re only as good as those around you’, and I couldn’t have done it all without the amazing, highly skilled people that I got the pleasure of working with.”

MacGregor Black: Successfully shifting an existing brand into the premium category certainly comes with its own unique challenges. One of those being the balance a marketer must strike between maintaining a product’s exclusivity and managing its perception, in line with increasing consumption and sales.

Nick: Yes, that’s exactly it. You have got to be really careful how you market a premium product because if you make it too available, you can dilute your exclusivity. We marketed our product on a word-of-mouth basis. We targeted the main UK cities including, London, Newcastle, Glasgow, Bristol, Liverpool, Birmingham, and Edinburgh, and focused our marketing activity there. After that, we would let our customers do the rest, as most of our ‘opinion formers’ would invariably travel into those cities for nights out and they’d then talk about the brand when they got back home.

We also focused on convincing retailers that we weren’t going to discount the product in the off trade. This meant they could keep a premium price point on the product. We avoided the ‘big box discount’ route that other premium lagers had followed and tried to ensure that demand stayed ahead of availability.

MacGregor Black: All of which clearly worked given Peroni’s success!

Nick: It was a total team effort. I’m a big believer in ‘you’re only as good as those around you’, and I couldn’t’ have done it all without the amazing, highly skilled people that I got the pleasure of working with. That was a big reason for wanting to put together the book, to shoutout and thank all those who had helped me along in my career. We wouldn’t have had the success we did at Peroni, or Meantime, without the people who passionately worked together to make it a success. I was the lucky one to lead them.

MacGregor Black: You mentioned your time at Meantime Brewing Company, a totally different environment from Peroni… What were the most notable differences you found moving from a large corporate setting, into a small start-up environment?

Nick: There was a massive cultural difference. You operate in a ‘glamorous ‘bubble’ in a big PLC company like Peroni. There are people to bring you coffee, chauffeurs, assistants, analysts, and most notably a treasury department to look after your banking needs. Meantime was like working in a shed compared to that! It was freezing, my laptop was ancient, and I used a decorating table as my desk for a while before we got things going. There were no secretaries, so I had to revisit a lot of the work I’d forgotten over the last 30 years. As you grow in your career, you start passing on a lot of responsibilities to others, so when I started at Meantime, I understood how to run a business, but I didn’t realise how much I’d have to re-learn. That was a big challenge.

MacGregor Black: And what would you say are the biggest personal challenges that the CEO of an SME will face?

Nick: Just don’t get ahead of yourself…

Don’t get me wrong, I’m passionate, fun, and I try to never take myself too seriously. If you do that you can get ahead of yourself. I get excited, of course, but not over excited, which was a big part of staying grounded at Meantime. I also never got despondent, and I tried to operate within an emotional framework that didn’t go to the extremes. When something went badly, (which they did, and I certainly ballsed things up a few times over the years), whilst it upset me at the time, those moments became good learning experiences that I could fall back on. If you ‘get ahead of yourself’ you often miss learning experiences.

Basically, you want to avoid flat lining, you should absolutely get excited, or even upset, you’ve got to have some passion in life, but you mustn’t let it overspill. Sometimes life is two steps forward and one step back, it’s about trying to navigate that perspective.

MacGregor Black: It’s fantastic that you have been able to carve out such a successful career for yourself, if you hadn’t been approached by our CEO for the role with SAB Miller, where do you think your career would’ve taken you?

Nick: that’s a really good question! I’ve not thought about that much… but I loved my time at SAB Miller. I would have stayed for a while longer, maybe even moved abroad if it wasn’t for the opportunity with Meantime. I’d love to know if I could have had the same success in a different country.

I’ve also always had an appetite for risk, so I’d also like to think that I still would have taken the entrepreneurial plunge in another small company.

If I was to rewind back and start again, I’d look at working in finance or tech. Those industries just keep growing and growing. However, if I’m honest, I don’t think I have the personality for those types of businesses. I like people focused companies so would probably still ended up with working with some sort of consumer brand.

MacGregor Black: In just a few short years, we’ve seen UK & European drinking culture evolve drastically. We find one of the biggest catalysts for change has been the recent shift in conscious consumerism, with more people focusing on the products they consume, what’s in them, how sustainable they are etc. which all feeds back to the positioning of a brand in the market.

Nick: Absolutely, in 2022 we noticed a decrease in alcohol consumption within the 18-24 age group, which the sudden boom in health-conscious consumerism has definitely influenced.

MacGregor Black: As the recent Gin boom begins to level out, our dedicated Drinks practice have been increasingly busy supporting several of our Rum and Craft Beer producing clients, following the increased consumer demand during the past year. What has caught your eyes most in the Drinks Industry during 2022?

Nick: Hmm, there’s been quite a few actually…

Craft beer has seen some serious innovation, with brands like, BrewDog and Beavertown dominating the off and on-trade respectively. This was also the first year that flavored gin overtook normal gin sales, which was unusual, and both sparkling wine and champagne have also done really well recently. Oh, and watch out for English sparkling wines – they’re very good!

All in all, 2022 was a pretty hard year for everyone. Covid, the cost-of-living crisis, rail strikes and inflation have all impacted the hospitality industry. I’m hopeful that 2023 will be more productive.

MacGregor Black: And looking ahead to 2023 there seems to be a blend of hesitation and excitement in the market, as often comes with economic uncertainty. What are your predictions for this year?

Nick: I think it will all depend on how the cost-of-living crisis pans out, but I’m hoping we see more innovation in the industry. I believe the shift in health-conscious consumerism we discussed will continue and we’ll definitely see a surge in more health drinks this year. More people are trying seltzers recently, I think we’ll see some seltzer brands break into the mainstream in 2023.

MacGregor Black: And finally, Nick, following a glittering career and the release of your debut book, ‘In The Meantime: Lessons and Learning from a Career in Beer’ what does the next chapter hold for you?

Nick: Well, I’m currently working with Youngs PLC as a non-exec Director and I’ll probably continue to dabble in certain things from afar (on the advisory side that is).To be honest, moving from operating to advising has been challenging… Whilst I don’t really have the appetite to do 70 hours a week anymore, I sometimes find it hard being a consultant because I just want to go and do it, you know, “get stuck in! “

If you would like to speak with our specialist team of Drinks Consultants, contact us on 0191 691 1949 or email us at hello@macgregorblack.com

Consumer, Drink, Events, Hospitality, Industry, Insight, Interview, Retail

Posted on 15 November 2022

As a wave of drinks brands look to innovate and evolve in a post-Covid world, consumers are often left wading through an overwhelming number of choices that currently flood the shelves of bars, restaurants, and supermarkets alike.

This sudden burst of quality spirits has birthed a highly competitive market, with one such brand, launching on the cusp of the global pandemic, having embraced the highs and lows of the unpredictable, yet exciting drinks industry.

Born out of a deep love for the Caribbean and a desire to shake up the rum category, this unique brand has gone above and beyond, voyaging across the oceans to bring us a range of quality, craft rums… with a twist.

MacGregor Black talks with Cleo Farman, Managing Director of award-winning drinks company, Diablesse Rum, about ‘savouring over sessioning’, breaking the sailor mold, and what the future holds for this ambitious brand.

MacGregor Black: So, Cleo, to someone who’s never come across Diablesse Rum before, how would you introduce the brand?

Cleo: Gosh, where do I start? First of all, I’m proud to say it’s the first female-owned rum brand in the UK (Yay!). Diablesse was born out of a HUGE appreciation for quality Caribbean rums, where people have distilled rum since the early 17^th century and is where I think the best rums come from! The figurehead of the brand, the beautiful woman on the label, is La Diablesse, a mythical female enchantress character from Caribbean folklore. The purpose of the brand is to change people’s outdated perception of rum which still seems to be that it’s mega strong and quite samey flavours, if you know what I mean?

MacGregor Black: And why did you choose La Diablesse to represent the brand?

Cleo: Some of the best master distillers out there are women but unfortunately, you wouldn’t always know that. I wanted to get a bit more female representation in the industry, and I was lucky enough to come across Diablesse. She was a temptress that also stood for female empowerment and she’s of Caribbean descent so represents the heritage of the beautiful rums in the blends (and it would be a travesty to put anyone else on the label in my opinion), But, yeah, I thought her character sat well with the brand and what we stand for, which is that: Diablesse rum is a female forward inclusive rum brand, is flavour lead and is here to show people that there’s more to rum than they might think.

MacGregor Black: With so many spirits out there to work with, why did you choose to launch a rum brand?

Cleo: Basically, I used to be a gin drinker but, to be honest, I got a bit bored. And since I used to own four bars in Manchester, that gave me a really good platform to explore distinct categories of spirits and I discovered that I quite liked rum.

So, I went off to the Caribbean and looked at the distilleries there, met with loads of impressive people that knew a lot about rum and I really loved it. Ok, I’m going to be a nerd now, but my Diablesse Golden Rum is a blend of an eight-year-old double distilled rum from Barbados, a four-year-old copper pot still rum from Jamaica and a three-year-old rum that’s made in the only wooden column still in the whole world! It’s been really exciting working with all these lovely flavours and pairing them up to see what fits.

MacGregor Black: So, what exciting things do you have going on now at Diablesse Rum?

Cleo: Oh my gosh. Loads of things! So, right now I’m going through a major fundraise. There’s so much money involved in launching a spirit brand. I’ve put a lot of my own money into the brand because I believe in Diablesse and now that I’ve demonstrated, through a good sales record, that people like it and want to buy it, I’m now looking for investors to join me!

I’ve also got a new Marketing person starting with me soon who is working with me to put together quite an ambitious marketing plan. If we raise the money, we’ll be doing activations across the UK, attending festivals, and just working hard to get the brand message out there, really. Which is nerve-wracking but also super exciting!

Diablesse Rum is also going to be making an appearance at the Manchester Christmas markets this year, which is 41 days solid of talking about rum! I’ve put a team together and we’ll be there to spread the message and speak with anyone who’s interested in knowing more (and to give everyone a taste!) I’m really looking forward to it. We’ve got a stall at St Anne’s Square, and we’ll be there from the 10^th of November, so come and see us!

MacGregor Black: What would you say your most ambitious goal is for the Diablesse Brand?

Cleo: I’d love to open a little distillery under the Diablesse brand, where I could experiment with creating more of my own small batch limited addition rums. I’d like to have a brand home at some point in the near future, where people can learn about the company, visit our in-house bar, and really get a feel for the complete Diablesse experience. And I’d also love to see Diablesse launch into the US and China, but not just yet.

But, having said all that, I’d say my most ambitious goal for the brand is, like I say, to change people’s opinion about rum entirely. In the UK, a lot of people still associate rum with the Navy and it’s seen as quite a male drink. You know, you’ve got many rums brands such as, Neptune Rum, Captain Morgan, or Sailor Jerry, but I wanted to do something a bit different. Bring a new light in and really shake up people’s perception of rum to see it as something that can be savoured, rather than chucked back with a coke mixer. ’Savour, not session’ is what I’m going for!

After building Diablesse here and abroad, one of my most ambitious personal goals is to launch into different spirits, but not under the Diablesse brand. Diablesse is so personal to rum and the Caribbean, so I don’t think another spirit would sit under that brand. I would probably look to get into white spirits, but not gin. There you go, there’s a clue… yeah, Gin is brilliant, it’s doing really well but not gin …. I’d like to keep away from that.

MacGregor Black: Having been there and done it, what advice would you offer someone looking to launch their own brand-new rum brand?

Cleo: Well, firstly I’d say do your homework! It takes a lot to get off the ground, there’s so many hoops you have to jump through for instance getting your licenses from HMRC. I even had people check my home to make sure I wasn’t some sort of dodgy rum dealer! For Diablesse, I store a lot of the rum under bond, which basically means I stored my rum in HMRC-operated warehouses and am only required to pay the Alcohol tax once I’ve taken a bottle out of the warehouse, rather than paying it all in one go. That has helped with cashflow immensely, but you have to get special government licenses to be able to do it and it can be quite difficult.

Secondly, I’d say be honest with your forecasting. It costs a lot more money than you’d ever think to get going, I learned that the hard way.

Another thing is, you’ve got to build your distribution. Once you’ve made your rum, how are people actually going to buy it? It’s not often that you can just walk into a bar and say, here, I have a rum, do you want to sell it? You need to work with wholesalers, which can be hard and takes a lot of time. I started out doing markets to push Diablesse out there and that’s how I met my wholesaler. I now have a distributor that sells to wholesalers, so I’ve gone about it that way.

Lastly, build a brand that means something. Don’t just think, ok, I want to make a rum because I want to make lots of money because people see right through that. people want to know who you are, what you’re about, what drives you and what drives the brand. For me, I really like rum and I’ve built the brand around a story that resonates with what I’m trying to achieve.

MacGregor Black: And finally, to round things off, which Diablesse drink would you recommend to newcomers?

Cleo: I’m sorry, but I love them all!

Well, I guess you could say my personal favourite is our Golden Rum with a ginger and lime mixer, but that’s not always to everyone’s taste, is it? So, I’d recommend trying the Clementine Spice Rum, paired with a Fever Tree Spiced Orange Ginger Ale mixer, or at this time of year, hot apple juice! I also really love the Diablesse Coconut & Hibiscus Flower Rum with Franklin’s Pineapple and Almond mixer. All of those are delicious and I drink them at home.

If you would like to speak with our specialist team of Drinks Consultants, or would like to discuss featuring in our next MB Talks, contact us on 0191 691 1949 or email us at hello@macgregorblack.com

Advertising, Case Study, Consumer, Cosmetics, Fashion, Health & Beauty, Industry, Insight, Marketing, Retail, Social Media, Technology

Posted on 27 October 2022

When social media first popped up in the late 90’s, none of us could have predicted the astronomical growth it would undergo, nor the influence it would ultimately hold over our lives.

What began as a way to simply connect with friends, has since become one of the most powerful global platforms of our time, able to reach millions of targeted people in milliseconds and influence the way we shop, vote, and even feel. Evolving far beyond your typical networking tool, social media has opened up opportunities for not only the every-day-scroller, but for businesses also.

But is the way we use social media set to change? And have brands had enough?

MacGregor Black takes a closer look at social media, and why some brands are taking a permanent break from it.

Social Media vs… The Battle of the Brands

With Facebook alone connecting 2.11 billion users all over the globe, it’s no surprise that social media has come to play an integral part in many of our lives. But with such scale, how is it possible to monitor and control 2.11billion individual narratives? The simple answer is… it isn’t.

With such publicity, comes scrutiny. And as platforms such as Facebook continue to embed themselves deeper into our society, many users are beginning to highlight some of their potential negative effects. One particular issue that continues to dominate the conversation, is social media’s relationship with our mental health.

In recent years, research has provided us with a plentiful evidence pool linking social media usage with a number of mental health issues like depression, anxiety, and body dysmorphia. According to a 2022 Healthline study of 1,042 U.S citizens, 29% of participants of all age groups felt they needed to take regular social media breaks, in order to feel a benefit to their mental health. This number increased to a shocking 46% amongst 15–24-year-olds.

So, what can be done about this, and who’s responsibility is it to take control?

Lush Cosmetics

Noting the negative effects that social media was having on many of its customers, global cosmetics company, Lush, took a stand; and in 2021, decided to cut ties with online platforms Instagram, TikTok, Snapchat and Facebook.

The British retailer released a statement to accompany their decision:

“From 26th November 2021, the global Lush brand will be turning its back on Instagram, Facebook, TikTok and Snapchat, until the platforms take action to provide a safer environment for users. This policy is rolling out across all the 48 countries where Lush operates. In the same way that evidence against climate change was ignored and belittled for decades, concerns about the serious effects of social media are going largely ignored now. Lush is taking matters into its own hands and addressing the issues now, not waiting around until others believe in the problem before changing its own behaviour.”

Tesla Motors & SpaceX

Pre-dating Lush’s decision by almost three years, in March 2018, tech billionaire Elon Musk joined the race against social media; deliberately deleting both Tesla’s and SpaceX’s Facebook business pages.

Having regularly aired his opinion publicly, it is widely known that Elon Musk distrusts the way Facebook handles their consumer data. The decision then came to pull both his business pages, following a tragically historic week for the social media company, one that still sits fresh in our memory. In 2018, the Cambridge Analytica scandal prompted a wave of mistrust against Facebook, which later gave rise to the #deletefacebook hashtag.

At the time of the scandal, WhatsApp Co-Founder, Brian Acton tweeted in protest, “it is time #deletefacebook”, in which Musk responded sarcastically, “What’s Facebook?”. The Silicon Valley entrepreneur then went on to tweet that he thought Tesla’s Facebook page was “lame”.

In a final act, Musk was challenged by Twitter users to delete Tesla’s and SpaceX’s pages, “if he really was ‘the man’”, and in typical form, Musk declared he would delete them immediately. Sure enough, in under 30 minutes both business pages were cut from Facebook, and the following media attention, combined with the Cambridge Analytica Scandal, caused Facebook’s stock to plunge 6%.

Elon Musk has since gained the reputation as the modern day ‘Robin-Hood’ of free speech, as in April of this year, the eccentric billionaire made another daring move. This time, against Twitter.

In an effort to force change, on April 14^th of this year, Musk made a bid to buy the social networking site for $54.20 per share, putting one of the world’s richest people at the helm of one of the world’s most influential platforms. Musk declared that, should the deal go through, his first priority would be to crack down on data management. However, only weeks after Elon’s rather rambunctious offer, he sought to terminate the deal, citing concerns over the social media company’s use of bots on the platform, artificially inflating their user numbers. Claims which were later supported by a company whistle blower. Twitter has since sued Musk to follow through with the acquisition. The judge overseeing the case has given both parties until the 28^th of October to close the deal or face a trial in November.

Bottega Veneta

In 2021, globally established fashion house, Bottega Veneta announced their own bold move to completely cut social media from their marketing strategy.

Creative Director, Daniel Lee, stated in an interview with The Guardian that, “there is a mood of playground bullying on social media which I don’t really like. I wanted to do something joyful instead… I don’t want to collude in an atmosphere that feels negative.” However, despite personal comments from Lee, the Bottega Veneta company refrained from releasing an official statement to explain their swift exit from social media. Leading fans to believe that perhaps this was the company’s latest strategic move in creating the ultimate luxury brand?

Kalyani Saha Chawla, former VP of Marketing & Communications at Dior believes luxury brands need to re-consider the fine balance between over-accessibility and exclusivity, quoting to Grazia UK that,

“luxury brands are diluting their image by using the same social mediums that every high street brand is utilising. Luxury stands for exclusivity, and if it’s all over Instagram and Twitter, it becomes too accessible, which might not resonate with a niche audience.”

A message that sat fittingly with Bottega Veneta’s social media departure, as it came less than a month after it unveiled its exclusive “Salon 01 Spring/Summer Show”, which was being secretly recorded at the time. Shortly after Bottega Veneta’s decision to ditch social, luxury apparel brand, Balenciaga quickly followed suit, wiping all of its content from Facebook, Instagram, and Twitter. Perhaps another strategic move with this decision also preceding the brand’s first haute couture show in over 50 years…

Answering the Burning Question… What Happened Next?

In today’s society, it’s near impossible to picture a global company succeeding without a social media presence, but alas…some of our favourite cosmetics companies, automotive developers and high-end fashion brands claim they are already paving the way to find a successful future without ‘the Gram’.

Lush Cosmetics

After announcing their departure from its social media channels in 2021, cosmetics brand Lush turned to creating what they felt would be, authentic, quality content on the company’s online site instead. At the time, the company released a statement assuring shoppers that, ‘there are plenty of other places to take a dip into the Lush world’, stating that customers could still engage with the brand through shops, events, through the customer care team and on other digital platforms like Lush Player, Lush.com and their Lush Labs app. However, it’s worth noting that some individual stores and Lush staff continued to be active on social media and the company even encouraged customers to continue using branded lush hashtags to promote their content organically. Meaning Lush would remain true to its anti-social media protest, whilst also still staying fresh on the screens of shoppers across the globe.

SpaceX & Tesla

Following Elon Musk’s bold decision to delete both SpaceX and Tesla’s business Facebook pages, the company went on the make an even bolder move in 2020, officially dissolving it’s entire PR department; dubbing it the first automaker to no longer engage with the press. When asked to comment on the move, the billionaire business magnate stated that he wouldn’t go back to having a PR department because he ‘doesn’t believe in manipulating public opinion,’. He responded to a twitter user that encouraged the reinstatement of the Tesla PR team, saying, ‘Other companies spend money on advertising & manipulating public opinion, Tesla focuses on the product. I trust the people.’

So, with a much-reduced social media presence and absolutely no PR staff, how does a multi-billion-dollar business like Tesla expect to stay ahead of the curve?

Well, the American clean energy company relies heavily on one of the most effective marketing strategies out there, word of mouth. Tesla runs a highly popular referral program that encourages customers to share their love for the brand with their friends and family. Tesla enthusiasts, and their referees can earn rewards like free supercharger miles and cash to spend on energy efficient products. Not only that, but the electric vehicle manufacturer also manages multiple customer forums, hosts a global ‘owners club’, and is regularly involved in giving back to the communities they operate in. All of which are great ways to establish a strong brand message without even so much as a ‘share’. However, it’s worth noting that Musk himself has been a driving force behind Tesla and SpaceX’s ongoing success. His loud, charismatic, and sometimes even controversial social media presence certainly draws enough attention to both brands…

Bottega Veneta

Founded in 1996 in Vicenza, Italy by Michele Taddei and Renzo Zengiaro, Bottega Veneta has since firmly established itself as a high-end, luxury fashion house. Their fine leather handbags and quality crafted accessories don the frames of wealthy style icons in all corners of the world, that no doubt, enjoy scrolling as much as the rest of us.

Which is precisely what Bottega Veneta was counting on…

Despite not posting on their business account anymore, Bottega Veneta lives on through the Instagram pages of their loyal customers, influencers, and external partnerships. Rather than coming directly from the brand, content like product launches, events, and brand promotions make the rounds mainly through organic, user-generated content. Which enhances the brand’s exclusive image and cuts out a huge chunk of their workload. So, in theory, they can kick back and reap the rewards as customers are naturally drawn to their brand.

A strategy in which Bottega Veneta took to heart as at the time, the luxury brand doubled down on its quarterly online magazine in what they hoped would offer, “more progressive and more thoughtful” content. A goal in which many say they have successfully achieved since then.

MacGregor Black’s Global Head of Marketing, Mark Thursby, commented:

“I couldn’t agree more with Kalyani Saha Chawla, in that many Luxury brands sit in a precarious position. One that almost caused the demise of the iconic British Fashion Brand Burberry during the 1990’s, where high demand was met with ease of accessibility. And I believe social media is currently turbocharging just that, or the false impression that luxury products are easily accessible.

Social media is a great equaliser in that it grants the average user access to countless celebrity and influencer lifestyles, mixed in with our friends and family. However, when our feeds are excessively filled with luxury goods, this directly drives demand to a potentially dangerous level. Therefore, when accessibility meets it, in the form of ‘replica’ products, via short-term financing options such as fashion rental, or services such as Klarna, a brand can pass a point of which it’s presence in a market is too heavily saturated and it ceases being perceived as ‘luxury’.

The same theory applies across the board. From cars, to homes, to holidays, and even our own physical appearance. When social media creates the illusion that all of these brilliant products are easily attainable, and not just that, they’re owned by your neighbour, your best friend, and the people you went to school with, the potential to damage a person’s self-esteem can be severe.

Therefore, with brands withdrawing from social media it’ll be very interesting to see what impact that has in the long-term. Will losing the central voice of their brand, do the opposite of what they aim to achieve, and create a more customer-controlled brand image? Or will it dampen demand down to sustainable levels and drive traffic through more ‘traditional’ channels where brands can better manage the battle between demand and access?”

Whilst there are many advantageous qualities to the root-and-branch reform of social media, something brands should consider is, one of most identifying features of a successful business is its powerful approach to customer loyalty. What social media offers consumers is the ability to receive quick responses via direct messaging, as well as the opportunity to engage with brands honestly and publicly on live comments. Some argue that, as a result of axing social media, businesses run the risk of potentially thinning the line of communication between themselves and their customers.

Is This the Way Forward?

Without doubt, social media is one of the most impactful and cost-effective marketing tools available today. But as we’ve recently discovered, some brands are beginning to stand up and take notice of the damage it may be causing to, not just to their customers or their brand image, but to wider society in general. Dubbed with a disregarding attitude towards mental health, rocky data management processes, and the potential to banish a brand’s luxury image, is the social media sparkle slowly dwindling?

And as globally recognised brands like Bottega Veneta, Tesla and Lush radically re-think their social media strategies, many of us are left asking the question, is this the beginning of the great social media snub?

Consumer, Drink, Events, Food, Gifting, Industry, Sustainability

Posted on 12 October 2022

Just a few short generations ago our planet’s natural resources seemed cheap, easy to acquire, and plentiful, with the consequences of our actions too often an afterthought. The hard truth is that the responsibility has fallen upon each one of us to make better decisions, as the choices we make in our everyday lives, known or unknown to us, have a cumulative impact on the world we live in.

Fast forward to present day and with the domino’s beginning to fall, the race to repair, redesign, and replace has begun.

With the combat against climate change now one of the most important conversations of our generation, a rising number of corporations have pledged to increase their sustainability efforts in the name of ‘going green’. But what does that really involve? How does a business ‘go green’? And why are some of our favourite household brands slow to following suit?

What does ‘Going Green’ really mean?

To understand what it takes for a business to go green, first we must understand what the term means. In short, when a company decides to ‘go green’ it means they are making a conscious effort to reduce/offset the negative impact their operations have on the environment.

Why Would a Business ‘Go Green’?

As mentioned in our last article, ‘MB Insights: Vertical Farming – Is the only way up?’, many of the earth’s natural resources are depleting. From the soil we plant in, to the fabrics we weave, it’s reported that there aren’t enough materials to sustain the population’s ever-growing demand for commerce. Therefore, aside from the main incentive of, sustaining the delicate ecosystem that is our planet, businesses are continuing to go green for a number of different reasons.

One reason for adopting a greener strategy is, for the cynics among us, because it’s expected of them. In 2021, Deloitte conducted a study to explore how consumers are adopting a more sustainable lifestyle and found that an overwhelming 61% of consumers had consciously reduced their usage of single use plastics. The study also revealed that nearly 1 in 3 consumers claimed to have stopped purchasing certain environmentally impactful brands or products entirely. A clear sign that a growing number of customers are judging their favourite brands, based upon their impact on the environment.

Studies have also shown that such practices aren’t just influencing our shopping habits. A further investigation revealed that 74% of employees interviewed, say their job is more fulfilling when they’re provided with the opportunity to make a positive impact on social and environmental issues. Evidence that developing a sustainability focused corporate social responsibility programme is not only directly influencing customers, but also candidates. So much so, that ‘going green’ is now one of the top five internal practices that encourages an positive corporate culture.

Going green isn’t just a positive change for the environment, it’s also good for your wallet! Although a number of large upfront costs are difficult to avoid, in the long-term, efficiency saves money. As companies look to reduce their energy consumption, minimise their use of wasted materials, and decrease their carbon footprint, with that eventually comes a reduction in operational costs. Not to mention the potential for a higher sales value, as consumers actively seek out ‘greener’ options.

But perhaps the grass isn’t always greener on the other side. With many complex moving parts, and a large initial outlay, there comes a reduction in available capital, which in turn brings risk, a dampened ability to react, and a potential need to reduce costs elsewhere. For example, people. Which raises the question. Would you begrudge your favourite company for choosing survival over sustainability?

As mentioned earlier, both consumers and employees are favouring businesses based on their environmental impact. Unfortunately, this leaves us with the opportunity for businesses to appear to be more climate conscious than they really are. Typically, these companies only one goal in mind…fattening their profits. When companies use ‘green’ as a status symbol, this is often referred to in the industry as ‘greenwashing’. A term coined in 1986 by environmentalist, Jay Westerveld. One such example of this is the oil giant, Chevron. With the release of their TV, radio, and print advertising campaign in the 1980’s, the company proudly declared its dedication to executing positive environmental practices. Yet in reality, they were regularly violating the Clean Air Act and Clean Water Act bills, while continuing to ‘spill’ tons of oil into wildlife refuges.

Something brands should be wary of crossing is the thin line between promising eco-friendly practices and actually delivering on them. In a world where consumers increasingly demand accountability, it is all too easy for companies to accidently ‘greenwash’ their brand. Despite having the best initial intentions, situations like these arise as implementing a whole new sustainability strategy may not be a quick or smooth sailing process for some businesses. Ultimately leaving the company overwhelmed, underprepared and under-delivering on their promise.

Finally, big or small, it’s clear to see that businesses can benefit from being more eco-friendly. For those sitting on the fence, a tip in the right direction might now come in the form of legal and regulatory compliance standards. For example, the UK government has recently committed to achieving a net zero society by 2050. Something that can only be met with the uncompromised support of businesses across the country.

Is It Easy Being Green?

Is it easy being green?

If we were to ask Kermit the frog, the answer would be no.

If we were to ask the businesses out there that are making eco-friendly changes, the answer would probably still be no.

However, we’re all familiar with the phrase, ‘nothing good comes easy’ and it’s safe to say that although it may be tricky, making greener choices has its benefits. So, what are the choices that businesses have and how do they make them?

One of the first, and arguably most important things a business might look at when starting their sustainability journey, is reducing their carbon emissions output. There are many ways to do this, one of which is a business dialling back on the amount of energy it consumes, or its partners consume. For example, if there’s a piece of equipment, large or small, that can be swapped out for a more sustainable alternative, such as energy saving light bulbs, motion sensitive lighting and smart thermostats, make the change! Or perhaps powering operations with renewable energy sources, such as solar and wind power, or trading petrol fuelled HGV’s for hybrid or fully electric fleet vehicles.

You know that meeting that definitely could have been an email, well… put it in an email! And if that can’t be done, switching to online meetings, or even offering a working from home option could not only this save businesses money, but also requires less travelling from the team– meaning less harm done to the planet – and… side bonus, no changing out of your PJ’s! As more and more people lean towards a remote/hybrid role, with sustainability (and PJ’s) being a huge factor in their decision, working from home is looking like it may be here to stay, with some businesses even claiming an increase in staff productivity as a result. According to a study performed by global job site, Indeed, searches for remote work have increased by more than 500% since February 2020, and job postings mentioning remote work have increased by 180%, now totalling 10% of all job posts on the site. Of course, this has been heavily influenced by the COVID-19 pandemic, which could also be another key driver in the demand for increased climate consciousness, with many people believing the lockdown gave the planet ‘a break’ from human interaction.

In order to meet the needs of the present, without compromising the ability of the future, not only do we need to improve sustainability in the workplace, but we also need to review and improve on the products being produced, including how they’re packaged. Many organisations are already making huge strides towards combating this issue, such as the global home, gift, and party accessories specialists, Talking Tables. Founded in London in 1999 by Clare Harris, with the ethos of bringing people together around the table, Talking Tables is a clear example of a company that truly takes responsibility for the impact their operations have on the planet. With sustainability at the heart of their brand, supporting the planet through their business success was a natural step for Talking Tables, who are keen to lead by example.

One of the first things the company wanted to improve on was their packaging. In particular, reducing the ‘P’ word, plastic. With packaging becoming a prime focal point for those that wish to be more conscious of their personal environmental impact, a great start to becoming more sustainable is swapping out plastic packaging for natural, biodegradable, or recycled alternatives. And so that’s exactly what Talking Tables did. After thorough research, the brand now packages most of their paper tableware products, such as paper plates and napkins, in card-based packaging. Producing an effective, attractive, and recyclable alternative. Along-side cardboard, another alternative is compostable packaging, which can be made entirely of bio-based polymers and non-toxic wheat or corn materials. However, Talking Tables avoided the use of bio-based polymers, such as PLA, due to fact that there’s a limited amount of bio plastic recycling facilities in the UK and an increased risk of potential contamination to plastic recycling streams.

Once their packaging got the ‘green’ light, Talking Tables were able to look at the overall design of their product and how they can make their range eco-friendlier. For those of us with a house party or two under our belts, or for the American Pie fans out there, the famous red party cup is legendary. But what most consumers don’t realise is that the well-known cups, aren’t quite as much fun for the planet. In-fact, most party cups contain an inner plastic lining that means they can’t be recycled and could even take a whopping 1,000 years to decompose. An issue that Talking Tables had to address. Thankfully, not only have they successfully created the world’s first recyclable party cup but have also taken further steps towards a ‘plastic-free’ status across 95% of their product roll out, as well has having launched a range of home compostable napkins.

In the case of Talking Table’s, a key factor to their success has been partnering with the right suppliers. A practice that a number of multinational corporations have adopted, pledging to only work with suppliers that adhere to social and environmental standards, who in turn must expect the same from their suppliers. Therefore, creating a cascade of sustainable practices that flow smoothly throughout the supply chain. Ironically, one of the most prominent difficulties issues suppliers currently face, is automation. The more a supply chain is designed for mass production, the more likely it is that it’s automated, therefore the more difficult it is to make small changes to that cycle. As a result, some companies turn to overseas suppliers that use less automated equipment, although this still leaves them with the issue of transporting the goods across larger areas, which ultimately tips the scales back toward increasing their carbon emissions output. Therefore, cultivating loyal relationships with local suppliers becomes hugely important when it comes to relying on them for support when making changes.

Talking Tables’ Director of Supply Chain, Daniel Fagan, comments on the need to build long-lasting relationships with reliable suppliers and how this affected their environmental goals:

“When looking at the sustainability of our products and packaging, we found that one of the most important things to us was collaborating with the right suppliers. Over the years we’ve built long-lasting relationships with our partners, some of which we’ve worked with for over 10 years, and when the time came to looking at our collective environmental impact, everyone was all too happy to help. I think these trusting relationships and the loyalty we’ve built with them have played a huge part in the support we’ve had during our sustainability mission.”.

To work out exactly how they were impacting the environment, Talking Tables sent out detailed surveys to their suppliers, asking about their waste management, their use of hazardous materials and chemicals (if any), and any other impacts they may be having on the planet.

“From there, we worked hand-in-hand with our partners to make improvements and set action plans for our operations moving forward. Every two years, we hold a suppliers’ conference, as well as regular workshop sessions to keep everyone on the same page. As sustainability isn’t always at the forefront of supplier’s minds and they can often face issues like rising material costs, transport issues and high shipping costs, it’s up to businesses like us to drive the mission by supporting them through the process and keep them wanting to support us on our journey.” Said Daniel.

We asked Daniel, if he was to offer a piece of advice to businesses going green, what would it be?

“As well as being really passionate about my role, a key thing for Talking Tables is that a lot of the energy and drive around sustainability has come from the founders, Clare, and Mark. They are truly invested in wanting to make a change and for any company wanting to go green, you have to have the buy in from the top.”

“For us, what worked really well was breaking down everything we planned to do. Each year we’ve set specific pillars of strategy, with sustainability being one of them, and within that we built out all the key areas we want to go for that year. Whether that be a target on reducing the percentage of plastic we have in our products, or on boarding new or recycled materials. I think breaking it down annually, then breaking that down again to around 90 days helped us put it all in a digestible format and made it easier to communicate to the wider team.”

After chatting with Talking Tables, we can all rest easy knowing that there are businesses out there with a true passion and commitment to combating climate change. So much so, that Talking Tables are even on track to becoming officially B Corp Certified. A designation that signifies they are ‘leaders in the global movement for an inclusive, equitable, and regenerative economy’. A clear statement that the brand continues to invest in social and environmental practices, even offering all team members two volunteer days, a wellness budget and funding towards any training they wish to complete.

As you’ve probably worked out, there’s a lot that goes on behind the scenes when it comes to a business going green. The whole process depends on whether the sustainability changes being made are affordable, accessible, manageable, and dependable. All of which can be difficult to achieve for certain types of businesses but is vital to the longevity of our existence. At some point in the cycle, the responsibility also falls upon consumers to take accountability and make greener choices.

However, with companies like Talking tables pioneering advancements in sustainability, there’s certainly hope for a greener future.

The rest they say… is up to us.

If you would like to speak with our team of dedicated Gifting & Accessories specialists, contact us on 0191 691 1949 or email us at hello@macgregorblack.com

Advertising, Consumer, Events, Fashion, Industry, Insight, Retail

Posted on 23 August 2022

The time-honoured tradition of battling it out for a parking spot, brushing past rows of neatly lined linens, grabbing a quick coffee, and heading home with shopping bags bursting at the seams is under threat like never before. With Covid-19 fast-tracking the shift to online, how does in-store retail respond?

MacGregor Black takes a closer look at what’s in-store for the future of retail, including one of the most popular strategies that brands are rolling out right now, experiential marketing.

Today’s Retail Landscape?

If you’re find shopping feeling a little different these days, you’ll be glad to know you aren’t alone. Shops certainly still exist, the gladiatorial parking spot battles still commence, and coffee still powers the weary toward that one final purchase. However, in the last decade we’ve witnessed the bustling world of in-store retail evolve drastically, with many consumers now opting to get their hands on the latest products, without even stepping near a store.

Where once, to see, try on a product, and own it that day was a market owned entirely by in-store, these days technology has joined the party and is showing no signs of going home.

From ordering online, to scrolling through Instagram, the internet has opened up a plethora of alternative options for consumers to shop and it’s easy to see why many of us are choosing convenience over physical experience. As our lives get busier and our time more precious, shops naturally become less appealing. Add to this the recent pandemic and the enticing lure of the internet, with its 24-7 convenience becomes harder than ever to resist. Despite this, retail is certainly still alive & kicking, and with the threat of online competition, the natural response is… innovation.

A whole host of new and creative experiences are being rolled out for shoppers all around the globe with big name brands like Nike, Ralph Lauren and Red Bull offering their customers an in-store experience that goes far beyond the traditional shopping trip.

What Exactly is Experiential Marketing?

If you’re a film lover, or a regular book worm like myself, then there’s no doubt you’re familiar with the intoxicating feeling of being transported to new and exotic worlds, to experience something completely new. Something exciting and most importantly, unique.

This is the type of memorable, immersive experience that experiential marketeers hope to create for their audience. An experience that stands-out from the crowd and leaves us wanting more. After all, people want memories, stories, and adventures to share, not just products, and experiential marketing is a perfect way to achieve this.

Also known as ‘engagement marketing’, ‘live marketing’ or ‘participation marketing’, experiential marketing is a strategy that invites an audience to interact with a brand through a real-world, face-to-face event. In short, experiential marketing enables customers to not simply buy from a brand, but to deeply engage with and experience the brand on a personal level. According to Forbes, experiential marketing can bolster a long-lasting and unforgettable relationship between brands and customers, as well as providing brands with a unique range of opportunities to further grow and develop.

While most experiential campaigns focus on live events such as festivals, retreats, trade shows and conferences; there are no written rules. Many examples take the form of one-off installations or activations, such as product taste testing, giveaways, pop-up experiences, kiosks, and a range of other unique experiences that drive meaningful interactions with customers.

However, not simply limited to in-store, experiential marketing often crosses the borders between the physical and digital world, with many brands incorporating an online presence into their experiential strategy, such as a branded hashtags, micro-sites, and social media campaigns, to raise awareness and encourage eWoM.

Why Use Experiential Marketing?

In recent years, one of the common demands that has steadily emerged across the consumer and retail industries is, trust. The more honest, dependable, and trustworthy a brand appears, the more likely it is that consumers will shop there in the future and even recommend the brand to their friends and family. With this in mind, a sure-fire way that retailers can build confidence in their brand and ensure this season’s boots stay on the ground, is with a well-executed and engaging experiential campaign. Providing customers with the opportunity to physically meet with brand reps, try new products in person, and experience unique events, creates a feeling of connection that simply cannot be achieved exclusively through online campaigns.

Not only is experiential marketing a great way to reinforce a brand’s message and build loyalty with existing customers, but it can also be a fantastic platform for new customer acquisition. Personal interactions can go a long way when it comes to gaining a consumer’s initial buy in, as it opens up the opportunity to really understand a brand, the product, and the people behind it. In fact, according to EventTrack, a hefty 91% of consumers reported that they would be more inclined to purchase a brand’s product or service after participating in a brand activation or experience, and 40% felt they would actually become more loyal to the brand.

Similar to the intricate world of digital marketing, one of the most important benefits to experiential marketing is the ability to generate leads and gather data on potential new customers. From contact details, to demographics, brands are able to obtain and use this data to fine-tune their strategy and engage with similar people who may also be interested in their brand in the future. And when coupled with an audience that has opted into the experience on offer, the quality, quantity and also reliability of the data collected is likely to be significantly greater.

Our Top 5 Campaigns

According to HubSpot, experiential marketing now ranks as one of the top five marketing strategies that companies currently leverage, with brands all over the globe beginning to see the benefits of engaging with their customers on a personal level.

But enough talking, here are our top 5 most interesting experiential campaigns launched to date:

SNCF – ‘Europe is Just Next Door’

In 2012, French rail network, SNCF teamed up with ad agency, TBWA, to put their company on the map, with the launch of their ‘Europe is Just Next Door’ campaign. The railway company created a virtual traveling experience for city goers all over Europe, by placing brightly coloured doors in major EU cities, waiting patiently to be opened by curious passers-by. Behind each door was a real-time event that offered pedestrians the chance to be transported to beautiful cities around the world with just the twist of a handle. It could be a street performer on the bustling banks of the Seine River, an enthusiastic mime surrounded by mesmerised crowds on the streets of Milan, or even a sketch artist eagerly waiting to paint your portrait from a park bench in Brussels. The campaign created a connection not only between the consumer and the location, but also with SNCF, placing it as a company that could turn your dream European trip, into a reality.

Pepsi’s ‘Pepsi Touch’ Social Vending Machine

Using interactive digital technology, PepsiCo launched a state-of-the-art Social Vending Machine, which transformed the simple metal box, into a vessel for kindness. The impressive system allowed users to gift their friends a pre-paid bottle of Pepsi, from a far-away location. For the user, they simply add in the receipts name, mobile number and a personalised video message, and the receiver of the beverage is sent a system code and instructions to retrieve the drink, free of charge, from a selected machine. The campaign also allowed people to commit random acts of refreshment by purchasing a drink for a stranger or sending “a symbol of encouragement to a city that’s experienced some challenging weather or a congratulatory beverage to a university that just won a championship,” PepsiCo said.

This is a great example of how experiential marketing opens the doors for brands to gather as much useful data from potential customers as possible.

‘Scoops Ahoy’ – Netflix & Baskin Robbins

In the hit Netflix show, Stranger Things, 80’s teen, Steve Harrington worked at the fictional ice cream parlour, Scoops Ahoy. In 2019, the well-known streaming platform, Netflix and leading American ice cream specialists, Baskin Robbins teamed up in an epic attempt to bring the on-screen ice cream shop to life. The campaign consisted of a range of different elements that launched steadily across America, including a shop, which remained open for two weeks, a 15 second commercial advertising the famous USS Butterscotch ice cream as seen on the show, an ice cream yacht, and a social media campaign to spread the word. The creative campaign also featured a Scoops Ahoy themed van travelling around the UK, giving out free retro flavoured ice-cream to excited Stranger Things fans in busy cities including, Glasgow, Leeds, London, Exeter, and Dublin.

The Fortnite Rift Tour

Fornite, one of the biggest gaming franchises in the world and Ariana Grande, Guinness World Record holder for the most songs to debut at number one on the Billboard Hot 100, teamed up to create an out-of-this-world musical experience. The Fortnite Rift Tour, held in the metaverse, was an event that pushed the boundaries of experiential marketing to the max, bringing virtual, hybrid and in-person events all in one place. The partnership saw experiential marketing professionals working with the metaverse to create a new range of immersive, high-tech events. As part of the campaign, Ariana Grande gave her first live performance in two years, exclusively for her fans in the metaverse. The detailed digital setting also allowed the audience to explore the colourful world of Fortnite, with interactive mini-games and challenges available throughout the event.

Proud and Present by lululemon

A key theme in many successful experiential campaigns is to eliminate the need to generate direct revenue from it. Instead opting to create a brand experience that your customers will never forget. In 2019, American apparel retailer, lululemon, launched the ‘Proud and Present’ campaign encouraging reflection within the LGBTQ21A+ community. The activation saw the execution of a full social campaign, two in-person experiences, and multiple in-store campaigns. The brand worked with their employees to create intimate, personal photos and videos which discussed topics impacting their community, which were shared on social media and brought to life in an outdoor installation in Hudson River Park in New York City. For two weeks, the brand also hosted LGBTQ21A+ inspired yoga sessions in the park to raise funds to support The Trevor Projects work with the community.

In conclusion, as customers become increasingly aware of when, where, and how they shop, and the battle for convenience rages on, the in-store experience, now more than ever must stand out from the crowd. And with almost 60% of consumers now expecting retailers to dedicate more floor space to experiences, rather than just products, the future of retail has a clear expectation. Even a whopping 81% of consumer said they were more likely to open their wallets and pay more for products that offered an upgraded their overall shopping experience.

With that in mind, keep your eyes peeled for the latest in activations and events at your local stores!

If you’d like to speak to our team of Retail Marketing recruitment specialists, get in touch today via 0191 691 1949 or via hello@macgregorblack.com

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MacGregor Black: Thank you for taking the time to chat with us today, Dominik.

Let’s kick things off with a simple one, what exactly does licensing involve?

MacGregor Black: Can you tell us more about what YAMANN does?

MacGregor Black: Congratulations on the launch! So, can you tell us more about what Bablu does?

MacGregor Black: Is that the company tag line? ‘Only Cool Stuff’…

MacGregor Black: Tell us more about Bablu? Why did you decide to launch the brand?

MacGregor Black: We’ll make sure to let her know! It sounds like you’re working with some really interesting brands, what are the factors in your decision making when sourcing new products?

MacGregor Black: What are you expecting to see in the licensing and distribution industry in 2023, and where does Bablu fit into this?

MacGregor Black: Thanks for sharing your time with us and we look forward to seeing YAMANN & Bablu’s success in 2023 and beyond.

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MacGregor Black: And why did you choose La Diablesse to represent the brand?

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