Our 2020 industry predictions: back to reality

2019 has been an exciting time for media, but what trends can we expect to dominate in the year ahead? While there is a lot of uncertainty, we wanted to share our thoughts on what we predict will impact the marketing landscape in 2020 and beyond. 

The growth in digital media over traditional offline sources has transformed the marketing landscape and it is set to continue into 2020, with 84% of marketers planning to increase spend on online video and 70% planning to increase their social media budget. However, in a world of fake news, consumers are yearning for authenticity that hasn’t been digitally manipulated. We predict 2020 will see many online-first and socially-led brands return to their authentic messaging as they seek to redress the balance between the quick-fixes of performance marketing and long-term brand building. This re-balancing will likely take many forms across the industry, but these are the key shifts to watch out for:

Return to traditional brand-building methods

Many businesses will return to traditional brand-building channels to facilitate a closer connection with consumers. For example, Mozilla (who owns the Firefox browser) revealed it cut digital marketing spend by 10% and committed more money to offline marketing efforts, such as events and content marketing. Similarly, brands like online giant, eBay, are re-balancing their media spend in favour of more traditional brand-building outlets. For these names, diversifying a predominantly digital media spend is becoming a powerful way to cut through and amp up the momentum of their marketing.

More real-world experiences

For brands that have been built exclusively online, a broader marketing mix that incorporates offline is growing as an attractive prospect. For example, since fast-fashion disruptor Missguided agreed to store in Selfridges, the brand has opened standalone spaces to help grow and engage with their already huge online following. Likewise, it was a similar story for US eyewear retailer, Warby Parker, that now has over 100 stores. People have an affinity for brands with whom they have had real-world interaction, so there is a real benefit to be had by offering customers this. 

Pop-up stores 

However, not all companies can achieve that scale. As a result, many businesses will experiment with pop-up stores. This has been a big trend for brands pushing sustainability, a key example being Hellmann’s pop-up kitchen this summer which encouraged people to create mayo-orientated recipes with their left-overs. AiNZEL cosmetics also wanted to spread their message of minimal waste, launching the Lip Lab pop-up shop in London where customers could choose their own lipstick shade and have it made in just 15 minutes.

Integrating digital with offline experiences 

It’s also likely that marketers will be looking for ways to combine their digital efforts with immersive offline experiences, such as product launches. ‘Usage experience’ is the third most effective touchpoint for generating brand impact, so it’s right marketing should focus on enhancing these moments. Social media means these individual events have a far wider reach than before, making them highly effective when designed to be shared this way. 

So what will this mean for marketers in 2020?

Whilst we have yet to enter a ‘post-digital age’, brands will certainly be looking to balance their digital dependence with ‘real-world’ marketing methods. Online channels can be an invaluable tool for locating a target audience and delivering messages en-masse, but marketers will have to be careful to not overlook the importance of a consistent brand voice and a powerful creative message. 

The Four Day Working Week – a reality or fantasy?

The work-life balance debate has raged on for many a year now, but probably never more so than now. An increased awareness around employee mental health and wellbeing has once again pushed the debate of a four day week back to the top of the news agenda. 

With the upcoming General Election, Jeremy Corbyn and Labour are pushing a nationwide four day week as one of their flagship policies, to much dismay to many in other parties. It is no secret that many businesses simply don’t require as many working hours anymore. The rise of technology and process automation has allowed for this change, and this trend of reduced hours has already been adopted by many in Europe, with The Netherlands and France leading the way. 

But is a four day working week the key to true work-life balance? Does everyone want a three day weekend? And can employees really achieve the same amount of work in four days instead of five? 

A new idea? Not really…

The idea of a four day week is not the new, forward-thinking and employee conscious concept many may think it is. As early as 1930, famous British economist, John Maynard Kenyes predicted a 15-hour working week within 100 years, due to industrial processes becoming increasingly time and cost effective. 

Although the idea of a shorter week has been around for close to 90 years, no country took any action until France in 1998, reducing standard hours from 39 to 35 hours. Since then, The Netherlands have been widely credited with leading the way, with an average work week of 29 hours. Coupled with passing laws in 2000 to protect and promote work-life balance, entitling all workers to fully paid vacation days and maternity and paternity leave. 

Put into practice 

In more recent times, The Perpetual Guardian, an estate management firm in New Zealand, began trialling the shortened week at the end of 2017, aiming to establish both pros and cons of the move. After the initial three month period, the CEO Andrew Barnes reported productivity increases of 20 per cent, a rise in profits and reports of greater employee wellbeing, commenting; “This is an idea whose time has come. We need to get more companies to give it a go. They will be surprised at the improvement in their company, their staff and in their wider community.”

Since then, Microsoft in Japan also made the same move in August this year. The shortened weeks led to more efficient meetings, happier workers and productivity was boosted by 40 per cent.

There is no doubt the idea and implementation of a shorter work week has its clear benefits, including: 

  • Rise in productivity 
  • Better use of time
  • Employee satisfaction 
  • Staff wellbeing 
  • Higher staff retention 
  • Team building and morale 

One size doesn’t fit all

Of course, if the concept of a four day week was all positive we would see companies all over the world making the move. However, that is simply not the case. The obvious one, and the one being thrown at Corbyn and Labour in response to this pledge, is the NHS and healthcare. This move is not for everyone, and it is not as easy as simply shutting the office on a Friday; careful considerations and plans must be made. 

There are of course drawbacks, such as: 

  • Risk of service levels dropping 
  • Not all industries able to participate 
  • Negative economic impact 
  • Un-utilised labour 

Whether a four day week does ever materialise en mass, either as part of government policy or with large numbers of businesses choosing to make the move, each business will need to review its individual way of working and client expectations. 

As a creative agency, we have discussed the possibility of making this move. We believe our staff would thrive given the opportunity, and our clients would continue to see service levels and results exceeded. A business is only as successful as its people and its culture, and we believe the move to a four day week could be the key to true work-life balance. 

Is the future of PR outside London? 

London has been at the heart of the PR industry and home to the UK’s leading creative talent for decades. It is a communication hub linking agencies and businesses from all over the globe. However, with the growth of tech and top-quality talent moving outside the M25 (especially to the South West), isn’t it time we started recognising and exploiting opportunities elsewhere? Increasingly today, the key differentiator for clients is no longer location, but the talent and passion of the agency they work with – and this can be sourced nationwide. 

Quality PR is hugely reliant on the ability of the industry to harness the best talent. However, as graduates steer clear of rocketing London prices, and experienced marketing and PR professionals opt for a slower pace of life outside the capital, there is a danger of missing out on this talent. Stats show graduates are increasingly choosing to start their careers in cities such as Manchester and Bristol, with the latter being named the fourth best city for graduates. Its quick links to London and top-quality talent pouring out of the university mean agencies have a huge amount to exploit. It must be in our interest to appeal to these new entrants and facilitate jobs for experienced professionals across the UK. 

Not only this, but technology and accessibility to clients and media has moved on. While traditional press will always form a large chunk of PR, there is no longer the need to network with journalists everyday. Media relations tools have dramatically changed how we source coverage, and advances in technology mean we can check-in with clients from anywhere in the world.  As a result, businesses are far more willing to shop around outside London. For most brands, the key factor when deciding on an agency is the combination of skill set and fit – an agency should feel like an extension of the business. They want an agency that will be proud to work for their brand and if that means working with someone outside the M25, this is no longer an issue. 

Big consultancies in London are under constant pressure. This can sometimes leave smaller businesses frustrated with the lack of service by larger London agencies, who might prioritise their bigger retainers. For these smaller enterprises, regional and more focused agencies can be more suited to delivering exactly what they need and give them more bang for their buck. 

Cost also comes into play here. Budgets stretch much further outside London. Salaries are lower as well as rent, meaning fees can be too. This allows clients to source award-winning PR often at a cheaper rate, while also feeling more prioritised and serviced. 

To thrive, we must open ourselves to opportunities nationwide. The future of the UK PR industry rests on our ability to recruit the right talent and adapt to the changes currently happening. If we learn to embrace these changes, we will move in the right direction to fuelling and investing in the future of PR regardless of location.