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Author: Aspectus Group

We need to change our relationship with energy 


By Rob Hunt, Account Executive, Energy

More and more, people fall into the same trap when thinking about decarbonisation: 

Use EVs rather than internal combustion engine automotives. Switch from fossil fuels to renewable energy. Use batteries to store energy to use later.  

While these ideas do help to decarbonise, it just isn’t as simple as it seems.  

We can’t look at energy holistically in good or bad, black or white (or green) terms. As Graeme Cooper put it recently, speaking at Fully Charged Live, energy is brown – everything goes into the grid, be it renewable energy like solar and wind, or be it nuclear or coal. All the energy mixes. Our perceptions of the energy we use and see generated are simplistic. Ultimately, we need to change our relationship with energy.  

Less is more – the best energy is the energy you don’t use

Demand for energy is set to rocket in the UK, by 2030 the grid’s capacity will have to more than double in size to accommodate. One measure that can sometimes be overlooked is simply using less energy – the cleanest (and therefore best) energy is the energy that you don’t use.  

This doesn’t necessarily just mean switching off lights or getting rid of the tumble dryer in favour of a good old fashioned washing line. Increasing the efficiency of our products, homes and more will help use less energy in the long term. EVs versus internal combustion engine (ICE) cars are a classic example – ICEs typically provide around 30% efficiency, whereas electric vehicles tend to fall in the region of 70%. A transition to electric vehicles would therefore more than double the fuel efficiency of automotive transport – bearing in mind that more than a quarter of UK emissions come from transportation – this would help make a large dent in British greenhouse gas emissions.  

Right place, right time – the best way to use renewable energy

While reducing is a big part of decarbonisation, being smart on when to ramp up energy consumption can allow for responsible usage at period of high output. With regional network operators facing the shock of new renewable entrants across the UK, managing consumption to align with higher periods of renewable energy output could help utilise power that would otherwise go to waste.  

Likewise, geography plays a part, with areas ripe for renewable energy production often distant from hubs for energy consumption. Creating industrial hubs closer to the source of renewable energy could be an option moving forward, with automation allowing plants to dial up and down production 24/7 to make the most of abundant renewable energy when it is available.  

The circular economy – regeneration and recycling

Electric vehicles also exemplify how we need to transition to a more circular economy. The batteries used in modern electric vehicles require high value minerals including lithium, copper, graphite and more. With the vast expansion of EVs and other battery technologies to help deal with decarbonisation, ensuring that we refurbish and recycle battery elements is essential.  

EV batteries go through multiple stages of life, starting off, of course, as new systems fresh off the giga-factory production line. After years of service, they can be largely refurbished, giving them a second lease of life – in this phase they can still hold up to two thirds of their original capacity. These legacy batteries can be installed in homes or businesses, used to store surplus solar power in times of high production. Once these batteries become spent in this capacity, they are still able to be recycled. In 2020, 460,000 tonnes of lithium-ion batteries were recycled, with this set to increase to more than 1.2 million tonnes of recyclable batteries by 2030.  

With the price of minerals such as lithium set to multiply, potentially a hundred-fold, in the coming years, a regeneration and recycling mindset is a must to make sure that decarbonisation and net zero remain on track.  

Changing our relationship with energy will not be easy, but our expertise in the energy industry can help your business on its way. With deep knowledge bases in everything from renewable energy and sustainable mining to DSO grid management and cybersecurity, we have the people and the insights to help enhance our relationship with energy, as well as your relationship with your stakeholders.  

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Why is media relations important? Lessons from Covid-19 and beyond


By Isabelle Dann, Senior Media Strategist, Technology  

The importance of good media relations cannot be overstated and, since you’re already reading this, chances are this isn’t news to you. Strong PR has always been prized compared to advertising, as people rightly prioritise third-party endorsement, thanks to its impartial nature. Across all sectors, earned media has always rested on relationships. However, the pandemic reshuffled everyone’s cards, affecting the entire media landscape.  

During the first lockdown, web traffic spiked for publishers due to the widespread impact of coronavirus – yet existing struggles to monetise this readership persisted, even for newspapers with a healthy network of paid subscribers. This was compounded when media buyers and brands pulled advertising spend almost overnight, compelling consolidation across the industry. 

Also, it’s no secret that newsrooms had been shrinking alongside advertising budgets long before the clutches of Covid-19 set in. Consequently, journalists would often find themselves forced to churn out more stories with fewer resources and more ill-targeted PR pitches. 

So, what does this mean for communications now? In short: while the benefits of media relations may be harder to achieve than ever before, they’ve never been more valuable. The pandemic accelerated our evolution into a weightless world, as described by economist Diane Coyle, where more economic activity takes place in digital form – but personalisation is still paramount. 

This is where the importance of media relations becomes most apparent, as true storytelling is people-powered. Certainly, it’s never been more difficult to stand out from the crowd. Businesses that blast out endless press releases about, say, yet another industry award shortlist – opting for quantity over quality when it comes to targets – are doomed to fail from the beginning. 

Good media relations centres around knowing what journalists want, which means aiming far beyond press releases (though of course these remain important). This means reading the news voraciously – sounds obvious, yet so many fail to really do their homework when speaking to journalists. How else are you going to know what a journalist wants unless you read their work? Their competitors’ work? Reading is the catalyst for storylines, the ability to spot opportunities, and respond imaginatively and efficiently to breaking news – which is where we excel.  

As a result, the best journalists come to us for a conversation, to look at what we have written, and to listen to what we can offer them. Above all else, journalists want fresh ideas. That could encompass everything from an opinion piece to a research-led feature, an infographic to an interview opportunity. The point is that media relationships don’t come from a piece of paper like an old-fashioned press release; they grow from a discussion based around a whole package of input. 

Now, how best to go about this? Both brands and communications professionals (whether in-house or agency) should focus on building meaningful relationships with their target media. As the world opens up more and more, this could entail meeting a journalist for coffee or lunch, which helps build a relationship on a personal level. Phone calls work well for formal interviews, but nothing quite beats meeting face-to-face; humans have not yet devolved en masse into bots for a reason. 

At the same time, the rise in remote working has made Zoom, Microsoft Teams, and Google Hangouts meetings mainstream. This has opened up access to virtual coffees with journalists who might not only live in a different city but in a different country, continent, perhaps even in a rural location.

This shouldn’t be a hard sell, but instead a chance to get to know them and what they are interested in, so pitching efforts can be more tailored. Also don’t forget that, by removing the need to travel, you’ll be asking for less of a journalist’s (admittedly scant) time. 

Ultimately, with Google advertising still funding fake news websites, it’s never been more important to support organisations that specialise in telling the truth. What’s more, as publishers are accountable, they’re a valuable place for businesses to spend marketing budgets in the form of PR. Paid media can be useful as part of a wider communications strategy but, in isolation, it’ll only achieve limited success.  

The future of media is uncertain and, when calculating ROI, it’s easy to be short-sighted – but businesses must play the long game if they want lasting growth. Journalists – online, print, audio, and broadcast – are responsible for holding to account key figures in government, companies, sovereign states, and broader society. Individuals and businesses who can provide revealing insights that rise above the noise, creating distinctive value for a publication’s readers, will create a truly lasting legacy.

Get in touch with me if you’re looking to propel your press coverage this year. In the last few weeks alone, we’ve secured Sky News, the Financial Times, and Business Insider.

Isabelle can be reached at isabelle.dann@aspectusgroup.com and @izzydann 

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Electric Vehicles: A look forward on growth in 2022


By Rob Hunt, Energy Account Executive at Aspectus

2021 brought climate change and sustainability to the front of the picture. COP 26 back in November, followed by the recent IPCC assessment report released in April, made issues like global warming and the topic of e-mobility, even more of a dinner time debate than before. This green wave of enthusiasm, coupled with the most cutting-edge electric vehicle prospects ever seen, makes it clear that 2022 and the years beyond hold the potential for radical development of, and serious uptake of, electric vehicles.

Where there’s a will, there’s a way for electric vehicles

Electric vehicle ownership is rocketing and has been for some time. In 2015, just over 1% of newly registered cars were electric – this rose to nearly 11% on average for in 2019. Last December, more than 30% of newly registered cars were electric in some form (either plug in or hybrid). It is fair to say that the market is there, and people are buying electric. This explosion in sales has put strain on electric vehicle charging point infrastructure, but don’t be fooled, this has also expanded widely. Infrastructure has increased from just over 27,000 individual points in 2020, to a massive 42,000 at last count.

There is clearly an impetus, from both drivers and charging infrastructure providers, to ensure the growth of electric vehicle usage. 2022 could be the year we cross the Rubicon and turn our backs on fossil fuelled cars – at least by some metrics. Of course, petrol and diesel cars will continue to dominate the roads for years to come, but 2022 has a strong chance of becoming the first year to see more electric cars than diesel cars sold, for example.

Facilitating a sustained change

There is no time, however, for self-adulation. The ball has started rolling, and it needs to keep moving in the correct direction. Already in 2022, serious investment has gone into electric vehicle R&D and production, with the UK Government guaranteeing a commercial loan worth £625 million for Jaguar Land Rover.

Investment such as this serves two purposes. Not only does it do the obvious – funding the development of new electric vehicles – but it also symbolises a vote of confidence by the UK government in the electric direction. By guaranteeing commercial loans such as this one, the UK Government lays bare its support for an electric revolution, solidifying its goals of no new fossil fuelled cars by 2030.

The new network

Investing in electric vehicles is one thing but making sure there is adequate infrastructure to have them run across the country is another. A lack of electric vehicle charging points is the leading worry for potential buyers. Making potential entrants into the electric vehicle market sure they won’t be caught short and run out of juice is a paramount necessity.

As of January 2022, 28,375 public electric vehicle charging devices were available to use across the country with just over 18% of these being rapid charging devices. This indicated a rise of 9% compared to October 2021 across all available chargers, with the number of rapid chargers increasing by about 5%. In total, including private use chargers, the UK currently sits at around 42,000 charge points at more than 15,000 locations.

However, with a projected 10 million electric vehicles on the roads by 2030, still rising to as many as 30 million by 2040, the number of charging points will need to rapidly increase. Electric charging producers estimate as many as 2.3 million chargers will be needed by 2030 – a 54-fold increase.

With usage of electric vehicles set to explode in the coming years, making sure your voice in the industry is heard above others will be key to successfully navigating the transition. Aspectus is an agency which combines deep industry knowledge with expansive media relations – perfectly placed to produce and share eye catching content to cut through to its intended audience.

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Why LME’s publicity pain reinforces the need for humble comms


By Tim Focas, Head of Capital Markets, Aspectus Group

Has there been a financial institution that has gone through the communications mill more so far this year than the London Metals Exchange (LME)? From the 180 degree turn on the planned ring closure post the pandemic, to the exchange’s more recent reputational headache around the nickel-market chaos, it is fair to say there has been plenty to keep the LME press office busy.

But for however hectic a time it has been for their PR team no doubt working overtime trying to take the sting out of every pejorative news mention, the LME’s current situation is a reminder to the wider industry that the comms tail should not be wagging the boardroom dog. In other words, answers to the challenges the LME’s business faces can only be found by the experts from the business, and the role of comms in this period of journalists craving authenticity is to face the stream of negativity head on, as opposed to spin themselves out of the situation.

In the case of the nickel crisis back in March, most of the massive, short bets at the heart of the squeeze were held in deals with banks, so the LME were unable to quickly get a get a handle on the scale and potentially systemic nature of the position. Prices shot up 250% across two days, bringing a bunch of dealers to the brink of failure before the LME suspended the market and subsequently cancelled billions of dollars of trades.

The fallout has consisted of members sending copious numbers of reports on their over the counter (OTC) trading positions and, as a result, LME reassessing how it monitors its market beyond their regulatory obligations. This begs the question – what is the right approach to modern day media management?

It is important not to try and mask over or sugar coat, or worse fail even acknowledge, what has happened. Rather than simply devising a communications plan that centres around nothing but endless promises, why not hold your hands up and issue a mea culpa with the goal of building your credibility in the long-term.

One way of doing this is when a company has positive news. Instead of adopting a “look how great we are” approach, why not say “it is important not to read too much into this. We will have some good months, and some not so good months.” If more established institutions adopted this approach on a good day, they are much more likely to come across as credible when delivering news on a bad day.

This is important as stakeholders will be putting more weight on honesty and integrity. Long established institutions have a choice between hard selling the everything is rosy in the garden approach to comms, or the softer sell where executives are upfront about the deficiencies in their strategy or weaknesses in their product or service, before then talking about the strengths. While the more aggressive hard sell is going to push home the merits of your strategy, the softer sell is perhaps a better way of convincing people to ultimately buy the product or service you are selling. In more cases than most realise, coming across as genuine is a more persuasive way to make a case for your offering, than making the case for your offering strongly.

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Knowing your ABCs – navigating the ESG world


Hattie Curl, Account Director 

ESG. You’ve probably heard this term bandied around, particularly amongst companies and investors. But what does it mean, why is it important – and above all, how can businesses communicate their ESG efforts?

At its core, the ESG acronym refers to the three key factors when measuring the sustainability and ethical impact of a business. 

E – Environmental 
Environmental is the first part of the acronym, which examines how a business performs in regard to safeguarding the environment. Criteria that are often focused on include waste and pollution, greenhouse gas emissions, climate change and deforestation.

S – Social  
Social looks at how companies treat their employees and the local community, concentrating on topics such as diversity and inclusion (D&I), working conditions, supporting local communities and health and safety.

G – Governance  
Finally, governance examines how a business polices itself and how it is governed. It focuses on areas such as tax strategy, board diversity and structure, corruption and bribery and donations.

Don’t forget the C 

Now, more than ever, investors, consumers and businesses alike are putting the pressure on to have a robust ESG strategy. And it’s not just the strategy itself that companies need to get right. More than ever, the comms around the strategy is just as important.

This is why another crucial letter is C – Communication. Effectively communicating ESG strategies with key stakeholders is paramount for all businesses.

This might be through owned channels – such as your website’s blog or social media – or earned channels including the press. A great recent example of this is from Mastercard. It recently announced that it will link all employee bonuses to ESG initiatives, expanding an earlier programme which was limited to its senior executives. By doing so, it will help Mastercard achieve its goals of cutting carbon usage, improving financial inclusion and gender pay parity.

Not only has Mastercard clearly communicated its plans, but it has utilised its channels to do so in an educational, authentic way. The announcement has been picked up by the likes of Bloomberg and Reuters as well as other trade publications and has been posted to its blog, LinkedIn and Twitter to strong levels of engagement.

Are you interested in hearing about how we can help develop your ESG communications strategy? Get in touch. 

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Why a magic catherine wheel is responsible for our ongoing success


Alastair Turner, Global CEO

In lockdown my kids had to do a news item on Icarus. Twin boys. Two separate reports filmed with the help of their sister and edited by me (never again). It led to interesting discussions about pride, modesty and humbleness.

Our lockdown lesson concluded with us all realising we had a lot of phrases for Icarus’s predicament.

We all know that Icarus…got a bit carried away…became pleased with himself and that…pride comes before the fall.

How many CEOs of major companies haven’t learned that lesson? One minute they are profiled in glossy magazines, resplendent in lycra pounding the streets or hitting the gym, espousing a daily schedule which starts off with getting up before they’ve gone to bed and then gets properly busy from there. Then shortly afterwards they end up with…well…egg on their face?

Perhaps it’s a peculiarly British trait to not want to talk the talk but rather let our actions speak for us. It’s definitely those actions that should instil pride, not some apprentice-style boastfulness built on weak foundations. At Aspectus we have always been proud of three interconnected things: our people, the work they do and the culture they nurture.

Those are the things that we have concentrated on year after year. And since we entered the PR week Top 150 in 2012 at 118, that’s what we have kept our head down doing. Of course, over the years our people, clients, culture and mantra has evolved…today we talk about bringing a combination of intelligent insight, global expertise and excellent execution together to deliver client success, all of which is underpinned by considered creativity and delivered by empowered talent.

And I think that is the key. Our philosophy has always been about empowering our talent. How? By aiming to create a virtuous circle between our people, our purpose and our commercial success. Each element reliant on the next. Each one acting as a catalyst for the others.

That magic, ever accelerating, Catherine wheel has, 10 years on, led us into the PR Week Top 50 and put us in pole position as the UK’s largest B2B agency. We are incredibly proud of that achievement but also modest and humble about it. We are excited to be in an industry that is constantly evolving and realise that there are many brilliant agencies doing amazing, innovative things. We also know that that sustained growth, while great fun, is really hard work.

However, the wonderful thing about the culture our people own is that it’s a proper team effort, ‘as flat as an IKEA flat pack’, and that as individuals and as a business, while we want to soar, we don’t ever get too close to the sun. But we will keep repeating our mantra, keep working on that special equation and see what it adds up to. We now do that with quiet confidence and real resolve…while we have always walked the walk, we can now quietly talk the talk.

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Can Aberdeen really transition from oil and gas?


By Louise Douglas, Account Director, Energy 

From rowies to deviant seagulls and the grey native stone that makes up most of its buildings, Aberdeen is well-known for a variety of things. But most of all – and I think you know what’s coming – the city is known as the ‘Oil Capital of Europe’.  

That’s why it boasts one of the largest heliports in the world, stellar offshore talent and a busy harbour port managing over 9,266 vessel arrivals each year. But as with all types of industry, change is inevitable and those who don’t adapt are left behind. 

Today, it could be said that the energy industry is more turbulent than ever, with energy security the prime topic of discussion coupled with ever growing energy prices. As the UK picks up the pace to phase out all Russian gas by the end of 2022, where does that leave Aberdeen and the energy transition? 

The number of jobs created by the energy sector in and around Aberdeen is estimated at half a million. In a city with 213,224 occupants, that’s a big number. And its not only one city impacted if a transition is not carefully thought through or embraced. It’s villages, towns and livelihoods across Scotland that will feel rippling effects.  

It’s a hot conversation, especially with new North Sea oil and gas licences proposed to open in Autumn, as part of the UK’s energy independence plan. It might be  tempting for a city like Aberdeen to continue to rely solely on the black gold that’s kept it thriving for so long.  

Making the change

But actions are moving in the right direction. The UK government’s pledge to invest £62m to develop an Energy Transition Zone in Aberdeen was a welcome one. Already, Aberdeen is one of Europe’s pioneering hydrogen cities. It has developed a cluster of hydrogen activity with two publicly accessible hydrogen refuelling stations and one of the largest and most varied fleets of hydrogen vehicles in Europe.  

There’s also a plan to develop a floating offshore wind centre of excellence, reflecting the current offshore expertise the city has. Currently, Scotland hosts two out of three of the only operating floating offshore wind projects in the world and the largest is on Aberdeen’s doorstep. The centre would provide essential jobs to the area and ensure Scotland’s offshore wind credentials continue to grow above and beyond its current 25% share in Europe. 

The next generation

The sky really is the limit for Aberdeen and its talented workforce. The government’s investment is the needed boost to get it there but its not the only force. Universities in the city are now offering energy transition courses to create the workforce of the future – keeping our energy sector alive. It’s this new fresh talent combined with the experience of the old that will reinvent the city and ensure jobs are projected.  

So can Aberdeen really transition?

In short, the answer is yes, with the right support and investment. Married with the technology and infrastructure Aberdeen already has from over 50 years of investment in oil and gas, it’s challenging to argue that it doesn’t have the power to be a world leader in navigating this vital transition. It’s the perfect location to help grow Scotland’s role as a global leader in net zero technology solutions, delivering security of energy supply, diversifying the sector, and creating the next generation of highly-skilled energy professionals. 

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Yin and Yang – Digital Marketing and PR: An Integrated Approach for Success


Ivy Buchelli, Account Manager

Our daily lives revolve around digital, whether it’s how we consume the news, enjoy entertainment or work. With the pandemic, this has been emphasized – so it is unsurprising that digital has woven itself into the fabric of traditional PR even more tightly than before. Companies should take deliberate steps to integrate digital marketing and PR. Otherwise, they risk leaving opportunities on the table.

Often prospects will search online before they reach out to a business. Companies can’t just rely on media coverage to influence their customers’ perceptions; they need to think about their whole online presence. A brand’s reputation can start through a Google search, social media click or a direct website visit, reinforcing the need to have a digital element in your strategy so that you can control the conversation.

Here are a few areas that should be part of your digital marketing toolkit to supplement your PR wins and help you take control of the customer journey.

Website UX

Your website will typically be the first-place prospects go to when researching your company. This is their initial exposure to your brand’s core message and value proposition and will help shape their perception of your brand – so make it count.

A website’s functionality and aesthetic can strongly impact a user’s perception and can ultimately make or break an engagement, so the phrase “don’t judge a book by its cover” does not apply. In short, a bad website experience can permanently drive a prospect away.

Things to factor in when thinking about UX include load time, navigation, design, SSL certification, messaging, keywords and content. Moreover, the website UX should be optimized for desktops, tablets and mobile users.

Google Analytics is a good place to start when it comes to assessing your website’s user experience. Are there specific pages with a high bounce rate? Understanding problem areas can help you to prioritize changes and give a benchmark for performance so you know that any updates have had a positive impact.

SEO

Search Engine Optimization (SEO), or organic search, encompasses the practice and tactics used to help optimize a website to increase presence in search results and the quality and quantity of traffic from a search engine. With over 85% of the market share, Google is king of the search engines, and as such, your Google ranking matters. It comes as no surprise that page one of Google is a competitive environment. To improve rankings, companies need to understand which keywords their prospects are searching for and optimize their website around those keywords.

Still, it’s not just about keywords. There are more than 200 ranking factors that Google uses, and it evaluates quality through expertise, authoritativeness, and trustworthiness. Google’s latest algorithm update places more focus on user experience, so it’s important to think about how these elements go hand in hand. Of course, traditional media relations also helps build authority – and getting good quality backlinks from relevant publications is a strong signal to Google that a website is a trusted source.

PPC

Pay-per-click (PPC) advertising includes paid search, display advertising and paid social media. It gives companies brand recognition, drives visibility and can support in lead nurturing. Results are easy to measure and track, allowing you to adjust campaigns and scale as needed.

Supplementing SEO with PPC allows even more dominance in search results. By honing in on PPC, you increase the odds of being found through searches – either for your brand name or relevant keywords. However, your competition may also be using this tactic, meaning several companies are competing for the same impressions, clicks, and search terms. If you take the opportunity to explore this venture, you need to ensure you have the expertise to create, implement and manage the campaign so that your budget is being used efficiently. Targeting the wrong keyword(s) without strategic knowledge in match types can lead to high impressions but low click-through rates if the keywords are too generic and the ad copy isn’t targeted enough. Ultimately, this error will eat up your budget without providing proper ROI.

Social Media

Social media allows you to reach a broad audience to communicate and reinforce your messaging. But it doesn’t stop there; it also enables companies to share news stories, announcements, engage with prospects and customers, and drive users to the company website to generate impact. More so, tools like LinkedIn sponsored ads allow you to narrow down your pool of audience members to specific high-quality targets – whether by job title, company name and/or a particular industry.

An exceptional social media post is more than just words; it requires knowing what visuals will resonate with your key targets, understanding when it’s the right time to post, having a strong call to action and remaining consistent.

The Importance of Integration

Traditional PR is an essential element of the marketing toolkit and always will be due to the power of high-quality media coverage when it comes to brand-building and awareness. Digital marketing, on the other hand, allows companies to deliver the right messaging at the right time to the correct audience, and provides a valuable, measurable complement to traditional PR. Digital fuels traditional PR efforts, serving as the yin to the yang of traditional media relations. When done well, using digital as a supporting tactic to an overall strategy can help clients win big in awareness, prospect interest and lead generation, and overall, help increase ROI.

Learn more about our integrated marketing and communications services.

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CEO PR: Celebrity Executive Officer or Chief Executive Officer?


By Emmanuel Adeshugba, Tech Team, Intern, Aspectus Group

The term CEO is likely the most corporate sounding title there is in the workplace. What typically springs to mind is an older man in an expensive suit and tie at the head of a boardrooms.

However, this mental image is slowly becoming a thing of the past. In the technology space the image of a suit and tie is slowly being replaced by a 30-something-year-old in much more casual attire with an office in the heart of Shoreditch.

The slow phasing out of the old corporate images of the past can be seen as a movement into a new era where the focus is less on professional protocol, but instead on results and revenue – whether that is done in dress shoes or flip flops.

This move does come with some externalities that are becoming a staple in the tech industry. The CEOs of large tech companies such as Mark Zuckerberg, Jeff Bezos and Elon Musk are transcending the corporate boss character and are becoming celebrities themselves. With Jeff Bezos having over three million followers on Instagram and Elon Musk with his notorious and sporadic Twitter account.

From a technology PR perspective, does this help or hinder the company’s reputation?

Elon Musk’s tweets are controversial mainly due to their ability to move the markets. The tweets by Musk have had a heavy effect on his own company’s price sinking his stock by 12% after tweeting a poll about selling 10% of his stake in the company. It’s not just his company that he’s impacting though, one tweet by Musk in 2020 caused the price of bitcoin to skyrocket by over 10% in a single day.

The benefits of CEO PR

In a more transparent commercial world public relations extends past just the company and applies to the personnel that represents said company. Unfortunately, the cliche of “all views are my own” does not apply when given the title of CEO in a firm resulting in a need to present a more positive stable public image.

Having the power to control markets in the hand of one CEO with an iPhone can be a scary thought for anyone and is likely a PR teams’ nightmare, but there can be benefits to this.

The personality of CEOs can become a brand in and of itself that individuals, who may not have heard of the brand before, will now know through the CEO.

Ultimately, this new wave of CEOs with big personalities could be seen as a move in the right direction for firms in a generation that requires more transparency, authenticity, and engagement before making decisions on where to spend their money.

We’ve also seen how media fails can turn into media wins with the likes of BBC dad – when Professor Robert E Kelly let his corporate mask slip and showed viewers some personality – which showed us showing your human and softer side doesn’t make you make. It just makes you relatable.

We’ve worked with some of the most exciting chief execs across the globe to make them household names. To find out more about media training and how we do this for you or your business, get in touch: tech@aspectusgroup.com.

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