The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Innovation Visual is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.
Rt Hon The Lord David Blunkett
Rt Hon The Lord Eric Pickles
THE PARLIAMENTARY REVIEW
Highlighting best practice
40 | INNOVATION VISUAL
Tim Butler, managing director
Unily.com, a market-
leading intranet solution
Six years ago, a team of just 12 individuals with big ambitions
and an excellent product met Innovation Visual, a creative
and results-focused digital marketing agency. Now, this
technology company is over 100 strong, and putting more and
more distance than ever between themselves and their major
multinational “tech giant” competitors. Managing director
TimButler here elaborates.
A well-crafted, well-executed digital marketing strategy that was creative, smart,
measurable and effective got Unily noticed and put this business on a crowded
and competitive map, allowing them to reach a global audience and gain traction.
It was a message – and its carefully placed and managed delivery – that ensured
the strategy we devised really hit home. It was rifleshot, not buckshot, aiming for
maximum efficacy and measurable efficiency.
Digital marketing is the world’s primary intermediary
The fundamental principles of business haven’t changed; supply still needs to meet
demand. The digital revolution, however, has facilitated new ways to offer products
and services at the crossroads of the world’s biggest intermediary – the internet
– using the global reach of digital marketing. The potential outcomes, if these
platforms are harnessed effectively, are staggering.
Get it right, and the opportunities to grow your business are almost limitless,
irrespective of product or geography. The internet is that global marketplace.
Anyone can buy anything from anywhere. Businesses, however, need to be visible in
the right places, to the right people, at the right times – and with the right message.
»Managing director: Tim Butler
»Based in Elstead, Surrey
»Services: Specialist digital
»No. of staff: 8
»No. of clients: 30+
»2017 Google Elevator Top 30
41INNOVATION VISUAL |
BEST PRACTICE REPRESENTATIVE 2018
25 years ago, selling a good product
was relatively straightforward. Through
research, you selected the established
advertising channel most likely to work
for your product or service, be it the
yellow pages, posters, cinema, TV or
below-the-line campaigns. Once you
were in the right space, “competition”
was about whose execution of
advertising and marketing materials was
the most creative, be it a funny TV ad or
the collateral carried by your sales team.
The internet changed everything with an
explosion of ever-changing choices and
decisions. Websites and email marketing
came first, followed by paid search,
search engine optimisation, social media
and web 2.0. Now, we are witnessing
a wave of inbound marketing, paid
social options and the onset of voice
search and chatbots. The reach that
one can have is ever-expanding; the
choices are becoming seemingly
limitless, unfocused and untargeted.
The digital landscape changes more
quickly than most businesses – and
certainly any government – can react.
It’s easy to feel overwhelmed.
Turning challenge into
This pace of change creates great
opportunities. Harnessing it requires
informed decision-making based
around the huge digital landscape and
vast amounts of data it creates.
We are at the forefront of this
environment, with a strong spread of
staff and an intimate knowledge of
the latest trends. Significant training
and communication keeps our clients
informed, up to date and enables
them to separate facts from fads.
Our difference is evident in our ability
to work from a client’s perspective,
providing knowledge, advice and
expertise that is relevant, appropriate,
focused, timely and measurable.
Today’s big disruptor –
artificial intelligence (AI)
invoice and chat
Like all innovations, AI in voice
interactions had inauspicious
beginnings. It relied on specific syntax
and was unable to understand regional
accents. Callers became increasingly
frustrated. Comedians had a field day.
Development, however, has since
continued to the long-awaited point
where voice search and chatbots
are now often more effective than
humans. At best, this might disrupt
your marketing philosophies and
programmes. At worst it could destroy
your business. Take this example, first:
You run a customer service centre
of 100 staff, dealing with inbound
customer calls. 98 per cent cover
questions dealt with previously, and
your staff refer to scripts written in
advance. Those scripts are entered
into a voice-interfaced AI program
with access to your back-end system;
it then adapts to and develops from
customer interaction. Now you
can reduce your call centre head
count by 98 per cent, reinvesting or
distributing profits otherwise spent on
If you’re not at the forefront of
the technological revolution, the
internet of things, you might miss
this development completely – A focused team delivers
up to date
» THE DIGITAL
»1991: 1 website. 2008:
172,000,000 websites. 2018:
»2000: 414,800,000 internet
users. 2017 3,500,000,000
»2000: 9.2 billion Google
searches per year. 2018 1.2
trillion Google searches per
»2006: Twitter goes live.
2007: 5,000 tweets per day.
2018: average of 6,000
tweets per second
Our job is to help businesses
build not just for today, but for
2025 and beyond
THE PARLIAMENTARY REVIEW
Highlighting best practice
42 | INNOVATION VISUAL
doso, and the chances are that your
business won’t survive. Asecond
You run a small regional pizza chain. A
customer asks a voice device at home to
buy them a large pepperoni pizza with
garlic bread. The pizza is ordered, the
money debited from their account and
the order delivered on time by a large
international pizza chain. Your business
was completely absent from the entire
process. How do youcompete?
Here, the market shift from device-
based typed search has shifted to
voice-based connected – and financially
enabled – search. If you’re not
prepared, and if your digital marketing
message isn’t at the forefront, it could
cost far more than one lost sale!
These are the potentially polarising
impacts of AI at a microeconomic
level. At a macroeconomic level, the
changes are no less dramatic. AI
could result in the creation of massive
monopolies, and disintermediation
could harm various sectors far more
than others. Time will tell whether AI
offers greater opportunity for smaller,
more agile players to win the match.
Beware of the “make it
Digital marketing can be entirely
measurable because its data can be
captured, recorded, analysed and
interpreted. We provide trusted advice
based on a thorough understanding of
your business and data.
We passionately believe in a quantitative
approach. If you find someone telling
you that your digital marketing or
“lookright”, they are
probably not the people you need, living
in yesteryear, propagating messages
that are no longer relevant. Adapting to
the latest digital trends begins with data;
beautifying communication comes
later, and it cannot be at the heart of
your digital strategy.
Further digital change is inevitable.
The speed and scale at which
businesses can grow or die is presently
unparalleled across the entire history of
commerce. We are living through the
next industrial revolution.
In building Innovation Visual, our sole
mission was to help businesses succeed
and thrive in these tempestuous digital
waters. The financial differences
between winning and losing in digital
marketing are widening, and businesses
need to be ready. The speed with which
the game is played is only increasing.
Make sure you have the right team now
– and for the future – so that you win,
rather than getting left behind.
» THE EVOLUTION OFBUSINESS
Traditional players like Toys-R-Us and high street travel agents have been
replaced by Amazon and Airbnb.
EU ecommerce retailing growth rates of 18.2 per cent (2015), 15.6 per cent
(2016), 14.2 per cent (2017), estimate 13.8 per cent (2018), whereas bricks
and mortar retail in the same period has only 1.5 to 3.5 per cent growth.
The next stage of ecommerce will see home delivery within hours and
drone delivery. Already, 80 per cent of the North American population is
within 20 minutes of an Amazon distribution centre.
It is not just how things are sold, but what gets made, that has changed.
When was the last time you bought an encyclopaedia, radio, photo album,
DVD or CD, an address book, a postcard or a map? It’s about evolving and
surviving in a “digital first” economy.
Learning and guidance is
Rt Hon Kwasi Kwarteng's Foreword For The Parliamentary Review
This year’s Parliamentary Review reflects on a tumultuous and extraordinary year, globally and nationally. As well as being an MP, I am a keen student of history, and I am conscious that 2020 would mark the end of an era. It will be remembered as the year in which we concluded Brexit negotiations and finally left the European Union. Above all, it will be remembered as the year of Covid-19.
In our fight against the pandemic, I am delighted that our vaccination programme is beginning to turn the tide – and I pay tribute to the British businesses, scientists and all those who have helped us to achieve this. But the virus has dealt enormous damage, and we now have a duty to rebuild our economy.
We must ensure that businesses are protected. We have made more than £350 billion available to that end, with grants, business rates relief and our furlough scheme supporting more than 11 million people and jobs in every corner of the country, maintaining livelihoods while easing the pressure on employers. The next step is to work with business to build back better and greener, putting the net zero carbon challenge at the heart of our recovery. This is a complex undertaking, but one which I hope will be recognised as a once in a lifetime opportunity.
Through the prime minister’s ten point plan for a green industrial revolution, we can level up every region of the UK, supporting 250,000 green jobs while we accelerate our progress towards net zero carbon emissions.
With our commitment to raise R&D spending to 2.4% of GDP and the creation of the Advanced Research & Invention Agency, we are empowering our fantastic researchers to take on groundbreaking research, delivering funding with flexibility and speed. With this approach, innovators will be able to work with our traditional industrial heartlands to explore new technologies, and design and manufacture the products on which the future will be built – ready for export around the globe.
And I believe trade will flourish. We are a leading nation in the fight against climate change. As the host of COP26 this year, we have an incredible opportunity to market our low-carbon products and expertise. Our departure from the EU gives us the chance to be a champion of truly global free trade; we have already signed trade deals with more than 60 countries around the world.
As we turn the page and leave 2020 behind, I am excited about the new chapter which Britain is now writing for itself, and for the opportunities which lie ahead of us.