A Message from Lord Pickles and Lord Blunkett, followed by JPC's best practice article

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 JPC is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

1JPC |
Founder and Chair
JeannettePritchard MBE
Transforming businesses into customer-
centric, sales-led organisations
JPC is an award-winning south London-based B2B agency.
Founded by Jeannette Pritchard MBE in 1998, its purpose
is simple – to transform businesses into customer-centric,
sales-led organisations. It firmly believes that the secret to
thriving in a world that’s held in the clutches of technology is to
be ever more human and harness the power of simplicity and
creativity. Jeannette tells the
Helping businesses to cut through, grow and win more business has been in
our DNA since I founded the business over 22 years ago. Previously a nationally
acclaimed theatre set designer and having been a creative director for several large
London marketing agencies, I saw all of the challenges and dilution of service that
can come as agencies reach a certain size, as well as the ever-increasing challenge
that businesses face in trying to stand out against a backdrop of rapid change. I
set out to disrupt the status quo, creating an agency with a brave, can-do mantra,
which helps businesses build purpose-driven brands focused on the people they are
trying to influence. Our three cultural values – originality, bravery and collaboration
– underpin our entire approach.
It’s an ethos that’s proven to work. Over the last 22 years, we’ve helped
many leading UK and global clients across industries – including technology,
telecoms, construction, logistics and transportation – to redefine their
purpose. We create clear, compelling propositions and target, pursue and win
sought-after client accounts, sales opportunities, bids and tenders through a
uniquely blended, highly personalised account-based marketing and customer
experience-led approach.
»Founder and Chair:
JeannettePritchard MBE
»CEO: Nick Pearce
»Managing Director:
»Established in 1998
»Services: Strategic consultancy,
brand and value proposition
development, ABM, bids and
tenders, sales enablement, cus-
tomer experience programmes
»No. of employees: 20
»Sample clients include BT
Global Services, Vodafone,
Experian, Skanska, Lendlease
Galliford Try, Battersea Power
Station, PA Consulting and
Addison Lee Group
»An average win rate of 80
per cent and over £2.5 billion
in contract value secured on
behalf of our clients
»Awards include the ITSMA Gold
for Business Thought Leadership
Highlighting best practice
2| JPC
Disrupting the age of digital
The age of digital disruption is truly
upon us. It’s redefining the way we live
and work and creating an increasingly
complex world. We’ve seen this
become most powerfully apparent in
the business world, which is currently
trying to swim against a current of
technological change, battling to
attract and retain increasingly savvy
customers who have more choice and
more information at their fingertips
than ever before.
It’s a highly competitive landscape
that requires almost every business to
reinvent the way it engages with its
customers to humanise, cut through
and stand out. But many organisations
are struggling to articulate their
capabilities in a language that customers
can understand and find relevant.
Reinventing to stay relevant
In order to stay relevant, we have to
continually reinvent ourselves too. As
constant change and being a partner to
organisations is core to our DNA, luckily,
we relish and thrive in uncertainty.
The greatest change most recently has
been our move from a more creative
agency to a strategic client partner, as
the days of tactical creative services and
traditional media are becoming less
relevant to ourclients.
Why? Because developments in digital
and advancements in social media
and marketing automation have seen
clients take more tactics in-house, as
they believe they are adequately armed
to deliver their sales and marketing
campaigns with increased independence.
While this is true to a certain extent,
it also often results in more tactical
and less engaging sales and marketing
approaches, bringing with it significant
risk – risk that we believe many have
been slow to understand.
Get to know your customer
like never before
Technology has brought more data
than we know what to do with.
Giants like Amazon have transformed
and redefined the level of personal
customer experience we expect and
demand. Businesses can now funnel
customers along a purchase path,
based on broad expected behaviours
and patterns, or AI. However, what we
see too often overlooked is that behind
the digital data are real people with
needs and unpredictable patterns and
behaviours – people who no longer
accept communications that are not
explicitly honed to their own unique
preoccupations at any given time.
On top of this, many of our clients
are trying to tackle some of the most
complex, heavily procurement-led and
highly constrained bids and tenders
in the world, or are trying to bring to
life potential outcomes that are highly
visionary or heavily technical. We are
frequently asked how we can create
customer engagement that’s tangible to
everyone and speaks to every individual
clearly and simply at exactly the right
time, through the right channel. Against
Welcome to the age of
digital disruption
Many of our
clients are
trying to tackle
some of the
most complex,
led and highly
bids and
tenders in the
3JPC |
this increasingly complex backdrop, it
can seem like an impossible challenge.
But the answer is actually very simple,
and we know it starts by truly knowing
your customer – and their customer
– to a much deeper level than ever
before, as well as recognising that
technology and automation can only
ever enhance communications and
cannot replace human empathy and
instinctive creative abilities.
Our team therefore work with our
clients as strategic consultants to
help them identify and design a truly
detailed view of complex stakeholder
groups, drilling down to an individual
level instead of broad demographic
groupings. We then define, through
our “so what?” challenge stage,
what an outcome might mean to
each individual, before translating
our clients’ products or solutions into
strongly visualised and articulated
outcomes aligned to the needs of
every person involved. Finally, we
deliver these through a 360-degree
experience – journeys that step into
the end-customer world, rather than
forcing them into our clients’ world.
This highly personalised approach is
delivered across every touchpoint, and
not just an automated digital path.
A future built on partnership
Such has been the success of our
approach that we’ve achieved an
average 80 per cent win rate across the
bids we have supported, most recently
securing a £750 million contract for a
leading construction firm. We partner
with Construction Week, annually
delivering our “Secrets of successful
bidwinning” keynote at their national
UK event and published our whitepaper
at their recent marketing summit.
In addition, we are sponsoring the
Women in Construction 2019 event, as
this is an area we are passionateabout.
More recently we spoke at the
Customer Engagement Transformation
event, on the challenge of delivering an
aligned, channel agnostic, personalised
customer experience. We will launch
a significant new customer innovation
centre in the City of London this
autumn for a major global data and
technology company. We’re actively
advising several other global tech
clients on transforming their sales
approach and will continue to help our
clients increase market share and win
major bids by employing our uniquely
blended ABM and CX approach.
We anticipate growing by 30 per cent
this year, with four new staff employed
in the last six months. Two years of
slower growth and focusing on our
own reinvention is starting to pay off,
as we have achieved four new client
wins in the last six months through an
ever-sharper focus. While the future
continues to look uncertain, both
politically and economically, we enjoy the
challenge and believe both our clients
and the industry can benefit from such
volatility. Change drives growth, but it
can also drive complexity. We remain
on our mission to make the complex
compellingly simple by bringing human
communications to the B2B world.
We are
sponsoring the
Women in
2019 event, as
this is an area
we are
Reconnecting and
aligning CX, sales and

This article was sponsored by JPC. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster