Powering the operational engine behind adidas’ global social content
adidas’s newsrooms are renowned for their excellence in social content. The Social Products and Services (SPS) team is responsible for the tech that powers them. It needed a highly collaborative partner to help build stronger content operations.
We designed an internal comms strategy, covering support, training and expertise. It allowed SPS to put the needs of the newsrooms at the heart of the operational engine powering content.
Increasing content efficiency by 500% and engagement by 200%
Scaling content and breaking down silos is a challenge for global organisations like American Express.
We helped Amex to do just that. To create stronger collaboration and focus on the customer, we built an editorial hub, and introduced new processes to operationalise content. The result was a 500% increase in content utilisation in local markets, and a 200% increase in customer engagement.
Increasing digital engagement through insight
Fitbit needed actionable insight to drive its digital activity in the UK, and grow belief among stakeholders in key European markets.
We developed a monthly regional insights programme which feeds into Fitbit’s social planning activity. Our insights highlighted opportunities to increase brand engagement in Germany, France, Italy and the Nordics, by challenging perceptions about local customers and the effectiveness of social media channels.
Building digital mindset and culture
The Financial Times wanted to give its team the mindset it needed thrive digitally. We designed and delivered a learning programme for its staff, covering everything from social media to customer experience.
The Digital Campus caused a step change in digital engagement at the FT. Staff gained a new understanding of customer needs and greater confidence in the skills essential to thrive in the digital era.
Kickstarting a customer-first transformation
On a journey to become a customer-first organisation, Jaguar Land Rover challenged us to increase customer retention from 40% to 75%.
We conducted stakeholder research, content audits, data analysis, and stakeholder workshops. Our innovative approach to social media mapping guides ongoing strategy, while offering a useful competitor overview. To date, we have reduced wasted effort internally and amplified advocacy from existing customers.
Unifying a brand that celebrates individuality
Picturehouse Cinemas wanted a unified brand for its cinemas. However, it also wanted to preserve and celebrate their individual identities.
Our creative director gave Picturehouse a new brand that connected its 20 cinemas online and off. It also remained true to each building’s unique character and local culture. The results play out on digital platforms, in print and the fabric of each cinema.
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