How can our charities bounce back?

How can our charities bounce back?

The corona-coaster hasn’t been a fun ride for any of us, and we suddenly find ourselves in July. For many of us, the whole year seems to have been a blur.

Almost every sector has been affected in some way. We’ve heard a lot about the collapse of retailers and restaurants and a swift change of direction for many others.

One sector we perhaps hear less about is the charity sector. Possibly because charities operate in such wide-ranging areas in our communities.

But charities have been hit incredibly hard. People have had less money to give and fundraising events have been cancelled or dramatically scaled back.

Yet, in many cases, it has been those charities which have supported our communities through the COVID-19 crisis.

Large national charities have a huge presence, levels of awareness are high and marketing budgets are large. I’m sure we can all name several national charities who have been able to continue with their high-profile advertising campaigns, swiftly updating them in reaction to the changing situation.

They are undoubtedly doing amazing work.

But what about those that are regionally or locally based? The ones providing food parcels to hungry families, or breast-feeding support to new mums, or money advice to those in debt, or help for elderly people unable to leave their homes?

Those charities have helped many people survive the last few months but are now struggling to survive themselves.

For small charities relying on donations and grants to continue providing their service, their financial situation is always uncertain. But for many, the crisis has had a bigger impact than they’ve experienced before.

So what can we do about it?

We can choose to support them of course, whether that’s financially, by volunteering our time or helping to raise awareness.

But what will have a greater, more lasting impact, will be charities telling their stories to the Government. Highlighting the impact that the pandemic has had on them, and the often vital services that may disappear without support.

Charities need to do that now and do it consistently. Those small organisations may not have a big voice when they stand alone. But standing together to campaign for additional funding and support could really have an impact.

We need funding and financial support to be targeted in a way that lets the regions decide how they can best support charitable organisations.

This week there were some big announcements from the Government, pledging support to people out of work, the hospitality sector and home buyers. They are looking to get the economy moving again after the lockdown.

Now is the time for charities to make their voice heard. And the louder we can all shout in support of them the better.

Anna Ross

Let's build something new

Why not rushing back to outdated working practices matters


For about five years I couldn’t walk. I could barely get myself dressed.

I’d been crippled by Rheumatoid Arthritis.

It was a condition I’d had since a teenager. The doctors said it would catch up with me as I got older. I ignored them. They were right.

By my mid-20s I had to use walking sticks to get around. I was depressed. In a horrible place. One that I’m sure lots of people reading this have been to at some point.

Keeping going

Thankfully – with the help of our wonderful NHS – I got better. Physically and mentally.

One of the things that kept me going during tough times was work.

Like many people with a long-term health condition, work provided a counterpoint to other problems. It was something I could control.

When work doesn’t work

The problem was that work wasn’t working. Not for me. And not for many people in a similar position.

Unplanned bouts of fatigue and pain were hidden. Long commutes sapped already depleted energy. But that wasn’t the worst of it.


A quick scan on my diary from that time shows around 35 hospital appointments each year. For context, there were 253 working days in 2019. Add in annual leave and that accounts to 15% of working time at hospital.

I’ve always had supportive bosses. But for businesses of any size these are tough numbers to digest.

There will be countless people in your organisations going through similar challenges. Circumstances that make work and home life incompatible.

Last year 4.2 million Brits who reported they had a disability were in employment. 70% of the 1.8 million single parents in the UK are in work, up from just 44% in 1996.

Almost 5 million workers are juggling work with caring responsibilities for a family member or friend. That’s one in every seven of your staff.


All the Government reviews, research papers and reports on this issue could be boiled down to one word. Flexibility.

That’s all people really want and need. The freedom to make work work for them.

At Hough Bellis we wanted to give people as much flexibility as possible. No office, no commute (thought we meet up regularly) and, where possible, the freedom to choose hours that fit your circumstances.

More freedom – when handled properly – means better performance and happier staff. That’s always been our experience.

In the UK, 77% of employees feel flexible working makes them more productive. Only 17% of people who work from home feel regularly affected by workplace stress, compared to 37% who work in office-based cubicles.

Over 39% of the people who work flexibly see a noticeable improvement in their mental health.

The future

We are already hearing of companies reporting a spike in productivity and a fall in sickness for large sections of the workforce – including those with long term health challenges – since lockdown.

As we wrestle with what the future of our organisations should look like my ask is that we take time to think about how we can unlock the hidden talent in our organisations.

The dozens or hundreds or thousands of people who have never been able to thrive because their work life and home life were not compatible.

We have a chance to change that.

The old way was great for those who already had it good. It’s no wonder some are desperate to rush back to it.

For those who believe in people’s potential, let’s build something new!

Bobbie Hough

If you’re a leader, then you’re a storyteller

If you’re a leader, then you’re a storyteller


All great stories start with change.

Whether it’s the inquisitive mouse setting off on a journey through the forest in Julia Donaldson’s  classic – and my son’s favourite book – The Gruffalo, or Sal Paradise heading west across America in Jack Kerouac’s On the Road, a story that inspired a generation of beatniks (and one angsty teen from Runcorn), there’s a common theme in the stories that define us.

Think of the books you love. The songs that make the hairs on the back of your neck stand up. The newspaper articles that boil your blood, or academic papers that make you pause for thought.

The catalyst for all of them? They all start with a moment of change!*

Over the last few months we have had to reinvent our businesses, our society and how we see the world as individuals.

We are standing on extremely fertile storytelling ground.

A plot twist

Right now, whether we recognise it or not, we are all writing a new chapter in the stories of our ourselves, our communities and our organisations.

In the face of monumental change, how we respond will reshape how the world sees us. It’s a plot twist. A chance to take the story in a new direction.

Or, for those who don’t like the story so far, an opportunity to start afresh.

How we go about this will impact our businesses and careers for years.

Organisations who get it right – the local shop that delivers to its vulnerable customers, the pub that cooks for the homeless – will earn trust and be repaid with loyalty.

For those who get it wrong – the organisations which put profit before people or abuse the trust of the public – huge investment will be needed to repair the reputational damage. Some will never recover.

Storytelling takes time 

The stories of our organisations – and the people who lead them – take time to tell and need to be crafted so they fit with our values and aspirations. They need a narrative arc. They need a strategy.

‘Quick win’ newspaper articles are not storytelling – nor is spamming key messages out on Twitter.

Like a conductor standing in front of an orchestra, leaders must set the direction for thousands of individual actions choreographed to create a symphony that an audience (be it our colleagues, customers or stakeholders) can understand, believe in and celebrate.

Those promising otherwise are selling snake oil.

It’s a noisy world

The world is a noisy place – as Sarah Harvey wrote about in her last blog.

An overwhelming 6,000 tweets go out every second and this blog is one of nearly four million being posted as I write.

We hear communicators talk about achieving the fabled ‘cut through.’ But cut through only gets you so far. It needs to be backed up by trust. And an understanding that a brand or person belongs to the same tribe as you.

Stretch your hand out in front of you and give a thumbs up (don’t worry, you’re probably WFH so no one is watching).

The area of your thumbnail – that’s what you see in HD. It’s about 2° of our field of vision. The rest is more blurred. A bit fuzzy. It’s there. But it’s never quite as sharp. The more we move to the periphery of our vision, the less we can focus.

Our eyes are constantly scanning the horizon for things we should focus on. For signs of change.

We digest information in a similar way. There is plenty of it out there. But a tiny fraction of it commands our undivided attention each day.

Often these are the things that are relevant to our own lives right now – conversations with friends, family and work colleagues and information from causes that we already know align to our belief systems.

If we want people’s attention, then we have to earn it.

Fancy sports cars

One off campaigns that blast into public consciousness for a moment are like a fancy sports car zooming past us on the motorway.

We hold them in our gaze for a second – we may even stop to admire them – but we rarely dwell on them for long.

By telling our story clearly and consistently over time, by being authentic and sticking to our values, and by being brave enough to allow people and organisations to show character and vulnerability we will register more regularly in people’s vision.

This is how we tell our stories. This is how we build trust. And this is how – when we do get opportunities to cut through, and we do hold people’s gaze – our message not only lands but sticks.

We all have the chance to write our own story. Now is the time to consider whether you are happy with yours.

* Will Storr’s book The Science of Storytelling is excellent on this topic.

Bobbie Hough

Is lockdown allowing more people to have a voice?

Is lockdown allowing more people to have a voice?

The coronavirus pandemic has been frightening. For many people, it has been a lonely experience.

Everyone is more distant than ever. Overcoming the downsides of this has been the focus of plenty of articles in recent months.

As lockdown restrictions continue to transform the way we connect and communication as both individuals and as organisations, I’d like to consider another perspective and ask whether in the face of these challenges, space has been created for some new and different voices

Author and businessman Stephen Covey famously highlighted that one of the most important habits of highly effective leaders is the ability not just to find your own voice, but to inspire others to find theirs.

While the lockdown has created huge challenges for everyone at both a personal and professional level, what it has created is a levelling of the playing field at a scale we’ve never seen before. From leaders to frontline workers and everyone in between, what is putting us all on a more equal footing in organisations is that no one has the answers.

Is this leading to a new environment not just where more people are finding the confidence to raise their voice, but where we have the space to take more notice?

The Zoom era

One of the biggest changes in how we do our jobs has been the overnight shift to video conferencing as the primary way for us to connect and continue to make things happen.

Zoom now has more than 300 million daily users. It has transformed our daily life, and, while the challenge of Zoom fatigue is very real, the new behaviours it is enabling could also be having some positive effects that we can build on for the future.

Some organisations that I have been talking too have been reflecting that they are starting to see that those often thought of as ‘the quiet ones’, now contributing more to conversations over Zoom and other platforms.

I was interested in an example of a Zoom meeting of around 15 mostly senior people discussing a new idea for a project, when one ‘quieter’ team member put some thoughts in the chat bar. That person’s idea went on to become the basis that the entire piece of work was taken forward on.

Whether they would have felt comfortable, confident or even given the opportunity to raise their voice above the crowd in a ‘traditional’ meeting setting is an interesting question, but on this new platform they had a new way to use their voice and they influenced the entire future direction of the piece of work as a result.

It got me thinking about how leaders and communicators can become more aware and better empower new voices in their organisations to feel confident enough to speak up. And if we did that how much hidden talent might we be able to uncover?

Thriving in lockdown

Similarly, there are some great examples of some of our current ways of working enabling people who have challenges with traditional office settings to thrive during lockdown.

People with underlying health conditions or commitments caring for family members that might previously have had to take time off to manage their health or responsibilities, potentially missing out on opportunities to have their say or share their ideas, are now being enabled to work in a different way and become more engaged.

Again, the benefits to organisations in unlocking new talent through a more flexible way of working is an interesting area to explore.

Old power vs new power

In the book #newpower, authors Jeremy Heimans and Henry Timms talk about a shift in power brought about by an increasingly hyper connected world from a top down, controlled flow of information, to a more open and collaborative approach where ideas and movements spread and flourish at a pace never seen before.

For communications, this creates a new world of possibilities – one where it’s no longer always the biggest organisations with the loudest voices that are having the most impact but providing a platform for the most genuine and authentic messages to shine through. More about this in a future blog!

Navigating an uncertain future

We are all continue to do our jobs in the face of huge uncertainty. The only thing we know for certain is that we don’t know what the future holds.

If we are to build something better from this then hearing more voices will certainly help. The challenge for everyone – and communications professionals in particular – is to maintain this diversity of contribution when the noise returns.

Sarah Harvey

Workplace evolution: standing on the cliff edge of change

Workplace evolution: standing on the cliff edge of change

Welcome to the new world of work.

But a word of caution. We might just find that – once the dust settles – this brave new world isn’t that different to the old one.

Big or small, most companies have wrestled with, planned for and even dabbled in introducing more remote and flexible working models. Now this is being imposed upon us.

Much has been written about how remote working and home working (and they are two different things) will change businesses beyond recognition.

This is nonsense.

“It’s evolution, not revolution.” A phrase made famous by Clifford Berryman’s 1934 cartoon about Franklin D. Roosevelt’s New Deal… and latterly, brilliantly bastardised in an Alan Partridge sketch.

This is what we are about to experience.

Lockdown has been abrupt and painful. But it has also provided a natural transition point for how we work at a time when many of us were already standing on the cliff edge of change.

It’s a line in the sand. An opportunity for renewal, where we recognise the things we were doing that had become archaic, and consider how we can adapt and progress to make work better.

This isn’t a seismic shift. Nobody is advocating closing every office in the land. There are no campaigns for a global ban on meeting rooms post COVID-19 (though some would argue there should be one).

This is a chance to take the good we learn from our time working remotely and make it part of whatever our new normal might be.

We’ve worked remotely since we founded three-and-a-half years ago and I’m here to tell you that there is no silver bullet here. More flexible approaches to working won’t cure all of your ills. They won’t stop a recession.

But, when done right, remote working leads to happier, more productive staff and creates a better work-life balance. Those are all good things.

I’ll blog on the reasons why we work remotely another day. For now I’ve attempted to bust some myths for those considering how they might introduce more remote and flexible working over the long-term.

These are based on our experiences along the way. I hope you find them helpful:

Culture and performance

Buildings don’t build culture. Having more desks won’t make your processes better. It’s people. It is always about people!

I’ve heard claims that being remote will affect your team spirit. Will make you less efficient or effective as a business. This couldn’t be further from the truth.

Leadership, trust and communication are what matter. As is recruitment.

Staff wellbeing

All businesses, whatever size and however they are run, have a duty to wellbeing. For remote companies, that manifests itself in different ways.

Some people thrive working remotely, others will find it more challenging.

There is always a trade-off. There’s no need for long commutes, and people have more time for friends and family, but loneliness can become a bigger factor.  Working practices need to change to meet new challenges.

It’s important to remember that being remote doesn’t mean that you’re tied to your dining room table. It means you can work wherever’s best for you. Meeting up regularly (once we’re allowed) is important for our professional and personal relationships.

Trust is king

Remote working thrives in businesses with a high trust culture.

For those used to being micromanaged it is going to be a big shift and it could be a difficult time for staff. Managers will have to adapt to giving up more control.

If teams are used to managing their workloads and feel empowered they will thrive and productivity will likely go up.

Do what works for you

Every business is different. Every person is unique. Some of us do our best work in an office, others crave more freedom. It will ultimately be up to leaders to decide how much and quickly they feel their organisation can adapt.

This isn’t for everyone, but it’s going to play a big role in the future of work. Staff will come to expect flexibility. They will see the value in having more control over their own time. Now is the time to learn the lessons and find out how different working models features in your future.

Bobbie Hough

The power of human connection

The power of human connection

Human connection. It’s probably not something we think about as part of our usual daily lives. We have our families, friends, colleagues, neighbours, people we chat to when we’re in the gym (or in the pub).

Most of the time, we wouldn’t necessarily consider these interactions as human connection.

They’re just our families, our mates. We chat, we hug, we do things and we do nothing, together. We don’t even really think about it much. That’s just life, isn’t it?

But with the arrival of COVID-19 and the resulting lockdown, the need for human connection has, certainly for me, been brought into very sharp focus.

Suddenly, the ability to spend time with other people has been taken away. Lives literally depend on us keeping our distance.

Lockdown has been incredibly difficult for many people, myself included. As I write this, we don’t know when or how the restrictions will be lifted. We don’t know when, or even if, life will return to the way it was before the pandemic.

The phrase “the new normal” is being bandied around and quite frankly, it’s terrifying.

A new community

But this is our normal for now, and I’ve found it really interesting to see how people from across the globe have responded.

Sometimes it’s heart-warming, other times it’s rage-inducing, but the fact that we feel strongly either way about the actions of people who are so far away from us speaks volumes.

We’re now focussing a lot of our attention on other countries, watching how they deal with the crisis and sharing videos of people in Italy singing from their balconies or a Dutch train conductor pretending to do the job from his driveway, complete with blowing his whistle.

Does that mean that perhaps there’s been a shift in what we think of as our community? That it’s more about being human than being a certain nationality?

Making different connections

As lockdown continues and, for many people, loneliness increases, we’re looking for different ways to connect.

It seems that everyone is doing online quizzes, and we’re all Zooming, Facetiming and Housepartying far more than we thought possible.

Bands and musicians are doing online gigs, there are virtual comedy nights and dance lessons and fitness classes. There is even virtual speed dating… but don’t ask me how I know about that.

We’re clapping on our doorsteps to thank our keyworkers, people are dressing up as superheroes for their daily walk to make children smile, we’re checking on our neighbours, we’re writing letters and we’re making plans for “when all this is over”.

This shift in the way we’re communicating with those we love shows how important human connection really is to us.

Despite our many differences, the need to be part of a tribe is, and always has been, ingrained in us as human beings.

Communicating differently

Clearly the way we communicate with each other has adapted to the circumstances. But how about the way businesses are communicating with us?

Beyond the emails coming out during the first few weeks of lockdown, when it seemed like every shop you’ve ever entered in your life wanted to tell you that they were following Government guidelines and that the safety of their staff and customers was their priority, it’s been interesting to see how the messaging has evolved.

To me, it feels as though brands and businesses are becoming warmer in their tone, engaging with us as people rather than just consumers, becoming less formal and showing us their human side, too.

It will be really interesting to see how this continues as the situation develops. Personally, I would love this to become the norm rather than returning to more formal or faceless communications. It would be a real shame to break those newly formed connections that are so valued.

What can we learn?

Looking on the bright side of lockdown life, I’ve learnt a lot and I’ve started to think differently about things.

I am someone who has always valued my own space. I love some time alone to sing badly at the top of my lungs, or read a book, or watch some really trashy TV. However, this experience has taken it to the extreme and has been really hard.

But through the harder times I’ve learnt that gratitude and actively looking for positives can be helpful not only to lift my mood in the moment, but to re-frame my outlook on life.

Those friends and family I’m missing so much? I am lucky to have them in my life and I will never take them for granted again.

That empty feeling when I’d give anything for some time (and a glass of wine) with my best friends or a daft game with my nieces and nephews? I know that I’ll have those times again.

For many people who can’t go out or have no family, this loneliness is their regular life. I can’t imagine having no end point to look forward to after this, and I will be looking for ways I can help those people in the future.

Human connection is vital, and now that we’ve been forced to realise that through this scary and surreal experience, I very much hope we will all carry on caring for, respecting and thinking about each other in these new-found ways.

Anna Ross

In a world where you can be anything…be kind

In a world where you can be anything…be kind

In a world where you can be anything…be kind

Every day we hear calls to “just be kind”.  There is a strong movement calling for us all to consider kindness in how we should live, think, act, treat others and increasingly importantly, communicate.

This is not a new message – Roman philosopher Marcus Aurelius said “Kindness is mankind’s greatest delight” – the growing kindness movement today is one that communicators across all sectors can take lots of inspiration from.

Kindness is contagious

Scientist, author and advocate for kindness, Dr David Hamilton, highlights research from Harvard and Yale that shows how kindness creates a ripple effect – when you are kind to someone, that person will be kind or kinder to someone else, who will then be kinder to someone else and so on, continuing its effects way beyond your single act of kindness.

Not only is being kind good for our health and wellbeing, it has the potential to transform how companies and brands communicate and engage with their audiences. Put simply, being kind is good for you and your business.

Building trust

Kindness builds trust. It shows that organisations have empathy with their customers and their staff, and it inspires people to act. Jon Goldstone of Brandgym highlighted that to be kind, a brand needs to speak to its target audience in a tone that is authentic, honest and transparent, and over time it will become trusted. The actions of the organisation must of course be consistent with the brand, but I know what he means!

A great example of this in practice is in the health and wellbeing sector, where new brands like Deliciously Ella are creating a new model of business where the leaders communicate directly with their audiences, sharing honest content, giving insight into their lives and using this to encourage thoughtfulness and kindness – to ourselves, to the environment and to each other.  How can we encourage more of this I wonder?

Social media

Companies that have conversations based on a desire to be kind and engage empathetically with their customers on social media have stronger reputations. This builds trust and trust builds business.

A great example of one company that successfully used social media to turn a potentially negative situation into a positive was when Yorkshire Tea faced a backlash of comments after Rishi Sunak posted a picture that included a bag of its teabags. They reminded us that there are real people behind company social media accounts and put out a call for people to try and be kind. It was an authentic and honest call for empathy, with a bit of humour, and the response that followed was overwhelmingly positive. I was moved to buy their tea, and I am sure others were too!

A culture of kindness

Workplace civility is an important cultural issue for organisations – how we treat each other has a huge impact on how teams perform, how committed they are and how much trust they have in their employer. Research shows that if we experience rudeness at work, our ability to do our jobs can be reduced by up to 61%.  This matters!

How we communicate and facilitate conversations and engagement internally has an important part to play in creating a culture of kindness, supporting civility and enabling everyone to feel better informed, respected and engaged in their work.

Be kind

In an ever-changing world and particularly in the challenging time that we all face at the moment, it’s the companies that are acting and communicating with kindness and compassion that are really standing out for the crowd.

It’s never been more important in a world where you can be anything, to be kind.

Let’s do that and raise a cup of Yorkshire Tea to an ancient Roman!

Sarah Harvey

COVID-19 legacy: the value of communications

COVID-19 legacy: the value of communications


The coronavirus pandemic has prompted many PR staff to brush up on their crisis communications skills. Over the past three weeks we’ve spoken at several webinars on the topic; the questions and conversations have been lively, intelligent and creative. But one theme has run through them all: permission.

Many communications teams run on the bare minimum of one or two staff. Faced with the biggest crisis in our lifetimes, these people are now stepping up to the big task of ensuring vital messages reach colleagues and customers.

The norm for many organisations is to work within a hierarchy of clearance, permission and signing-off. The fast pace of a crisis doesn’t allow for this – empowerment, clarity of role and delegated authority are what’s needed. And this takes some getting used to. Some people have expressed relief that their views are being sought and listened to. Others are coming to terms with the weight of decisions they are now expected to make on their own.

We learn a lot during a time of crisis, and we try out new ways of working. Some of those ways stick. A greater empowerment for communications staff – and a better understanding of the value of those teams – should be one of the legacies from this sad time.


If you’re interested in developing your communications skills, contact Hough Bellis to see how we can help at  

Sue Fox

Wash hands

Coronavirus – how are you preparing?

Coronavirus – how are you preparing?


The Coronavirus outbreak has social housing providers, local authorities and charities across the country digging out their business continuity plans. But is your organisation doing all it can to prepare?

Here are our top tips on what your organisation should be doing.

Tip 1  Talk to employees – Tell staff how you’re planning to handle the situation if coronavirus hits your organisation. Check they know their rights and obligations (remind them of the sick pay policy, for example, and tell them what to do if they have the symptoms of coronavirus or if tenants fall ill). Check managers know the situation and their role in it, and let them know if you change any policies or procedures. The golden rule is keep employees informed, even if it’s just to let them know there is no news. People will naturally be anxious and will want to see good leadership.

Tip 2  Develop local links – Make sure you know how the response is being managed in your area. Refresh links with your counterparts in the NHS, local authority, police force and housing associations. Follow the official messages – don’t speculate or make up your own advice. Make sure your organisation is included in any updates such as email briefings so you know the latest guidance.

Tip 3  Prepare for continuity – Dust off your business continuity plan and go through it with key staff. Discuss how you’ll transition to remote working if you don’t already do this. Check staff have remote access to key files, email and contacts, and to the passwords and logins for website, intranet and social media. Test your out of hours staff contact system; if you don’t have one, consider setting up WhatsApp groups. Talk to your essential suppliers to see what they’re planning.

Tip 4  Communicate with residents, service users and customers – Keep your social media and web pages up to date with your latest news, and supply your customer service department with frequently updated Q&As. Your aim is to keep people informed of any changes to the service you offer them, and to signpost them to other authorities (there’s no need to set up a rival health information service). For landlords, make sure your financial inclusion teams have the latest information on benefits and Universal Credit and let residents know if you change any policies as a result of the virus. Consider the potential effects such as reduced income (eg residents on zero hours contracts may not get sick pay), cleaning of communal areas and prioritisation of repairs work. Anticipate the questions, agree your position and get the answers out there.

Tip 5  Sustain it – It’s been reported that the incident could last months rather than weeks, so you’ll need to be able to sustain your response. Check how you’ll cope with reduced staff if you have a lot of people off sick. Look ahead at what you’ve got coming up, agree prioritisation of work and manage the expectations of residents and other customers.

If you need help with crisis communications contact Hough Bellis on

Hough Bellis is joining forces with HQN to run a session on crisis communications in Manchester in May – sign up here

Bobbie Hough

Understanding Generation Z

Understanding Generation Z

Understanding Generation Z

The world is changing. And changing fast.

It’s never been easier to reach your audiences – it’s never been harder to connect with them in a meaningful way.

Generation Z – those born from 1995 onwards – are proving to be a very difficult market to capture.

From climate change to gender change, they are interested in themes and products in a totally different way from those who have gone before. For example:

  • 40% say their favourite YouTuber understands them better than their friends
  • 67% say they would rather receive an experience than a physical gift
  • 28% of young men have not had sex in the last year
  • 23% of young women describe themselves as flexitarian, vegan or vegetarian

We could go on…

The traditional marketplace and recognised methods of bringing people to it have changed.

It’s a bewildering time for many consumers and brands alike.

But there are ways of reaching this new audience. You may have to change the means and the method of communication, but it is doable.

Don’t get left behind, make sure you’re creating the right content for the right audience.

Interested in learning more about communicating with a younger audience? Drop us a line at

Bobbie Hough