Case Studies
- All Posts
- Case Study - Consultancy
Launching Zura Bio The first UK firm to list in the US in 2023. Problem A new, unknown entity, SPACS, reverse business combinations, biotechnology, pharma R&D, investors, stock-exchanges, current affairs, founders, new teams, international markets – this one had it all. And the problem was, how do you cut through the noise and make sure your client’s message is heard? That was the challenge facing JATT Acquisition and in turn, Zura Bio. And that’s when they came to us for help. With a public offering the target, the timings somewhat unclear and the wider market unaware, we had to be careful, patient and strategic. Solution First, listen and digest. There was a lot going on here. Interesting, engaging founders, an investor-base keen for action and results, a market saturated in regulation, and a financial vehicle – a SPAC – steeped in scrutiny. The solution? Take a structured, sensitive approach to profile raising and strategic advice. We developed a detailed, US-UK based media relations programme of activity for the JATT founders, giving them a platform to relay their narrative – that of a specialist background, perfectly suited to running a newly formed Biotech business. Alongside broader C-Suite advice on corporate strategy and market sentiment towards the possible public markets, we ‘warmed up’ the media for the big announcement through thought leadership, industry comment and founder stories. We also worked alongside the NASDAQ marketing team, investor relations departments and everyone involved in making the listing possible. We wrote speeches, briefing notes, social posts, the lot. We were, and this is something we love, deeply connected to the business and its objectives. Outcomes Yes, there was coverage everywhere. Naturally. We leant heavily on the message of being the first UK firm to list in the US in 2023, when NASDAQ welcomed them to…
- All Posts
- Case Study - Research
MediaScan CASE STUDY Problem MediaScan was a proprietary piece of white-label research conducted on behalf of asset managers to identify perceptions of their brand in their core media and inform their future communications decisionmaking. It was conducted amongst a panel of around 40 leading asset managers on a biannual basis, speaking to more than 30 major UK and pan-European journalists covering the industry. Results were tracked to show changes in familiarity and favourability, while additional questions could also be included to track specific areas of the asset managers. In an industry as saturated as asset management, measuring success can be near impossible. In repsonse to this, we created an authoritative tracker of journalist sentiment towards major asset managers and measure individual companies’ performance over time, while also providing intelligence on how to inform future comms strategies. Solution Created a core survey that covered journalist perceptions of the familiarity and favourability of asset management companies, with scores for each metric given on a scale of 5 (very familiar/very favourable) to 1 (not at all familiar/very unfavourable). This was structured in a way that allowed for customisation of both audience (in terms of core and secondary publications) and content (in terms of bespoke questions and answer cross-referencing). The final report could be purchased by clients, either as a basic overview of the company or as a full report including more in-depth analysis and exploration. Outcomes MediaScan ran for 16 years between 2008 and 2022, providing leading asset managers such as Schroders, Aviva Investors, Baillie Gifford and NN Investment Partners with vital feedback on the success of their communications programmes and overall standing within their peer groups. Many clients used the results to create more tailored content for their core audience while others incorporated it into their standard performance tracking evaluation. Consultancy Strategy…
- All Posts
- Case Study – Non Profit
Reboot Challenging inequality in Financial Services Problem George Floyd’s racially motivated murder was a deeply shocking and led to a worldwide reckoning on the issues of racial inequality. Noreen Biddle Shah decided her father’s story of mistreatment and injustice in 1980s London needed to be told. And as she told it, she realised that the issues he experienced were still prevalent in Financial Services today. She founded Reboot to throw much needed light on this festering problem, determined to shake complacency out of the sector and demand real change. Launching a not-for-profit is no easy challenge. Noreen could not do this alone and began recruiting a group of allies committed to the cause, including Mint Gecko founder Chris Wilson. Solution Noreen, Chris and the small founding team created a four-pronged strategy: Research: Content: Allyship: Media engagement: In short, Chris helped Noreen wherever necessary, assisting wherever he could to help Reboot and working alongside other agency partners wherever possible. This included media engagement, including securing a selection of national and international broadcast opportunities for Reboot spokespeople, strategic advice on research and research outreach, content creation, and copywriting. In time, as Reboot’s requirements grew, Chris brought the other Mint Gecko services to its aid, seeing us build the website, assist with public affairs and design its industry insight reports. Reboot is a prime example of exactly how we want to support not for profits and very client we work with – if you need to make an impact, we’ll deliver it. Outcomes Reboot’s stature and reach in financial services has grown exponentially thanks to all its media partnerships, Mint Gecko included. The website and email outreach has been invaluable in giving Reboot’s industry research a home, the media pick up has been excellent and the organisation continues to gather interest and engagement from leading political figures,…
- All Posts
- Case Study - digital
Transpire Global Director Network Problem Transpire is a training and coaching company aimed at people wanting to be Non-Exec Directors with a membership-driven business model. In a highly competitive sector, its mix of paid for training/networking sessions, 121 Coaching and Masterclasses was struggling to cut through. The proposition was unclear and the benefits of Membership not clearly defined. We were approached to analyse the issues and develop a sustainable business model and positioning for Transpire. Solution A series of workshops with senior execs and Members lead a key insight: most providers in this sector see their qualification or accreditation as a one-off where Directors themselves were looking for ongoing support. Being a Director is a journey, not a destination. We developed a clear proposition: Essential tools for effective Directors, clarified the role of networking events (making them entirely virtual in response to Covid 19) and developed a compelling membership offer with appropriate pricing. The website had not been updated in 7 years and it showed. We redeveloped the site to communicate the new offer in a compelling way, present the training/networking events clearly and refine the membership process so potential members could easily join online. The SEO improvements we made included developing a keyword list used in the site content and page tags and optimising for mobile. The marketing strategy was built around email, a quarterly content plan and social media focused on LinkedIn. Outcomes In the first six months, Members signed up at six times the rate they had in the six months prior to the activity, paying a monthly subscription, and this made the business sustainable. Average attendance at events trebled and there were record levels of engagement on LinkedIn. One long-standing member described what has happened as ‘a transformation’. Consultancy Strategy Public Relations Learn More Research Customer Insight Surveys and Analytics…
Meet Us
Come and say hello
See More…
Services
What we can do for you
See More…
Blog
Latest thinking and resources
See More…