Coaching the recruitment managers of the future

Coaching the recruitment managers of the future

I’m delighted this week to be partnering with a national training provider to launch a new, higher-level management qualification for the recruitment sector.

Solvo Vir, based near Manchester, has a successful track record of delivering employee training programmes within organisations, upskilling their new and existing staff. Working closely with the team of trainers at Solvo vir, I will be leading workshops in Manchester and London. The icing on the cake is that businesses will be able to access funding to pay for all or part of the training.

The new ILM-accredited management training will be looking at management theory, skills and processes through the lens of a manager in the recruitment industry, with industry-relevant examples, tasks and scenarios. We believe this is a first for the industry and in such a competitive sector, for this to be very well-subscribed.

Whilst any good management coach will have deep understanding of management theories and can bring to bear examples from their own management experience, few would understand, for example, the complexities of corporate resourcing and constructing a high return client! Working closely with Solvo Vir’s own management trainers and assessors, I will be bringing real life examples of management in the recruitment industry into the training sessions.

How can business get funding for this training?

The management training course for recruiters is being offered under the banner of apprenticeship training, effectively integrating study with ‘on the job’ learning. The government approved funding for recruitment industry qualifications in December 2017, meaning that organisations which are now subject to the Apprenticeship Levy can use those funds to pay for the training. Smaller businesses can access substantial government funding to cover the majority of the cost.

If you would like to know more or are interested feel free to contact myself Ian Knowlson on 07552 555858 or Dominic Abubakar at Solvo Vir on 0330 200539140

The ILM Level 5 Management Qualification for Recruiters will be running in London and Manchester starting April 2018. www.solvovir.co.uk

 

Niche vs. Generalist Recruiter

Niche vs. Generalist Recruiter

The world of recruitment has changed in the last 10-15 years. Fifteen years ago most major towns and cities had local recruitment agencies that supported their community and local economy.

They were generally situated on the high street and were the main source locally for employers seeking staff and workers seeking employment. They have fulfilled a key role in the development of our regional economies.

Often they supplied:

  • Admin & Clerical
  • Accounting & Payroll
  • Customer Service and Contact Centre people
  • Distribution staff (FLT Drivers, drivers, pickers & packers)
  • Construction Workers
  • Legal
  • Sales & Marketing
  • IT
  • Education workers

The list is actually endless and certainly not exhaustive. Their key differentiator was they were local and knew all the local employers and attracted local workers.

The rise of the Internet has seen this world change and the squeeze on margins and the introduction of in-house recruiters by larger employers has seen the commercial viability of many of these businesses traditional core markets have become almost unsustainable.

The need for recruitment agencies to recycle the unemployed/displaced workers and support individuals make informed career moves has not diminished increasingly this role has been fulfilled by Niche/Specialist Recruiters.

So successful have they become that they dominate most industry lists of high growth recruiters and those with the highest profitability.

Niche or specialist recruiters know the gaps in the markets, know which skills carry the highest premiums and are now the ones that achieve the higher margins. In fact it is fair to say they dominate most sectors.

So successful has this niche business model been that, those achieving the highest growth and margin figures are now often working in Ultra-Niches. No longer focusing on IT, Accounting or Engineering but specific skills within a sector such as Cyber Security, Avionics Systems Engineering or Cost & Management Accounting.

This is a trend you cannot ignore and in our support of clients we don’t.

Choosing their ultra-niche or niches is critical. Knowing which are growing, which have the best margins and accessibility is key. Migrating from a ‘generalist’ regional recruiter model even one in a specific sector like construction or engineering to a ultra-niche model is not easy or without its pitfalls and challenges. Not everyone manages it successfully and without losing staff and clients.

One of our oldest clients however made the move to a niche recruitment desk model eighteen months to two years ago and are now achieving 300% growth rates in revenue and profitability. This performance is not unique and replicable with the right training and coaching support. Done in the right way it can have other benefits in increasing consultant productivity, speed of development of trainees and brand and market penetration.

A critical consideration is do you know where the ‘skill-gaps’ are in your markets. Niche Recruiters leverage the ‘supply/demand’ equation to maximum benefit. They justify their higher fees by finding the rare/premium skills that other suppliers struggle to attract. Your knowledge of where these ‘gaps’ in the market exist and for how long they are likely to remain is therefore crucial. A good experienced recruitment growth coach will have some of this knowledge and help you find what is best for your business.

Before embarking on this journey factors for consideration will include:

  • Which niches/ sectors are growing?
  • What knowledge/experience do you have in these niches?
  • What existing client relationships and commercial agreements do you have in or outside these sectors?
  • What 360 recruitment practices are consultants skilled in?
  • What capacity and appetite do they have for niche recruitment?
  • How flexible are they to changing their working practices?
  • How keen are they to learn and acquire new skills?
  • Are you permanent or temp/contract/interim focused business?
  • What are your core businesses ‘service values’?

In your quest for the lucrative sectors that are growing, you might be interested to know we publish a blog every year on the Top Recruitment Sectors for Growth you might find this a useful place to start. There are many other sources of information on skills gaps and market trends. The KPMG/REC monthly Jobs Report is another good place to keep tabs on.

Many of the premium skills-gaps exist in IT, Technology and Engineering sectors but these may not be areas you have any knowledge or expertise in.

Equally healthcare and education also have huge skill shortages but there are barriers to entry unless you have access to government framework contracts and a whole regime of compliance to understand and learn.

Again there is not ‘one-size that fits all’. The journey to niche recruiter is not easy or right for every business and the advice and support of a good recruitment growth coach with experience of doing this successfully with other recruiters is therefore essential.

 

Top 4 Recruitment Sectors to AVOID for the next 5-10 years

 

 

Since March 2013 when I wrote my immensely popular blog

Top 5 Recruitment Sectors to be in for the next 5-10 years,

I have been consistently asked what are the recruitment sectors agencies should be avoiding. The first thing to say is that in my opinion, and those of most employment sector commentators, over the next 5-10 years we are entering a period of massive skill-shortages. Only last month the CIPD’s chief economist Mark Beatson indicated that the War-on-Talent was set to intensify.

 

In addition in recent months several reports by the IMF, the EU and Accenture support this view, which I have commented on in numerous blogs on the topic:

The demographics in many developed and developing, countries mean they will be facing declining skilled workforces and populations over the next 10-20 years. As a consequence severe skill shortages are inevitable in these economies. Recently the Telegraph highlighted this issue further in an article:

Britain’s baby boom will affect our economy more than anything Mark Carney does by Allister Heath, telegraph.co.uk June 7th 2013.

In the case of China the issue is so large that the IMF claim it will have a 140m-worker shortfall of skilled workers by 2030 which could have strategic implications for the security of the Pacific rim.

Therefore against this backdrop where demand for skilled labour will exceed supply there will always be an opportunity for enterprising recruitment agencies to plough their furrow. That said there are going to be some sectors where the opportunity for reward will be greater than others.

 

 

So having outlined my caveat here are my five sectors you should be avoiding if you wish to your agency to make the Sunday Times Fast-track 100.

 

1.         Admin and Clerical

11797609_sSince 2007 the US economy has lost 2m clerical workers and the UK 160,000 or 4.8% of the workforce. In the US clerical work accounts for 16% and in the UK 12% of all employment. (Sources: US department of labour projectionsUK Commission for Employment and Skills (UKCES) Working Futures Report 2010-20 (revised August 2012))

In the UK this figure is projected to decline to 10% of the UK workforce by 2020 with the loss of 400,000 jobs.

The reasons are that as businesses grow they increasingly seek to automate processes particularly those involving data collection and data processing and also use call centre to handle customer eqnuires. So the consensus is that this number, as a percentage of overall workforces will decline in most developed or developing regions of the world.

In our blog Can you win the Talent War we considered the McKinsey Report  which discussed the New Employment Structures. We pointed out that McKinsey;

Highlight the trend over the past 30 years of where transaction-based jobs that could be standardized or scripted have been automated or shifted to low paid workers. Now they highlight the knowledge worker jobs such as managers, sales reps, engineers, lawyers, managers, teachers and doctors which they label interaction jobs as being the major growth area and vital for companies and countries a like.

Clearly some recruitment of admin and clerical staff is going to continue and there will be thousands of jobs to be filled. The question for me is however with all the tools of job-boards, social media and direct/in-house recruitment teams how much will be conducted via recruitment agencies? My guess is nowhere near as much as there has been in the past.

During my research I have spoken to several admin and clerical agencies and reluctantly agree. They do pioint out however that those ones with strong long-established client relationships will survive and in some areas prosper especially where their focus is the SME market who do not have effective internal recruitment solutions. For those wishing to remain in this sector perhaps this should be your key focus.

Gone however are the days when thousands of admin workers will be supplied via agencies to FTSE 250 companies. Clearly if you are operating in this sector you might need to undertake a SWOT analysis to review your future position.

You however may violently disagree. If so please let me know. I believe debate on this issue is healthy.

 

2.         Unskilled Industrial/Manufacturing

18124171_sAgain the data that exists on this comes from the US & UK employment figures. The US department of labour projections point to unskilled manufacturing jobs declining between 5-10% during the period 2010-20. In Britain the (UKCES) Working Futures Report 2010-20 (revised August 2012) provides good employment sector data and projections. For those in recruitment it represents a must read even if you don’t necessarily agree with its findings. This report itself points to a decline from 8% to 7% in the number of people employed in manufacturing.

These declines will be heaviest in old traditional industries where offshoring, productivity gains and industry decline will account for most of the reductions. In hi-tech sectors such as IT, Aerospace, Oil & Gas and electronics, much in line with our previous blog on the topic, the declines will be smaller. The overall decline in this sector is projected to be a fall of 400,000 jobs with particularly sharp declines expected for unskilled and semi skilled manual workers.

The reasons are obvious the cost of labour in the UK compared with China, Asia and the emerging African economies means that production of low value items will move abroad. Hence why UK Plc. needs to focus on hi-tech products or those where we can add-value.

In addition where these people are recruited I see an increasing role for In-house/Direct Sourcing teams who can leverage their clients brands to attract the numbers and volumes they seek.

The opportunities in this sector for recruitment agencies operating a traditional model are therefore limited. Again the SME market who do not have access to strong brands and in-house recruitment teams may offer some agencies hope.

 

 

3. Customer Contact and Call Centres

10112935_sWe have seen this area decline for many years now and the decline is set to continue further caused by three factors:

  • Off-shore of customer contact centres
  • In-house/Direct Sourcing Teams
  • Switch to Online and Mobile App purchasing

The combination of these three will see volumes of recruits via recruitment agencies continue to decline. There has been a reversal by some employers of the strategy of offshoring their customer contact centres due to customers complaints and service issues but this trend is being more than offset by the greater use of technology which are creating contactless purchasing systems.

In addition as with the other two areas Direct/In-house Sourcing teams are having great success in attracting staff and filling the needs of their business. They are in many cases more than managing to cope with the level of applicant attraction required to maintain and increase employee numbers.

 

4. Public & Third Sector

public-sector-pagesThe final sector I have highlighted to avoid will not surprise anyone in the UK. There has been much written in recent years about the decline of the UK public services from their peak in 2008, virtually all of it by interested parties on various sides of the political spectrum.

Once again the UKCES Report points to a total 2% reduction in the number of people employed across this sector falling from 27% to 25% by 2020. This reduction is actually masked in my opinion by the switch of roles from the public to the third sector as local authorities and NHS trusts reallocate the provision of some of their services into social enterprises.

For example the Office of Budget responsibility forecast in February this year that central and local government employment would fall by 900,000 between 201011 and 2017/18 as a result of government cuts.

This figure has been challenged by many commentators, who claim the reductions could be even greater, as much as 1.2 million. Clearly some of these jobs will switch to the third sector but it is unlikely that we will see more than 400,000 new third sector roles created and some claim it will be as little as 150,000.

Whatever your political views on this it is unlikely to be an area of growth for recruitment agencies in the way that it has been in recent years.

 

Common factors

imagesYou will by now have noticed that there are some common themes emerging. With the exception of the public services one or more of the following appear to contributing factors in all of the remaining cases.

  • Offshoring of roles and business functions
  • Supply of unskilled or semi-skilled workers
  • Technological advancements
  • Direct/In-house Resourcing of staff

Only one of these is new, namely the rise of Direct/In-house Recruiters. As a young adult of the 1980s I can bare witness that we have seen all this before. The only change here is the jobs being off-shored today are the ones we were saw replacing the old declining industries of the 1980s era such as coal mining, clothing manufacture and steel working. You only have to visit parts of Lancashire and South Yorkshire to see the plethora of call centres and customer service centres that populate the old mining and cotton mill towns. Some even operating on former sites.

Technology and alternative sources of cheap labour have always meant that job functions will shift round the globe where a predominance of unskilled or semi-skilled labour is required for the production, manufacture or delivery of a service or product.

No country is immune to this.  Germany saw the switch of its manufacturing eastwards after the collapse of the Berlin wall firstly into the former East German regions and then into Poland, Hungary and the Czech Republic. India which was the recipient of so many of the UK jobs  in the 1990s is now seeing many of these transferred further eastwards or even into Africa.

The only way a country can retain its employment is to become experts at leading edge technology industries. Where design and development is a key factor but this too may shift elsewhere with university education globally changing.

As recruitment consultancies we are, to all-intense and purposes, ‘traders of skills’. We must not lose sight of this. We only exist because of the inefficiencies of the supply side of the economy. That is where:

  • Nations fail to direct their investment in skills and training in workers to satisfy their future businesses needs.
  • Where employers fail to invest sufficient in their workers over a period of time to satisfy their future organisations needs and hence have to pay fees to appropriate staff from other employers.
  • Where employers do not have the skills, resources or mechanisms to identify, attract and retain their workforce needs

Is there a better solution?

sc ience UniAs a parent of four children with ages from 12 to 22 you can imagine we have plenty of barbecue discussions with friends around the whole issue of youth employment. As a former advisor to Liverpool John Moore’s University on employability I have debated this subject many times.

I do question whether the time has come for Government, the Further Education Sector and UK Employers, perhaps the CBI, to attempt to address this fundamental issue for the long-term sustainability of the UK economy. Shouldn’t there be a degree of connection between the number of degree spaces for subjects and the projected UK demand for a skill area. Why if industry, commerce and education are crying out for maths, science and engineering graduates are we using scare resources to educate large numbers of people in subjects for which the volumes of meaningful employment does not exist.

In addition it seems ludicrous for tens of thousands of students to be accumulating up to £50,000 worth of debt each to acquire a degree in a subject for which there is no likelihood of them all getting a job. Aren’t we are deluding these young people that they will ‘get a job’? It could be argued we are ‘mis-selling university degrees, now there’s a thought!

The rapidity with which the economy and employment shifts means that the laws of supply and demand which should ultimately rebalance this inequality may not ever have time to take effect.

In the meantime we could be destroying a whole generation of young people and ultimately ourselves as a society by failing to remedy this issue.

 

Conclusion

In the meantime it is clear that whilst supply side inefficiencies exist there will always be opportunities for entrepreneurial recruitment agencies that are experts in their niches but it does beg the question; Are the days of the generalist high-street recruitment agencies numbered?

That however is another blog.

As always these are my thoughts and I’d be delighted to hear your views too.

 

 

 

 

 

Six Revolutions that changed Recruitment. What is next?

 

“Those who are unaware of history are destined to repeat it.”

When I started in the IT recruitment industry back in the early 1980’s, for a company called Myriad Appointments, it was a very different world. Before you could get a ‘job-on’ you had to sell the concept of using an agency to clients rather than them doing it for themselves.

All communication was via the phone or post. Finding and sourcing good candidates was key and running client branded advertising was the best way to attract them. This was how I made my money, selling multiple campaigns to Clerical Medical, British Aerospace, GEC, Plessey, Imperial Tobacco and many more. Happy days!

Over a coffee the other week I was asked by some young delegates on the course I was running ‘What have been the biggest changes in recruitment’. After a 30-minute discussion it occurred that this perspective might be useful to others.

So in chronological order:

OldFaxMachineMid 1980s – The Facsimile Machine: Machines to transmit messages had been around in the form of ‘telex’ and ‘telegram’ machines for years but the ability to photocopy a candidates CV or resume and send it to a client rather than sending it ‘snail mail’, changed how we in the industry sold our candidates and contractors.

It created urgency, and the ability to close clients with more immediacy. It changed how we canvassed, arranged interviews and confirmed interviews. It also changed how IT contractors were placed too.

Naturally as sales people we saw the advantages of a fax machine immediately and tried to convince our MD it would change our business forever and we’d sell more candidates. We did initially but like all good process changes our competitors caught up quickly.

Old MobileEnd 1980s-91 Mobile Phones – Again these had been around for years and I received my first mobile back in 1989 when I began establishing a new office in the North of England. It was a second hand one with the phone the size of a brick and a battery pack the size of four tins of baked beans. For others the big revolution came in the early 1990s with (2G) technology.

It gave us as consultants better access to candidates and clients especially during the day so interviews could be arranged during office hours rather than in the evenings or via cryptic calls to their work numbers.

We also could be contacted away from the office rather than using telephone boxes. Once again it increased speed of communication and theoretically made us more efficient. Like the fax machine the competitive advantage disappeared.

220px-IBM_PC_51501990 Applicant Tracking Systems (ATS) – These came in around the end of the 1980s but really in earnest in the early 90s. IBMs Talent was one I used. They didn’t really change how we canvassed clients but enabled us to find and source candidates much quicker. We could do ‘key word’ searches on CVs and find people faster. ‘Buzzword’ Matching entered our jargon. Candidates and recruitment consultants alike filled their CVs with ‘Buzzwords’.

Candidates sadly learnt the hard way that ‘Not Interested in jobs in Bristol’ on a CV or covering letter resulted in hundreds of calls about ‘jobs in Bristol’.

Clients discovered through their own experience that just because an interviewees had ‘COBOL, CICS and DB2’ on their CV 15 times didn’t make them good at the role.

Sadly recruitment consultants buzzword matching and just sending anyone, became a common place. Prior to this as agents we could do this but we had to read the CV in the first place and work harder to find people so they tended to submit only the best. Measuring KPIs started to come in aggressively to counter act this.

These tools enabled uneducated agencies to ‘blitz’ their clients like a second world war AK-AK Gun with any CV that looked remotely like the spec.

Once again over time as everyone acquired these systems the advantage you had sourcing candidates disappeared though interestingly enough I still see companies with better ATS systems than others retaining that advantage.

emai mark1993 Electronic Mail – Again like the Fax machine before it this was seen as a way of revolutionizing the industry. The appearance of the CVs the client received was better. We could log and trace what we’d sent. Theoretically they weren’t lost. We could also prove we sent our CV before the other agencies and therefore claim the fee in disputes. All great stuff and once again we promised our directors we’d generate more fees when we had one and as early adopters we did but only whilst the advantage lasted.

When email was connected to an agencies ATS system the indiscriminate emailing of CVs became a reality on a scale clients could not imagine. SPAM arrived in the client’s inbox in bucket loads. Quantity replaced quality as some clients desperate to find certain skills rewarded these indiscriminate agents with fees. So they continued to do it despite the protests of the majority of customers.

0_271_406_http---offlinehbpl.hbpl.co.uk-news-OWN-BB088D66-C6A1-C3F8-555F043B4670CA791994 Deregulation and Contracting Out Act – Prior to this date there were barriers to entry into the recruitment industry. You had to demonstrate you were a fit and proper person, apply and be granted a licence, which took some days if not weeks. You were inspected by HMI regularly and there were supposedly rigorous controls. The Conservative Government abolished licences and except for the occasional court cases recruitment agencies were relatively unregulated.

Some may say this was not a good thing but it massively improved our economies ability to recycle unemployed workers.

My three to fours working in mainland Europe at the turn of the millennium taught me that and to this day the relatively deregulated UK Recruitment Industry is one of the primary reasons why our percentage unemployment levels are much lower than our European neighbours. Naturally Social Security Benefit levels provide the ‘stick’ to encourage people to accept work that is offered but that’s another debate.

with no barriers to entry agencies could set themselves up quickly. With our ATS’s we could identify candidates and with email secure an up to date CV and send it to a client rapidly. Mobile phones meant candidates and clients were accessible quicker. These were the boom years and recruitment became a major industry. Agencies sprung up everywhere and for every niche imaginable.

UnknownLate 1990’s Websites and 1999 Job boards – Tim Berners-Lee’s Internet Revolution of the 90s created the need for businesses to have their own presence on the web, ‘websites’ were born. It was seen as the future and the ‘Dotcom Boom’ came along bringing with it all sorts of businesses.

The answer to every recruiter’s prayers was ‘the job board’, Monster, Stepstone and Jobserve, all arrived and quickly captured the imagination of candidates and agents alike and took hold. Recruitment in the off-line press started to decline.

In 2000 a VNU Computing sales director told me Job Boards were not here to stay and they had no intention of entering the market. (I think his Dad rejected the Beatles as an average bunch of boys from Liverpool!)

Now all lazy recruitment agents had to do was find a job, post it on Jobserve, go home, come back in the morning and with the minimal of CV sifts, email the resulting response to their clients! More SPAM.

Until the recession of 2008 the average recruitment consultant lost the ability to ‘sell’ a complaint most recruitment directors I meet lament.

Whilst none of us wish to return to the ‘old days’ it did demand certain basic intercommunication skills be learnt in order for consultants to succeed.

Each of these changes has affected the industry we are all apart of. All revolutionised what we do and how we do it and few would dispute their impact.

In all cases the early adopters gained a competitive advantage and in some cases have gone on to be hugely successful, whilst those that were slow to adapt in most cases no longer exist. There is a lesson in there.

So what next?

For me there is another revolution happening today which is changing the face of recruitment forever.

what is social recruiting12013 Social Recruiting: Social Media is transforming the way we interact in our society today and with job board traffic in the main declining, most major off-line titles struggling, ‘Social Sourcing’ (the sourcing of candidates via social media) is going to be the key as we enter the impending Talent War. (For more info read this blog: Can You win the Global Talent War)

This is not the crude broadcast of your jobs continuously as though it was a revolving job board but the sharing of useful and engaging content that encourages prospective candidates to contact and engage with your business. Whilst this should be easy for the niche suppliers, I currently see no niche agency doing it successfully but would be delighted to be corrected.

Costa Coffee does it successfully with their clients and even steals from the competition. One of my contacts recently visited Starbucks in Liverpool on his way to work to buy his team teas and coffees and on discovering they had run out of tea tweeted it. Within 30 seconds of his tweet Costa Coffee responded that if he visited their store in Liverpool One they’d give him a tea for free. He did and guess where he now goes every morning for his beverages! Interestingly last I heard Starbuck never even responded to his tweet!

Many other leading brands do this too; Virgin; Pepsi, Network Rail just to name a few.

Do you think tomorrow we could see Adecco, for example, responding to an irate candidate’s tweet after attending an interview organised by another agency, for which they were badly matched. May be but I think not?

In the five sectors I highlighted recently in my blog (Top five recruitment sectors to be in for next 5-10 years) where the candidate is soon to be king, it will happen soon. Think about it a Subsea Engineer in oil and gas or a frustrated Nurse in healthcare tweeting their frustration would be very impressed if a competitor agent responded with another job almost immediately.

Let me know if you do it, I promise to write a follow up blog but only if you are happy for me to.

As I mentioned in my other blog Recruitment Agency MDs – Will you Adapt or Fail? Millennials (Generation-Y) totally live and communicate it this social media world. So if you wish to attract them in the future you need to learn to ‘social-source’.

Screen Shot 2013-05-10 at 16.09.37The other dimension of ‘social-sourcing’, which again most business have not woken up to, is that most of this activity takes place on mobile platforms. At Recruitment Expo this year Mike Taylor of Web-Based-Recruitment.com gave some interesting facts:

  • 75% of all mobile traffic is to Facebook
  • Amongst Millennials Twitter is overtaking Facebook as the preferred medium of communication
  • 8 out of 10 phones now sold in the UK are smartphones so it should be no surprise to Recruiters that so many job seekers are now expecting to be able to search and apply for a job using a mobile device.
  • According to Google, 1 in 5 of all job searches are carried out on a mobile device (source: 2012 Mobile Recruitment Conference)
  • Some of the leading UK job boards are now seeing 30% of their traffic come from a mobile device

The Mobile Recruiting Outlook Report issued by Simply Hired in January 2013 showed that:

  • 70% of job seekers had used mobile technology to look for a job.
  • 86% of job seekers would use mobile technology if there was an easy way to apply for a job.

However, the recent iMomentous Fortune 500 Mobile Readiness Report, showed that:

  • Only 33% of companies had a mobile careers section
  • Only 3% had a mobile apply function

Mikes own research showed that 94% of the FTSE 100 companies had a mobile enabled careers section on their website.

Mike has some more interesting facts which are worth checking out on his website.

So the recruitment industry has been through revolutions many times over the past thirty years. Each time it has changed and every time those that were too slow to adopt the new models disappeared.

By 2020 I predict that our industry will have transformed again and almost certainly several of the household industry names we know will either be no more or greatly reduced in size. ‘Social-Sourcing’ is going to be critical to businesses success yet so many don’t even have a Social media Strategy

It may seem incredible today but back in 1998 there were many agencies claiming they did not need a website. Only last year Morrison’s Supermarket saw its Christmas sales decline because they had no on-line shopping site.

As George Santayana says:

“Those who are unaware of history are destined to repeat it.”

My question is ‘Are you?’