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In today’s tech-driven world, there’s a lot of debate about whether technology is helping or hindering creativity. While some worry that digital tools and AI might strip creativity of its authenticity, the reality is quite the opposite. Technology isn’t just supporting creativity; it’s redefining it—offering new avenues for expression, boosting efficiency, and unlocking potential that was previously out of reach. When combined with human expertise, technology becomes a powerful ally.

Access to tools

In the past, creating digital content often required access to expensive equipment or specialist knowledge.

Modern design platforms make it easier to produce visually compelling graphics and designers can often do this quicker as the technology evolves. Similarly, most new phone cameras can rival professional-grade photography, especially when combined with editing apps. This is dependent on what the images are being used for, but still provides a great new way to capture high-quality images, particularly for social media.

While technology puts tools in the hands of more people, it’s our creative team’s expertise that really makes the difference. The tools are just one part of the equation – our team knows how to use them strategically to craft standout content that aligns with brand goals and connects with audiences in meaningful ways. So, while technology expands creativity, professional insight ensures that content goes beyond the basics and truly makes an impact.

These tools help our expert designers to do things that would not have been possible before and allow them to create new designs and inspiration.

The effect of AI

Artificial intelligence (AI) is often viewed with scepticism, especially in creative fields. The fear is that AI will replace human creativity with cold, mechanical processes. However, AI has proven to be an invaluable tool that supports, rather than replaces, human creativity.

AI tools like ChatGPT are helping creators work faster and smarter by automating repetitive tasks, freeing up time to focus on more complex, creative aspects. For example, AI can handle mundane tasks to allow artists and designers to concentrate on refining ideas and developing innovative concepts. When AI takes over basic tasks, this gives more time and thinking space to be creative and to work smarter. 

For written content, AI-driven tools can suggest alternative phrases or identify areas for improvement, giving more space to focus on storytelling, strategy, or creative nuances. Rather than removing the creative process, AI acts as a co-pilot, offering suggestions, improving efficiency, and enhancing output.

The human element is missing from AI, so in the right hands someone can add the right level of emotional intelligence to any suggestions. AI is very straight to the point and in communications this very rarely makes for a good piece of writing. The human element and nuance is what brings it to life. Plus, if every agency used AI, it would be full of repetition, imitation and no unique thinking would go into campaigns. That would make for sad, boring campaigns that capture no one’s attention.

BIG is full of experts across PR, digital, marketing, design, public affairs and beyond, and so AI can act to increase our efficiency, without taking away our need to be creative. Rather than diminishing originality and making people lazy, technology is amplifying it and finding new ways to experiment and innovate. As AI and digital tools continue to evolve, possibilities are only expanding, providing opportunities to push boundaries and redefine what it means to be creative in the modern world.

At BIG Partnership, we believe that the fusion of creativity and technology is essential for businesses looking to stand out in today’s fast-paced digital landscape. With great power(ful tools) comes great responsibility, which is why BIG is helping its teams to use AI in the right way.

Whether through innovative marketing campaigns, cutting-edge design, or data-driven storytelling, the future is brighter than ever—and technology, powered by creative and talented people who can bring a human aspect to it, is leading the charge.

Bluesky is the new(ish) social media platform emerging as an alternative / competitor to X (formerly known as Twitter).

Officially launched in 2021, Bluesky enables users to post, reply and send direct messages via a similar interface to X. Users can share posts, similar to tweets, with a current character limit of 300. Engagement features include likes, reposts and replies, fostering interaction between users and their followers.

The X alternative offers a refreshed approach to the short-format platform, with a focus on decentralisation (data stored on independent servers rather than a centralised system), customisability and user empowerment.

Bluesky claims its decentralised approach enhances privacy and security, as there is no single point of failure or control.  Bluesky also asserts it gives users more ownership over their data, making it harder for large corporations to exploit or misuse it.

So, what makes it different from X?

Replacing the traditional “master algorithm” model controlled by a single entity, Bluesky operates with an open and diverse ecosystem of algorithms, allowing users to develop and customise their own algorithms to shape their feed. It even allows for categorisation so users can create feeds exclusively for different interests, e.g.one for politics, one for fashion and one for food.

This empowers Bluesky users to govern their own feed, offering greater control over what they see and ensuring that users aren’t exposed to algorithms that prioritise engagement at the cost of quality. This is an interesting cultural shift, given ongoing conversations about social media’s role in contributing to cultural sentiments and echo chambers.

Authenticity measures have also been improved. Rather than the blue checkmarks seen on X, users can use domain names as their handles. For journalists, public figures or organisations, this feature serves as a reliable form of verification, linking profiles directly to official websites.

Bluesky has also implemented measures to promote positive interactions through so-called “anti-toxicity” features — a notable example being the ability for users to detach their original posts from unwanted quote posts, thus seeking to reduce harassment and misuse while aiming to foster more respectful community engagement.

Is it the ‘next big thing’?

Since its launch, Bluesky has seen significant growth and now boasts 15 million users globally — an increase of nine million since September.

Bluesky believes that its community-driven focus offers a democratic and adaptable alternative—personalised, transparent and inclusive. Its rapid adoption suggests it is already carving out its own niche within the social media landscape. Whether it will overtake X, with its 586 million monthly users, remains to be seen.

Should you set up a profile?

As always with new tools and channels, experimentation is key. Early adopters should focus on engaging storytelling, fostering genuine discussions and creating value for the community. Bluesky is committed to being ad free, ensuring it remains  first and foremost a social media platform, rather than an attention marketplace.

If your current content strategy relies heavily on paid ads or viral trends, you may need to rethink your approach for Bluesky. Unlike platforms that rely heavily on algorithms to amplify content, brands must adapt their messaging to this environment, focusing on meaningful, two-way interactions rather than overtly promotional content. As with any other platform, a strategic approach is key. Ensure you have a regular post frequency to keep your feed populated and up to date.

If your business is uncertain about joining Bluesky, we recommend adopting a measured approach. Start with a pilot strategy, testing the platform with a small, focused initiative to evaluate its value before allocating significant resources. Monitor the platform’s growth, its feature developments, how competitors or similar industries are engaging and where you might fit in. Due to Bluesky’s focus on dialogue, consider whether you have the correct resource to maintain authentic interaction.

The future of Bluesky remains uncertain, but its continued growth opens the door to unlimited possibilities. Join the conversation: @bigpartnership.bsky.social

This year has brought significant political shifts. Scotland has (another) new First Minister. The UK has a new Prime Minister. But while politicians come and go, the challenges facing businesses across the country remain constant—and increasingly, they’re growing more complex.

Businesses are facing a host of hurdles: rising operational costs, workforce shortages, the push for sustainability, and adapting to the rapid pace of digital transformation. Meanwhile, unpredictable policies and economic turbulence make long-term planning almost laughably difficult. What businesses need, at a minimum, is stability, clear communication, and, perhaps most importantly, a seat at the table where decisions affecting them are made.

Yet, too often, businesses feel disconnected from the politicians making policies that impact them directly. This is where public affairs comes in. At BIG, we don’t see our role as opening doors to politicians or trading in favours. Our job is to create meaningful relationships between businesses and government that lead to action. We facilitate conversations that power economic growth, attract investment, and create jobs. The connection between business and politics isn’t just important—it’s absolutely essential if we are to have a thriving economy.

As a business owner, I can attest that few things are more gratifying than seeing your people thrive. There is a unique satisfaction in giving someone their first real opportunity and watching them flourish. Business leaders are inherently driven to create, to grow, and to employ. But increasingly, growth is no longer just a challenge—it’s become a Herculean task.

The goals of business and government, in truth, are not so different. Both want economic stability, job creation, and a society in which people prosper. And yet, businesses—especially the small and medium-sized enterprises that form the backbone of our economy—are expected to do it all on their own, with little more than a passing pat on the back. If we are to achieve real progress, genuine collaboration from government is essential.

That’s why we’re sponsoring the Politics in Business Award at The Herald Scottish Politician of the Year Awards. This isn’t merely about recognising achievement; it’s about celebrating those politicians who understand the value of a strong alliance between public and private sectors. It’s about highlighting those who build bridges that have real, tangible benefits for the business community.

In today’s politically charged climate, it is all too easy to grow cynical about both politics and business. Polarisation, heightened rhetoric, and deep-seated mistrust have made collaboration feel like an increasingly uphill battle.  We must remember that the challenges we face as a society are too complex for any one sector to tackle alone.  The ingenuity of business and the authority of politics must come together to create lasting solutions. Business and politics are not adversaries, but rather partners with shared interests in building a resilient economy and a society that works for all.

This goes beyond mere lobbying or advocacy. We need a new era of cooperation—a recognition of just how deeply intertwined our futures truly are. When businesses and governments engage meaningfully, they unlock the innovations and opportunities that drive genuine economic growth.

The businesses that will drive our country’s growth must be involved in decision-making, not as a box ticking exercise or to pay lip service, but as genuine partners in shaping policy. Only through authentic collaboration can we hope to achieve meaningful progress. At BIG, we are committed to deepening these connections, both at Holyrood and Westminster, and championing those who understand the value of this critical partnership. We have to find a way of making this marriage work. Our nation’s future depends on it.

Spooky season is upon us and for many brands, this holiday is an opportunity to engage with audiences in a playful and memorable way.

But as designers, how do we make sure our Halloween visuals are as spellbinding as a well-timed ghost story and not just your typical cobweb-and-pumpkin cliché?

Whether you’re designing a luxury brand’s hauntingly elegant Halloween story or creating a playful AR filter for a supermarket brand, a successful Halloween campaign captures the imagination and resonates with audiences.

Here’s your go-to guide on how to make your brand scream (in a good way) on Halloween.

Set the mood with atmosphere

When it comes to Halloween, atmosphere is everything. Brands that manage to strike that perfect balance between eerie and inviting are the ones that stand out. Start by thinking of your brand’s existing identity and find ways to introduce elements that feel natural yet spine-tingling.

One trick I often apply is colour grading to create an eerie but captivating vibe. Cool blues and deep, desaturated hues can instantly shift the tone of your visuals without being overly literal.

I did this while working on a Halloween campaign for airline client, Loganair, when I transformed the usual travel visuals into nighttime scenes with soft glows and mist, subtly evoking the Halloween spirit.

Small additions like smoky overlays and moonlight hues can elevate even the most familiar scenes.

Innovate beyond the clichés

Sure, zombies, pumpkins, and bats are synonymous with Halloween—but relying on these visuals can feel lazy. Think outside your standard spooky box, and instead embrace unexpected imagery or abstract concepts. Minimalism can be key.

Your aim should be to evoke curiosity. Working with a furnishing client? What could be lurking behind that curtain? Is that shadow moving? These small visual teases can be more captivating than overt scares, which aren’t necessarily a fit for all brands.

Elevate with typography

Halloween typography doesn’t have to be all jagged edges and dripping blood. Instead, take inspiration from vintage book covers or old-style horror movie posters. Pair elegant, slightly distressed fonts with a clean, simple layout to keep it refined yet playful.

I’ve found success blending delicate serifs with subtly warped, vintage-inspired fonts.

For a homebuilder client, we avoided haunted house tropes and added sophistication by pairing a delicate serif with gritty textures, giving a nod to Halloween without overpowering the brand’s luxury feel.

Crafting immersive experiences with video and sound

Static visuals are great, but video can take your Halloween campaign to another dimension. Short-form video with eerie elements—like flickering candles, mist, and moving shadows—can create a captivating atmosphere. Layer these with ambient sound, like rustling leaves or distant whispers, to pull your audience into the experience.

For an Aldi Scotland campaign, I mixed subtle fog animations with faint wolf howls to enhance the eerie feel without distracting from the core message. This use of subtle motion and sound can evoke an emotional response, turning a simple post into a hauntingly immersive experience.

Embrace interactivity

Halloween is the perfect time to let your brand’s personality shine. From cheeky captions to interactive filters, find ways to get your audience involved and reshare your content.

I’ve used Augmented Reality (AR) filters and story polls to encourage users to engage directly with branded content, whether it’s a “Which Halloween creature are you?” quiz or a spooky filter that adds animated ghosts floating around the user’s head. Unfortunately, AR filters on Meta are now a thing of the past – but we still have TikTok!

For captions, ChatGPT is my go-to for brainstorming ideas when I’m feeling stuck. It helps me refine puns and playful phrases without falling into the cringe zone, allowing me to stay on brand while embracing the season’s spirit.

Consistency is key

Even with all the Halloween excitement, remember to stay true to your brand’s visual identity. Your Halloween campaign should feel like a natural extension, not an out-of-character deviation. Before jumping into spooky designs, think about how elements like colours, typography, and themes align with your brand’s overall style.

Don’t let scary designs haunt you this Halloween. For spook-tacular design support, contact us.

The BrightonSEO October 2024 conference took the digital marketing world by storm, offering an enlightening glimpse into the rapidly evolving landscape where artificial intelligence is taking centre stage. The event tackled four crucial themes: brand building, upper-funnel content, user experience, and technical excellence.

Here at BIG, we’ve distilled the key insights to ensure both our clients, and our own strategies remain at the forefront of the industry.

Brand building amidst the content deluge

In today’s digital age, where content saturation is widespread, establishing a standout brand has never been more essential. A major takeaway from BrightonSEO was the growing importance of brand authority. The event emphasised creativity and genuine storytelling as pivotal elements, with Carrie Rose highlighting social media’s influence on brand visibility. Her insights illustrated a direct correlation between social engagement and enhanced Google search performance, signalling that captivating content on social platforms is more than just a follower magnet—it can significantly boost search rankings.

At BIG, this aligns seamlessly with our integrated content strategies, where authentic and creative content isn’t just about capturing attention but driving real results. The message is clear: in a crowded content landscape, authenticity and creativity aren’t optional—they’re fundamental to brand discovery and SEO growth.

The power of upper-funnel content: building relationships early

The importance of engaging potential customers early on their journey was another hot topic. Presenters underscored the value of upper-funnel content that nurtures awareness and fosters relationships long before a purchase decision has been made. Platforms like TikTok, Instagram, and user-generated content campaigns were spotlighted for their role in establishing these early connections.

A particularly compelling statistic emerged: 52% of online brand discovery happens on social media, with 75% of consumers researching brands on these platforms prior to making a purchase. This data reinforces what we at BIG have been advising for years—building connections from the outset is crucial for long-term success. It’s not just about the final conversion; it’s about cultivating relationships that convert over time.

AI and machine learning: transforming SEO efficiency

Artificial intelligence and machine learning are rapidly reshaping SEO practices, and BrightonSEO delivered powerful insights into how these technologies are being harnessed for efficiency. Talks by Jonathan Roberts and Lazarina Stoy revealed AI’s potential to expedite audits, anticipate user behaviours, and analyse data with unprecedented accuracy. However, balance emerged as a recurring theme; AI cannot replace the creative spark that humans bring to content creation.

Michael Suski from SurferSEO cautioned against flooding the internet with low-quality, AI-generated content, advising brands to focus on quality while gradually increasing content production by 20-30% annually. His advice is particularly timely given Google’s latest core update, which penalises content produced solely for rankings.

Paid media is also seeing AI-driven evolution, with the technology being used in two key ways: Reinforced Learning, where platforms learn from data to enhance performance, and Generative AI, which serves as a creative catalyst. This is especially pertinent in B2B marketing, where extended sales cycles can benefit from AI’s ability to optimise campaigns like Google Ads Performance Max.

Putting users first: the rise of user-centricity

User-centric content emerged as a pivotal theme, with speakers emphasising that understanding and addressing genuine user needs is crucial. Sophie Coley drove home the point that content should not merely chase clicks but provide genuine value to the audience. While AI can predict trends and user needs, it is human insight that truly captures the emotions and challenges faced by the audience.

At BIG, our content strategies embody this philosophy, ensuring that while AI aids efficiency, the human touch ensures content truly resonates. Our user-centric approach goes beyond generating clicks; it builds trust and fosters long-lasting relationships with the audience.

Technical SEO and  getting the basics right

While AI and creativity stole the spotlight, the importance of technical SEO remained a vital takeaway. Nikki Halliwell’s discussion on site migrations highlighted the risks associated with neglecting technical SEO elements, such as improper redirects and poor indexation, which can severely impact search rankings.

BIG has always championed technical precision. Without robust technical SEO, even the most creative content can fall short. This is a timely reminder that while automation can handle some heavy lifting, ensuring that a site is properly indexed and crawlable is still fundamental.

Bonus insight: exploring new paid media avenues with Spotify and WeAre8

James Armstrong’s case studies provided a fresh perspective on paid media, spotlighting platforms like Spotify and WeAre8 as viable alternatives when traditional channels underperform. Spotify’s contextual targeting, along with non-skippable ads and a low-budget entry point, makes it an appealing choice for brands. Moreover, the platform’s inclusion of free voiceover features adds value for smaller campaigns.

WeAre8, a lesser-known platform, also made waves with its impressive 99% video ad completion rate, far surpassing Meta’s 0.47%. For marketers aiming to diversify their paid strategies, WeAre8 represents a compelling opportunity to capture and retain audience attention.

The BrightonSEO October 2024 conference served as a powerful reminder of the importance of balance—whether it’s between creativity and technical SEO or the interplay of human insight and AI.

At BIG, we’re already integrating these trends into our workflows, combining cutting-edge AI capabilities with deep expertise in content strategy, brand building, and user experience.

By continually refining our approach and applying these insights, we’re confident in our ability to help clients navigate and thrive in the increasingly AI-driven landscape of digital marketing.

For brands aiming to stay ahead, the key is clear: embrace the potential of AI, but never forget the irreplaceable value of the human touch.

Fraser Paterson, a former senior adviser to Charlotte Street Partners and a Labour MSP has joined BIG Partnership as its new Head of Public Affairs. The move comes as the agency seeks to support clients through a likely change of government at Westminster. 

Fraser Paterson, who previously managed PR and public affairs at the Royal College of Physicians and Surgeons of Glasgow, brings more than a decade of experience in political relations and will continue BIG’s growth in this area. 

He began his career as a parliamentary assistant to Labour’s Anne McTaggart before setting up and running his own consultancy for six years. 

Fraser also devised and led on the Holyrood Rocks project, which focused on encouraging young people to get involved in politics and use their democratic right to vote. 

BIG’s Chief Executive Allan Barr said: “Fraser brings an exceptional understanding of the Labour party and its policies and his arrival represents another significant investment in our business’s future. We’ve inevitably seen a major increase in businesses looking to understand what the new political environment might mean. Fraser is ideally suited to advise clients who are creating the jobs and providing the investment that our economy is crying out for. In a time of significant change, it’s vital we have the right team and Fraser is an excellent addition to our existing talent.”

Fraser added: “The opportunity to join the country’s largest communications agency does not come along very often. BIG already has a well-established public affairs practice and has laid out an ambitious strategy for growth. Many of BIG’s clients are directly involved in addressing some of the most important economic and environmental challenges faced by our country. I’m excited to contribute my skills and experience in putting forward the positive agendas they have for policy-making and investment.”

This is the second public affairs hire for BIG this year. In January, senior account manager Paul Murphie, joined from Pagoda PR, where he led the firm’s public affairs practice. Paul was previously Deputy Head of Monitoring at political and intelligence research firm Newsdirect.  

The two appointments bring the strength of BIG’s public affairs team to four, with Fraser and Paul working alongside account manager Jen Scott and head of office Stewart Argo.

Barring a Devon Loch style collapse, the Labour Party will win the UK general election on July 4, Keir Starmer will become Prime Minister and Ed Miliband will almost certainly take on a senior energy policy role.

After the energy crisis of 2022, and the subsequent cost-of-living crisis that UK is still grappling with, it’s only natural that the sector, and therefore Miliband, are central to the national conversation. But while rhetoric is batted back and forth and the theatre of vote courting is scrutinised by the media, everybody knows what the end result will be.

Realistically the writing has been on the wall for a while now and the energy sector has had plenty of time to analyse, predict and overthink Starmer’s plans for the industry. To paraphrase philosopher Descartes, greater attention should be given to what people do, rather than what they say, and the conversation must now turn to what a Labour government looks like in practice.

We all know the headline pledge to create ‘GB Energy’ and headquarter it in Scotland, but the nuts and bolts of this flagship policy remain shrouded in uncertainty, while the North Sea is nervously waiting to see what the new government has in store for oil and gas. The upcoming launch of the Labour manifesto has a lot of questions to answer.

The impact of GB Energy

According to Starmer, GB Energy is an “investment vehicle” that will drive funding of clean power, rather than a publicly-owned utility as had originally been thought. The PM in-waiting believes it will encourage the private sector to invest too and will lead to “tens of thousands of jobs”. Overall, the government will spend £8 billion on GB Energy over the course of the next five years, although £3.3bn of that is ringfenced for Labour’s local power plan for small-scale clean power projects. 

In which city GB Energy will be headquartered remains to be seen, but Aberdeen, the UK’s energy capital, has a strong claim as its spiritual home. The north-east, or more specifically the North Sea, has been the source of much of the country’s energy since the 1970s, generating hundreds of billions of pounds in revenue for the Treasury in the process. 

It is a region in transition though, as the oil and gas industry continues its long decline to be increasingly replaced by renewables. Sustaining, and hopefully growing, jobs along the way is paramount, and transitioning workers from one sector to the other, as outlined by a recent Robert Gordon University report, is a challenge that Starmer and his party must negotiate. Insiders suggest the announcement of the HQ location is being kept up Labour’s sleeve to use ahead of the next Scottish Parliament election, likely to be held in 2026.

GB Energy polls well and is liked by voters, who feel that it removes fears over energy security and a reliance on foreign imports. But the public also like the windfall tax on the profits of oil and gas companies, whereas there are legitimate gripes in Aberdeen and the wider energy community over its impact on the sector’s ability, or indeed willingness, to invest in the cleaner energy sources needed. That disconnect between sector and consumer is a tightrope that Starmer must walk.

Opportunity for Starmer

The manifesto launch is an opportunity for Starmer to outline exactly what Labour’s plans are and how he intends to implement them. It must outline exactly how far Labour will go in its green pledges and whether this will be at odds with the long-term future of North Sea oil and gas. Moreover, Starmer must provide granular detail on what GB Energy actually is, beyond being a rather vague investment vehicle, and what technologies Labour are backing to meet its 2030 clean power objectives and the UK’s wider obligation to zero out emissions by 2050.

In an interesting session hosted recently by Politico, its energy reporters made the notable point that while Starmer has vowed to reform the planning system, voters may be surprised by what this physically looks like, as onshore windfarms, battery storage plants and hydrogen hubs pop up around the countryside over the coming years. It’s hardly controversial to say that a lack of infrastructure building has held the UK back, and Labour must reinforce what mandate it has to make the necessary widespread changes. As our client, DNV, has said previously, nimbyism opposition is a major hurdle in the route to net zero.

Labour are in the final furlongs of the general election race and seems poised to win by more than a length. We are now at the stage where every sector, from oil and gas to renewables, needs to know what Starmer intends to do with power.

Ben Palmer and Hamish Penman are account managers in BIG Partnership’s energy team.

There’s always an element of luck involved when working out the best time to launch a new report.

In supporting Robert Gordon University’s latest research, ‘Delivering our Energy Future’, the plan was to release the findings ahead of the UK General Election – we just didn’t know it would be the day before the Prime Minister made the call to go to the polls in July.

The report shows that the UK will fail to achieve a ‘just and fair’ transition by 2030 unless there is urgent alignment across the political spectrum to sustain UK offshore energy industry jobs, supply chain investments and the economic contribution of the workforce.

RGU analysed over 6,560 pathways for the UK offshore energy industry between now and 2030. The report concludes that UK and Scottish political decisions, rather than energy market economics, will determine the size of the workforce and supply chain, which makes the forthcoming election so important for the energy industry.

In its industry manifesto, OEUK states that by choosing a homegrown energy transition, “we can protect skills, secure investment and maximise sustainability”. This was echoed at our BIG breakfast event in Aberdeen last week, which featured representatives from operators, developers, investors and the supply chain.

There was considerable frustration around the table that the North Sea windfall tax, imposed by the Conservative government in response to the profits the oil and gas sector made during 2022’s energy crisis, remains in place, even though there are no longer windfall profits.

The Energy Profits Levy, as it is otherwise known, is to remain in place until 31 March 2029 and the Labour Party has announced plans to increase the windfall tax from 35% to 38% and extend it by a further year.

The SNP’s Westminster leader Stephen Flynn recently said that the windfall tax had been the “right thing to do” but proposals to increase the burden would stymie investment threatening jobs now and in the future. This was echoed last week by new First Minister John Swinney who said the tax had “gone too far”.

This year alone, several North Sea players have announced jobs cuts, blaming the windfall tax.

The fear amongst the guests at our roundtable was that the UK’s ‘energy resilience’ was under threat. Although the north east of Scotland is particularly affected, it was stressed that this is very much a national issue. Continued uncertainty is affecting investment, making domestic energy less competitive and increasing the UK’s exposure to costly imports.

The UK has a legally binding agreement to reach net zero by 2050 (2045 in Scotland) and the default line for politicians is that this very much remains the target. Fresh from the pandemic and the cost-of-living crisis, it is understandable that politicians are seeing net zero as an issue that can be addressed further down the line.

The UK became the first major economy in the world to halve its emissions between 1990 and 2022, which is a major accomplishment. However, what the RGU model highlights is that without pulling the right levers in the next five years, our hopes of achieving the mid-century ambitions in a ‘just and fair way’ hang by a thread.

What is required is a more joined up approach between industry and government. Our event showed that industry is chomping at the bit to engage with political parties of all colours and demonstrate the real impact of recent political decisions on workers.

The North Sea has the potential to be repurposed as a world-class, multi-energy basin. Only grown-up discussions can ensure that this ambition becomes a reality.

After last year’s announcements of integrating “AI (Artificial Intelligence)” into Google ads, it came as no surprise that Google Marketing Live 2024 was building upon this, taking the next steps to maximise the potential of the tool through some impressive innovations. This year highlights the new era of AI, new product launches, and strategic growth opportunities. We will explore some of the key features that were announced at the event and ones that we here at BIG were really excited to hear about.

AI Powered Shopping Ads

Users are starting to search in new ways, from asking more complicated questions through images and more. However, more avenues of search correlates to more opportunities to advertisers. Google is starting to test search and shopping ads in AI overviews. This allows advertisers to integrate short-form product videos, and virtual trying on with viewers now able to see how items fit by selecting different body types as well as 3D spinning. This allows shoppers to engage with products in a brand-new way before committing to purchases, the idea is to help sway them to click on ads and increase confidence. Even with strong creative assets, shoppers are always weary of making financial decisions without the physical product in hand. Enabling consumers to gauge a better understanding of the products in a virtual environment will help increase online sales.

Optimise

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This year will see additional changes being made to Performance Max (Pmax), with Google pushing the campaign type to advertisers to help optimise their campaign performance. Despite some advertiser’s concerns with Pmax, the campaign did see a multitude of changes with new AI-powered tools helping advertisers speed up the creation of high-quality assets across multiple channels by 5x.
Additionally, slightly more control is returning to advertisers to help maintain brand image. This comes in the form of guardrails such as the introduction of fonts, colours, and imagery to campaign creation. Google is starting to understand the importance of simultaneously having performance increases in campaigns whilst maintaining brand image within campaigns. Therefore, the introduction of these guardrails and editing capabilities will help rectify this issue.

Furthermore, Pmax is seeing more reporting and bidding optimisation options. For reporting, Pmax will now allow users to conduct placement reporting and exclusions for YouTube to help allow advertisers to ensure ads are being seen within more relevant videos. Additionally, asset-level reporting is being introduced. This allows for a breakdown of conversion performance on individual assets, allowing advertisers to gain an understanding of which forms of creative are working best for their ads. This is an interesting feature that will help to spark additional testing within Pmax campaigns, with advertisers having the confidence that comparing different assets will yield fruitful data that can be used within future campaigns by helping to understand what creatives help to reach intended goals.

Moreover, Smart Bidding will also see the introduction of profit maximisation. This will allow for campaigns to optimise profits within Pmax campaigns. This is achieved by using data from cart-level conversions against the cost of goods being sold in the Merchant centre, with Google reporting that profit maximisation has seen a 15% increase in profits for advertisers. The introduction of a new smart bidding features offers an opportunity for advertisers to run simultaneous campaigns against each other to help understand the impact that this is having on their performance and meeting specific goals. The introduction of profit maximisation could be particularly useful for campaigns where KPIs are focusing on ROI (Return on Investment).

The” Power Pair”

“Complimentary” was the word of the day, coming up a multitude of times when being asked what type of campaign should be running within certain scenarios such as Search, Demand Gen, etc. The compliment? Performance Max… The complementary mixture of campaigns alongside the use of performance was branded as the “power pair” helping to increase conversions, with the recent changes made to Pmax, this is an understandable statement from Google.

However, with changes to search and Pmax, this also saw changes to demand gen. AI-powered video campaigns are set to revolutionise YouTube advertising, with new features like stickers on YouTube Shorts and animated image ads, along with creator partnership ads, offering fresh, engaging ways to reach audiences. With these additions in demand gen video helping to reach 3 billion users across YouTube and Gmail.

While Pmax still has it doubts, from advertisers seeing less control over their campaigns and putting large amounts of trust into AI, Google remained adamant to continue running Pmax alongside other campaigns to see maximum results. An interesting statement, despite the question of running both campaigns simultaneously cannibalising each other. A question that was quickly shot down, stating the advertisers pushing Pmax are seeing a 27% increase in conversions with similar costs. Google is clearly pushing Pmax even more and wants advertisers to become more comfortable with the campaign type.

Preparing for a Cookie-less World

Something that had our close ear was the changes being made to first-party data with cookies slowly being phased out from Google, with Chrome seeing a 100% phase-out by early 2025. The first change made by Google was the availability of its data manager tool to all advertisers. This allows for a centralised hub for all first-party data (conversions, emails, surveys, etc.) into a single analytics hub. Data privacy remains a top priority for Google, and this helps to ensure transparency and control over data usage whilst simultaneously simplifying reporting and making advertisers’ life easier. As the industry moves towards a cookie-less era, Google is helping advertisers transition by emphasizing first-party data collection and AI-powered measurement solutions with the centralised hub being a stepping stone. Google stated that in the cookie-less era, advertisers will need to embrace AI as this will be crucial for powering personalised campaigns. The process since the cookies phase-out was announced has created concerns. However, this is hopefully a step in easing concerns.

Google sees the “new era of AI” helping advertisers to supercharge the entire advertising cycle, with many updates being announced influencing how advertisers work. It is exciting to see the opportunities arise soon. With many of these updates being rolled around Q3 or being trialled in different countries before the rollout into the UK, this offers opportunities for us to gain an understanding of how best to integrate and embrace these changes into how we work and help to deliver even stronger results that our clients can be proud of.

To find out more about these changes or get in contact about anything paid media related, be sure to contact the team at [email protected].

2024 continues to be an incredible time for us here at BIG Partnership as we announce £500,000 of new contract wins and promotions in our fast-growing Aberdeen office, with a new senior leadership team now in place to support further, rapid growth.

BIG director Gayle Grant, who has been with the agency since 2010, is stepping up to lead the Aberdeen office.

With 25 years’ experience, Gayle was formerly head of BIG’s energy practice. A journalist for five years, Gayle moved into technology PR in Cambridge before spending several years in a senior agency role in Manchester, leading campaigns for large-scale regeneration projects.  She joined BIG’s energy team in 2010 and was appointed to the board in 2020.

Gayle will be supported by a senior leadership team comprising former account directors Shona Hendry, Richard Crighton and Pam Wilson.

Shona, a senior news journalist and experienced press officer who joined BIG in 2007, has moved into the newly-created role of head of PR – Aberdeen to direct and deliver strategic planning of campaigns, largely in the corporate and consumer sectors.

Having worked in BIG’s energy team for 11 years, Richard has been appointed head of energy where he will lead growth across renewables and energy transition clients.

Pam, a former broadcast journalist and BBC radio producer who has been with BIG since 2013, has taken up the role of head of media relations – international, supporting BIG’s growing portfolio of global clients.

Founder of BIG’s Aberdeen office, Zoe Ogilvie said: “After 22 years of building and leading the business in Aberdeen, the time is right for me to take a step back. Taking my foot off the gas, to a certain extent, will enable the leadership team to flourish under Gayle’s direction and drive the business to the next stage in its growth.

“I’ll still be involved in key client accounts and will be supporting Gayle and the new leadership team who, between them, have over 80 years’ industry experience.”

Gayle Grant said: “I’m proud to lead our superb Aberdeen team, bringing fresh insights and strategies to our diverse clients. BIG is a very well-established name in the city and we have built a track record for delivering results across the marketing mix, building brands, influencing, and protecting reputations.

“I’m thankful to Zoe for her mentorship and guidance over the years and look forward to getting after the growth opportunities ahead.”

The BIG team in Aberdeen moved into larger premises at 6 Carden Place last year to enable further growth and has expanded its client base across energy, corporate and consumer sectors. 

BIG employs over 90 people across four locations in Aberdeen, Glasgow, Edinburgh and Manchester delivering strategic marketing and public affairs campaigns for hundreds of clients.

BIG’s CEO, Allan Barr, added: “Gayle has been a proven leader in our business for many years and, alongside her senior team, I am confident she will drive both the office and our overall business forward. We are also very pleased that Zoe will remain an integral part of our future success.“