Written for current and future MBA candidates by Justin O'Brien in his role as MBA Director for Royal Holloway University of London full time and distance learning MBA programmes.
Royal Holloways unique Victorian art collection in the stunning Picture Gallery
The last day of term saw the Royal Holloway MBA cohort celebrate in some style with a sumptuous luncheon alumni event organised brilliantly by Fiona Redding.
Not quite the traditional Christmas turkey dinner
The dedicated School of Management Alumni officer role is still relatively new and it is particularly gratifying to see how the heady mix of current MBA students with alumni and industry guests is now building a momentum of its own.
Current MBA students were feeling a sense of relief (having just handed in their last piece of assessed work for the term, an HR essay) and also tiredness, as the end of term has seen them work particularly hard on a variety of group presentations, individual course work and in class tests.
It was great to hear of plans for candidates to be reunited with their families over the Christmas period. Many had plans to travel throughout UK and continental Europe.
We were also pleased to see a strong representation from the various business partners we have worked with in the last year. Several were keen to explore opportunities to offer internships, work placements and full time roles. With a range of very interesting people present, all with a passion for the College and the MBA programme it was not surprising that there was some extensive networking taking place.
Royal Holloways highly renowned choir performing added a very special feeling to the proceedings
MBA 2012/13 Candidates Huiya Chuang and Eri Yazawa (who kindly allowed her photos to be used in this blog) with Royal Holloway MBA Director Justin O'Brien
My wife was pretty annoyed today at being given in a very confusing manner pens and sheets of paper for a market research company looking to evaluate different consumer reactions to the 3D and 2D versions of the new Hobbit movie, released this week. Because I teach market research at Royal Holloway and use the movie industry as the context for one seminar, I was, naturally, keen to participate and hoped to bring home a blank copy for more detailed analysis. (Students never far from my thoughts !)
Gollum: The MOST engaging eyes, brilliant CGI
Motivated, encouraged and plain nagged to arrange a family visit by our 10 year older son, we assume a function of peer inspired buzz was behind this behaviour. Some class mates were going on premier evening after school, we felt this was a bit too much, given the 2:45 run time.
We could not book opening weekend seats in flat screen mode, generally I do not like 3D because I have to put glasses over my own glasses and mostly because the movement scenes make me feel sick, without moving in my chair it is just the feeling that a roller coaster gives me. This blog is not a movie review site (check out IMDb if you lust after movie news) so, suffice to say this was a great family movie experience, we all loved it.
I am always putting my own MBA into action and whilst I completed the first form (I was given a single sided form, the crucial motivator email data capture for free stuff was missing) I found myself in that terribly academic manner tutting at some of the question formulation and several of the response box options did not let me share my opinions effectively.
New Zealand scenery a prime draw
I felt pity for the coding team (mostly tick box closed responses were required) when trying to analyse the consumers hand written descriptions of the three best scenes. I was surprised at the numbers of questions that seemed to offer up comments on length of the movie and the action scenes. (I love the scenery of New Zealand that is an integral part of this film franchise).
Whilst chatting with the market researcher, waiting for toilet formalities to be completed, he gave me permission to take some blank forms (ethically I was in the clear) and he also offered the different colour forms (exactly the same questions, just printed on different coloured paper). Proof that engaging in conversation with strangers can bring benefits. It is clear that in addition to the internal bench marking (including questions asking if we would by DVDs and Blue Rays) that would perhaps give an indication of the commercial success of the movie, perhaps the most important research objective was to measure the difference between customer satisfaction across the two and three dimension formats. The reading I have done on this suggests that the jury is still out on whether 3D is the winning format. I do not plan on buying a 3D TV any time soon.
Innovative Air New Zealand strenthen beauty visit us credentials
Wellington Airport boasts movie associations
The campus MBAs are now off on a well earned Christmas break, heads buzzing with ideas for what their dissertation topic might be.
One candidate is going to look at the brand of his country. I think it is interesting to note how brand New Zealand is being show cased thanks to Kiwi director Peter Jackson's choice of is home country as the back drop to this interpretation of J.R.R. Tolkein's writing.
Air New Zealand (home market size: 4 million) have a strong record in developing creative advertising concepts that have an enduring appeal that often has traction in the world of social media, for example this video. Safety video or viral communications asset ?
Country of Origin (CoO) effect is an important brand marketing concept that Royal Holloway MBA students are likely to cover. A simple image search shows a fully integrated marketing campaign (IMC) in action around this movie, with South Islands main airport (Wellington) investing in three dimensional models of Hobbit characters to clearly identify itself as the gateway to Hobbit country. Even the Kiwi post office looks likely to cash in on Hobbit mania with its range of promotional stamps featuring key characters. I applaud brand New Zealand for cleverly exploiting this movie franchise.
Having played a small role in helping the Royal Marketing (student society) form last year, I was delighted and rather honoured to be asked to be a guest speaker at one of the regular society meetings. I am a keen advocate of a strong marketing society and feel that the committee this year has done an amazing job, especially when you consider that Students Union funding only applies to societies that have been up and running for a year. (I guess a sensible viability test and filter)
Some of these students are even smiling !
Given that the target audience for the Marketing Society are undergraduates who have typically followed the Marketing Management module I run a regular big lecture slot on (with my marketing colleague Andy Whalley) I was expecting a low turn out for my session. I braced myself for less than a handful of hardy souls. In fact, I was doubting the logic in inviting me in the first place. Can you really have a full time marketing lecturer deliver a guest speaker slot at the marketing society ? Anyway...
Having worked on marking and lesson prep during the day and seen my family arrive home, it felt entirely incongrous to be going to campus to run a 1900 talk. Campus was surprisingly buzzy, busier than I've seen it during the daylight period. It was quite exciting. I was quite nervous. I did not know quite what to expect. I was not at all sure what I had prepared would work, as clearly in a voluntary, beyond class setting the rules of the game are very different. Firmly out of my comfort zone and regretting agreeing to particpate, I wore my favourite green hoody, with plenty of space to hide in if things went pear shaped. Perhaps it was the stage fright of a stand up comedian I was feeling. You know the material, you've done the gig scene for ages. Yet every new audience provides its own particular challenge. I often liken lecturing to the role of the stand up comedian. I like to watch the good, the bad and the ugly to understand different approaches and unpick why some don't work as well as others. I digress.
However, Nathan (founding society president) and the executive committee had done a sterling job in marketing the event (I guess there is a clue in the name !) and they had ensured that there was quite a large group of students in attendance. Given a very challenging topic that felt it might be dangerously heavy on the dry stuff that doesn't work, I decided to focus my efforts on sharing with the student group (which, pleasingly included four current Royal Holloway MBA students) a light hearted career profile, the global McDonald's story that got me into academia and case study on my own global vs local marketing struggle as British Airways Sales and Marketing Manager for Russia, from back in the day when this was a hot new topic.
Royal Holloway MBA Director, Justin O'Brien
As ever, I used my own particular lecturing style, based as it is on my strongly held belief that engaging the audience is the critical objective. "Fun Learning" is how I describe it. I am not funny and really cannot tell jokes - but trying to find different ways to surprise, entertain, amuse and enlighten the group in front of you is always an exciting challenge. Getting a reaction is crucial to see if it is working.
My objective is not to (using the European learning metaphor) to fill lots of empty jugs with knowledge, but (UK style) seek to light a fire that will never go out. I hope to inspire a natural curiosity, to enable others to look at the world in a different way (often using marketing tools and concepts) and give enough to inspire interest to go away and learn more. I (amusingly appropriate here) remember vaguely research that suggested that 50% of information is forgotten within an hour and by the end of the week most people would be lucky to remember even 10% of any given lecture without using some form of revision. Thus creating highly memorable 'peaks' of learning, amazing stories or facts, humourous (remember - I don't do funny) anecdotes from which personal learning journeys can commence is the modest objective I set myself. Feedback suggests this approach generally works quite well.
Gratifyingly, the Royal Marketing session was completed, a few good questions, a few people leaving once the hour slot was done and several thank yous (now that did feel a bit strange). A quick pint of Guiness in the pub with a hard core and back to reality.
Wonder if I will get invited back to do something next year ?
For a second succssive year, The Royal Holloway MBA group of 34 temporarily left their leafy campus setting and hectic schedule of classes to visit the nearby "Thrills Capital" of the UK. MBAs, drawn from all over the world, are particularly keen to visit organisations first hand to get a stronger appreciation of how business in the UK works.
Thanks to the generous partnership of Thorpe Park management team, MBA students were able to hear about the challenges of a quite remarkable business, which not only faces the typical challenges of a leisure business, a particularly wet summer, the 2012 Olympics, and competing for share of spend in a slow growing economic context, but one that also includes a special ecological considerations, operating as it does in a site surrounded by a wetlands wildlife sanctuary.
Thorpe Park is one of 93 attractions that form the Merlin Group, a global operator that currently lies second only to Disney. In close proximity to other Merlin Group attractions (Legoland and Chessington) the Thorpe Park mission is carefully targetted at the mercurial 16-24 age group. The Royal Holloway MBA group were given five real business questions to respond to after having been given the chance to visit the park 'behind the scenes' and fire questions at a panel of Thorpe Parks senior management.
Having worked together in groups to address the set questions the Thorpe Park management team will be hosted on the Royal Holloway campus to hear what the students recommend. It is hoped the fresh and challenging perspectives, pitched using newly acquired analysis and presentation skills, will provide some genuinely helpfull insights for the Thorpe Park management team.
Over the past couple of years whilst I have been involved in the recruitment of prospective students onto The Royal Holloway MBA I have reasonably often asked about the relevance of this programme for the public and third (not-for-profit and charities). The stereotypical MBA would be expected to look for a high pressured, well remunerated role in the financial services or consulting sectors. Fortunately, whilst a few do follow this path, the global group of MBA candidates that start each year in September at the iconic Egham campus tend to follow a much broader range of paths on graduation.
Royal Holloway used to offer a wide range of public sector specifc programmes and modules, but as the differences between the three sectors have reduced, these highly specialised options no longer exist in our portfolio with lecturers considering private, public and third stream sectors as a matter of course. Perhaps due to the liberal arts history of the College, Royal Holloway tends to see MBA candidates join from very wide backgrounds that includes representatives from all three sectors.
As part of a regular lunch time speaker session, laid on specifically for the MBA group, Peter Berry came to campus on a foggy, damp, November day, to share insights from his illustrious career, which included rescuing and reinvigorating the not-for-profit Crown Agents organisation, as well as being decorated by both Britian and Japan. Using an example of change management he described how he had recommended to unpick the civil service pyramid organisation that saw a product led orientation staffed by personal fiefdoms switched to a market facing one that required 30% fewer staff, but resulted in a more efficient and effective organisation.
Peter also regaled a story that challenged the idea of assessing a charities effectiveness by measuring its running costs as a percentage of turnover, preferring to encourage the Royal Holloway MBA group to consider mission effectiveness. His organisation set up a logistics operation to deliver essential food aid to people isolated by war, in both the former Yugoslavia and then in the African lakes (Rwanda). The introduction of convoys of well paid ex-soldier driven trucks replacing low cost and heroic locals, protected by guards, whilst more costly to operate, were considerably more effective at completing their missions, and thus saving starving people in great peril.
Having operated in many parts of the world where corruption was the norm, Mr Berry talked through how he managed to ensure that his entire organisation understood that moral and ethical behaviour was a fundamental requirement, however elusive the concept was to define. The value of integrity in doing business was also highlighted, that whilst some significant markets were unaccessible due to the firm stance taken by Peter in his leadership role, this position in itself also opened up other opportunities.
Growth in non-goverment organisations (NGO's) and charities was identified as an important area for MBAs to consider for their future careers. Peter rather surprised the group at one point by suggesting that having fun is vitally important, and that you should never consider moving for less than a 20% improvment in your package - but this might not be a financial 20% - but may be entirely for fun. He flagged that many non-profiteering organisational roles do not pay badly and when interesting work, combines with good training and development and enjoyment of the work (for an outfit that is about doing good for society) - this is a combination that can offer satisfaction that a high salary for work you hate cannot compete with.
Peter Berry neatly answered one question about the validity of The Royal Holloway MBA in the public and not-for profit sectors by identifyingkey skills of ensuring the mission is delivered as being crucial, and suggesting that the training offered in the MBA programme would give individuals the capabilities that should make them highly desirable and effective managers and leaders in these sectors.
It was also clear from the strong and positive thanks that was given to Peter after his talk, that several students were positively invigorated about the possible opportunities companies like Crown Agents might hold for them going forwards.
Can you talk the talk and walk the walk ? The best advice I could ever give a new people manager.
The 10 Commandments
(for managing people)
1. Recognize peoples' effort
2. Act on poor performance
3. Stop fire fighting - start planning
4. Delegate and stop meddling
5. Make informed decisions
6. Stop controlling - start influencing
7. Communicate more
8. Take more business risks
9. Ask for feedback
10. Be seen to be doing 1-9 above
I have a little card on my desk, it dates from before Y2K (the IT panic concept that saw us all run around undertaking risk assessments and major software/system updates just incase computers thought we had gone back to 1900 not 2000 due to the DD-MM-YY date convention used inside many computer chips. This, much like my local firework display this year, was a bit of a damp squib).
A learning campus - safe space where MBAs experiment with new leadership styles
It was something my then boss Paul Giblin had us print up for every manager in the BA Germany organisation for our conference that year. I think it was a pretty snappy management philosophy even back then when my hair was thick and curly. I keep it on my desk now, even though formally I no longer have anyone reporting to me. As I have matured and gained more experience I note that the wisdom contained within this ten short paragraphs is more appropriate now that ever before.
Feedback sandwich start & end with positives
'Act on poor performance' is something that I need to keep reminding myself. (With exceptions) my impression of the civil service is one where many of the great (and some of the awful) commercial managerial practises have really yet to manifest themselves. When coaching students in groups I often suggest that giving feedback (using the feedback sandwich approach - lots of positive bun with a meaty developmental centre, but start and end on positives) and explaining (using a factual approach) is very helpful. Most people do not wish to annoy or disappoint others, its unintentional and perhaps because noone has ever told them before. Take a big breath, find the right moment and give it your best shot (honest and true, but diplomatically, of course.) Starting the process with "You know what your problem is..." and alike are NOT recommended.
I need it to remind me that I have a nasty tendency to do everything over email (my wife jokingly suggests that I would even have proposed over email, given half a chance...) and No. 7 "Communicate more" is there to remind me that informal corridor chats are not work denying opportunities but the chance to deepenend and widen my networking, you just never know when someone will be able to thrust an idea or solution into your lap. In my role supporting the Royal Holloway MBA this week I found myself regretting that I had not done something face-to-face, whilst painfully wordsmithing a series of email tennis communications.
In a blame culture where criticism is rarely in front of the at fault individual, it is often the case that the giving and receiving of honest and meaningful feedback is an approach that is lacking. We all want to improve, building trust in your colleagues to be able to tell you where you are over stepping the line or have been a bit too much is important. Looking out for what people are NOT saying is also key, perhaps they do not feel comfortable telling you how they feel.
Number 10 always makes me smile. When we came up with this list - the first five were easy, the next four came slowly. The last one - the all important tenth - that made sense of the 10 commandments title we'd rather irreverently developed - always felt like a filler. But actually, of course, demonstrating your managerial/leadership philosophy is crucial, perhaps most aptly demonstrated in the "walk-the-talk" expression. I am proud to have played a small role in support Paul Giblin putting his pocket book management in ten simple bullet points.
Gone are the days of 30 million of us sitting down after the queens speech at Christmas to watch a jolly good show together with great auntie Edna snoring on the sofa, our choice restricted to just four or five terrestrial button options. Sky multi-room, time shift TV hard drives "never miss a minute" and computer based catch up services have put paid to this. Gone also, I imagine, the power companies headache of predicting the simultaneous kettle spikes of surging electricity demand during the first Bond movie commercial break on Boxing day, premiering to the massess a full five years after its cinematic debut. Reassuringly though, Coca Cola will still be there with another reinvention of jingle bells, bright red Coke and that Christmas feeling, seeking to carve out its ownership of this community celebration space that seems to be a core brand value. But have we seen the last ever John Lewis masterclass in effective emotional branding with this years Christ-tingle making story of the lonely snow man ?
At 90 seconds in length it is certainly making a statement, although of course with the declining trend for embedded simultaneous television audiences, the cost may not be quite as high as we imagine. In line with contemporary brand building approaches, the John Lewis brand, shop space, and friendly staff are entirely absent from screen and you only get to know it is indeed a JL classic in the closing credits. Story told, emotional connection firmly made, just a pair of gloves, scarf and hat to show for it ! Entirely the opposite approach is taken by Marks and Spencer's who appear to want to reverse a declining sales trend by using fast changing, high energy dancers, vignettes flicking through their target segments, to show case as much of the new range as possible. To my mind they are using a genre that is so strongly associated with GAP that it might as well be a GAP ad. Snatching at too much, too quick, unlikely to be memorable is my firm belief. Juxtapose the soft, intricate and deliberately slow story telling preferred by Craig Inglis, Marketing Director for the partnership business.
Enter stage right, Gabrielle Aplin, the young twenty something picked out of obsurity to cover a melancolic eighties version of 'The Power of Love' by sometimes contraversial Liverpudlian band Frankie Goes To Hollywood. (Which of course these days would be referred to as FGTH, naturally.) Like a well oiled machine, the meticulously executed 21st Century communications package is designed to deliver a mighty emotional punch. The cheaply exploitable, emerging artist (often the opposite sex to the original artist for an added twist), keen on the exposure and hopeful that the successful middle market department store advertising spend will help break them into the big time, provides a convenient platform of safety in a classic hit, but hope in establishing youthful credentials with the new artists edgy cover. Nostalgic eighties music for the higher spending 30's and 40's age group deliberately chosen by stealth. Of course, from a marketing planners perspective using your brand to launch a top ten hit hopefully pays dividends as the carry over of the song can help remind and reinforce the campaign without further payment, perhaps even on channels that do not accept advertising. (BBC making the news, not just reporting it !) Just look at what happened in 2010 for Ellie Goulding and her cover of an Elton John classic, based on this it is not unreasonable for Gabrielle to hope for a BRIT award, a chart topper and to break into the USofA in 2014. Go, Gaby, Go !
Back to the ad: A series of clips show the sad and lonley snowman's journey across stunning landscapes (The Mail suggests this is a Lord of the Rings Froddo like quest, since the stunning scenery and ample snow of New Zealands south island are used as the set) to eventually achieve his quest, reunited with Mrs Snowman at home, perfect gift bestowed and happiness ensues.
Cynically, I am not quite sure what message the audience should take away from this ? Getting to and from a John Lewis, particularly the car park in Southampton, is an epic journey that will see your devotion fully tested ? Buy your loved ones warm clothes for outdoors, because the economy is so bad you will welcome the warmth ? Here I have to fess up to being a big softy on John Lewis, having purchased a 2011 CD of the cover songs used for their advertising campaigns. I even use John Lewis as a cracking case study when I teach marketing on The Royal Holloway MBA. I guess we know the message is something around 'if you struggle to find the right gift for someone you really care about, go to John Lewis and you will not be disappointed'. Touchingly sentimental, and where I should probably finish this post.
However, aside from GAP like M&S, other players like Debenhams have emulated the magic formula used now for several seasons and what in the past saw John Lewis as distinctive and quite different may get lost and the inhibited memorability may see this genre of ads be replaced by a 'different kind of different' that drives a stronger return on investment for the advertising spend. For the JL creatives, it will surely be a tough call to opt for a different formulation, particularly when the December retail spend plays such a vital role in the years sales performance.
