GETTING YOUR MESSAGE ACROSS
TARGETjobs Breakfast News Feb 2013
Nov 07, 2014
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GETTING YOUR MESSAGE ACROSS
BRYAN FINN 1954–2012
FIVE BREAKFAST NEWS EVENTS IN 2013
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AGENDA FOR TODAY
THE ECONOMIC FORECAST
IS GRADUATE RECRUITMENT CHANGING?
GETTING YOUR MESSAGE ACROSS
WHAT ARE YOU SAYING?
THE ECONOMIC FORECAST
THE RECESSION IS OVER
A DEEP RECESSION
-6.0
-4.0
-2.0
0.0
2.0
4.0
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
%
QUARTERLY
ANNUAL
Long-term average
BUT A FRAGILE RECOVERY
LEGACY ISSUES
CONSUMERS WERE THE DRIVING FORCE
-3
-2
-1
0
1
2
3
4
5
6
7
1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
% C
HA
NG
E
CONSUMER SPENDINGRETAIL SALES
BUT UNDERPINNED BY BORROWING
-1
1
3
5
7
9
11
13
15
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
%
75
85
95
105
115
125
135
145
155
165
INTEREST REPAYMENTS/DISPOSABLE INCOMES(LHS)
DEBT / DISPOSABLE INCOMES(RHS)
%
THE BIG HOUSEHOLD SQUEEZE
-4
-2
0
2
4
6
2001 2003 2005 2007 2009 2011
% a
nnua
l gro
wth
-4
-2
0
2
4
6
% annual grow
thReal household income*
Inflation Earnings
UNEMPLOYMENT STUBBORNLY HIGH
500
750
1,000
1,250
1,500
1,750
2,000
2007 2008 2009 2010 2011 20120
1
2
3
4
5
6
7%
of workforce
Unemployed 000s (L axis)Unemployment rate (R axis)
Num
ber 0
00s
A DIFFICULT CONSUMER ENVIRONMENT
-3.5
-2.5
-1.5
-0.5
0.5
1.5
2.5
3.5
4.5
5.5
1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
% C
HA
NG
E
CONSUMER
SURGE IN PUBLIC SECTOR BORROWING
GOVERNMENT FINANCES WEAKENED
-15
-10
-5
0
5
10
15
20
1999/00 2001/02 2003/04 2005/06 2007/08 2009/10
% o
f GD
P
20
25
30
35
40
45
50
% of G
DP
CURRENT REVENUE (RHS)
CURRENT EXPENDITURE (RHS)
SURPLUS/DEFICIT (LHS)
SO NET DEBT (AS A % OF GDP) SOARED
25
33
41
49
57
65
73
1990-91 1992 1994-95 1996 1998-99 2000 2002-03 2004 2006-07 2008 2010-11 2112 2114-15 2116
% of
GDP
Sustainable Investment Rule
Autumn Statement, December 2012
GOVT RECEIPTS AND SPENDING
35
40
45
50
55
2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18
% of
GDP
Autumn Statement, December 2012
NEW ISSUES
EUROZONE FRAGILITY
IN THE WRONG PLACES
0
20
40
60
200820031998
%
0
20
40
60
%
Western Europe
Central & Eastern Europe
BRIC (Brazil, Russia,India, China)
Euro Area southern fringe (Greece, Spain, Italy,Portugal)
Share of UK exports (goods & services):
GETTING THE DEBT DOWN
50
60
70
80
90
100
110
120
130
Euro Area France Germany Italy
% o
f GD
P
50
60
70
80
90
100
110
120
130
% of G
DP
2009 2010 2011 2012 2013 2014
GETTING THE DEBT DOWN
50
60
70
80
90
100
110
120
130
140
150
160
Greece Portugal Spain Belgium
% o
f GD
P
50
60
70
80
90
100
110
120
130
140
150
160
% of G
DP
2009 2010 2011 2012 2013 2014
IMBALANCES: THE KEY TO DEBT
-250
-200
-150
-100
-50
0
50
100
150
200
250
2003 2004 2005 2006 2007 2008 2009 2010 2011
€ bn
, ann
ual t
otal
s
-250
-200
-150
-100
-50
0
50
100
150
200
250
€ bn, annual totals
Germany Ireland Italy Spain Greece Portugal
Current account balances
ALL STICKS AND NO CARROTS
20102011
2013
2012
-8
-6
-4
-2
0
2
4
6
%
-8
-6
-4
-2
0
2
4
6
%
Euro Area Greece Portugal Spain
GDP growth
OUTLOOK
INFLATION – LIKELY TO EASE
-2
-1
0
1
2
3
4
5
6
2009 2010 2011 2012 2013
% c
hang
e m
onth
on
mon
th
CPI RPI
Forecast
Target
Range
INTEREST RATES TO STAY LOW
0
1
2
3
4
5
6
7
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
%
Forecast
SO STERLING TO REMAIN COMPETITIVE
1.4
1.5
1.6
1.7
1.8
1.9
2.0
2.1
2005 2006 2007 2008 2009 2010 2011 2012 2013
$/£
1.0
1.1
1.2
1.3
1.4
1.5
€/£
Sterling weaker
US$ / £ (L axis)
euro / £ (R
axis)
Forecast
GDP (100%) = Consumer spending (64%)
WHERE IS GROWTH COMING FROM?
REAL EARNINGS GROWING AGAIN
-4
-3
-2
-1
0
1
2
3
4
5
6
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Average earnings growthConsumer price inflation
Real earnings growth
%
DEBT REPAYMENT UNDERWAY
75
100
125
150
175
1991 1993 1995 1997 1999 2001 2003 2005 2007 2009 2011
%
75
100
125
150
175
%
Household debt:income ratios
A SLOW CONSUMER RECOVERY
-3.5
-2.5
-1.5
-0.5
0.5
1.5
2.5
3.5
4.5
5.519
9119
9219
9319
9419
9519
9619
9719
9819
9920
0020
0120
0220
0320
0420
0520
0620
0720
0820
0920
1020
1120
1220
1320
14
% C
HA
NG
E
CONSUMER Forecast
GDP (100%) = Consumer spending (64%) +
Investment (15%)
WHERE IS GROWTH COMING FROM?
CORPORATE SECTOR IN GOOD SHAPE
30
40
50
60
70
80
2001 2003 2005 2007 2009 2011
£ bi
llion
8
10
12
14
16
18
%
Gross operating surplus
Profitability
Operating surplus and profitability of UK private non-financial companies
BUT COMPANIES NOT SPENDING
50
60
70
80
90
100
110
120
2001 2003 2005 2007 2009 2011
%
40
50
60
70
80
90
100
110
120
130
140
£ billion
Investment relative to post-tax surplus(L axis)
Level of investment (R axis) Investment by Private Non-financial Corporations
INVESTMENT TO PICK UP……AT LAST
-16
-12
-8
-4
0
4
8
12
16
20
24
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
% a
nnua
l gro
wth
Business Investment Forecast – OBR 2012
GDP (100%) = Consumer spending (64%) +
Investment (15%) +
Government spending (23%)
WHERE IS GROWTH COMING FROM?
GETTING THE DEFICIT DOWN
0
30
60
90
120
150
180
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016-17
£ bn
0
2
4
6
8
10
12
%
Net borrowing (L axis)
% of GDP* (R axis)
GDP (100%) = Consumer spending (64%) +
Govt consumption (23%) +
Investment (15%) +
Net trade (-2%) (Exports 30% – Imports 32%)
WHERE IS GROWTH COMING FROM?
EXPORTS STARTING TO RESPOND
-30
-20
-10
0
10
20
30
15/03/2002 15/03/2003 15/03/2004 15/03/2005 15/03/2006 15/03/2007 15/03/2008 15/03/2009 15/03/2010 15/03/2011
GoodsServices
Ann
ual P
erce
ntag
e ch
ange
LIGHT AT THE END OF THE TUNNEL
SLUGGISH GROWTH AS GOOD AS IT GETS
-6.0
-5.0
-4.0
-3.0
-2.0
-1.0
0.0
1.0
2.0
3.0
2007 2008 2009 2010 2011 2012 2013
%
QUARTERLY
ANNUAL
Long-term average
Forecast
THANK YOU
IS GRADUATE RECRUITMENT CHANGING?
WHAT HAS CHANGED (OVER THE PAST 5 YEARS)
CHANGES IN PRIORITIES
CHANGES IN RESOURCES
CHANGES IN THE MEDIA LANDSCAPE
CHANGES TO THE EMPLOYER BRAND
CHANGES IN THE QUALITY OF GRADUATES RECRUITED
CHANGES IN THE PROFILE OF GRADUATE RECRUITMENT WITHIN THE BUSINESS
WHAT WILL CHANGE (IN THE NEXT 5 YEARS)
CHANGES TO TALENT ENTRY ROUTES
•
• •
•
CHANGING PRIORITIES IN GRADUATE ATTRACTION
CHANGES IN DELIVERY OF GRADUATE RECRUITMENT
• • • •
THINGS HAVE CHANGED AND WILL CONTINUE TO CHANGE BUT EVOLUTION, NOT
REVOLUTION
GETTING YOUR MESSAGE ACROSS
PRODUCTS AND SERVICES
PEOPLE AND BEHAVIOURS
ENVIRONMENTSAND CHANNELS
COMMUNICATIONS
CLARITY CONSISTENCY LEADERSHIP
GETTING YOUR MESSAGE ACROSS
SEARCH
WATCH VIDEO ON
PHONE
DOWNLOAD IPHONE
APP
COMPARE SHOP ONLINE
LIKE US ON
BUY ITEM
SHOP ON WEBSITE
WATCH YOUTUBE
COMMERCIAL
VIEW PRINT AD
READ BLOG
VIEW BANNER
AD
READ REVIEWS
WATCH TUTORIAL
DEMO PRODUCT IN STORE
66%
65%
63%
61%
61%
60%
56%
51%
48%
45%
44%
42%
38%
0% 10% 20% 30% 40% 50% 60% 70%
They pay fairly compared to the competition
They have a positive impact on people’s lives
They give me responsibility to make a difference
They set high standards for the quality of work
They are well known for looking after their customers
They treat employees respectfully
Their products or services are seen as being the best
They are praised for their ethical standards
They give back to the community
They have a celebrated heritage
They consistently produce great financial results
They have inspiring senior managers
They are represented positively in the media
Ranking score (%)
WHAT MAKES YOU PROUD AT WORK?
0.23
0.27
0.31
0.34
0.34
0.35
0.36
0.38
0.39
0.44
0.47
0.52
0.63
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70
They have a celebrated heritage
They give back to the community
They consistently produces great financial results
They are represented positively in the media
They are praised for their ethical standards
They pay fairly compared to the competition
They have a positive impact on people's lives
They give me responsibility to make a difference
They have inspiring senior managers
They treat employees respectfully
They are well known for looking after their customers
They set high standards for the quality of work
Their products or services are seen as being the best
Correlation score
WHICH FACTORS SHOW THE STRONGEST CORRELATION?
“ to promote the development of China’s brand commodities so as to benefit the world’s people . development of brand commodities concerns China’s economic growth and social progress”
0
50
100
150
200
250
Interbrand Top 100 Portfolio
S&P 500 Index MSCI World Index
BEST GLOBAL BRANDS BY SECTOR Sector Breakdown
FINANCIAL SERVICES 14
ELECTRONICS 14
FMCG 11
AUTOMOTIVE 12
ALCOHOL 7
LUXURY 7
BUSINESS SERVICES 5
DIVERSIFIED 5
BEVERAGES 4
INTERNET SERVICES 4
RESTAURANTS 4
APPAREL 3
MEDIA 3
COMPUTER SOFTWARE 2
SPORTING GOODS 2
ENERGY 1
HOME FURNISHINGS 1
TRANSPORTATION 1
Names Visual identity
Product ranges External communications
Vision Values
Management controls
Business processes
Training and recruitment
Beliefs and personality
Employee communication
Clear brand strategy
Methods of rewards Sense of purpose
Shared sense of fate
BRAND AS CENTRAL ORGANISING PRINCIPLE
SALES
MARKETING
MANUFACTURING/ RETAIL OPERATIONS
DISTRIBUTION
R&D
FINANCE
TO THIS:
BRAND STRATEGY
TRADITIONAL COMMUNICATION
HR
SALES
MARKETING
MANUFACTURING/ RETAIL OPERATIONS
DISTRIBUTION
R&D
FINANCE
HR
BRAND STRATEGY
BUSINESS STRATEGY
FROM THIS:
BUSINESS STRATEGY
Brand strategy
HR strategy & practice
Business strategy
PRODUCTS AND SERVICES
PEOPLE AND BEHAVIOURS
ENVIRONMENTSAND CHANNELS
COMMUNICATIONS
BRAND
People Brand
People & Behaviours
Environment/channels
Appraisals
Feedback mechanisms
Career customisation
Competencies & Behaviours
Development
Performance management
How people feel when they walk into your office
Interview rooms and experience
Organisational design (team structure)
Job mobility
Recruitment fairs
Roadshows
Products & Services
Communications
Offer letters
Induction packs
Learning and development programmes
Flexible working practices
Comp. & Bens
Advice and guidance for non HR colleagues
Intranet
Milk-rounds
Referral programmes
Recruitment advertising
Newsletters
Social medis
CLARITY CONSISTENCY
CLARITY CONSISTENCY LEADERSHIP
STRONG PEOPLE BRANDS SHARE 5 KEY TRAITS
1. Distinctive stance and reputation as an employer
2. Evokes both emotive and tangible benefits
3. Built into and brought to life by company policies, procedures, and practices
4. Consistently communicated in company actions and behaviours
5. Modelled by leadership
VISION Man is the creator of change in this world and should not be subordinate to machines or systems. MISSION Providing human tools. Dedicated to the empowerment of man, helping change the way we work, learn and communicate. VALUES Individualistic, thinking differently, clarity, clever.
PRODUCTS AND SERVICES
PEOPLE AND BEHAVIOURS
ENVIRONMENTSAND CHANNELS
COMMUNICATIONS
BRAND
HUMANISING TECHNOLOGY COMMUNICATIONS
PRODUCTS AND SERVICES
ENVIRONMENTS AND CHANNELS
PEOPLE AND BEHAVIOURS
DELIVERING THE BRAND
• • • •
• •
• •
GOOGLE – LANGUAGE AND TONE OF VOICE
CLEAR AND CONSISTENT BRAND IDENTITY
BMW – CONSISTENT TRAINING AND DEVELOPMENT
“At BMW Brand Academy, we train staff and produce training materials around the BMW brand, as well as bringing best practice and knowledge for the management to share”
‘Our mission is to be the earth’s most customer-centric company it’s the job of every person in this company to reinforce the culture, including me.’
“We are thrilled to create the first ever ‘Tweetwalk show’ in partnership with Twitter”. Christopher Bailey, Burberry Chief Creative Officer
• Consistent rigorous training programs • Fact based and hypotheses • Call assignments “engagements” • Confidentiality is cardinal • Never work alone, always in a team • Coaching/ mentoring as soon as you arrive
BEST PRACTICE? GOLDMAN SACHS
GOLDMAN SACHS - LANGUAGE
• Excerpts from the Goldman Sachs Business Principles • superior returns to our shareholders • profitability is critical • uncompromising determination to achieve excellence • We make an unusual effort to identify and recruit the very best person for every job. Although our activities are measured in billions of dollars, we select our people one by one • Being diverse is not optional; it is what we must be. • We have no room for those who put their personal interests ahead of the interests of the firm and its clients. • The dedication of our people to the firm and the intense effort they give their jobs are greater than one finds in most other organizations. • We consider our size an asset that we try hard to preserve • Our business is highly competitive, and we aggressively seek to expand our client relationships .
GOLDMAN SACHS - LANGUAGE
• Excerpts from the Goldman Sachs Business Principles • superior returns to our shareholders • profitability is critical • uncompromising determination to achieve excellence • We make an unusual effort to identify and recruit the very best person for every job. Although our activities are measured in billions of dollars, we select our people one by one • Being diverse is not optional; it is what we must be. • We have no room for those who put their personal interests ahead of the interests of the firm and its clients. • The dedication of our people to the firm and the intense effort they give their jobs are greater than one finds in most other organizations. • We consider our size an asset that we try hard to preserve • Our business is highly competitive, and we aggressively seek to expand our client relationships .
“In a future where physical and virtual worlds will blend every brand
will have the possibility of becoming both a powerful medium and a power retailer - if they can
quickly build strong enough relationships.”
The Future of Brands
SEARCH
WATCH VIDEO ON
PHONE
DOWNLOAD IPHONE APP
COMPARE SHOP
ONLINE
LIKE US ON
BUY ITEM
SHOP ON WEBSITE
WATCH YOUTUBE
COMMERCIAL
VIEW PRINT AD
READ BLOG
VIEW BANNER
AD
READ REVIEWS
WATCH TUTORIAL
DEMO PRODUCT IN STORE
CLARITY CONSISTENCY LEADERSHIP
THE BENEFITS OF HAVING A PEOPLE BRAND
– Higher levels of staff retention and therefore reduced staff turnover costs
– Reduced candidate attraction costs as people want to work for your organisation
– Reduced recruitment costs as you attract higher performers – Higher employee morale and potentially greater productivity – The opportunity to build and reinforce the culture and work
practices of the organisation both internally and externally – Making your overall corporate brand more valued and
valuable
WHAT ARE YOU SAYING?
Change is the
only constant.
Rip Van Winkle
Washington Irving, 1819
Your true nature may
only emerge when you
find yourself cornered.
<---------------18cm------------>
<---
----
----
----
----
--26
cm--
----
----
----
----
--->
THE TROPESCOPE
A ‘TROPE’ ORIGINALLY MEANT A
FIGURATIVE EXPRESSION, BUT
INCREASINGLY IT IS TAKEN TO MEAN
THOSE COMMON CONVENTIONS,
DEVICES AND CLICHĒS FOUND IN
CREATIVE WORKS.
Trope #1
A young person holds up a sign with
SOMETHING WRITTEN ON IT.
Bob Dylan - Subterranean Homesick Blues, 1965
2007
2008
2007
2011
Trope #2
Young people jump into the air in
unison, expressing joy and excitement
that scarce may be contained.
Cultural reference: A-level results day in the local press
2002
2002
2001
2009
The question facing creative teams in the
middle of the first decade of the twenty-
first century was, “Can we create even
more visual impact and exhilaration than
we have seen here?”
The question facing creative teams in the
middle of the first decade of the twenty-
first century was, “Can we create even
more visual impact and exhilaration than
we have seen here?”
The answer was, “Yes we can.”
THE DIATROPE In which two tropes are combined to
create an impact that is EVEN MORE
striking than the sum of its parts.
2009
Trope #3
Young persons sitting on strange
things in high places, the better to
view their future prospects.
2007 2013
Again, the devil taketh him up into an exceeding high mountain, and showeth him all the kingdoms of the world, and the glory of them; and saith unto him, All these things will I give thee, if thou wilt fall down and worship me. Then saith Jesus unto him, Get thee hence, Satan: for it is written, Thou shalt worship the Lord thy God, and him only shalt thou serve.
The Gospel According to St Matthew, Chapter 4, Verses 8-10
Trope #4
The re-purposing of the classic jigsaw
puzzle to express the integration of the skills
and sensibilities of the individual with the
culture and purposes of the enterprise.
2013
Trope #5
Typographical noodling that seeks to
invest a commonplace thought with
anarchic energy and graphic vitality.
2013
What dire offence from am'rous causes springs,
What mighty contests rise from trivial things…
The Rape of the Lock, Alexander Pope, 1712
What dire offence from
am'rous causes springs,
What mighty contests rise
from trivial things “I wanted to give it more impact, it’s like a word cloud, right ?” Graphic design early 21st century.
Trope #6
Tragic hubris that sometimes
provokes the gods to wrath.
2007
Trope #7
Exploring the unique and limitless
potential of recruitment language.
2001 2006 2012
The Inexorable Rise of the Big Four
Experts at the heart of a new economy
Helping power our ambition to remain the foremost professional services firm in the world are a wealth of highly
talented graduates, enjoying work of spectacular range and variety.
A career worth aspiring to
Ambition is a good thing. So are aspirations. Ours have helped to keep us ahead in the global marketplace for
professional services. It’s the ambition of exceptional individuals like you that has helped us achieve our goals. For
you, it’s the promise of a career that can take you further – and faster – than you ever thought possible.
Step into the best career in business
An extraordinary future in business opens up when you join us. Few will be able to match the network you’ll build, the
exposure you’ll gain and the expertise you’ll develop with us. In fact, we’ll give you all you need to become someone
the world’s biggest businesses turn to for advice.
A superlative decade
Face challenges with confidence. Nimbly navigate every obstacle in your path. It’s that
unique quality that’s positioned you where you are today. And it’s what we value here.
Join our team and we’ll open your career path and give you new opportunities to take the
possible and make it real. We’ll solicit your input and provide training, mentorship and
support to boost your aspirations to a global level. And as part of the world’s leading
financial institution, you can create the kind of opportunity that begets greater opportunity
and bigger impact than you ever imagined.
What the Dickens
Your unleashed potential is our most powerful asset. Your ideas, ambition and
talent have the power to drive the future of our business. We reward your
commitment by offering you unparalleled training, support and global
opportunities – because we see cultivating top talent as a critical business
opportunity, not just a nice-to-have. So expect to be stretched. Expect to go
further, faster and higher. And expect to have your potential fulfilled.
Good Heavens Missus
Death Star 2002
In the knowledge economy ideas are the new currency. Here the
ideas of our people are literally re-shaping the business world. It
takes a particular type of mind to play a full part: Intelligent. Lateral.
Curious. For those who aren’t satisfied with just part of the picture,
we offer the widest possible perspective. Clients large and small,
well-established and newly-founded. Projects which span
management consulting, risk, tax, law and every other discipline
An extraordinary future in business opens up when you join us. Few will be able to match the network you’ll build, the exposure you’ll gain and the expertise you’ll develop with us. In fact, we’ll give you all you need to become someone the world’s biggest businesses turn to for advice. It’s your future. How far will you take it? Our clients across the world demand people with exceptional skills and knowledge to help them make vital business decisions every day. That’s why we provide world-class mentoring, training and professional qualifications to take you from strength to strength. If you’re the kind of person who can’t wait to make a difference, consider a career here. We believe that good ideas and innovations can come from anyone, at any level. We offer meaningful opportunities, best-in-class training and a wide variety of career paths for talented people from all academic backgrounds. Plus, with access to important clients and projects, you’ll have the chance to make an impact with global significance. Some advice just states the obvious. But the kind of insight that adds real value to dynamic organisations, such as our clients, takes reason, instinct and the confidence to challenge assumptions right from day one. You’ll enjoy tough challenges, seek out opportunities and be ready to kick start a career as a trusted adviser at the heart of business. The way the world does business is changing. We’ve invested in an economic future led by emerging markets and grounded in established economies. That’s why we’re looking for graduates with open minds, international perspectives and a focus on change. We can offer exposure to global markets and experience, training and experts that will prepare you for a long and successful career. Unless you’ve grown up in a boardroom, things like dealing with corporate politics, working directly with big business clients, having to travel at short notice, having to report to someone, knowing when to express your opinion and when to keep schtum are unknown quantities to you right now. Rest assured though, we get that and will give you the training, development and support you need to deal with every aspect of your new working world. Do you have bursting ambition? If you can lead and inspire as part of a team, take the next step now towards applying to work for a world-class business. Your career is just that, yours. You choose it. You live it. You make it happen. To get the best from it, you need the best opportunities. That’s why opportunity is at the heart of a career with us. Opportunities to grow as an individual, to build lasting relationships and make an impact in a place where people, quality and value mean everything. The fresh-thinking you generate. The conversations you instigate. The skills you develop. The relationships you grow. The unique contribution you make will help shape the future of our organisation. You’ll need to be able to work in a constantly changing environment and there will be plenty of challenges along the way – but, in return, you can expect to build a truly rewarding career. Ready to make a lasting difference?
Tropes are teleologically
ambiguous and subjective:
how are we to chart our
critical landscape without
numerical expression?
The Portland-Kirby Index®
Towards a thematic and contextual taxonomy of
semiological concepts employed in twenty-first-
century graduate marketing.
Work Group © 2012
Abstract wibbling
Bonkers/impenetrable
Children are our future
Core brand
Foreign parts
Games
Not this but that
Our offices
Product
Smiley faces
Stories
Typographical
Visual metaphors
The Portland-Kirby Index®
A theoretical construct based
on forced-recall studies with
salient target audiences.
Work Group © 2012
PORTLAND-KIRBY INDEX Phylum 1: “Abstract wibbling”
If you don’t have time to think through what you
want to say, abstract expressionism may be the
way to go. Chuck it all in, but beware of
unfortunate juxtapositions
The most obvious answer
to the question is “job centre plus”
2013
PORTLAND-KIRBY INDEX Phylum 2: “Bonkers/Impenetrable”
Sometimes, you just wish you had been at the
meeting where the idea was presented - and
bought. It probably made sense at the time
2007
2007
PORTLAND-KIRBY INDEX Phylum 3: “Children are our future”
EITHER, (i) the emotive use of a winsome infant to impart the
social and community value of your contribution; OR (ii) the child
as symbolic quintessence of idealistic, all-is-possible aspiration.
2013
PORTLAND-KIRBY INDEX Phylum 13: “Visual metaphors”
(Class 13a: “Signposts”)
Signposts are often used to symbolise a choice
of direction, either in literal geographical terms or
as a broader metaphor for career options.
2001
2010
PORTLAND-KIRBY INDEX Phylum 13: “Visual metaphors”
(Class 13b: “Living things”)
Flora and fauna-based metaphors may be used to borrow
dynamism and meaning from the natural world. It is important to
select organisms that resonate with the target audience.
2007
2007
Fruit & Veg 2012, 2013
PORTLAND-KIRBY INDEX Phylum 7: “Not this, but that ”
Oft beginning with a presumptuous summary of
the reader’s misconceptions and prejudices, the
writer offers to share a profundity that would else
be hidden from the common intelligence
2007
2007
Abstract wibbling
Bonkers/impenetrable
Children are our future
Core brand
Foreign parts
Games
Not this but that
Our offices
Product
Smiley faces
Stories
Typographical
Visual metaphors
The Portland-Kirby Index®:
a thematic and contextual
taxonomy of conceptual
treatments employed
in twenty-first-century
graduate marketing.
Work Group © 2012
A multivariate regression analysis using the Portland-Kirby
Index provides compelling proof that creativity in graduate
marketing is not infinite, but ordered by structured and
limited rules, the close examination of which can provide
clues to the state of the economy.
2001/2002
2012/2013
2006/2007
What this means for the economy.
What does the world leader in marketing communications recommend?
I lied...
Two glorious pieces of
graduate communication
2013
SMILEY, HAPPY FACE [ ] BRAND CHECK [ ] ARBITRARY RANKING [ ] MISCHIEVOUS WORDPLAY [ ] INVESTOR IN PEOPLE [ ]
2013
THE NEXT BREAKFAST NEWS – THURSDAY 25 APRIL
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