Rebecca Johnson

The best artist brand partnerships aren’t always the most obvious. When Oatly partnered with Giggs, it raised eyebrows - and then raised engagement, product trial, and brand love. An oat milk brand + one of the UK’s most legendary rappers? Not a predictable pairing... but it was authentic, unfiltered, and brilliantly unexpected. What made it work? - Giggs was already an Oatly fan… it wasn’t forced. - Oatly didn’t try to change his tone - they amplified it. 📣 - The contrast made people pay attention - and stick around. The films set in Giggs’ fictional Peckham bakeshop, were a hit on social - a mix of humour, cinematic tone, and seriously passionate Caribbean uncles. The results: - 43M+ impressions across social - Oatly’s most successful ever organic content 🎬 - 168% search uplift for Oatly, with share of search surpassing Alpro for the first time - Millions reached in earned media + 3.5m campaign shares - Won industry awards including ‘Best Social Media Campaign’ Unexpected partnerships work when: 1. There’s genuine affinity behind the scenes - not just a demographic overlap. 2. The artist shapes the message and storytelling, not just delivers it. 🤝 3. The brand resists the urge to play it safe - and embraces cultural tension. This was one of those campaigns. As part of his management team, we’ve seen first-hand how intentional Giggs is about the brands he genuinely resonates with. Shout out to the team at Oatly showing how bold, culturally tuned work cuts through.

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As the UK prepares for changes in restrictions around advertising less healthy food or drink (LHF), the industry is asking: will this stifle creativity or spark a new era of innovation?   Our CEO, Richard Arscott, shares his perspective in this piece for Creative Salon Worldwide:   "Ultimately, these restrictions have the potential to shape a more positive and beneficial communications landscape - helping build brands the world wants more of that drive commercial performance while also serving people and the planet."   Read the full article in the comments below. #Advertising #Creativity #LHF #HFSS

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A note on how to handle redundancies (and how not to), for PR & Comms agencies 💡 Redundancies in the PR agency market seem to be higher this year than last - despite PR Week reporting there would be less in 2025 vs 2024. Would you agree? I'm cautiously optimistic we're over the worst. However, having spoken to many people on the receiving end it's clear there are good vs not so good practices surrounding this. My top tips: - Don't drag the process out. Anticipation (especially for those with anxiety) and being kept in limbo is difficult for everyone. The best processes I've seen are ones where staff are given the notice they're at risk and the decision is made as quickly as possible. - Be fair with severance pay. Some agencies seem to be giving the bare minimum/statutory - others are giving more generous severance payouts which reduce stress for employees at a difficult time. - Consider voiding their garden leave. Candidates shouldn't have to wait 1-3 months and let opportunities slip by, they should be able to work immediately. - Don't behave weirdly. One candidate I spoke to said that like a breakup, she knew it was coming for months. Slowly being frozen out, distancing and even after the news, an awkward and tense atmosphere at work. This compounds an already difficult situation and what for? - Clear communication with the rest of the team. Explain why the redundancies were made, what the plan is for the business and the health of the business going forward. Whilst no one can guarantee anything, communication and transparency are crucial to avoid a domino effect where others leave out of concern for their job security. What are your thoughts, anything I've missed? #bradshawsearch #redundancies #pr #communications

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In the ever-evolving landscape of UK high streets, Costa Coffee’s story is a compelling case study in what happens when a brand misses the opportunity to build true local connection. Since The Coca-Cola Company acquired the chain for £3.9 billion in 2019, Costa has faced mounting challenges. And while reports now suggest Coca-Cola is considering a sale at a significantly reduced price, the reasons go far beyond a lack of local resonance. From soaring coffee bean prices and rising energy bills to post-pandemic shifts in working habits and intensified competition from both independents and premium chains, Costa has been up against it. Their revenue remains below pre-acquisition levels, with recent financials showing a pre-tax loss of £9.6 million. Running a business at scale in this climate is no small task. But here’s the real question: could stronger localisation and community connection have helped Costa weather these storms? I’d argue yes. My own experience came in a seaside town I know very well, where Costa opened a store in 2013, despite vocal community resistance, including a petition from over 600 residents. Despite overcoming those odds from the outset, the store only operated for six years and never truly embedded itself in the community. In chatting to local staff, they told me they weren’t empowered to adjust the offer or atmosphere to better suit local habits. They were full of brilliant ideas they just weren’t allowed to put into action. The brand presence remained uniform, centralised, and, crucially, a little out of touch with its surroundings. Now contrast that with the success story that is GAIL's. Gail’s doesn’t just serve coffee and pastries - it connects. Its teams are encouraged to form local partnerships, reduce waste through community donations, and shape their spaces to reflect neighbourhood needs. "We’re a bakery that is very ‘neighbour-hoody" said Tom Molnar, Chief Executive in Business Leader "You have to care about the community." Their approach isn't about sacrificing brand consistency; it's about humanising it. Gail’s has become the kind of brand that people want in their community, not one that arrives uninvited. Of course, localisation isn't a magic fix for structural challenges like supply chain complexity or inflationary pressures. But it does help brands build resilience. When people feel seen, valued and listened to, they return, even when their spending tightens. When local teams are empowered, they can respond creatively and meaningfully. When a brand becomes part of the community fabric, it earns loyalty that no national campaign can buy. Costa had the scale, the infrastructure, the footprint but perhaps what it missed was the local heartbeat. And in today’s market, that heartbeat makes all the difference. I hope the next suitor, whether Apollo Global Management, Inc. (The Restaurant Group), TDR Capital (popeyes & Stonegate Group) or someone else, keeps #local in mind. #highstreetpositives

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