Tag Archives: proposition

Great customer service … with honour!

I posted the other day about Manchester United and their proposition and positioning.

It reminded me of a stunning, and quite original, positioning that I came across almost by accident.

Those of you who know me will know certain things about me;

  • I love concrete and all things modernist and brutalist in architecture
  • I firmly believe that Roadhouse is the finest film ever made (with lessons for life in every scene)
  • I only really listen to Jazz
  • One of my favourite brands is Wilkinson’s
  • One of my favourite logotypes is Norfolk Line – lovely combination of type colour and design
  • … and I drive up and down the A14 most weekends to get home

All of which you are likely to know .. but the last 3 in that list have a connection … lorries, and in particular advertising on lorries.

I posted about this some time ago, I may be becoming a lorry geek!

By now reader, you are wondering what on earth this post is going to be about … well lorries… and a proposition …and a surprise;

Allow me please to introduce Knights of Old .. in fact the Knights of Old Group.

If you drive around the Midlands in the UK you will know their haulage. It states boldly on every lorry “SERVICE WITH HONOUR” I really like that, its bold, it’s certainly original and I don’t know much about haulage and logistics, but I bet it’s a USP !


Check out the values on their website … here

This is a roll call of ambition, style, and growth. Mission statements may be a little old hat these days, much derided thanks to too much pomp and ceremony from Management Consultancies in the 90s (just my opinion you understand), but in this instance it absolutely backs up the vision and it must by its nature and presence unite a workforce that is by its nature dispersed geographically.

The typeface is also crucial in lending credence to such a nice line and vision. Can you use an old-fashioned word like ‘honour’ with a modern san serif typeface? I don’t believe you can, at least not for this brand.

And the surprise?  Well it is their website, a quite lovely piece of story telling across the piece. The rolling banner points you at three different stories and, my, how well they present them, especially the photography.

Can you make logistics sexy? You bet you can, especially with as clever a use of brand association as I have seen for a very long time, John Lewis, Carluccio’s anyone? … lovely!

Check it out here

But maybe I should not be so surprised at the quality of their advertising and marketing … look how they promote the cycling team they sponsor – very nice!


One final point to make as well. Added to my list at the top of this post you could have added I love brand heritage stories .. some brands lend themselves to it … Co-operative please note … why do you not embrace yours? … and this is one such brand. The history is well presented, not over done and it contextualises the whole vision. Very nice indeed

Read it for yourself here, its worth a few moments of your time I believe.

The story telling explains the origin of the company name and the use of the “Knight” and “Old”. The company was founded in the village of Old (near Kettering) by William Knight. It’s interesting to ponder how different their brand proposition might have been expressed if the two names had not worked quite so well together.

I hope you have enjoyed this slightly offbeat post, I find it really refreshing that a brand in such a non glamorous industry can make such a bold creative play but I guess you would expect that from a brand with such confidence to paint its proposition on every Lorry!

You will also be pleased to know you can buy toy lorries ‘a la’ Eddie Stobart too … I may seek one out, one on my desk would remind me that delivery of great service is important whatever industry you are in … and if you can do it with honour, even better.



01 May 2014

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Positioning Manchester United


I will declare my colours early, I prefer Rugby League to football.

I will declare that my football supporting is entirely devoted to the finest team in Europe – Derby County, and that I harbour a grudge from the 8th December 2007 when Derby lost to Man United
4-1. We scored our first away goal of the season, but still a blatant dive won them a penalty to add the 4th in the 90th minute.  Just my opinion you understand ! You can check it out here

But this is a marketing blog and my concern is the proposition and positioning of Manchester United. I worked in Manchester for 8 years and the company I worked for had a box at Old Trafford, so I went quite a few times.

Its a fabulous Ground, a bit light on singing perhaps, but it’s a truly great stadium and the support is genuinely European, at the 4-1 defeat I sat next to a Dane and German – I was in the Stretford end, not being able to get a ticket for the Derby end, which I have to say was interesting for me when Derby scored and my enthusiasm brimmed over a little. The guys around me were nice to me … firm you understand, but nice nonetheless!

When at Old Trafford though you do get a sense of the club being different. Its focus on the heritage story, the remembrance of the Munich disaster is touching but not overdone, the heritage play is impressive as is the use of their ‘Legends’.

The club positions itself as different, their charter is explicit about this not just being a ‘playing ethos’: The mission statement is simple “To be the best football club in the world, both on and off the pitch”.


It goes on to state in its CRS policy that it wants to tackle social issues regionally, nationally and internationally.

The reach they have is incredible – see the graphics here to see what I mean.  They can do it I would contend !

They position themselves as doing things differently, but did they/do they?  What is the evidence?

  1. The Class of 92 evidences a continued desire to ‘grow their own’ … and keep them as can be seen by the current coaching set-up.
  2. The Legends – Bobby Charlton was loved by the British public and is a fabulous Ambassador for MUFC
  3. Sir Alex Ferguson was an incredibly long serving manager at 26 years, having had a difficult first few years he built and rebuilt the team. (My explicit contention being that MUFC did not afford David Moyes the same level of support). He was given time to establish his approach and was famously only one game away from the sack, allegedly. when they won the FA Cup in 1990.
  4. They have a track record of keeping players like Ryan Giggs and Paul Scholes for long periods of time – both were still playing in their 40s. They do buy in the open market naturally, but they do farm their own fields particularly well. The latest being Tom Cleverly I guess.  The interesting thought is that given the reach described above – blending home grown with worldwide talent ticks boxes in the UK and around the world – vital in todays international game … and for the MUFC mission statement to be believeable
  5. They innovate too – from using basketball training techniques on jumping for headers to yoga and Pilates and early forays into GPS tracking of plays during games (2010).

The ethos has been to do things differently ever since those days of 100,000 supporters at every game in the 1950s. For example Bobby Charlton was asked to work in a factory whilst an apprentice to make sure he understood what it/MUFC meant to ‘real supporters’.  The tragedy of Munich positioned the team and the Busby Babes uniquely in Britain in the still austere post war years … and who didn’t like George Best in the 60’s?

Their positioning was, yes was, all about not doing the normal football things like not hiring and firing Managers after short periods in charge.

To do things with class and dignity.

That has been evident in how the Club has responded to the ongoing criticism of its owners the Glazer family, where Sir Alex Ferguson has been vocally supportive of the regime, but perhaps not in how they handled the sacking of David Moyes.

The 49 million people who regularly watch Man United play each week around the world will possibly be conflicted by the recent events, they will have their own views on who they want to manage the club (don’t we all?) but will the manner of its handling make a change in perception … will the club museum be visited less, or stories of the legends, and doing things the Man United way, be viewed with more scepticsm now? I think they may … at least until the next trophy.

Moyes, was dignified in his exit but the League Managers Association has accused MUFC of acting in an unprofessional manner.

The reporting has been so extensive around the sacking of Moyes that this will inevitably have landed. The master stroke may well be making Ryan Giggs the interim Manger, but not, I would contend, if any new manager dispenses with his services when appointed.

Aside from Arsene Wenger at Arsenal only 2 other managers have been in charge for more than 2 seasons in the current premier league. MUFC and Arsenal standing out as being very different.

It is an interesting dilemma for MUFC, do they acknowledge failings in how the story leaked out and try and endear themselves to fans once more? or not?

I think this is where sports club brands are different to other business brands. The passion and often delusional faith that sports fans have is very different, I will forgive Workington Town RLFC virtually any indiscretion, they are my team, I follow them through thick and thin. If ticket prices go up, I assume this is to allow investment in the club, if facilities are reduced I assume this is to enable monies to be spent on the team and so on. Its irrational not rational.

MUFC will undoubtedly weather this storm but you do feel they will need to demonstrate their difference all over again if they are not to be linked with the usual managerial merry-go round and perceived lack of ‘ethics’ in the game.

Success on the pitch will be the defining factor I imagine, for the fans at least. For Marketers its an interesting propositional challenge to see if they are now viewed just like all other football clubs where Managers are accountable in a more direct way for performance failure than virtually any other business.

I would love your comments … especially on that 2007 penalty !


28th April 2014


Indie for photo
Telegraph and twitter for the reach stats
Forbes for the Bobby Charlton factory information

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Documenting your new marketing strategy

Marketing business sales

Over the last few weeks my posts have concentrated on the steps I like to follow in building a marketing strategy. I identified 7 steps initially – the Customer Review.

Once you have completed the Customer Review you need to document your strategy. Remember my guide is not there to be adhered too slavishly. You will have your own processes and procedures and formats to follow, but below is a suggested approach to sharing the outcomes of your customer thinking;

What you should have now is a series of outputs that you can turn from thinking into action. By working through the 7 steps you should have:

  • Engaged your team
  • Identified the key strategic challenges faced by your business
  • Organised your thoughts logically and given yourself some answers to the critical questions posed
  • Identified the areas where you and your business can ‘win’.

What you now need to do is to collate your thoughts and create a coherent plan that can be communicated ‘up the line’.

I suggest this is summarised as follows:

Current State Assessment

  • Current market defined; Customer needs and wants
  • Marketplace trends, alongside clearly articulated segments/sectors of attractiveness to your business
  • Sales, retention, profit KPIs of your current business in the your current market context (and by sector of your marketplace wherever possible)
  • Your current market position in terms of shares and other KPIs
  • The importance of market segments to you
  • Your overall value engineering picture and price position vs costs

Target State Assessment

  • Your desired financial position: costs to target, value of business forecast and your price position
  • Your target customers defined as deeply as you can
  • How the target state fits with your overall long term business strategy
  • How the brand essence articulates and supports your strategy (or in rare cases; conflicts)

Way-finding Guide (for your Exec Team/Board)

  • Say how you plan to move from current state to target state
  • The customer focus / tactics you will employ
  • Articulate coherently the customer proposition or offer – what will drive take-up/use etc
  • Identify what needs to change across your business to allow the strategy to succeed

The Plan

  • Show a short summary of all of your conclusions from the 7 steps
  • Show your objectives – qualitative and quantitative
  • Show how you will measure success or failure – what are your tolerances?
  • Show the strategies you will employ alongside tactics employed at a granular level
  • Show your financial assessments and paint a payback picture over 3 years


  • Finally, using Step 7 show how the 3 year strategy is affected by / influences your 5 year strategy – short and sharp – but it lends huge credibility to your thinking.

So the only thing left to do is to agree the media and creative communications strategies and plans to bring this to life. I will, perhaps, share my thoughts on those activities in due course, but at this stage the important thing is to remember to do the following before you go for a congratulatory drink of tea/lovely lager beer/champagne/fruit juice*

*- please chose one or more !

  1. Ask for agreement to the strategy
  2. Draw up your Internal communication plan of the strategy
  3. Start your formal stakeholder engagement around the business, your strategy team can help you, as not everyone will have been fully engaged, end to end, on your journey so you need to tell them the story to get their buy-in. Focus first of all on the Pagans – get them on board and the rest are ‘cheap dates’.
  4. One thing I think that aids this stage is to drive out a mission statement or descriptor for your strategy. This should not disconnect to your wider long term vision for the business, but may describe a stage in achieving it … for example- after a ‘Foundation’ plan to stabilise a business you may enter a ‘growth phase’ – describing that in a simple engaging way for colleagues, which will be a great boon when determining communications strategies in due course.

I hope you have found this series of posts informative – I need to thank my influences again, Davidson, Fisk, McDonald, Kotler (“The Prof”) and all of the teams I have worked with to date. Thank you.

And remember – if in doubt during this process … use a boxy chart – they can be used to explain everything in my view/experience (I’m only half joking by the way !).

08 May 2013

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Pricing Review: Step 6 in developing a marketing strategy

The final stages of the Customer Review are really important and we have just two to go before we start stitching things together.  If you remember, the first stage in developing a marketing strategy is thinking – which I call the customer review – and then we move into delivery.  We are now up to step 6 – Pricing review.

  1. Customer insight ✓
  2. The marketplace ✓
  3. Critique the current strategy ✓
  4. Identify and critique your enemies ✓
  5. Critique your current/planned offer in detail: Product / Service / Channel ✓
  6. Pricing Review
  7. Futurology

(6) The Pricing Review


My comments here can only be generic, but I will try to use examples, and forgive my inherent focus on Financial Services, it is what I know best.  There are clear and significant differences between actuarial pricing strategies and pricing an add-on service that is for related goods say.  The principles, process and purpose remain valid cross industry I believe.


  • To bring together your current pricing strategies and establish your position or powerbase in your chosen markets
  • To place you in context of customer and market expectations and reality


  • You will need to review your Boston matrices to remind yourself of the market and product attractiveness scores
  • You will need your value engineering that we completed in the last step
  • You will then need a clear and concise view of competitors.  You can use the Good Better Best tool and apply that to price if you like.  I find that helpful if using comparative advertising.  On that topic I was at an interesting DMA seminar last week on the improved ability we have as marketers to complete comparative advertising.  An area of legal flux that offers greater opportunities for exploitation than it once did. But only IF your target customers respond to comparative advertising or if one of your enemies is targeting you.
  • Establish answers to the following for the following three timeframes: 1) Now, 2) Go to in 12 months, and 3) desired position in 1-3 years i.e. where do you want to be in the pack?  Use a simple checklist for each of your offers:-
  • Best Market price – designed to drive SoM and place you as ‘new’ or as pack leader or innovative or indeed acquisitive territory.  Hero prices may be a tactic you employ here and of course you can, if your customers think it reasonable, come and go in this quartile e.g. by use of Sale pricing strategies
  • Best to Middle market pricing – compromising the profit of each sale, potentially, for higher than average growth in SoM.  Like best market pricing it may not be sustainable long-term unless you have a cost advantage vs the market – see Value Engineering in step 5
  • Mid Market – where the noise is in the field, you may want to have several competitive offers available rather than be a pack leader with a hero product.  This position is the mainstream and is usually a hard-fought battleground where leaders of the pack will emerge and others will fall back. This mid market price position usually drives long-term sustainable profit, but constraining growth potentially.  You may go here for cash cows to test elasticity of pricing – use your Boston Matrix from earlier
  • Worst in Market Quartile – you may have cost issues or exposure issues that drive this strategy or it may be that you have few strong competitors and no enemies attacking you.  Equally a new product or innovation as well as being keenly priced could be placed here if it truly is unique.
  • I would resist establishing too hard and fast a set of rules for competitive position vs your enemies.  I worked on a brand once that had a stated price position of being ‘the cheapest’ vs a basket of enemies.  The result – we had to move price and therefore profitability irrespective of our cost and performance if one of the enemies moved – not a great strategy I would suggest.
    • But do think about building in new year/summer sales, seasonality lifts in demand, making a new market in a new time period as options to allow you a pricing advantage or to beat your enemies.  One tool I have used in the past is to look at where companies over indexed on one product line e.g. ISAa at a specific time and used a great price in a different product line whilst their attention was diverted.  Your business intelligence of the strategy and performance of your competitors is invaluable here.  I love the HSBC New year sales … very good controlled marketing.
  • In pricing terms the value engineering and financial assessment we did in the last step is crucial but overlaying it with that of your competition is equally important … Try and look at what shifts they make and what their overall matrix of price positions look like – are they the same as yours?
  • Be clear what you can afford to charge/pay and know what your price elasticity is in each of your target customer groups and/or products.  This is critical.
  • Don’t neglect the new customer/existing customer balance either – in elasticity terms most consumers now ‘get’ the idea of an introductory discount, but too high a level of price shock at renewal (especially if there is an annual renewal or maturity) will drive churn and push costs up even higher.  In Insurance this allows the Aggregators to win – especially where prices are easily compared.
  • Finally write down and communicate the lead times it takes to make changes in prices for each offer – this could drive your responsiveness to changes by your enemies and could, at worst, mean you compromise your desired price position.

This process step is short – you have done most of the work earlier, but wide-ranging and it’s absolutely vital that Finance are engaged throughout to help you model your outcomes.

You need strategies for new sales, renewals, add-ons, cross sales and up sell and down sell levels for your customers.  Plus you need to be clear in what part of your Boston matrix is your brand and price offer credible.

  • You may also wish to determine how much first line flexibility in prices you want to give your sales force.  I would contend that unless you have good CRM systems or segmentation this is challenging as you may be discounting to customers whose lifetime profit is low and ignoring those in the opposite position
  • Don’t ignore transfer pricing either – if your organisation cross charges for goods and services, make sure they do not constrain you


I appreciate the above process is quite qualitative, but that is only because as a step this is using the outputs from earlier stages and asking you to write down your strategy with pay-offs in the following areas:

  • You will know the price elasticity of your customers
  • You will have a price strategy / actual price that you can then research how best to present to customers
  • This will then inform how you discount your prices and where you do so e.g. front line responsibility
  • It will also, off the back of your value engineering, have identified internal areas to target i.e. low value high cost impacts on your price position
  • You will price according to market attractiveness and in the context of your enemies and your own offer strength

Pricing is a difficult and wide-ranging topic that covers not just core price but also discounts, offers and so on.  In this field more than any other identify your RACI early in the process to define who is doing what.  Your P&L owners will be the ultimate owners and they must have the final say.  This is unlikely to be marketing, so be relentless in trying to get a good deal you can communicate to customers, but acknowledge that in some cases your business costs and performance may constrain you .

I hope you enjoyed this post and found it a prompt for how you may look at pricing differently.

Futurology is the final step in the Customer Review … see you next week !


25 April 2013

Price Image : Copyright (C) F. J. Cahill & Son Ltd., 2013

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Marketing torture tests: A critique of your strategy

By now we are about half way to having completed our Customer Review.  The first stage in developing a marketing strategy.  Strategy starts with thinking, and then moves into delivery.  I call this thinking stage ‘Customer Review’.  I have covered the first 4 of the 7 steps.  In this 5th section we have to get down and dirty with our own current offer – I worked on a brand that called this session the ‘torture test’, a bit scary sounding, but you get the idea.  Sacred cows are about to be identified and any flights of fancy and JFDs you have had will be clearly exposed.

  1. Customer insight ✓
  2. The marketplace ✓
  3. Critique the current strategy ✓
  4. Identify and critique your enemies ✓
  5. Critique your current/planned offer in detail: Product / Service / Channel
  6. Pricing Review
  7. Futurology

(5) Critique your offer in detail: Product / Service / Channels


  • To evaluate your current/proposed offer to customers
  • To evaluate how well you are performing now
  • To understand how well your target customers view your offer (and how much value they place on its component parts)
  • To understand the profitability of your offer in it’s entirety and hopefully in granular detail.


  • There are a number of steps to this:
    1. Product offer assessment
    2. Channel assessment
    3. Communications assessment
    4. Profit assessment


  • Start with the portfolio analysis you have already completed – and ask yourself … is it working?  Is it meeting the needs of customers.  Do you have an abundance of growing products in the growth areas of the matrix?  Identify your gaps as a minimum.
  • Use research and listen to customers when identifying your gaps.  The gap is not where you think you should go … it is where customers tell you, you should be … if that is doable for your brand and business of course.
  • Evaluate critically your track record;
    • Volume of innovation and speed/technology to deliver
    • Ability to grow products/mkt share
    • Ability to increase advocacy and satisfaction
    • Have your new products/services launched in the last 2 years delivered to your forecast?
    • Alternatively are you happy being a follower?

Then land on your proposed offer and complete the exercise below for current and planned offers:

  • Evaluate each offer using a value matrix based on the views of your customer vs your actual costs.
value engineering matrix

value engineering matrix

  • Assess where your offer will appear in price competitiveness rankings (if that is important – in my experience it always is!)
  • Assess the product/offer – using the “Good Better Best” tool below.  Choose as many categories as you like down the left hand axis and score and then rank your assessments – oh, and don’t be defensive about low scores, this is a critique you know !
Good Better Best Assessment tool

Good Better Best Assessment tool

The next step then is to assess channel efficiency.

Start with  another Boston matrix and use your insight about channel growth from earlier.

  • Is your chosen channel a growing channel? Or declining?
  • Are you exploiting new channels e.g. social media that are opening up? Should you be?
  • Are you in the place where customers tell you that you need to be?
  • Brainstorm what you need to be a success in each channel – based, as always with me, on what your customers tell you.  So, if speed of response is a given in social media, is a guaranteed counter service the equivalent for a branch? And what if you are a High Net Worth or Premium customer in the same channel?  Or what if your core target market works shifts? Are you even open?
  • The difficult step here, is to really assess your customer service – review complaints, customer satisfaction scores, research etc & don’t be fooled by awards – they may mask an issue (not always).  Ask your colleagues what stops them being better at what they do.  My current business refers to this as mending broken windows.
  • I also like Net promoter score assessment – but I accept it is not for everyone/every business

Next we come to communications effectiveness

This is a big review – a real drains up on how well your communications are working.

All of them , inbound outbound, mailed, emailed etc etc.

Decide what criteria you will use to assess effectiveness – it should be as simple as summarising your KPIs – but it never is.

I’m a direct marketer so I like everything to have a clear cost of acquisition/retention visible, but that is not appropriate in some cases.  Here are some suggestions to complete this task:

  • What works with your offer in the marketplace – are you bucking a trend?
  • Are you getting complaints over contact rules/over contacting etc
  • Are your comms consistent and integrated (a really important point to improve awareness of your brand)
  • Are your calls to action clear and channel appropriate
  • Are you ‘on brand’ and ‘on strategy’
  • Are you over indexing in a particular media vs the market
  • Is your correspondence as good as your comms marketing? (alright I’m a Comms marketer – so I left that to last)
  • Ask your media planners and creative agencies to critically assess the work as well – then ask them to switch roles: creative assesses media plan successes and vice versa – remember what I said … torture testing, this is supposed to be challenging.

CEOs have a bad habit of asking we lowly Comms marketers to come and see them every now and again and twice I have been confronted by a boardroom table with our comms, and those of the CEOs favorite brand, all over it  … this meeting never ends up with a ‘congratulations’ but it is always effective.  Try it with your team. I dare you!

Finally in this long stage of our development work – address profitability, and for this you need the help of your Finance teams.

Im not going to labour this point – your business will know what its key KPIs are but as a minimum you need to forecast out sales and profit trends by product, sector, channel, segment of customers, media etc.  You will then need to model internal attrition, external attrition, contribution from new offers, new channels, cost overheads etc

Use all the tools your finance team have at their disposal to feed into this section… its very very important to ensure your product, proposition and offer builds are profitable.


  • A clear line of sight of the most likely ways / places that you can optimise for profit
  • A robust assessment of whether what you are planning is appropriate and likely to succeed vs competing offers from your enemies
  • A(nother) customer insight led view of what you are proposing and what you will need to be successful
  • A view on the competencies you will need to develop for each channel/offer/proposition

Well, apologies, that was a long blog – I’m enjoying writing these posts, I hope you find them interesting or at least an interesting insight into how I like to market !

A short one next week – Pricing review


19 April 2013

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Ian Botham and Smoke Alarms

Ian Botham : Dual sports star – playing for Scunthorpe United

The clocks going back an hour this weekend prompted an innovative advertising campaign this year.  I heard this radio campaign at the same time as I was reading a news story on sports science that posed the question “have we seen the end of duality in sports”.

The article used cricket and football as a start point, Ian Botham in particular.  Ian played 102 tests for England at cricket and at the same time made 11 Football League appearances for Scunthorpe United having already played non-league football with Yeovil Town.

You can imagine that, since the 1980s when he was at his peak, training and sports science has evolved massively … but the fact remained there are many more examples of sports stars moving from one sport to another sequentially.  It requires an exceptional attitude and sporting prowess to do so simultaneously.  Especially in such different sports … Rugby Union and League have sufficient similarity (at least in back row) play to make switches more common, but a bat vs feet ?  Botham was a rarity.  Eric Liddell was another high-profile dual sports star, a Scotland RU winger and Olympic gold medal sprinter at the same time – reliant on sprinting in both though.

So what’s the connection with Marketing? Well I appreciated the heads up on Classic fm this week to the fact that the clocks go back … but what I thought was exceptional was the simple messaging of the radio ad.  In short it was a call to test your smoke alarms as you walked around your house changing your clocks.

A great call to action: clear benefit & the timing was perfect – it aids efficiency and whilst the two tasks are unrelated … they work well together by the commonality of convenience.  The 226 people who have sadly passed away in he 12 months since we all changed our clocks, as a consequence of house fires … makes the CTA dramatic and compelling … so did I act? … yes I did!

I don’t think dual product advertising is a trend, I think there will always be logical, rational exceptions but I believe in as single a minded propositional focus as possible.  There will always be exceptions that prove the rule … Ian Botham is a natural sportsman and a fierce competitor and this ad just works … the simplicity of the payoff makes it hard to pick fault with frankly


Listen to the ad … it may save your life, but equally it might inspire you to look for connections … my sense is don’t try and manufacture them !

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