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Don’t call it a u-turn. Don’t call it a failure. And definitely don’t call it a crisis.
 
Microsoft is furious at the Financial Times for running a story about its imminent Windows 8 update earlier this week that it claimed represented “the biggest admission of commercial failure for a major product launch since “new Coke” was withdrawn 30 years ago”.
 
According to the FT, despite selling 100 million licences “interest in Windows 8 has flagged” and a new update called Microsoft Blue will be rolled out shortly that it speculates could restore the Start button and provide a “boot-to-desktop” option to bypass the new “unloved” tile-based interactive Windows 8 interface altogether.
 
This has not gone down well with the Redmond-based software giant. And in an official statement, Microsoft said: “It is unfortunate that the Financial Times did not accurately represent the content or the context of our conversation about the good response to date on Windows 8 and the positive opportunities ahead on both Windows 8 and Windows Blue. Our perspective is accurately reflected in many other interviews on this topic as well as in a Q&A with Tami Reller posted on the Windows Blog.”

Daniel Todaro, MD at Gekko, adds: “Windows aren’t going to re-release the 7 OS; instead they’ll try to learn from their mistake and forge ahead. Blue is very specifically an update to what already exists (much like Windows 3.1 was once upon a time), not a regression. While it won’t be a full-blown u-turn from Microsoft, the urgency for a damage limitation exercise from Microsoft to prevent this from becoming a total catastrophe cannot be understated. The lesson that Microsoft has to learn (and quickly) is the basic art of change management. Microsoft tried to run before it could work, walk, likely scared into doing so by its late arrival to the established touch screen/tablet phenomenon. As a result, the rush to adapt its product to these trends saw Microsoft neglect the decades of brand equity they’d already built within the desktop space.
 
“The theory and ambition wasn’t by any means misplaced; risks need to be taken and change needs to be embraced in this sector. But people don’t like change! You have to manage the change process incredibly carefully, understanding every possible critique before it can be asked and preparing a readily available solution in anticipation. Windows 8 came along and consumers couldn’t understand how to use it, what the benefits were or even why they needed it. Unfortunately, they completely neglected to ease that transition, alienating millions in the process.”

Read the full article at: http://www.mycustomer.com/feature/experience-marketing-technology/windows-8-update-how-can-microsoft-manage-its-customer

As Jessops and HMV are saved from oblivion, Daniel Todaro, managing director of field marketing agency Gekko, considers using the internet to drive sales in-store and help ensure the future of face-to-face retailing.

It might have been freezing in March but the sun certainly shone on Jessops when it was revived with fire from a dragon.

It really is fantastic news that Peter Jones has bought the company and rather than just moving it online, he’s revitalising the current model to create 40 new stores. With so much of the high street littered with empty stores, it’s encouraging to see a company come back from administration and open for business. It’s not an easy decision to plough cash into a defunct retailer but it’s the right one and the high street needs more champions to restore it to former glory.

Recent news has also confirmed that HMV is being brought back from the brink by Hilco. The new owner is planning to concentrate on music and merchandise rather than film and electronics with a £50 million rescue package. Like Jessops, Hilco is amending the business model but keeping the stores to maintain the high street presence to give customers that interaction with knowledgeable staff.

The interest in music and the digital imaging category is one that will continue to remain popular so it makes sense to retain the businesses even if it means amending previous models. Unlike Blockbuster, the near extinction of the photography retailer is one that shouldn’t have been a formality, and is one that could have had wide reaching implications for the entire tech retail sector. The loss of Jessops on the high street would have meant there was no credible specialist chain for the imaging category, leaving the plethora of camera product ranges to battle it out within the broader electrical retailers (competing alongside laptops, sound systems, white goods etc). Consequently expert in-store advice for amateur photographers on cameras would be hard to come by on the high street. Beginner and professionals would yet again be pushed to explore reviews and advice online; while it’s a useful source of information, it’s by no means rigorous.

Amazon and other online suppliers might be the easy option for those wanting to buy a camera from the comfort of a sofa, but if we keep neglecting the specialist bricks and mortar, they simply won’t be able to survive; exactly the plight of Jessops and HMV. An over-reliance on such online merchants is going to be of detriment to us all; we’ll ultimately be the ones who lose out on the day out at the shops.

As a nation of shoppers, in the UK we’re blessed with choice, choice to purchase from a specialist focussed on a specific category; a USP that Apple amongst many others work to amazing effect. A visit to the local hardware shop for example entails more than the sole purchase of the product. It’s the social aspect, the expertise and the positive feeling that comes through engaging with the local community. But most of all, it is fun and fulfilling. Humans are social creatures and while digital is a marvellous thing, it can’t, nor should it ever replace legitimate face-to-face human interaction and the manner in which it can bring people together. Communities are dying being put off from venturing into boarded up high streets. Jessops stores will aid other retailers to survive by drawing consumers back to the high street. Is challenge now is to move on from the negative press and be the drivers of a high street renaissance.

The shopping experience has always been much more than the point of purchase, which is what makes it so valuable. It would be naive to say shopping online should be banned but encouraging the use of click could drive a transaction. Taking the pain out of roaming endless stores by doing it online and then collecting in-store will still allow people to get on the spot advice and support on products. Jessops have taken this idea on board and reflected it into the new business model with plans under way to relaunch the website with a focus on click-and-collect.

Peter Jones has had the right idea about bringing 40 new stores into the equation for Jessops and HMV is set to follow suit. By bringing back 300 of the most passionate staff that lost their jobs in January Mr Jones is already off to a good start to restore the company’s digital imaging expertise. The best way to keep the iconic brands going and safe from returning to administration is by investing further in staff and retaining that vital in-store experience. The new stores will provide face to face interactions for customers who need advice and information on products.  Keeping a national high street presence will allow staff to drive sales and extra add ons with in store demonstrations; something you ultimately can’t get online.

Field Marketing agency Gekko are proud to have made the shortlist of the ‘LondonlovesExcellence Awards’

The LondonlovesExcellence Awards are presented by www.LondonlovesBusiness.com and London Chamber of Commerce & Industry and are billed as London’s most sought-after business awards. These awards are unique for two reasons: first, they are led by one of industry’s most respected figures, Willie Walsh, Chief Executive of International Airlines Group and President of the London Chamber of Commerce. And second, together with Willie Walsh, they will be judged by arguably the best line-up of business figures, entrepreneurs and public figures assembled in decades.

Winners will be announced at a gala dinner on June 25^th, hosted by Katie Derham and bringing together more than 350 senior guests representing London’s business leaders, entrepreneurs and government, to acknowledge and celebrate the fantastic achievements of London’s business community.

Sir: Ed Miliband’s veto plan is absurd (‘Retail leaders attack Miliband plan for local veto on high-street shops’, thegrocer.co.uk, 11 April). It’s headline-grabbing, but for all the wrong reasons why on earth would you be willing to jump into the mire so carefully crafted by Cameron, highlighted by the already-failing Portas Pilot initiatives? The coalition appointment has failed on so many levels, so why try and take part?

Initiatives are needed that truly bring life back to dead commercial business districts, so here’s an idea: why not get corporations to sponsor the high street? Why couldn’t P&G, say, take over empty retail units and offer not only a selection of its own brands, but also give space to small business and students to showcase and sell their products and talents?

It’s time for corporations to demonstrate their social responsibility. They may not pay all the tax they’re obliged to, but they could at least help inspire the people who buy their products.

Daniel Todaro, MD, Gekko

Read full article at: http://www.thegrocer.co.uk/opinion/letters/brands-on-high-streets/238573.article

Waitrose’s decision to grow its gardening and floristry range is based on good business sense (sales of plants up by 25% last year and the growth of the industry as a whole on the rise), but its success will depend on how committed it remains to the sector.

Any foray into new territories by established brands such as Waitrose are likely to enjoy success initially, even if just for the novelty value.  However, for it to enjoy continued success in a market which is clearly set for bigger and better things, it needs to show customers that it is serious about the sector and demonstrate consistency, innovation and originality. The advantage Waitrose has, of course, is that its customer set is known to include those for which gardening is a key interest, alongside cooking, an area which Waitrose has managed to successfully build upon in terms of its product offering  The route they need to take with the gardening sector is to similarly offer expert advice on the products and lines they are introducing and guide its customers to support a hobby they are already invested in.

In terms for the brands in this sector, the key for them is to recognise Waitrose as a major player, competing with the likes of B&Q and Homebase. Once Waitrose has the brands on its side, it will have a much easier job of winning the customers over.  By engaging with customers directly, hosting in-store activity alongside brands and showcasing its strengths as a platform for these brands to interact with people, Waitrose will have a real chance of establishing themselves as a real contender in the gardening market.

Rupert Cook, Business Development Director, Gekko

The latest Bellwether report predicts that 2013 will bring a rise in marketing budgets and confidence overall, with positivity about company performance the highest that it has been in a year, despite businesses expecting to face challenging times ahead.

Here, Newsline has captured industry reaction to the report’s findings, with opinion from adconnection, MEC, Essence, G2 Joshua, Dialogue, Jaywing, Volume and Gekko.

It’s no surprise to see ad spend predicted to dip in 2013, only to rise again triumphantly in 2014. It’s well documented the lack of activity for the nation to get excited about this summer, and the continuing industry pessimism clearly reflects the cautious approach marketers have.

Looking to the future, marketers need to heed the lessons of the year past. While the summer of 2012 represented a wonderfully unique period, in which Britain was able to shine at its very brightest, to view it as an anomaly would be foolish.

The ’empty’ year we face ahead in 2013 is an issue on the lips of many, but the solution already lies in front of us – the power of face-to-face human interaction. What characterised the London Olympics wasn’t just the remarkable success of our athletes, but how the whole occasion was brought to life by the huge army of volunteers and their unrelenting, inspirational and uplifting enthusiasm.

Just because there’s no major global sporting event or Jubilee to highlight the summer ahead, it doesn’t mean marketers should immediately cast aside what is an incredibly power and valuable marketing tool. In austere times consumers do want value, but most of all they want relevant, engaging experiences.

Of course, the uncertainty of the economy (and welfare in general) is having an effect on consumer shopping habits and behaviours; and I imagine this is being acknowledged by brands when budgeting to some extent. While 2013 requires brands to be brave, the brave will win if they get the message right. With no distractions ahead, what better time to surprise and delight?

Daniel Todaro
MD
Gekko

Read the full article at: http://mediatel.co.uk/newsline/2013/04/11/bellwether-report-industry-reaction/

Paid internships are not just for the FTSE 100. SMEs who offer paid roles for young people can attract greater talent, add value and ultimately boost business.

Daniel Todaro, managing director of Gekko argues: “Unpaid interns may be a method of balancing the books right now, but how about in ten or twelve months’s time when the business has little continuity, low morale, employees fearing for their jobs, and zero stability. The old adage of spending money to make money could not be truer, and that investment has to be in people first.”

http://realbusiness.co.uk/article/18893-paid-interns-mean-talent-value-and-profit

The shortlist for Marketing Week’s Engage Awards 2013 has been revealed and field marketing agency Gekko are once again in contention with their experiential work with Freeview.

Gekko are delighted to have been shortlisted for this prestigious award in the Experiential and Events category. Gekko’s entry focussed on the Control the Choir roadshow that visited leading shopping centres in the run up to Christmas 2013.  Aimed at driving advocacy and sales of Freeview+ products, the experiential activity featured a stage modelled as a Freeview+ set-top box. A professional quartet sang live Christmas carols to get visitors in the Christmas spirit.  To generate fun and engagement, Freeview put shoppers in control by giving them a giant remote control with which they could pause, rewind (sing backwards!) and record the choir and in doing so highlighting some the benefits of Freeview+.

The campaign generated some fantastic publicity with special appearances from Denise van Outen and Out of the Blue from Britain’s Got Talent at the launch event at Leadenhall.

All will be revealed at the Engage Awards ceremony on Tuesday 21st May being held at the Grosvenor House Hotel, London.

Marketing Week’s panel of experts discusses the role of technology when utilising field and experiential marketing.

The Panel:
My Ly, senior marketing manager at YO! Sushi (MY)
James Coad, marketing manager at ASUS (JC)
Hena Chandarana, shopper marketing controller at United Biscuits (HC)
James Chambers, retail marketing manager, Freeview (JCh)
Sara Trechman, marketing manager EMEA Glanbia Performance Nutrition (ST)

Marketing Week (MW): How are you using field or experiential marketing?

Hena Chandarana (HC): Last year’s Oddities biscuit launch is a good example of the connection between driving trial and sales. It was one of our most successful launches – achieving the fastest retail distribution for any product (79 per cent in five weeks) – driven significantly by field and experiential activity through our shopper marketing and activation agency Dialogue. We’ll be doing much more sampling this year to launch new flavours.

Sara Trechman (ST): Experiential will be crucial for our brands BSN and Optimum Nutrition. We plan our events around Europe’s biggest shows such as the public Body Power Expo at The NEC, Birmingham in May. We will also be at rugby events where players can sample the product and get sports nutrition advice.

James Coad: (JC): We’ve had several different campaigns and all of them tie in with our above-the-line campaigns. This will be the same tactic in 2013. We are running a ‘slacklining’ experience (the art of balancing on a strip of webbing tied between two anchor points, similar to a tightrope) in Bluewater, which iD Experiential designed. It features people doing incredible things with our laptops.

My Ly (ML): We’ve always had lots of fun with field marketing. The brand lends itself to people to dressing up as geisha girls, sumos and quirky Japanese game show hosts. Field marketing will also be an important part of our local marketing strategy. We use YO! Sushi sumos to give away free miso soup vouchers redeemable at the nearest restaurant. We can create a buzz, engagement and fun while tapping into the quirkiness of Japan and our brand personality.

MW: How does field marketing fit into the marketing mix for your brand?

ST: We spend around 25 per cent of our total marketing budget on experiential and this is growing every year.

James Chambers (JCh): Within our category, one of the challenges is the misinformation and confusion over how products and services differ. There is a need to educate as well as entertain, so experiential activity plays an important role in engaging directly with our audience.

If you want to truly connect with your consumers in person, a creative, integrated approach is needed that joins up with the above-the-line activity, social and in-store. Our latest experiential roadshow ‘Control the Choir’ was a concept created and executed by field marketing agency Gekko and House PR to promote the Freeview+ service in the run-up to Christmas.

JC: It’s important for ASUS to engage and educate consumers on the brand itself. High-value technology products must be demonstrated so consumers see as much of our range as possible and the fundamental differences between them. The difference can be as simple as showing the benefits of a tablet for casual media consumption or a high-end laptop while creating an immersive experience that brings the brand to life.

ML: It’s a core part of our local and national marketing. It enables us to try new things and, crucially, engage our own restaurant teams in the marketing campaigns as much as our customers.

HC: Field marketing and experiential have been invaluable in disrupting shopper behaviour in-store. Oddities is a snack product merchandised in the cracker aisle – not a natural place for most shoppers to look for bagged savoury snacks. To drive trial and purchase, we prioritise sampling in or near stores, because it is most effective when people are already in buying mode. We also used experiential to bring Oddities’ fun nature to life at supermarket head offices and at trade shows.

MW: How important is data collection?

JC: We don’t focus our data collection on generating sales as we want to create brand awareness in the UK. When we do gather data it tends to be focused on how the experience has influenced that awareness. The data we collect measures consumers’ perception before and after the experience. By using a similar approach at each event we can see growth in brand attribution over time.

ML: YO! Sushi has market intelligence systems tracking every promotion at an individual redemption level. Field and experiential marketing shouldn’t be restricted to return on investment. Brands need to be brave enough for ideas to fail occasionally, otherwise we become overly cautious, predictable and ultimately a boring shadow of the brand that captured people’s imaginations in 1997, when it was founded.

HC: Understanding return on investment is important, so we work closely with retailers and their data agencies to understand the effect on store sales where activity takes place in the immediate, short and medium term.

ST: This is crucial for us. We have people on our stands capturing data on iPads and handheld terminals and this information feeds into our CRM programme. We see peaks in sales around public shows. We also carry out surveys before, during and after events to gather views on the brands.

JCh: Data collection allows us to gather information about individuals to enhance subsequent engagement and to assess the effect of a campaign. However, if the data collection process is onerous, it can quickly compromise a positive brand experience.

For Control the Choir, Gekko provided a team of six brand ambassadors who were on hand to discuss Freeview+ with shoppers, answer any questions, encourage them to enter a free prize draw and capture their details on tablet devices. We spoke with 67,000 consumers over four weekends.

MW: How do you measure the activity? Can you track the people engaging with a branded experience?

HC: The closer your activity is to the decision-making point, the more effective it is. When we did sampling with Oddities we could track our activity precisely from retailer take-up to sales.

JCh: We’re not about the hard sell, but creating empathy and understanding of the brand. It’s the uplift in positive sentiment that we look for. The Summer of Sport campaign in 2012 is an example of how we measure such an effect. After the activity, Freeview jumped from 20th to 14th in the YouGov Brand Index bi-annual league table.

ST: We track sales through our website and work with e-retailers, who know when we will be at an event and carry out experiential activity, and they report on sales numbers. Social media is also important to assess the conversations people are having about our brands.

ML: We can track everything efficiently and effectively but sometimes we may choose not to. For example, we’d rather let people dance with a life-size Ramen [noodle] pot because it brightens up their day without always feeling like we need to thrust a leaflet into someone’s hand and demand an email address or postcode.

JC: It can be difficult to track return on investment as we don’t sell direct. We therefore measure the activity with the customer engagement from brand ambassadors who will be effective in communicating the brand along with marketing collateral delivered.

MW: How are you using technology to enhance users’ experiences?

ML: During our sumo-themed miso soup promotion, we used Twitter on location to ask local businesses to tweet us if they wanted us to pop into their offices with free goodies.

We were instantly bombarded with requests. This meant we could engage with people in a fun way and move around the area visiting local businesses once the peak traffic had died down at the high traffic commuter locations where we started. For the businesses that we couldn’t get to, we followed up their request with a visit the next day.

JC: We want the focus to be on our products with ‘hands-on’ demos with consumers. Last November, we activated a two-week nationwide roadshow targeting students to promote our ZenBook laptop. The concept was that the ZenBook provides a stress-free working environment. Our experiential stand allowed consumers to tweet to receive mugs of herbal tea, while interacting with the laptops.

JCh: When creating an experiential campaign, it must be rooted in certain fundamentals: the location, the people and the activity itself. We’re using technology to ensure that the engagement we have with consumers is as seamless as possible, while fully integrated. Gekko’s brand ambassadors utilised tablets for quick and easy data capture, which could then be used to inform the promotional activity occurring in-store. Brand ambassadors were also able to ‘click & reserve’ products for our customers.

MW: What other new techniques are evolving in field marketing?

HC: It’s often less about ‘new techniques’ evolving and more about understanding

what works really well from a sales perspective, while still building the right amount of brand story into your activity. It’s interesting to leverage retailer data to understand shoppers and connect with the right ones at the right touchpoints, for example issuing coupons at the till.

JC: Mobile will continue to be a key trend. Experiential is uniquely placed to capitalise on this because it provides useful experiences for consumers and takes advantage of the increasingly sophisticated, networked technology that consumers carry around in their pockets. There is also an ongoing trend towards more photo and content sharing sites that are becoming increasingly popular.

ML: With the growing importance of social media, there will be a stronger partnership and integrated approach between this and field or experiential marketing as brands continue to experiment and test ideas.

MW: How do you make sure that what you do has a lasting effect?

ML: By doing it regularly, constantly innovating as well as surprising, delighting and rewarding customers and ensuring it is always part of our thinking and strategy for every campaign.

JC: The experience element will have a lasting effect if we ensure the product is the focus but it ties in with a great experience that will stick in consumers’ minds. Shoppers remember if they go shopping for a pair of jeans and end up slacklining across Bluewater.

HC: With the Oddities campaign we used the right prompts and messaging in-store to give the brand the best possible visibility in the aisle and in secondary siting. We also used online sampling and blogger engagement to ensure the brand was introduced to people who do not frequently go physically shopping. A repeat campaign this year will ensure we build on this.

JCh: Creativity, fun and imagination must be at the heart of a campaign to achieve that initial engagement. If the activity isn’t interesting, consumers won’t take part. Once you have their interest, effective and efficient integration across all possible touchpoints will foster a lasting effect. Christmas campaigns can be the most challenging with the added stress of the season.

With Control the Choir, our priority first and foremost was to create a fun way to distract them and alleviate that stress. It was a form of escapism. The ability to pause and rewind a live choir with a giant, novelty remote was a head-turner and a unique experience.

MW: What will your challenges be this year?

JC: As a technology brand, our market is evolving rapidly. This year we are seeing a focus on touch products including tablets and touchscreen laptops together with the already launched Windows 8. Our challenge is that people will need to get ‘hands-on’ to differentiate our touch experience from the competition. Another challenge is always how to get consumers engaging with the product.

We cannot hand out hundreds of laptops therefore any experience must really relate to the product.

JCh: Shopping is still a family activity and people genuinely want engagement and entertainment. The challenge for brands is to offer something creative and interactive without becoming too hung up on traditional forms of measurement.

ST: We want to replicate in the UK the growth we are seeing in markets such as Germany. Experiential activity will help us achieve this.

ML: One of our challenges is to address the misperception that YO! Sushi serves only raw fish and cold rice. We will trial simplified point of sale materials to help new customers feel less intimidated about trying our sushi for the first time. There will be a quick visual guide explaining our four simple steps to dining at one of our restaurants.

See more at: http://www.marketingweek.co.uk/trends/field-of-brand-marketing-dreams/4005923.article

Daniel Todaro, managing director of Gekko, takes a look at the challenges ahead as the nation prepares for the digital radio switch-over – from public awareness campaigns, to ensuring the auto-mobile industry is backing the plan.

In late 2012 the Government announced its commitment to turning off the FM signal. They have also insisted that the analogue switch-off would not happen until digital listening reached 50%; slightly delaying the process from the original expectations to beyond the 2015 target date.

Nevertheless, the benefits of DAB have been compared to the switch over from AM to FM as the preferred medium; digital radio offers greater choice to the listener with better reception and superior sound quality. From the public’s perspective, reactions have ranged from sheer embrace, indifference to outright resistance with the digital listening figure currently standing at 31.3%.

However, even though the move away from FM signal is proving a slower process than anticipated, Digital Radio UK has gone to great effort to get the ball rolling with a national communications campaign to boost public awareness. Now with government backing, the switch-over will no doubt prove a success.

It can be argued that the slow response from the public towards the radio switch-over is down to the fact that people simply don’t quite ‘get’ digital radio. However, given the learnings of the TV switch-over, this isn’t such a difficult obstacle to overcome for DAB.

People didn’t understand the TV process either; at first many viewers questioned why anyone would need more than five channels and was their television really not going to work after the change?

But through teams of highly trained specialists offering in-store advice and demonstrations, experts manning a call centre for extra support, and a national marketing campaign, the public were able to understand and embrace the process successfully.

‘D Love’, the digital radio ads airing currently on the BBC, aim to follow in the same footsteps as many the mascots which advocated new services to TV viewers, such as Digit Al and ITV digital’s ‘monkey’. Executing this campaign undoubtedly has got the ball rolling to spread information about the radio switch-over.

It’s vital to have an advertising and marketing campaign in 2013 to reach as many radio listeners as possible, educating them about the imminent changes ahead. This also applies to brands that can also push the cause forward. For example, radio manufacturers and retailers also need to be encouraged to champion the switch-over and aid that point of realisation amongst the public, underpinned by the D Love character and messaging.

Automotive marques have a large opportunity here too in getting on board early with the digital switch-over. It was recently announced that BMW is to now offer DAB radio as standard across its entire range from January 2013.

The car manufacturer is also offering owners of older BMWs the chance to upgrade their vehicles with a new digital radio. It cannot be understated what a significant move this is for the digital radio switch-over movement considering the previous reluctance of brands to drive the switch-over campaign; largely due to a fear of alienating consumers.

To have BMW on board at this early stage is a serious coup for Digital Radio UK and its senior marketers, who surely played a crucial role in recruiting the car-maker. This move will further promote digital radio and potentially drive a whole generation of car owners that will only know DAB, in turn applying the technology to their homes.

The triumph of the TV switch-over proves that while change is unsettling and the outcome unknown, in this context it’s a positive and proves that the public can embrace new systems if correctly guided. Yes, some people don’t like change, but the radio switch-over will successfully take place when more than the 31.3% listening figure exceeds 50%; this is evident after the slow insistence to adapt to digital TV. Today people can’t get enough of pausing and rewinding shows, on demand, and even 3D TV.

Through effective advertising, shop floor training and raising public awareness, we can say from previous experience with the TV switch-over that the model works. And so, with a renewed emphasis and investment from the authorities, the digital radio switch-over can be galvanised into further action to push DAB radio forward for a successful switch-over ahead of the planned 2015 deadline.

Read more: http://mediatel.co.uk/radio/news/2013/02/25/the-radio-digital-switch-over-a-marathon-not-a-sprint/