Kenyon Fraser has today announced that it has merged with Concept PR and digital agency Edian.

As part of the change, Richard Kenyon has moved into a chief executive role, with Ben O’Brien becoming managing director. The managing directors at both Concept (Margaret Tarpey) and Edian (Nick Holland) will remain in their current posts.

Kenyon said: “It is business as usual for all three companies' clients and staff. Both Concept and Edian are continuing to go about their business in their usual way, it’s just now as part of the Kenyon Fraser 'family'. There are obvious benefits in having a larger team in terms of experience and strength in depth, but there will be no noticeable change for clients or staff across the three firms. All three are successful in their own right and provide excellent services to our clients, so we aren’t looking to change much at all.”

The combined outfit has more than 100 clients.

The High Court has ruled that a tweet by Commons Speaker's wife, Sally Bercow, about Lord McAlpine was libellous.

On 7 December, McAlpine filed a formal libel complaint against Bercow for tweeting “Why is Lord McAlpine trending? *innocent face*”, following a Newsnight report suggesting that a politician from the Thatcher years had abused boys which led to McAlpine being falsely accused.

During the case, Sir Edward Garnier QC said that Bercow’s use of ‘*innocent face*’ was sarcastic and pointed a finger of blame.

Do you think this decision will make people more careful about what they post on Twitter?

A marketing industry survey has revealed 57 per cent of marketers believe they should move company at least every three years for career progression, higher than the national average for other professions.

The Robert Walters Career Lifestyle Survey also showed 38 per cent of marketers are now working at least 50 hours per week, compared to 24 per cent in 2011. The national average across professions in the UK is 28 per cent, with increases occurring in accounting, legal, HR, IT and secretarial professions.

A recent survey by The Drum revealed almost 70 per cent of marketing and communications employees believe their health is affected by their work.

Director of marketing recruitment at Robert Walters, Tim Gilbert, said: "Most marketers feel that the best way of developing their professional expertise is to change jobs frequently - typically, this provides them with a variety of experience that they simply do not get by staying with the same employer for a number of years.

"Organisations typically value the varied skills of someone who has routinely changed roles every two to three years. The fact that marketers are most motivated by how interesting their job is gives a strong indication of how employers should focus their recruitment and retention strategies.

"Marketers like a challenging role that provides them with an opportunity to have significant impact on bonus success."

An interesting job was more of a motivation for marketing workers than a high salary or bonus, with 67 per cent identifying it as a factor - higher than any other group surveyed.

To view the latest jobs in marketing in your area, visit The Drum's job section

To support the launch of McEwan’s Red into the trade this month the new Scottish Ale will unleash its first advert across the football final weekend, kicking off with STV’s coverage of the UEFA Champions League Final tomorrow night (Saturday 25 May) followed by the William Hill Scottish Cup Final on Sky on Sunday (26 May).

Created by Edinburgh-based The Union, who also designed both the can and multi-pack as well as launching the new website, ‘Red Carpet’ has been developed to take the viewer on two journeys promoting both in-bar and at-home drinking occasions.

The first version sees a man stepping from his home and unexpectedly onto a (CGI) red carpet. Elsewhere, other men are also being led by a red carpet to different locations, eventually they gather together to be led into a bar where the barmaid greets them with a pint of McEwan’s Red.

“Our first campaign for McEwan’s Red communicates a brand personality that our target market will clearly identify with. It positions McEwan’s Red as aspirational and confident. The advert is positive, upbeat and modern, reflecting the new outlook for McEwan's,” remarked Peter Mooney from McEwan’s.

Two 10” executions of the ad are to be included in the campaign and will be aired on Channel 4 and Channel 5. Outdoor advertising will also feature as part of the activity with 48 sheets appearing at hand-picked Glasgow and Edinburgh sites from June, with media planning and buying handled by Zenith Optimedia.

The Union’s MD Kyle Hardie added: “McEwan’s is a great Scottish brand that’s now getting the overhaul it deserves. Red is a cracking beer, and we believe that the consumer is getting the red carpet treatment each and every time they enjoy a pint or can, and that’s what we’ve brought to life in the campaign. It’s also a much higher energy approach than the competitive set, and research has told us that this positivity will resonate. McEwan’s is back with a big Red bang.”

The Competition Commission has decided that Global Radio must sell station in seven areas of the UK following the acquisition of Real and Smooth Radio last summer.

The owner of network radio brands, including Capital FM and Heart, has been ordered to sell of seven stations due to concerns over reduced competition in the East Midlands, Cardiff, North Wales, Greater Manchester and the north-east, central Scotland, South Yorkshire and West Yorkshire.

The Competition Commission ruled that in Cardiff and South Wales, South and West Yorkshire and Central Scotland Global must sell either Real or Capital. In the East Midlands it has the option to sell Smooth or Capital, in North Wales either Real or Heart must be sold. In Greater Manchester and the north-west Global needs to sell Capital or Real XS (with either Real or Smooth) and the North East either Real, Smooth or Capital must go.

Chairman of the Competition Commission inquiry, Simon Polito, commented: “Radio advertising prices are negotiated and smaller and medium-sized companies in particular rely on the presence of competing commercial stations in their local areas to negotiate a good deal. In each of the seven areas, the merger would mean the loss of either the only main competitor or one of the three main alternatives. These smaller advertisers would stand to lose most from this loss of rivalry.

“Requiring Global to sell stations to new owners in the affected areas will preserve competition and protect these advertisers’ interests.

“Whilst for some campaigns advertisers do have alternatives through other media, radio is often an integral part of a wider media campaign and there remain campaigns for which radio advertising is important.”

The competition regulator cleared the deal in London and the West Midlands and will now have to approve buyers in the seven other areas to ensure adequate competition to Global. Global will, however, be able to license its brand to the purchasers of any licences it has to sell.

Ofcom has today asked the ASA and BCAP, the UK’s advertising regulators, to review the rules that limit children from being exposed to alcohol advertising on TV, as it believes their exposure has been increased.

Research revealed by Ofcom today found that children are watching more programmes aimed largely at an adult audience, and are watching more channels which feature advertisements.

Ofcom has asked the ASA to investigate if the current approach to identifying which programmes should exclude alcohol advertising working and if it is sufficiently comprehensive.

It said: “As part of this review, Ofcom has asked the ASA to identify any issues, and take compliance action where necessary, and asked BCAP to set out its recommendations in October 2013.

“Ofcom will undertake further research to re-examine children’s exposure to alcohol advertising. This will enable us to review the impact of any steps taken to improve the effectiveness of regulations protecting children from alcohol advertising on TV.”

The ASA has begun investigating audience data, provided by Ofcom, to establish whether there have been breaches of the scheduling rules and will take action where appropriate.

The BBC has decided to scrap its Digital Media Initiative having spent nearly £100m it has announced internally this morning.

New director general Tony Hall has informed staff at the corporation that it plans to stop the project three years in, and will also write-off all assets related to the project in the name of prudence.

The Digital Media Initiative, as described by the BBC Website is "a suite of desktop production tools that delivers a new digital production environment and archive for the BBC." The project was initiated in order to help the corporation work more collaboratively internally, but now looks to be the latest victim of the corporation's deep spending cuts.

Hall released a statement admitting that the project had wasted "a huge amount of money"

He added: "I saw no reason to allow that to continue which is why I have closed it. I have serious concerns about how we managed this project and the review that has been set up is designed to find out what went wrong and what lessons can be learned. Ambitious technology projects like this always carry a risk of failure, it does not mean we should not attempt them but we have a responsibility to keep them under much greater control than we did here.”

The National Union of Journalists has described the decision as a "shocking waste of money."

Michelle Stanistreet, NUJ general secretary, said: “It seems the BBC cannot afford a fair pay rise for staff who create the top quality content that licence fee payers want, but it is able to squander vast sums of public money on hopeless projects like this. It is right that the director general has stopped it in its tracks and no doubt there will be more such decisions as he unearths all of the skeletons lying in BBC cupboards. Tony Hall said he will be taking appropriate action, disciplinary or otherwise, and I hope the executives who are to blame for this are called fully to account.”

The BBC Trust has now launched an independent review to establish the problems behind the project.

The full email from Hall can be read below:

Dear All,

Following a review of the Digital Media Initiative (DMI), we have decided to stop the project in its current form. Since 2010, we will have spent £98.4m on DMI. Today’s decision means that we are writing-off all of the assets related to this project. That’s a prudent thing to do.

We believe it is better to close it now rather than waste more money trying to develop it further.

DMI was an ambitious project when we launched it in 2008. The intention was to build new digital production tools to allow teams to develop, create, share and manage content digitally from their desktop as well as retrieve archive footage direct from the BBC’s vast archive at Perivale.

After we brought the project back in-house from Siemens, we relaunched it in 2010 and rolled out the first parts across the BBC in 2012, including the Fabric Archive Database. But DMI has continued to face challenges. It’s struggled to keep pace with new developments and requirements both within the BBC and the wider broadcasting industry. There are now standard off-the-shelf products that provide the kind of digital production tools that simply didn’t exist five years ago.

The need to produce content digitally hasn’t gone away. We will continue to work on ways to move, store, find and retrieve media from a central, digital archive at the BBC. The existing Fabric Archive database will also continue to be used across the BBC. However, we will stop developing our own in-house production tools, and instead use the industry-standard production systems that are now available.

As the Olympics, W1 and North migrations showed, the BBC can deliver major technology projects superbly. But sometimes it’s important to call time on a project if it’s proving too challenging and, more importantly, too costly to get it right.

Projects of this scale are not without risk and we are not alone in suffering from problems delivering them. But we have a responsibility to spend licence fee payers money as if it was our own and I’m sorry to say we did not do that here. We will now work with the Trust on a full review of what went wrong.

We will be looking into what has happened and will take appropriate action, disciplinary or otherwise. The immediate situation has been brought under control and we have put appropriate safeguards in place around major projects so that this can never happen again. Our intention is to draw a line under DMI, make sure we learn from it, and ensure BBC Technology, Distribution and Archive is explicitly focussed on providing you with the best systems and products available to help you make programmes.

Best wishes,

Tony

Maxus UK, part of GroupM, has announced the appointment of Jenny Smith as planning director as well as the promotion of Stephanie Marks to head of client service.

Smith joins from PHD, where she was the global strategy director on Unilever, and a board member.

Lindsay Pattison, CEO at Maxus UK, said: “Jenny is an outstanding addition to our team. Her reputation precedes her – she’s been involved in award-winning campaigns and the development of some of the biggest media strategies in recent years, including the Cadbury Olympic Sponsorship and the Wispa relaunch. We’re really investing in our creative development this year, and Jenny will be instrumental in its growth and success.”

Marks returns to the agency following maternity leave, and has been promoted to the new post from her previous role as client services director.

Pattinson said: “At Maxus we have a strong commitment to outstanding client service. Steph always delivers 10 out of 10 on this, which is integral to our vision. As we continue to grow we want to ensure that excellence in account management remains a key differentiator for us. Steph’s role will be pivotal in this.”

Both Smith and Marks will report directly into Maxus’s managing director, Nick Baughan.

Churchill Insurance has this week unveiled two new TV ads featuring Churchill the dog: Ride and Welcome Home.

Both the ads, created by WCRS, focus on the insurance company’s ‘No Claims’ offers.

Simon Peck, managing director at WCRS, said: “We are really excited to be broadening the horizons of Churchill’s world. This is the next step in an incredibly effective and successful campaign. Oh yes!”

Both commercials were written by Jane Briers and Dave Cornmell and directed by Dominic Brigstocke, who has directed all of Churchill’s 30” spots since the start of 2012.

Amanda Walker, marketing director at Churchill, said: “Our campaign continues to expand Churchill’s repertoire. I’m thrilled with these latest instalments and think that they will provide real cut through in a crowded market place."

The first ad was unveiled on Wednesday, and Welcome Home launches today.

Strongbow has engaged Bulletproof for the packaging design of its new Dark Fruit variant launching next month.

“The packaging designed by Bulletproof, fits into the new look introduced by the brand redesign of June 2012. The Dark Fruit look is a natural evolution, introducing a more premium, sleek and understated style. Overall the design retains the power and masculine pride of the parent brand, but introduces an intriguing new variant for a new generation of cider drinkers,” said Lucy Harman, Strongbow UK brand manager, of the design.

Bulletproof won the project by Strongbow brand owner Heineken in October of last year following its existing relationship with the Strongbow UK team.

Tony Connor, Bulletproof creative director, added: “In a sea of premium flavoured cider we wanted to create a credible, accessible option for everyday cider drinkers with a powerful, masculine positioning. The matte charcoal finish ensures masculine cues, whilst remaining inherently Strongbow through our distinctive architecture and branding.”

Strongbow Dark Fruit will initially launch with a 440ml can with 10 x 440ml can multipacks available in the off-trade from June 2013, followed by 500ml glass bottles due for release in mid-August.

Eight out of ten (80 per cent) of UK smartphone users now use over-the-top ( OTT) or instant messaging (IM) services, a survey carried out by Vanson Bourne on behalf of mobile messaging company Acision.

The study into 1,000 smartphone users in the UK found that 76 per cent of these smartphone users currently admit to using multiple messaging services to contact friends, families and colleagues.

Jorgen Nilsson, chief executive at Acision, said: “Whether users have a feature phone or Smartphone, providing a richer, ubiquitous experience and breaking the fragmentation barrier is key for tomorrow’s services, while enabling monetization of services with a new commercial model.

“If operators act now, they can carve out a service experience which improves user satisfaction, stickiness and incremental revenue generation through new service add-ons.”

New appliance range Sage by Heston Blumenthal has appointed MBA to handle its UK advertising account.

The independent agency, which won the business following a pitch, will focus on creating communications with an emphasis on digital, social media and web content.

Tim Hossack, managing director of Sage appliances, said: “We were impressed with the creative talent within MBA, as well as their ability to execute campaigns and deliver results. Their team is very much an extension of our in-house operation and we will work in collaboration with them."

The range includes tea makers, coffee machines, blenders and juicers.

Most of the headlines around social media recently have focused on Facebook’s massive advertising potential, particularly now its mobile channel, which is used more by daily users than desktop, has been monetised.

With an average revenue just over $5 per user and more than a billion users, it makes for eye-catching figures. However, at least as fascinating a story is emerging through affiliates’ use of social media to build large followings, typically for voucher and cashback offers, which can be used to drive traffic to participating brands.

According to Matt D’Alton, managing director of Navigate Digital, the big difference with social is it gives an opportunity for affiliates to build a community. This circumvents the issue of the millions of people a large affiliate can have on its email distribution list going ‘blind’ to ever- lengthening emails packed with similar-looking offers from a familiar list of advertisers.

“We’re finding that people are just not as responsive as they used to be to cashback offers and voucher codes from the big players because you get a bit fed up seeing the same offers sent out time and time again,” he says.

“With social media it’s very different. The big voucher and cashback sites are cleverly building communities. They’re not just releasing voucher after voucher; they’re being a lot more savvy than that. The top voucher sites have up to a quarter of a million ‘likes’ and so that’s a huge, engaged audience to reach.”

For D’Alton the big difference can be that a Facebook post stands out on its own and so is far more likely to be clicked on than an offer hidden in sub menus on a site or at the bottom of a very long list of emailed offers. This growing blindness to offers on email and websites is also true of Twitter, experience has revealed, making Facebook the only truly serious social media channel of choice, in his opinion.

Beyond transactions
This is partially backed up from the experience of the major affiliates. At VoucherCodes.co.uk, co-founder Max Jennings, reveals that email is still its primarily channel, while in social media Facebook is the prime channel for sending clients new customers and Twitter is serving a more background role with opinion formers.

“Social media is still relatively small because we have just over a quarter of a million users on Facebook, but more than six million people get our regular emails,” he says.

“So, email is still far and away our biggest channel but social media is very important and is growing well. Facebook allows us, and our clients, to go beyond the transactional nature of an email. We can run competitions, ask people about products, get them to tell us what they’re using them for, what they’re going to do with the money the save. You mustn’t use Facebook as a purely transactional site, because it’s a lot more about community. “Facebook is our channel for reaching consumers, while Twitter is great as a communications tool, reaching out to key influencers. It’s great for network building but doesn’t give the deep, rich experience you can get on Facebook.”

Having said that, though, there are brands having considerable success through Twitter. Although many marketers will agree the experience is not as rich as Facebook and that sites which spew out offer codes can lack the community of a Facebook page, sheer weight of numbers can bring results, according to Jo Thomas, LBi’s assistant head of performance marketing.

“Some affiliates are really cashing in on the use of social media – purely based on the authority they have within the space,” she says.

“We work with a fashion affiliate who is a top performer for one of our retail clients. We often provide them with exclusive offers because the return we see is really strong. The affiliate works on the Chinese social media platform Weibo and tweets fashion offers. It’s a simple way to promote a brand but with the right audience, and a strong social media footprint, our clients reap the rewards.”

Mini affiliates
A really interesting development, very much in its infancy at the moment, is Facebook and Twitter users becoming mini affiliates passing on deals to their friends and followers. Whether the deal originates from an affiliate or direct from a brand, people can sign up to services such as Digital Animal or Crowd Twist to receive cash or points incentives to pass and promote offers. Stacey Alexander, head of performance at Arena, believes that although it is ‘early days’ the new approach will help brands tap in to their user’s followings. “We’re about to roll out a campaign with a client in June with Digital Animal that will allow individuals to be rewarded for using their friends and followers to send us traffic,” she says.

“At the moment there are a few savvy brands, such as Domino’s, whom we work with, who are actively seeking out social media as part of working with an affiliate. In the majority of cases, though, in my experience, it’s being included in packages, rather than something a brand specifically asks for.

“I think this is going to change how social allows you to tap in to a person’s friends and followers like no other medium so you can get a real momentum behind a campaign based on people trusting recommendations from their friends and follow lists.”

So, while email is set to remain the dominant, transaction-focused channel for affiliates for quite some time, there is considerable growth in social media. It is not surprising that it cannot yet compare in terms of traffic generation to email lists and websites which have taken up to a decade to compile. However, with marketers testifying to the power of the new medium to vastly outperform email and web pages, it looks set to be the channel that will provide the biggest opportunities for growth in the years ahead.

This article is also published in The Drum's quarterly Performance supplement.

Following the news that the BBC is scrapping its Digital Media Initiative (DMI) after spending £98.4m on the project, it has now been revealed that technology boss John Linwood has been suspended.

Linwood, who earns £287,000-a-year, will be on paid suspension while a review on the project is carried out by the BBC Trust.

In a statement, Tony Hall said he was stopping the project before any more money was wasted.

He said: “I saw no reason to allow that to continue which is why I have closed it. I have serious concerns about how we managed this project and the review that has been set up is designed to find out what went wrong and what lessons can be learned. Ambitious technology projects like this always carry a risk of failure, it does not mean we should not attempt them but we have a responsibility to keep them under much greater control than we did here.”

The project has been running for three years.

Grey Spain is currently charging ahead in this fortnight’s Creative Round-Up vote with its work for the Aid to Children and Adolescents at Risk Foundation (ANAR), the lenticular print of the poster means that children see a different picture than adults.

Close behind Grey Spain is McCann Worldwide’s Danish Coca-Cola campaign ‘The Happy Flag’ and ais London’s charity offering for Harrison’s Fund, a hard-hitting print campaign entitled ‘I wish my son had cancer’.

Packaging design entrants appear to be giving the others a run for their money with Create-a-brand, Parker Williams, threebrand and Bulletproof all raking in the votes for their work for Earthbaby, Tomorite, Ola Dubh and Amira respectively.

Brand identity work is also proving popular this fortnight with numerous votes logged for Together Design’s Condé Nast College identity and Anagrama’s work for Romero+McPaul.
AMV BBDO’s topical nod to Sir Alex Ferguson’s retirement is undoubtedly popular as is DDB Warsaw’s return to basics with McDonald’s chalkboard ads.

Though off to a slower start votes are beginning to trickle in for Good’s packaging design for Tamdhu, 101 Buenos Aires TV campaign for Mercado Libre and tbp!’s Silverburn campaign.

All is not lost at this early stage though if you have a favourite make sure you log your vote before midday on Wednesday 29 May and the winners will feature in the 7 June issue of The Drum.

The increasing trend towards using “big data” to inform brand strategies is breeding an attitude of “false certainty”, which could be detrimental to businesses, according to Ogilvy & Mather vice chairman Rory Sutherland.

Speaking at Digital Shoreditch’s Nudgestock event today – the UK’s largest gathering of behavioural sciences experts hosted by #Ogilvychange, Sutherland advised marketers and digital businesses to abandon the idea of false certainty that over reliance on big data can instil.

He said big data may become a “terrifying battleground” in which decisions are based entirely on spreadsheet logic rather than anything more abstract.

“The reason I’m worried about this false certainty is that I see big data as being a rather terrifying battleground which will be seized upon by people with pretty good statistical understanding, but who will tend to make perfect models out of things using various complex mathematical tools, which may not only be inappropriate to the task at hand but based on data that isn’t even particularly relevant,” he said.

He said people in business have a “disproportionate” love of any decision that relies on a mathematical formula or model, because it means they can “offload” the burden of an important decision onto something other than themselves, according to Sutherland. “That worries me,” he added

To demonstrate the point he referenced a technique used and later scrapped by the RAF during the second world war due to the fact that the source data being used wasn’t accurate. This comprised analysing the areas of war planes which had multiple bullet holes, to determine how to improve them.

There soon developed a pattern showing that specific areas of the planes all had multiple bullet holes so they spent a serious sum of money reinforcing those select parts of the plane with armour plating.

However, the plan was then dropped once they realised that the data they had gathered was actually from the wrong planes, according to Sutherland.

“All the aircraft on which they were basing their data had survived so their entire database was based on data that revealed where you can shoot at a plane and not make it crash. The data they should have been analysing was on the planes lying at the bottom of the English channel. This is precisely one of the dangers in this obsession with certainty,” he said.

#OgilvyChange is the specialist behavioural sciences practice of Ogilvy & Mather UK.

Sutherland heads up a partnership between the #ogilvychange practice and Pimp My Cause, creating a field lab for implementing behavioural insight in addressing real world social problems.

Luxury yacht manufacturer Sunseeker International has employed McCann PR Birmingham to its international account.

The agency is now tasked with managing the brand’s social media platforms as well as working to maximise Sunseeker’s presence in traditional media. McCann PR is also set to provide international event support at key industry shows including China’s Hainan Rendez-Vous and the Miami International Boat Show.

“We were impressed by McCann PR’s levels of expertise and professionalism. They demonstrated their understanding of social media and recognise the huge opportunity to grow our brand’s influence. From dedicated support at high profile events to driving social engagement and keeping our website news current, the McCann team have shown that they understand our brand’s challenges and have translated these into strategies to move Sunseeker forward,” said Gemma Marsh at Sunseeker.

Since its appointment McCann has already taken steps to drive brand engagement through social media, with engaging content aligned with fresh lifestyle photography to attract fans from the UK and US to China and Dubai.

McCann PR MD, Christine Arthur, added: “We are absolutely delighted to welcome such a prestigious brand as Sunseeker to our international portfolio.”

The PR appointment now sees McCann providing a fully integrated service for Sunseeker, which includes creative, media, digital, and CRM locally, nationally and internationally.

First Direct has unveiled a new campaign with JWT London, which is set to run across TV, press, digital and outdoor media, with the aim of promoting the ‘unexpected’ bank.

JWT worked with visual effects company MPC to create the TV ad, which features a talking platypus called Barry, and will air from Monday 27 May.

A series of outdoor and print ads look to show the personality of the brand, including one which reads ‘Picture a row of birds chirping. We’re the one beatboxing.’

Lisa Wood, First Direct’s head of marketing, said: “It’s turning into quite a year for us at first direct. We recently put our name to the first direct arena in our home town of Leeds and now we’re back on TV with a great new campaign which highlights the un-bank like nature of the brand.

“The aim of the campaign is to show customers there is an alternative to the high street banks, highlight why we’re different to a wider audience and also reconnect with our loyal customers in a more physical form.”

The campaign will run in the UK through to November and is the first major campaign that the bank has run in recent years.

Jessops has overhauled its affiliate program as part of plans to revitalise its brand following its recent acquisition by entrepreneur and Dragon’s Den star Peter Jones.

The camera retailer, which was forced to close 187 stores in January, returned to the high street two months later following a £5m investment from Jones.

Under his leadership Jessops has slashed its cost base and is repositioning the business as a multichannel retailer, with initial focus on 21 specialist stores, with more to open in the coming weeks.

It is working with performance marketing and technology firm TradeDoubler to relaunch its affiliate activity.

Jessops’ associate director of e-commerce Simon Joseph said Jessops is in an “infinitely stronger” financial position and has a distinct brand focus under the steering of Peter Jones.

“We hope that this gives our affiliate partners as much confidence as it does our customers who are very pleased that Jessops is still the biggest and best brand in the UK, offering photographic advice and the opportunity to buy camera equipment in-store or online,” he said.

Dan Cohen, regional drector, Tradedoubler, said: “It’s fantastic to welcome a revitalised Jessops brand back to Tradedoubler. With Peter Jones at the helm, an entrepreneur who is fixated on getting cost-effective results, this is a great vote of confidence in performance marketing as a channel that will generate incremental revenue and where performance is rewarded.”

The program offers a free order online, collect in-store service with discounts on multiple products including tripods. Camera bags and six months ‘interest free finance’.

Jessops has worked with Tradedoubler since 2003.

Elastoplast’s new range of Fabric Waterproof plasters is being promoted by a YouTube campaign created by CMW.

The ‘Britain vs the Weather’ campaign begins today, and is set to run for three weeks. Using the YouTube app, people select which destination they wish to check the weather forecast for, and are presented with one of 19 carefully tailored videos.

Liz Wilson, chief executive at CMW, said: “Wet weather is a way of life in the UK but our perseverance is renowned throughout the world, which makes it something worth celebrating. This campaign does just that and targets local audiences with content to match their location. It’s been great to communicate such a famous established brand in a fun, modern way.”

CMW will also be responsible for managing Elastoplast’s twitter presence and using this to drive traffic to their YouTube page.

Sebastion Werner from Beiersdorf, added: “The Elastoplast brand has been helping the British carry on with their lives through any mishaps for decades. CMW, as always, has created a campaign that demonstrates those values by delivering something that’s personal, fun and that evokes the British spirit.”

The campaign will look to target mums looking for places to visit with their families through ads on key parenting sites.