Christopher Trotter food writer and consultant, a photo by 6 Degrees Networking on Flickr.

At our Leith Lunch on 24 November 2011, Christopher Trotter explained the background to his ambitions to produce wine from vineyards at Upper Largo, Fife, Scotland in 2014.

PR consultant and writer Lynda Hamiltion interviewed Christopher for The List. Read the full interview.

Dr David Fraser author of ‘Relationship Mastery : A Business Professional’s Guide’ gave compelling overviews of his book at our Glasgow lunch, Edinburgh soirée, Leith lunch and Dundee lunch during 2011.

Dr Fraser has condensed his experiences and knowledge about the subject into a practical 12 step guide which has a surprising conclusion.

In the clip below, Dr Fraser gives an interactive demonstration of how our unconscious minds controls more than we think. The power of unconscious mind and how it affects our relationships is one of the fascinating topics explained in the book.

Mr Rasul explained to the guests that after graduating for Strathclyde University in Corporate Law he quit his new job at a Glasgow law firm after a few hours. On the train home he chatted to an acquaintance about the IT industry.

This growing and dynamic sector appealed to Mr Rasul and he immediately set up Silicon Concepts in 1994, and subsequently won a six figure contract. Most people would never contemplate such an audacious venture since he knew little about IT, computers and running a business. Mr Rasul didn’t have the financial resources either to fulfil the contract, but by hiring the right talent and managing the contract effectively he succeeded. He pointed out that self-belief and a can do attitude was a massive factor in his early days of business.

The maxim of hiring people who are talented in a particular field is a favourite among many entrepreneurs (Felix Dennis for one) and Mr Rasul is no exception. He also believes the business should have a good cashflow and avoid unnecessary processes. Mr Rasul often buys businesses that are struggling; cuts out the systems and processes he deems unessential; makes them successful then sells them for amazing profits. In one instance he sold a company he bought for £20K for £2million.

As well as being a business columnist for the Scottish Sun, Mr Rasul currently advises Secretary of State for Business Vince Cable as part of the Minister’s Entrepreneurs’ Forum. The Edinburgh-based entrepreneur has also featured in an online version of the BBC’s Dragons Den alongside American Julie Meyer and host Dominic Byrne of the Chris Moyles BBC Radio 1 Breakfast Show. His core business interests include optical-media distribution business E-Net Computers. Established in 2000, it is now the largest storage media distributor in Europe and one of the biggest buyers of optical storage products in the world. Mr Rasul also has a division dedicated to management buy-ins and buyouts, providing teams with the funding, buying power and exposure to the supply and distribution networks required to expand their business.

As well as expanding E-Net Computers, Mr Rasul has developed a venture capital investment portfolio which focuses on property, asset management, retail and internet technology. Throughout the noughties he has invested in many businesses. Most have been successful while a few have failed. His recent online ventures include: www.boffer.co.uk (one day only deals on consumer goods).

In April 2011, Mr Rasul launched discount cash and carry BigOffers in partnership with ex-Matalan boss Duncan Sutherland. The warehouse at Newbridge near Edinburgh is the latest move by the entrepreneurs to help cash-strapped consumers. Thousands of shoppers queued outside the 60,000 sq ft site on its opening day to snap up a host of rock bottom bargains, including £150 suits for £8 and iPod Nanos for as little as £20. Mr Rasul said: “Consumer trends show that people want to pay less but not compromise on quality, and that is exactly what we are delivering at BigOffers.”

A guest asked Mr Rasul which kind of businesses were doing well during tough economic conditions, and he explained that e-commerce or e-Bay shops were doing very well, but you have to find the right product. He has a warehouse in West Lothian which he rents out to a number of eBay shops. This eBay village, he says, allows them to group buy services such as postage and thereby reduce their overheads.

On the night of 18 April 1775, why did Paul Revere’s warning to his fellow US patriots about the movements of the British army around Boston spread quickly, while other messengers didn’t share the warning so effectively?

During 1994-96, why did annual sales of Hush Puppies shoes grow from 30,000 to 430,000 without any significant investment in advertising or marketing?

How did the authorities manage to significantly reduce crime in New York in the late eighties and early nineties?

Why are groups of no more than 150 people so effective at making an idea, behaviour pattern or product ‘tip’ and become widely accepted or successful?

Malcolm Gladwell’s best selling book, The Tipping Point, explains the reasons why the above events happened and how they all share common factors which makes them ‘tip’ and snowball. The author uses case studies such as the American Revolution, AIDS, Hush Puppies, New York crime, Sesame Street, Micronesia suicides and teen smoking to illustrate his theories on why they all tipped and grew exponentially or became successful very quickly.

You will need to read the book to find out what the four factors are, but in the case of the New York crime for example, the author explains that the derelict buildings and the neglected subway system created the environment for crime to thrive. If a building has broken windows, some people will think it is ok to break a few more. Fare-beating was deemed acceptable in the subway because virtually everyone was doing it. Many of the machines were out of order, which didn’t help matters either. The authorities significantly reduced crime by upgrading the subway system. Plain clothed policemen arrested fare-beaters and sometimes discovered they had criminal records or were carrying a weapon. Fare-beating and crimes on the subway greatly reduced while income from the fares dramatically increased.

The policed also cracked down on quality of life crimes on the street, such as car window washers, drunkenness, public urination, etc. The precipitous reduction of the minor crimes lead to the decline in serious criminal activity and a much better quality of life in New York. As Gladwell points out, a person’s environment has a big influence on their behaviour.

Small details are very often the key factor that makes something snowball, and can be easily overlooked. The author gives detailed analysis of all the various case studies so that the reader can apply them to their business, workplace or personal endeavour.

Personally, one of the surprising factors was the rule of 150. It has been proved that human beings have the social capacity for groups of up to 150. This number is preferable for creating harmonious and productive societies and workplaces, and of course tipping points.

Military units are often less than 150. Hutterite colonies in the USA are not allowed to grow beyond 150 members. The Gore-Tex clothing business prohibits offices with more than 150 staff, preferring to build a new office nearby if capacity is needed. Keeping within the 150 threshold allows members to feel comfortable and not overwhelmed. It encourages more interaction and understanding, and crucially, a good fertile breeding ground for ideas and innovation – essential for an innovative company like WL Gore Associates.

This theory could be applied to social networking sites such as Facebook or LinkedIn where most people would claim to have meaningful relationships with around 125-150 ‘friends’ or connections. If you have significantly more than this, you might understandably feel overwhelmed and or guilty about spending too much or too little time of these sites. A recent study by Napier University, Edinburgh showed that Facebook did create anxiety amongst the respondents to the survey.

On the whole the book provides great insights into why things gradually tip then snowball and how they all share common traits or factors that were essential for them to tip in the first place. The four factors can also be found in ‘epidemics’ that appear to be accidents or flukes.

If you are in business, the findings in this book can be applied to marketing campaigns, management style and culture. On a personal level, it might also motivate you to examine how you convey your business face-to-face or at a presentation. Which makes it essential reading if you are looking for significant improvement in these areas.

How did Paul Revere spread the warning so effectively and thereby enable the US patriots to prepare for the British army? He was a ‘connector’ and belonged to many social circles, so he know who exactly who to share the news with. He knew everyone he met and they knew him and believed his warning.

Read more reviews of The Tipping Point by Malcolm Gladwell on Amazon. Fortune described The Tipping Point as “a fascinating book that makes you see the world in a different way”.

Ewan Glen explains the background to St Andrews Golf Company.

Ewan Glen explains why St Andrews Golf Company runs historical golf days.

Ewan Glen discusses his plans for St Andrews Golf Company.

For viewers who are unfamiliar with advertising history and it’s key figures, David Ogilvy was an Englishman (born 1911) to a Scottish father and Irish mother. He attended Fettes College in Edinburgh then Oxford, but left before his degree to work as a chef in Paris, then returned to Scotland to sell AGA cookers, which he did very successfully.

His older and more successful brother, Francis, gave him a job in advertising agency in London, Mather & Crowther. David then moved to New York to seek new opportunities.

Between 1938 and 1948 he worked as a researcher for George Gallup, a British intelligence officer during the war and an Amish farmer in the post war years. During this time he read extensively on advertising and business management.

Returning to New York in 1948, he was instrumental in starting a new advertising agency Hewitt, Ogilvy, Benson, & Mather. The agency would later be known as Ogilvy & Mather. His talent for writing and research (honed at George Gallup) coupled with hard work and a growing network of contacts, propelled Ogilvy’s fledgling agency to steadily win accounts for household brands and blue chip companies. Being British gave him a different perspective on American culture, which he used to his advantage.

Ogivily’s innovative theories on advertising were an antidote to what was prevalent at the time. Much advertising was too artistic, poetic and in his opinion, meaningless. Ogilvy believed advertising should sell the product and be memorable. Benefit and fact based headlines and copy was, in his view, the best way to achieve this, as this headline for Rolls Royce shows:

At 60 miles an hour the loudest noise in this new Rolls-Royce comes from the electric clock

He also believed that any illustrations or photography in printed advertising should have story appeal and the ‘burr of singularity’, which is discussed later in this blog post.

While he personally created a handful of classic and enduring advertising campaigns for the likes of Rolls Royce, Hathway shirts, Dove, Guinness, Puerto Rico and British tourism, he eventually left the copy writing and creative input to his staff. Ogilvy ultimately became a figure head for the agency, regularly giving speeches, writing books, travelling around the world (he hated flying) and appearing on TV. In his later years, he believed he stopped working as a copywriter too early.

David Ogilvy’s Legacy

While Ogilvy wrote three books during his life time (he died in 1999) the most comprehensive about the man himself and his legacy is Ken Roman’s biography ‘The King of Madison Avenue’. Roman is one of the few people who could do justice to writing the first ever biography about David Ogilvy, since he started working at Ogilvy & Mather in 1963. Roman eventually became CEO and Chairman.
Ken Roman visited Edinburgh in 2009 to promote the book at a reading organised by The Drum magazine (see video clip below). This was followed by a visit to Ogilvy’s former school, Fettes College. Roman discussed the key moments of Ogilvy’s life, his qualities, failings and anecdotes from their decades of working together.

Having read Ogilvy’s two key books on advertising(‘Confessions’ and ‘Ogilvy on Advertising’) I was interested to find out more about the man himself and what lead him to create the legendary advertising and of course, the global agency. While his life was not without a dull moment (he married three times) it’s Roman’s assessment of Ogilvy’s legacy that helps us understand his relevance in advertising and business today. It also supports my views on what he would of thought of the new digital age we live in today.

It’s easy to focus solely on the advertising campaigns, Ogilvy influenced many aspects of the advertising business. We can credit him for:

• Encouraging business and corporations to adopt a brand image. He didn’t invent the idea but he championed it as early as 1955. All the Ogilvy & Mather offices had a consistent brand image, from the stationery, advertising and office interiors.
• He was instrumental in making the advertising a profession.
• Changed in the industry norm for charging commission to fees, like the legal profession
• Championed direct mail long before it’s prevalence in the 80s and 90s. Many organisations and businesses still appoint agencies to deliver direct mail campaigns today.
• Campaigns should be measured in terms of sales or results. Today many industry awards honour effectiveness in terms of sales, response or results.
• He abhorred agencies that created advertising to seek awards and recognition for creative inventiveness.
• He was a great leader, whose principles and values helped to build a major international agency that still exists today. Albeit, after a hostile takeover in 1989 by Martin Sorrell’s WPP Group.
• He showed respect for good manners in advertising, in dealing with clients, and in treating employees. In contrast to some of the petulant and egotistical personalities that have appeared in the marketing industry.

For me, one the most interesting sections in the book is the final chapter, titled ‘(More)Unpublished David Ogilvy’. This is a selection of memos, letters, speeches and articles from the files of his partners.
In one memo from 1973, Ogilvy supported working freelance or ‘moonlighting’: “We encourage moonlighting, particularly among our copywriters. It broadens their experience. It gives them more sense of responsibility. It increases their income – at no cost to us.”

He continues: “Only two rules. Chaps must not moonlight on competing accounts or for other agencies, and they must not be caught doing the work in office hours.”

What would David Ogilvy think of today’s digital platforms?

I agree with the author’s belief that Ogilvy would have approved of todays digital channels and social media, since they can be used for research, data capture as well as delivering a campaign. The web is full of dashboards for capturing data and statistics about an individual, brand or business. In addition to numbers, the sentiment can also be measured and filtered if needed. I am sure Ogilvy would have marvelled at these innovations and approved of their use in marketing.
Personalised content and location based advertising is the modern day equivalent of direct mail. However, from experience of working for large organisations, print based direct mail is still widely used, so digital channels haven’t replaced it entirely yet.

Incidentally, using the technology would have been beyond him. Ogilvy never used a typewriter, only freshly sharpened pencils. He rarely watched television and didn’t embrace it as an advertising medium. His contemporaries, such Bill Bernbach and Leo Burnett (often mentioned in Mad Men also) were the creatives blazing a trail with television.

Nowadays, you know, the creative departments and agencies are dominated by specialists in television. Their ambition is to win awards at festivals. They don’t give a damn whether their commercials sell, provided they entertain people and win awards. The won’t have anything to do with research if they can help it. These creative entertainer have done the advertising business appalling damage.

Using David Ogilvy’s advertising principles in your business

While many of today’s advertising creatives and writers owe a bigger debt to greats such as Bill Bernbach (Volkswagen adverts) and Leo Burnett (Malboro man and Jolly Green Giant campaigns) if your business needs to produce it’s own press or outdoor advertising they should adopt

Ogilvy’s approach of communicating the facts and benefits in an attractive and compelling way.
6 Degrees Networking, co-founder, Steven Mitchell adopted this approach for a series of shop window postcards for City Car Club. The postcards were nominated for a Chip Shop Award in 2008. The six cards simply convey the benefits of using City Car Club. You can view the postcards here.

Great advertising, Ogilvy was fond of saying, has a ‘burr of singularity’, something unusual enough to stick to the reader’s or viewer’s mind, the way a non-metaphoric burr sticks to your trousers. A burr could be a visual device in a print advertisement, like the eye patch conveying the aristocratic aura and story appeal of the Hathaway man. View this classic advert.

I keep on beating the drums for advertising that sells, and flogging those who think that advertising is entertainment. I will go to my grave believing that advertisers want results, and the advertising business may go its grave believing otherwise.

For anyone new to advertising and marketing Ogilivy’s first book Confessions (written in 1964) and his second one ‘Ogilvy on Advertising’ (written in 1982) are essential reading. He is a good writer and very quotable:

Search all the parks in all your cities. You’ll find no statues of committees.

Ogilvy’s third book was an autobiography ‘Blood, Beer and Brains’ which received mixed reviews, however, it was re-released in 1997 with new a title and additional material two years before he died at Château de Touffou, France on 21 July 1999.

Ultimately, Ogilvy has inspired many to embark on advertising as a career and his principles are widely advocated by many marketers and industry figures today. A recent campaign for Dos Equis beer pays homage to the Hathaway shirt campaign.

Not only did he pioneer a new direction for advertising he created successful advertising for many UK companies (such as Guinness, Rolls Royce and Schweppes) who were exporting to the US for the first time (view some these classic adverts here). This feat was recognised and he was awarded a CBE (he thought he deserved a Knighthood). Today Ogilvy & Mather creates campaigns for brands such as Cisco, Coca-Cola, IBM, Ikea and Yahoo! The agency employs 16,000 people spread over 173 cities around the world.

On the 9 December 2010 at Centotre, Edinburgh, Alastair Mowat gave an entertaining account of his time as Marketing Director at Scottish & Newcastle (S&N). Below is a transcript of Alastair’s talk.

I hazard a guess that most of you feel, given more time in the day, you could handle marketing pretty well off your own bat. My topic today, erroneous marketing, may prove how right you are. In my 12 years (1982-1994) at the helm of marketing, I made plenty of errors, and it may be helpful for you to learn from them.

Mistake number one, Amstel lager

In the wake of Becks Bier growing volumes, we decided S&N could easily handle another premium lager. We picked Amstel and went forth with the tag line:

“The lager the Dutch wished to keep to themselves.”

The British consumer wholeheartedly agreed with that view, and after just two months I had to withdraw the product from our Managed Houses (pubs and bars).

Where did we go wrong?

1. Half-hearted advertising.
2. We failed to win the hearts and minds of the salesmen.
3. Licensees felt we were doing well enough with Becks Bier.
4. We were complacent and conceited.

Incidentally, Amstel, after several false starts, has its place on some UK bar counters now.

Mistake number two, Coors Export

Later on, I was persuaded to look for an American product. We chose Coors which enjoyed, at that time in the USA, a sincere cult following.

American beer was adjudged by many Brits as weak and washy! In fact, most lager in America was at least 5%, so the bias was strangely inaccurate. Budweiser had launched unsuccessfully while Australian lagers were making impressive ground. It was a gamble, but S&N had to improve its lager portfolio.

Ironically, I helped to re-design the Bush Bottle, but that’s another story. We’d have gone with Bush, if they had been prepared to grant us both the on-trade (pubs and bars) and off-trade (off licences and supermarkets). So it was Coors it had to be.

• I wanted to introduce Coors in a can (the famous Silver Bullet) but failed to convince my board. They wanted draught lager.
• The liquid was an export lager, which did initially do well in research against other premium lagers.
• This time we were ready with TV and all the expensive paraphernalia of an national launch. The reps and drivers attended cinemas all over the country. Speeches were made endlessly by me and a lively American called Marizenala. Actors from the USA TV sitcom Cheers took part in our TV advertising.
• We struggled to gain 100,000 barrels in our first year. Despite high endeavour, we eventually shuddered to a halt.

What went wrong?

1. We tried too hard and launched in a hurry.
2. We failed to pick the right name. Silver Bullet has an association with guns, violence, etc. Would have been excellent in the off-trade (off-licences and supermarkets).
3. The off-trade would have been an easier market for us and less expensive.
4. As we ground to halt at 120,000 barrels in our second year, our company lost heart. By this time we were under take over rumours.
5. Our timing was wrong.
6. We were in an educational role and we underestimated the time it would all take.

Coors now has a brewery at Tadcaster in England – what goes around, comes around.

Mistake number three, Starbrite

Ever heard of the brand? I doubt it, as we tested the brand in the North East of England. It was a fusion of beer and lager – well that was the general idea. A lager beer that was aimed directly at the young aspirational market. Newcastle had a reputation for partying and clubbing and this was to be a breakthrough. 4% alcohol by volume, bright, cheery and that word I am loathe to use in drink advertising: refreshing.

It bombed, why?

1. Too early for the market.
2. At that time, club goers favourites were Snakebite, Blast Away (Diamond White and Castaway), premium lagers such as Pils and Carlsberg Special.
3. Drinking bottle by the neck was popular, draught tap was not wanted.
4. Cider was on tap, but was popular due to Snakebite and was up to 8% by volume.
5. We didn’t explain the virtues of the product well enough.

The lessons learned

I have not told you all our failures. Our stout, ‘Heavy Bevy’, McEwan’s Low Alcohol lager were also unsuccessful. God knows how I lasted 13 years. We must have done some things better, when I come to think of it, but here’s some of the lessons we learned from the failures.

• In new developments, travel quietly and cautiously and learn how the consumer reacts. Research can’t reveal everything.
• It’s no sin to adjust one’s marketing attack.
• Carry one’s natural ambassadors with you. In our case, breweries, salesmen and bar staff.
• Watch the weight of burden the salesmen has in his portfolio.
• Check and check again the quality of the liquid.
• Avoid conceit and complacency.
• Make sure the concept is understandable to the normal punter.
• Don’t exaggerate the forecast or the net profit.
• Your competitors will be ready to copy if you are successful.
• Claim the heart and respect of your target consumer. That’s what great brands achieve.
• Word of mouth is the most efficient and reassuring vote of confidence that can develop the halo effect.

The fun in marketing

Finally, I  would like to end on a cheerful note and turn to the fun in marketing.

• The men and women who make it in marketing are generally amusing, have an up beat tempo and like partying.
• It’s usually three to six months before you are found out. By then you may have moved on to another brand.
• If you have a modicum of sense, marketing is a balistic caper.
• In my day, plenty of travelling about the country, especially to the hand-picked advertising and design agencies in London. Useful for weekend breaks, much of it on expenses. The MP’s copied us lot.
• Sponsorship could be a lot of joy. Whether the arts, charities or sports. Free seats, mingling with the great and the good.
• And if you were really lucky, trips abroad to conferences and the like.
• As the great Sinatra put it. We did it our way.

Rachel Bridge is the Enterprise Editor at The Sunday Times where she writes about entrepreneurs and small businesses. As part of her job, she has interviewed dozens of successful entrepreneurs. Many have started a business with a modest outlay and resources. These meetings inspired Rachel to write this book, How to Make a Million Before Lunch, and a solo show at the Edinburgh Fringe in August 2010. I first became of aware of this book and the Fringe show in the Scottish newspaper Business 7. I was intrigued by the title and idea behind the book. As a graphic designer the title and cover had already won me over, and I expected the content to be equally engaging.

Of course, making a million before lunch is unrealistic, but it’s a compelling title to encapsulate the notion of earning serious money from a business that’s only a few years old. The book is aimed squarely at individuals who are going into business for the first time, and ultimately aim to generate a multi-million turnover or sell the business at some point in the future. Some might wish to do so at retirement, others might wish to exit within a few years.
If you wish to start a business, then this book provides 20 shortcuts for creating a booming enterprise – along with practical advice and the pitfalls to avoid. These 20 shortcuts were abridged into nine key points for Rachel’s Edinburgh Fringe show in August 2010.

Rachel Bridge’s Fringe show ‘How to Make a Million Before Lunch’

Rachel structured her show using time which was marked with the aid of a child’s toy clock. The day starts at 5am – as there is no time to waste until lunch at 1pm. Each of the nine shortcuts is explained in around five minutes and includes the mention of a successful business to back up her key point. Many are well known consumer brands such as Eat Natural cereal bars and Burts Chips (crisps) and she generously handed out these products at the end of each ‘hour’ on the clock. A nice touch which was appreciated by the audience. Another freebie was chocolate money courtesy of A Quarter Of which I will write about later.

Rachel is an experienced public speaker and the show was well presented and entertaining. One of the shortcuts that sticks in my mind, is her warning not to invent a new product if you are a first-time entrepreneur. None of the Dragons’ Den panel are inventors after all.

Taking new products to market is hugely expensive and time consuming and should only be considered by an established business who have a mountain of cash and resources. Apple launched the iPod, and latterly iPad, after being in the computing industry since the seventies. They have billions at their disposal can easily afford the best talent, engineers, lawyers, R&D, etc.

Even successful companies can get it wrong. Sir Clive Sinclair’s electric vehicle the Sinclair C5 only sold over 12,000 after much expense (£12 million), research and publicity in 1985. Rachel’s demonstration of the driver’s close proximity to the ground and traffic reminded everyone what at laughable concept the Sinclair C5 is.

The book

After attending the show I read the book within a few days. It was easy to read and compelling. I was keen to find out about the other eleven shortcuts that weren’t included in the Fringe show. For me, the main theme of the book, is to think about starting a business with the sole purpose of making a substantial amount of money by avoiding traditional approaches and mind sets.

Think twice about having an office, shop, premises or staff. If you can work from home or sell online then this is recommended, especially when starting out. Opening a shop is a dream for many, but it is really necessary? For example, a new shop has opened up in the city centre where I live. They sell retro sweets that were popular in previous decades (Refreshers, Kola Kubes, flying saucers, etc) and other hard to find confectionery. The shop is amazing and well presented, but the city centre lease, operational costs and staff will be a big financial commitment.

In the book, Rachel explains that a similar retro confectionery business, A Quarter Of started a few years ago, but avoided the high street shop approach and instead sold the sweets online. From a modest outlay of £80 for sweets and a website built by the owner, the business now has an annual turnover of £3million. The owner and his family have since moved to Spain as he realised with today’s technology he didn’t have to be tied to the UK.

For the first-time entrepreneur there are many things that might seem necessary but really aren’t, and some are a complete waste of time. This book suggests what to avoid and contains numerous anecdotes on how other entrepreneurs discovered opportunities and grew them into successful businesses.

While many have been lucky to cash out in a few years, some have taken much longer and made huge sacrifices along the way. Rachel warns that she has interviewed entrepreneurs who have risked financial ruin or lived in a shack for 15 years in order to make their business a success. To be on the safe side, she suggests starting the business in your spare time and then quit the day job if the business can provide you with a livelihood.

Whether you are in business or thinking about starting one, I am sure you will gain valuable insights from this book. It’s business jargon free and well-written. I find myself dipping into chapters again whenever I need inspiration or motivation in running my own business.

Part 1. Introduction.

Part 2. Victor gives his views on VisitScotland.

Part 3. Why Scottish tourist attractions must be smooth operators.

Part 4. Victor explains the reason for the name Bagging Scotland.

Part 5. The significance of whisky and distilleries to Scottish tourism.

Part 6. Victor on the things Bagging Scotland bang on about.

Part 7. Why Scotland needs better mobile and broadband networks.

Part 8. Why Scottish tourist attractions should learn from each other.

Part 9. Victor Brierley on why St Andrew’s Day should be a Scottish holiday.

Part 10. Why Scottish tourist operators should be more honest.

Part 11. How the Tartan Army are an asset for Scotland.

Part 12. Why Scotland should embrace its cultural icons more.

Part 13. Why they respect Fiddler’s whisky bar at Drumnadrochit.

Part 14. Victor Brierley on why Bagging Scotland supports shinty.

Part 15. Victor gives his views on Homecoming Scotland.

Part 16. Victor gives views on Scottish tourist organisations.

Part 17. Victor Brierley discusses Bagging Scotland’s other activities.

Part 18. Victor outlines Bagging Scotland’s whisky tours.

Part 19. Victor explains ‘Links Bagging’ for golfers.

Part 20. How Bagging Scotland helps people to help themselves.

Part 21. Victor concludes his presentation on Bagging Scotland.

Andrew McRae with his wife Alice at Context Interiors, Morningside, Edinburgh

While working at the city’s branch of John Lewis between 1993 and 2001 he learned that good customer service is a key factor in creating the right perception of the company. Today, quality customer service is more important than ever, especially since the internet and social media tools allow dissatisfied customers to vent their frustration. Such negative customer comments can undo all the years of hard work and expense that businesses spend on establishing themselves.

John Lewis’s approach to customer service and staff benefits made a big impression on Andrew when he started working at the Edinburgh store as a teenager. He has applied a similar ethos to his retail business, Context Interiors, and his work as an architect at Simon Laird Associates. Andrew worked at John Lewis part-time for eight years, starting while at secondary school, then during his studies at Edinburgh College of Art, and finally to help supplement his income while starting out as a junior architect.

During his time at John Lewis, Andrew was impressed by the store’s unique approach on everything from, the staff bonus scheme, regular staff training, the social events at the store’s bar and the hi-fi department. At the time they allowed customers to demo hi-fi separates before purchasing. The store’s vibrant social side was also significant, as it encouraged the strong team spirit.

Andrew is also inspired by other retail outlets, and was recently impressed by Richer Sounds, Edinburgh as the staff were knowledgeable and helpful. He approved of the sign at the counter, which reads:

1. The customer is always right

2. If the customer is wrong, refer to rule #1

While preparing to go on holiday he regularly uses the Trip Advisor website for reading reviews about hotels, restaurants and places of interest. On a recent visit to Dubai, Andrew was impressed by the very high standard of customer service, which made the holiday all the more enjoyable.

With online customer reviews on many websites, it is now very easy for a dissatisfied customer to vent their frustration or anger for all to see. Andrew explained that a few years ago while looking to buy a new car from a well-known outlet he immediately had second thoughts when he discovered bad reviews online.

However, should a business deliver good service consistently then it can breed loyalty and more business via word of mouth. This type of marketing is often overlooked by business owners, and yet there is no significant financial outlay. It only takes time and training to implement a customer service standard into a business.

Recently, John Lewis Partnership was named ‘Company of the Year by Scottish Business in the Community’. Its stores in Edinburgh, Glasgow and Aberdeen were praised for their sustainable business practice. The business continues to innovate, for example, the Edinburgh branch has a home design adviser, Toby Durant, who can visit your home to help you make the right choices with re-decorating or interior design.

Context Interiors meanwhile, won the category ‘Emerging Retailer of the Year’ at the Scottish Retail Excellence Awards. In August 2010, a second store, Old Town Context, opened on Cockburn Street, Edinburgh which will sell a selection of home accessories along with quality gifts and souvenirs. Andrew is also working to build the online business and increase the range of products available at www.contextinteriors.co.uk.

Andrew ended his talk by presenting the draw prizes of a Context Interiors gift voucher to Marc Jones form Ice Bomb Design and a Chocolate Library ‘book’ about Edinburgh Castle to Chris Thomas from One Accounting.

Business Quarter Scotland (BQ Scotland) is a stimulating quarterly business magazine brought to you by a bright, young publishing company, Room 501.

Launched in June 2010 BQ Scotland, provides the inside track on what drives Scotland’s leading businesses, business people and entrepreneurs. BQ offers a unique and refreshing mix of business news, commentary from leading business people and profiles of Scotland’s most inspirational entrepreneurs. With a unique style and attitude, BQ aims to get to the heart and soul of Scotland’s business people and find out what drives, inspires and motivates them towards their ambitions.

Each quarter BQ Scotland will also bring its readership a wealth of business intelligence and information, whilst looking ahead to forthcoming events and reporting on recent developments that will have a significant impact on the Scottish business landscape.

BQ Scotland will reach an affluent and influential audience of directors, owner managers, entrepreneurs and opinion formers across Edinburgh, Glasgow and the central belt via it’s carefully researched distribution model. 8,000 copies will be mailed on a named basis to a database that is constantly updated. The people on the database are in a position of influence within leading businesses across Scotland and include board directors of top companies and owner managers of leading entrepreneurial businesses. A further 2,000 copies will be distributed strategically to business centres, business hotels and business support and development agencies across the area.

Here’s some of the entrepreneurs interviewed by BQ Scotland magazine.

Dr Rabinder Buttar, President, CEO and Founder, ClinTec International Group.
Lucinda Bruce-Gardyne’s, founder, Genius Bread.
Simon Howie, Chairman, Simon Howie The Scottish Butcher.
John McGlynn, Chairman, Airlink Group.
Michael Welch, founder and Managing Director, Blackcircles.
Gareth Williams, Co-founder and Chief Executive, Skyscanner.