The UK government has recently opened a consultation on the future of zero-hour contracts, a decision with potentially far-reaching consequences for many sectors, especially the promotional marketing industry. Many IPM members rely on zero-hour contracts to staff fluctuating campaign demands, providing essential flexibility. For workers—including students, part-timers, and freelancers—these contracts offer the freedom to work across multiple agencies. During this period, it’s crucial to consider how these contracts can meet the needs of both businesses and workers. This article explores the potential implications, offers critical insights, and encourages active participation to collectively shape how these changes are implemented, ensuring they work for everyone—businesses, agencies, and the workers who make our campaigns possible.

What is a Zero-Hour Contract?

Zero-hour contracts are agreements where employers are not obligated to offer a minimum number of working hours, and workers, in turn, are not required to accept the work offered. These contracts provide critical flexibility, particularly for students, parents, freelancers, and those balancing other commitments to work around their schedules, accommodating studies, family responsibilities, or other part-time work. For employers, it provides the ability to quickly adapt to fluctuating business needs without the burden of fixed staffing costs. This type of contract first entered the public debate in 2013, when industries needed a workforce that could adapt quickly to changing demands—particularly in sectors like hospitality, retail, and promotional marketing.

Flexibility vs. Fairness: The Debate

A pro-worker, pro-business economy demands genuine, two-sided flexibility for both employers and employees. The problem to date has been that this flexibility has too often gone one way. Through the Employment Rights Bill, the government aims to fulfil its pledge to end exploitative zero-hour contracts. It is proposed that this type of contract does not offer the worker any form of certainty as to their earnings, making it difficult to apply for credit or a mortgage, to rent a flat, to plan for major events like weddings or holidays. Flexible hours of work can benefit both workers and employers, but without proper safeguards, this flexibility can be one-sided.

A pro-worker, pro-business economy demands genuine, two-sided flexibility for both employers and employees. The problem to date has been that this flexibility has too often gone one way.

Rt Hon Jonathan Reynolds MP, Secretary of State for Business and Trade

Too many people are drawn into a race to the bottom, denied the security they need to raise a family while businesses are unable to retain the workers they need to grow. We’re raising the floor on rights at work to deliver a stronger, fairer and brighter future of work for Britain.

Deputy Prime Minister Angela Rayner

The Impact on Promotional Marketing

Promotional marketing—especially experiential campaigns and live activations—relies heavily on the ability to quickly scale staffing up or down based on client demands, campaign types, and specific locations. Zero-hour contracts have been instrumental in providing the workforce flexibility needed for these unpredictable scenarios, enabling agencies to meet diverse client needs efficiently. The flexibility of zero-hour contracts benefits not only businesses but also workers—many of whom are students, freelancers, or part-time professionals looking for dynamic and short-term opportunities.

Our initial conversations with members have shown that these changes could significantly impact how some businesses operate. Without the option for zero-hour contracts, the promotional marketing industry may struggle to meet client demands and maintain the high level of agility required to succeed in an environment where staffing needs shift rapidly. The banning of such contracts could place significant strain on the workforce and the industry as a whole, potentially leading to decreased employment opportunities and a reduction in the industry’s economic contribution.

IPM General Manager Emma Kirk

Challenges in Implementing Reforms

Agency work is inherently unpredictable, with workers frequently choosing this type of employment precisely for the flexibility it offers, allowing them to fit work around other commitments. However, the proposed reforms—such as guaranteed hours—would not only limit workers’ freedom to choose when to work but also hinder agencies’ ability to respond swiftly to campaign demands. Striking a balance between flexibility and stability is crucial for ensuring the industry can continue to flourish while offering fair conditions for all involved.

A key complexity in the promotional marketing sector is the tripartite relationship between agencies, workers, and end clients. With the proposed reforms, questions arise about who should be responsible for offering guaranteed hours or providing reasonable notice of shifts—should it be the agency, the end hirer, or both?

Why Industry Voices Matter

The Employment Rights Bill presents a pivotal moment for sectors like ours that depend on agile staffing solutions. Now is the time for us to collectively shape how these changes are implemented, ensuring they work for everyone—businesses, agencies, and the workers who make our campaigns possible.

The IPM is actively gathering vital input from across the industry to present a well-rounded response to the government consultation. We need real-life examples, data on economic impact, and ideas for how to protect workers without losing the adaptability that our work demands. Your insights could be the key to ensuring the new measures support our industry.

Join the conversation and help shape the future of work in our industry by completing the feedback form via the link below. The deadline for submissions is Friday, 15th November 2024, at 4 pm.

Click Here To Find Out More and Submit Your Feedback!

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Edenred, a leading digital platform for services and payments and worldwide leader in
Employee Benefits, announces the acquisition of 100% of the share capital of Reward Gateway,
a leading Employee Engagement platform with strong positions in the UK and in Australia, and
also present in the United States. Reward Gateway offers a unified suite of solutions ranging
from employee savings, rewards & recognition to well-being and corporate social animation,
empowering Human Resources departments to build the right combination of engagement
tools.
Reward Gateway is a fast-growing company that has successfully built a strong, highly
profitable and sustainable business model. This acquisition, amounting to £1.15bn (1) and valuing
Reward Gateway at 20x EV/EBITDA 23e (2), marks a major milestone in Edenred’s Beyond 22-25
strategic plan. By consolidating Reward Gateway’s strong leading positions and extending its
geographical scope in selected key countries, Edenred will accelerate the strengthening of its
Employee Benefits value proposition in line with its mission to be the most trusted global
Employee Benefits & Engagement platform.
Bertrand Dumazy, Chairman and CEO at Edenred, said: “We are pleased to announce the
acquisition of Reward Gateway and are looking forward to welcoming their teams in the
Edenred world. By integrating this leading employee engagement platform, we are
substantially extending our employee benefits offer to provide HR managers with a
comprehensive range of solutions helping them make their organization more attractive to
talents. While Reward Gateway is bringing us leading positions in the UK and in Australia, as well
as a promising presence in the US market, we will be looking at scaling Reward Gateway
outside of its current footprint in selected key countries. With a business model based on an
efficient and fully scalable SaaS (3) platform, Reward Gateway has been consistently delivering
strong double-digit growth and high margins. The combination of our people, our solutions, our
customer bases and our technologies offers high potential for synergies. This acquisition is a
unique opportunity for Edenred to accelerate on the implementation of its Beyond strategy. A
decisive move matching our mission to be the most trusted global employee benefits and
engagement platform.”
Nick Burns, CEO at Reward Gateway, said: “We are extremely proud to join Edenred. The
combination of Reward Gateway’s operations and technology with Edenred’s position as a
global market leader across 1 million corporate clients in 45 countries, offers an accelerated
path to achieve our mission of ‘making the world a better place to work’. As we will aim at a
single unified platform, we will benefit from economies of scale to build tailored solutions for
specific markets. Bringing together our collective strengths, from commercial reach to product
innovation and advanced technology, will be putting us in a position to provide HR leaders
with a truly market-beating solution.”

(1) Enterprise value
(2) Post run-rate integration synergies
(3) Software as a Service

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By Andy Philpott, Sales and Marketing Director at Edenred.

The first half of 2022 has seen brutal increases in the cost of living, not seen in a generation.

Behind a headline rate of inflation which hit a 30 year high by the beginning of April, are formidable increases in petrol, tax, the cost of mortgages, rent and, of course utilities.

Now, for instance, it costs twice as much to put the heating on and 60% more to boil a kettle as it did two years ago. And that’s before further price increases in energy hit later this year.

For marketers tasked with acquiring new customers, the squeeze on consumer finances at a time of supressed wage growth means 2022 will make what is always a challenging job even tougher.

The great customer resignation

It’s not just a question of there being less money to go around but also the issue of keeping up with widespread changes in consumers behaviour which are already underway.

Recent research from Ipsos in the US found that in the face of rising bills, 80% of consumers will change their shopping habits.

This means a reduction in consumption, more shopping around, value-seeking in every purchase and being more selective in what money is spent on.

As the overall share of the spending pie is dominated by the essentials – food, heating, broadband and other utilities – discretionary spend on food, going out and electrical goods will become less frequent.

Altogether the scene is set in 2022 for a ‘great customer resignation’ with one study, suggesting UK brands will lose as many as one in three of their customers.

Opportunity from volatility

For every brand, this highly volatile landscape will present a challenge to customer acquisition.

However, this period of situation of increasing churn and greater scrutiny on purchases means there are significant opportunities to grow for those who can identify the moments where consumers will be prepared to choose your brand if they are given the right incentive, nudge or reward. Here, based on our own experience of working with brands on customer acquisition are five actions to consider:

1        Reward loyal customers

According to Forrester, when a brand shows a consumer that they are appreciated, 76% will continue doing business with a them.

This isn’t just about a reward for loyalty when it comes to an annual renewal but reward at different points of the customer lifecycle. This could be for staying with you beyond a trial period or for repeat purchases.

It should also extend to ‘regrets’ where customers get compensation for mistakes or shortfalls in what you deliver.

Putting these incentives place show you value them and so create a barrier to exit which will make them think twice about leaving.

2        Incentivise customer referrals

Referrals are the most cost-effective way of generating leads and new business in the marketing playbook.

Rewarding customers on a one off or tiered basis for referrals can cut your marketing costs because the leads tend to be better qualified and more likely to convert. They also foster loyalty in your existing clients.

Whatever the nature of your business, if you don’t have a referral strategy or scheme in place, now is the time to get one and reach customers without having to go head-to-head with them in the open market.

3        Create a stand-out incentives for new customers

As people make purchases less frequently, it becomes even more important to win new customers as they come to the market.

Whether you operate in a category of discretionary spend – like furniture, hospitality or entertainment – or a must-buy product like a utility, one way of differentiating yourself is through rewards or incentives you offer new customers as the opportunity to win them becomes few and far between.

This could be the nature of the reward itself – we are seeing significant growth in sustainable reward options – enriching the experience of receiving or redeeming the reward or adding elements of gamification.

4        Design a payment strategy which will reduce churn

The way people pay for a service has an impact on customer churn. One study suggests that between 20-40% of customers who leave a supplier do so because of payment failure.

This means that marketers who can encourage customers to switch to a payment method which is less likely to fail will be able to hold on to them for longer.

You can also look at payments in other ways. In the current environment, offering monthly payments may be more attractive to consumers who want to spread their spending commitments and reduce churn. Equally, faced by inflation, incentivising customers to lock in a rate for a longer contract length or for recurring orders at guaranteed price will mean you are less vulnerable to losing their business.

5        Invest in a rapid-response marketing capability

As competition gets more intense, brands will need to be able to quickly match or improve the offers, incentives and packages on offer from the competition.

This means honing the agility of the marketing team so it can gather intelligence, formulate profitable offers and deploy them to market quickly to disrupt or better the activity of competitors.  You will also need to work with partners who can quickly up to support and fulfil promotions at short notice, with high reliability and give you the key performance indicators you need to manage budgets in realtime.

There are, of course, many more opportunities that marketers can take to secure growth which will depend on the marketing channels they use and the different steps in the customer acquisition journey.

The key takeaway is that in a value seeking environment – one where up to 50% of consumers say they will seek out discounts and promotions to make fixed household budgets go further – incentives and reward are a key tool for every marketer.

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At The Work Perk, we believe that the most challenging situations can be overcome when people work together. That’s why we have so much admiration for healthcare and critical workers all around the world as the COVID-19 virus attempts to put a stop to our everyday life.

As a leading employee rewards business, we’re fortunate enough to have fantastic partnerships with companies who benefit from our offering – spreading joy and delivering free products from amazing brands to hard workers. As beneficial as it is for recipients to delight in the joys of our services, it’s especially rewarding for us to be able to give back to them for the crucial work that they do – and there has never been a more pertinent time than now to do so.

We want to do what we can for critical workers on the frontline of the pandemic. That’s why we’re pleased to announce that, along with some of our brand partners like Boost Drinks, Arla & Kenco, we’ll be exclusively supporting our NHS, emergency services and other critical workers over the next few months by providing them with beverages, snacks and more. A small contribution to help lift spirits and boost morale during these challenging times, and to show support for the inspirational work being carried out by our key worker professionals.

The Work Perk have built great relationships with critical worker organisations over the years – with over 500 NHS and Emergency Service locations and more than one million healthcare professionals from across the U.K on our network. We’ll be reaching out to new and existing members to offer our services at this time.

If you’re a critical worker and would like to benefit from our campaigns, you can also head to our website to register.

If you’re a brand and would like to offer your products to critical workers across the U.K. or the U.S. please get in touch with The Work Perk team via the website.

For general enquiries please contact Tom Nelson at thomas.nelson@theworkperk.com

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TBWA\MCR and TRO have partnered to create an unforgettable event for JD Area Managers, to showcase The North Face brand ahead of 2020.

The idea was to take attendees out of their comfort zones, and into the heart of The North Face brand, with a unique evening full of challenges, surprises, educational and emotive talks, world and personal firsts and real shareable moments, all held in a carefully selected venue to inspire and add theatre, at Manchester Climbing Centre.

Alongside a retail showcase, there were also key talks from famous climbers James Pearson and Caroline Ciavaldini, and later that night, entertainment came from DJ Carly Wilford, Aitch and DJ WIN.

Daniel Bickerton, Head of Design at TBWA\MCR said “The Climbing Centre being housed in a converted church gave us the perfect springboard for the event creative, faith plays such a vital role in climbing, having faith in yourself but also in the team you have around you. These principles sit perfectly for the JD Managers in their everyday but even more so for this event that started with their faith in The North Face as they were blindfolded in their journey to the church.”

The venue was brought to life internally and externally with projections and impact lighting, revealed to guests as they arrived in branded transport.  Bouldering, climbing and outdoor-themed activities were carefully curated to link

to The North Face product range, interspersed with educational and emotive talks which knitted together to create a truly entertaining, inspiring and memorable experience.

Michelle Horn, Senior Project Manager at TRO, said “Our aim was to create a unique experience for the managers to share, something that would get people talking and leave a lasting memory. By combining a dramatic setting with a variety of relevant experiences we were able to make a real impact in a short space of time.”

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In a Christmas video creative, released today (view here), Boden raise a glass to the real stars of Christmas; the men and women of the healthcare service who will be working up and down the country this festive season.

Spending their evenings and weekends in hospital scrubs, those on the frontline of the UK healthcare service often miss out on parties with family and friends and rarely get the chance to dress up over the festive season. British fashion brand Boden spoke to some of our healthcare workers who confessed to not having enough time to shop for new partywear outfits.

The feel-good festive video sees the fashion brand host a surprise party for healthcare workers, including nurses, doctors and hospital support staff, to say thank you for the incredible work they do, not just over Christmas, but all-year round. Arriving in their work attire, Boden’s in-house stylists surprised the group with Christmas party makeovers and decked them out, sparkles and all, with the latest festive fashion before the celebrations began.

“The Christmas period is tough for NHS staff,” says Joe Blunden, a patient experience manager, one of the nine UK hospital staff who feature in the campaign. Working tirelessly throughout the Christmas and New Year’s to provide vital, and lifesaving, care the UK’s dedicated hospital staff rarely spend the festive season enjoying celebrations with their family and friends.

“My job means I’m on the frontline of the hospital in A&E, diagnosing patients with serious conditions and managing their care,” says Dr Katrina Sheikh, acute medical registrar, from London. “I’ve worked Christmas and New Year for the last three years.”

“This is a lot more glamourous than I normally feel at work… I only get 1 weekend off in 7 so it’s going to be a big deal wearing this to the party…” says Nadine Davison an A&E nurse at King’s College Hospital London.

Continuing their mission to spread goodwill and great clothes to all this Christmas, the brand has chosen to give back to those who give so much.

Johnnie Boden, Founder of Boden says; “For most of us Christmas Day is all turkey and too much over-indulgence. But for those on the healthcare frontline this festive season, the reality is very different. That’s why our ‘Wear The Joy, Share The Joy’ campaign is about celebrating and giving something back to the real stars of Christmas.”

The British clothing brand was founded by Johnnie Boden, from his kitchen table, in 1991. Known for its sense of fun, the brand has found loyal fans among stylish Brits and those farther afield. Launching with a menswear collection the brand quickly expanded into womenswear and childrenswear and in 2017 opened its first central London flagship shop on the King’s Road.

The men and women featured in the campaign are; cardiology auditor Cara, patient experience manager Joe, paediatrician Katie, doctor Katrina, A&E nurse Nadine, IT project manager Petrina, A&E senior staff nurse Rumer and nurse Rosyane.

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Hel’s Angels have rolled out frontline training in the casual dining groups where Seedlip is listed. Specially trained SeedSowers are providing bar staff with further insights on this more complex alcohol-free alternative.

Seedlip is a non-alcoholic spirit from Lincolnshire based distiller Ben Branson, that finally solves the question of ‘what to drink when you’re not drinking’. Hel’s Angels have provided a team of expertly trained ‘SeedSowers’ who are educating bar tenders and restaurant staff on the complexities of the brand and how to create the perfect serve.

A typical training sessions takes participants through a journey, from the background of the brand, through to the meaning behind the label artwork and the number of each bottle. Seedlip are investing in training of this kind to help bartenders to understand how to talk about the drink and serve it, giving consumers an informed choice.

A focus for the training session is the process of distillation. It is important that staff understand how it is made because one of the most common consumer questions is “how can there be no alcohol in it?”.

Helen Hanson, Founder of Hel’s Angels, says: “This is the type of activation which Hel’s Angels is uniquely placed to offer, as it is all about training our Angels to deliver an in-depth engaging experience which benefits the brand, the barstaff and the consumer.”

To date 40 accounts have been visited, with the Seedlip SeedSowers training 159 staff.

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TLC Marketing has named Emma Lloyd (nee Critchley) as its first board level marketer, with the brief of strengthening its new business and communication offerings.

Emma, who was part of the IPM 30 Under 30 programme in 2017, has been at TLC Marketing for three years. She previously worked client side in marketing in the automotive and employee engagement industries.

Heading the PR and marketing for TLC in the UK, Ireland and Nordic regions, her board position has been created to lead the end-to-end communication for the agency, ensuring the output and assets of each department are optimised for new business development and agency reputation. She will be responsible for driving the strength of the UK and Irish brand while simultaneously establishing TLC in the Nordics.

Michelle Stacey, Agency Director, says: “As TLC Marketing continue to grow and expand into new markets, it is vital that we have Emma’s enthusiasm and skill set on our Board.”

Emma Lloyd comments: “For the last three years I have been responsible for growing the marketing division, but this role will now require me to contribute to, and make decisions on behalf of, every department. I’m most looking forward to seeing how exposure to the entire business will influence my strategy and decision making going forward.”

John Pearson, General Manager UK, Ireland and Nordics, adds: “At TLC Marketing, we are always looking to attract the very best talent in the industry. People who can propel our ambitious business plans into light. Sometimes, as in the case of Emma, we do that by recognising and encouraging the growth of talent we already have in the agency. Emma is a welcome addition to the UK Board. Her extensive digital client side experience coupled with her achievements to date at TLC Marketing will enhance our already strong team. She will become the seventh member of the UK Board working alongside Claire Watkin, Operations Director; Martin Covill, Director of Business; Rob Scott, Group Creative Director; Michelle Stacey, Agency Director; Aneeka Gohil, Finance Manager; and myself.”

TLC Marketing Worldwide is a global leader in loyalty, incentive and reward campaigns. TLC Marketing UK is a multi-award winning agency and was chosen as the IPM Awards Agency of the Year 2017. It also won The Queen’s Award for Enterprise in International Trade in 2016. In the past two years, clients have included Continental Tyres, Bupa, Pallas Foods, Braun, Eon, HSBC, First Direct and Yakult.

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Alex Agertoft, Sales & Marketing Executive at Black Tomato Agency details five ways to ensure great team performance.

It’s a challenge that faces every organisation – how do you motivate your staff and keep them striving to smash ambitious company targets?

At Black Tomato Agency we spend our days crafting experiences to motivate and inspire global audiences in far-flung parts of the world. And while there’s no denying the power an incentive can have when it comes to team performance, we know that’s only one part of the puzzle. It’s accepted that a motivated employee is a productive one, but in this age of information overload, as expert opinions flood every blog, magazine and white paper, sometimes it’s difficult to know which advice to listen to. So let us help, with a distilled run-down of five effective ways to engage and motivate your staff.

1. Managerial Recognition
Manager behaviour is often the make or break of a business’ success. As the saying goes, employees join companies, but leave managers and the stats support the bumper sticker. A Gallup poll of over one million US workers confirmed that 75% of those who left their jobs voluntarily did so because of their immediate manager. While a survey by Tjinsite found that more than 35% of employees consider lack of managerial recognition at work as the single biggest hindrance to their productivity.

Everyone responds well to a pat on the back for a job well done. It confirms that their work is valued and that they’re contributing to company goals. Whether it takes the form of a simple thank you email from a manager, a public toast at after-work drinks or an elaborate double-page ad in the FT, the effect is the same; tap into that fundamental human need for appreciation and you’ll see a positive response.

 2. Peer Recognition
Peer recognition is another vital building block in fostering a positive company culture. It generates a sense of loyalty amongst a team, improves motivation and creates a sense of working towards a shared goal. Encouraging a team to look up from their desks and appreciate the successes of those around them can mean just as much, if not more, than recognition from management themselves.

The golden rule for recognition is the earlier it happens after an event, the better it is. It’s no good thanking someone a month after the fact, so if you can successfully weave a culture of peer recognition into the fabric of your company, you’re in the best possible position to provide instant feedback. This will, in turn, encourage behaviours that you value and help align your business goals with employees’ performance goals.

 3. Rewards
Over the course of 10 years, Sirota Consulting surveyed 2.5 million employees in 237 private, public and non-profit organisations in 89 countries to reveal that only 51% of workers were satisfied with the recognition they received for a job well done… so how do you up the ante? In reality, the impact of the recognition model can only go so far, a Market Tools Inc report revealed that 77% of employees said they would be more motivated if their hard work was rewarded rather than simply recognised – people are looking for a return on their extra effort.

What this reward looks like is the big question in itself – the key is finding out what makes an employee tick. Historically, people have been motivated by money so it stands to reason that if you offer someone a financial results-based reward then they’ll work harder to achieve those objectives. Research by TED favourite Dan Ariely and his collaborators clearly demonstrates that financial rewards increase productivity. Interestingly, however, once the reward cycle had run its course, productivity actually dropped below pre-reward levels. Not exactly the long-lasting legacy – or return on investment – we’re all looking for.

So how do we avoid the competition ‘hangover’? We lose the cash. Studies show that employees respond best to well-designed reward programmes that distribute non-monetary rewards. This might seem counter-intuitive since cash is the most flexible prize, but people tend to recognise that they’re likely to spend the money on something either mundane or instantly forgettable. So, whilst it’s unlikely that anyone’s ever going to hand back that cheque from Sandra in accounts, the self-motivation and superior levels of performance you’re looking for could be a plane ticket away.

The real value of an experiential reward comes from the opportunity for winners to make emotional connections, create lasting memories and reinforce positive associations with the organisation behind it. According to a 2013 survey by SITE, 96% of employees are motivated by the prospect of a travel incentive, and of those who earn that sought-after seat on the plane, 72% feel an increased sense of loyalty as a result. These are impressive figures even before taking into account the effect on productivity.

A study by the International Society for Performance Improvement found that incentive travel programmes increased individual performance by up to 22% and of a team by 44%. Similarly, the Incentive Marketing Association’s Recognition Council notes that companies that recognise their employees in this way outperform competitors by 30-40%. We may be biased, but you really can’t argue with the stats.

4. Employee Wellness
We know that companies can benefit from increased productivity by focusing on the physical, mental and social well-being of their workforce – and that poor mental and physical health costs British companies an estimated £26-40 billion per year. That’s the equivalent of more than £1,000 per employee, a figure that doubles when we take presenteeism into account – a term used for people who are physically at work but not actually engaging with it. So how do we turn wellness into a motivator? Just make it a priority.

Employees are increasingly looking for companies that prioritise that all-important work-life balance; that’s why the likes of Asana’s nap rooms and unlimited paid time off, as well as Google’s onsite chiropractors and guitar lessons regularly see them attract the top talent (and keep them there). Look at wellness initiatives as an opportunity to take care of your bottom line as well as your employees’ health and happiness and it’s a win-win all-round.

5. Clear Roles & Progression Plans
Companies with a highly engaged and motivated workforce have 37% fewer sick days, 30% higher productivity, and up to two-and-a-half times better customer satisfaction than the average business. So what’s one final tool that is well within your managerial powers to influence? Clearly defined job roles and plans for future progression. Quite simply, talented people want to progress.

If your employees don’t have a clear idea of how they need to work or what they’re working towards, they’re unlikely to ever get there. Implementing both short and long-term development plans is one of the best ways to demonstrate your commitment to your staff. Through honest, two-way communication you can highlight achievements, pinpoint development areas, improve team effectiveness and boost retention – all ingredients that fuel an employee’s fire to succeed.

So be a fire starter. It’ll make the boat go faster.

Black Tomato Agency are specialists in delivering world-class prize promotions and reward campaigns. They create, manage and fulfil boundary-pushing prize experiences for the world’s most demanding brands. With an in-house team of travel experts, videographers and event planners, they work with the biggest brands and agencies to deliver ‘wow factor’ solutions, ranging from once in a lifetime experiences to unique and engaging prizes to brand experiences for multiple guests.

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Prize Management specialists Black Tomato Agency have recently added to their team with the appointment of Molly Harrison as a Prize Executive in the London Office and Charlie Rooney as Business Development Manager in the Manchester office.

Looking to bring much needed support off the back of new account wins for the agency, these appointments will bolster the team, who have claimed Gold, Silver and Bronze in the Prize, Incentive and Reward category at the IPM COGS Awards (an industry first), in 2016 and 2017.

Charlie Rooney will be driving all new business and comes the added benefit of having worked at Black Tomato previously. Black Tomato Agency offer a range of services to agencies and brands alike, from prize management to content creation, group incentives and strategy, an immediate understanding of client requirements and delivering to meet those needs is more important than ever.

Molly Harrison joins the Promotions Team with an events management background which enables her to immediately support the group incentive side of the business.

Andrew Rae, Head of Promotional Marketing at Black Tomato Agency said; “Traditional prize management has evolved so rapidly in the past few years, as has the portfolio of services that we offer, that we need the right team to deliver against our changing client needs.”

These most recent hires are a sign of the agency’s continuing drive to ‘create remarkable experiences that inspire.’

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