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Top 10 is one of the most visible names in the UK’s phone and broadband marketplace, operating as an online comparison shop and informational centre. With two ultra-popular technology websites and a combined monthly total of just over 1.5 million UK-based users, the Top10 brand is already highly profitable within the UK – 2009 figures show just over £9 million in annual turnover.

The $1 million purchase was made between Top 10 and Idealab, a United States investment company. The cash and equity deal has seen the price comparison website move to one of the most expensive domain names ever purchased by a British company.

However, Top 10’s co-founder Tom Leathes insists that the deal was money well spent. “While we have doubled in size every year since we started in 2006, Idealab’s involvement will help us move to the next level as a business.”

Leathes believes that the US-based domain name will increase Top 10’s potential to compete overseas. Idealab founder Bill Gross agrees, adding: “The Top 10 team has already been highly successful and consistently profitable and there is amazing potential for future growth. We think that the price comparison sector is ripe for change, and in need of innovation.”

Top 10 have grown consistently since being founded in 2006. The London-based company is privately owned by four initial investors, who will now be sharing ownership with US-based investor Idealab.

The conversation got round to my company, De Leon, (we do Online Personal Reputation Management) and then onto a related subject that is very dear to my business heart i.e. Google.  I was waxing lyrical about Google and how they much money they make and how, with their “cloud computing” initiative, Google are having a “pop” at Microsoft and have the potential to start to chip away at Microsoft’s computing dominance.

During the conversation, I gradually started to pick up on the fact that none of my three friends actually knew how Google have become so successful or how they make their huge profits.  They were very aware of Microsoft and knew that their Operating Systems and their Office software is used as the de facto standard around the world and that they have each personally paid Microsoft hundreds of pounds – leaving aside whatever their businesses have paid to Microsoft.

When I asked them directly; “So, how has Google become one of the biggest companies in the world?” they fluffed around a bit and decided, as a group, that it was probably through “advertising”.  I responded by saying that the Google search page is clean and white and doesn’t have any adverts – they responded with furrowed brows.  Then, when I reminded them that the search response pages don’t have banners and flashing adverts they started to look really puzzled.  They agreed that they have all used Google hundreds if not thousands of times – and they have never seen anything that they recognise as an “advert” – nor had they have never been charged for the Google service!

They represented a very decent cross-section of business brain power but, as businessmen, they were somewhat bemused by the discovery of their lack of knowledge – and frankly, they quickly became intrigued that they had obviously happily accepted the existence and financial success of Google – but that they had never actually stopped to wonder how it has been achieved.

Furthermore, their general perception of the Microsoft “brand” was that of a hugely successful, hard-nosed company that makes billions by charging millions of users millions of pounds.  In addition, words like “very powerful” and “dominant” were used.

On the other hand, they agreed that their perception of Google is as a “warm, helpful and friendly” brand that offers a brilliant service to millions of users – entirely free of charge.  They clearly don’t know who pays for it all and, as long as it’s not them, they really don’t care much either.

Even the companies that do pay money to Google have a somewhat unusual experience.  No one from Google has ever telephoned them trying to sell them the service.  When they use the AdWords service, they know exactly (nearly) how many people have seen their adverts and how many have responded to them – and they only pay to advertise to people that have already expressed an interest in their products or services!

Google’s 4 Ps “Marketing Mix” makes for interesting reading.  i) Product – clean, clear and probably the best, ii) Price – free to users, iii) Place (distribution) available on any PC in the world (and used by 77% of “searchers”) and then there is iv) Promotion.  Do they advertise? Do they have sales staff? Do they do promotions?  Do they do Direct Mail?  Do they ever email you?  No, not really, not to us users anyway – it is their PR machine that does it all!

It is worth stepping back and reflecting that Google have perhaps pulled off the most stunning and remarkable example of branding and marketing that the world has ever seen.

Philip Westerman is the Founder of De Leon Ltd – Personal Reputation Management

The phone retailer is looking to open a brand new marketing campaign to compete with rival Carphone Warehouse.

The campaign will run for three months over TV, Radio, Press and Online introducing the strapline, ‘Great Deals 4 Popular People’ playing on peoples obsession with popularity.

Created by Adam & Eve, the marketing campaign features characters such as the ‘Scout Master’ who will be labelled with ‘Yes’ and ‘No’ stickers indicating whether they are likely to have numbers of more than 50 friends saved on their mobile phone.

The mobile phone giant hopes to better engage with its 16-24 year old target audience by sending out ‘Yes’ or ‘No’ stickers.

At present, Phones4U have less stores at 450, compared to Carphone Warehouses’ 800 stores across the UK, however the company have been gaining market share since Christmas.

The new value message has taken its share of new contracts to around 23 per cent, with a third of customers as their target youth audience.

Russell Braterman joined Phones4U as the Marketing Director late last year after the departure of Jim Slater. He believes that the ‘fierce’ competition with Carphone Warehouse has forced them to ‘raise its game.’

Following the high media attention the last marketing campaign received Braterman is fully aware that the new campaign will not receive as much attention but says the old one has “reached the end of its lifespan and was not saying anything new for the brand.”

The new ad campaign still upholds the ‘in-your-face’ attitude seen in previous Phones4U marketing ads, and even takes a swipe at Carphone Warehouse in that it “doesn’t have to worry about upsetting Middle England or being pan-European and generic in our messages.”

Since the start of the campaign, the press and public have seen Phones4U change their logo in press ads to give it a more contemporary feel, giving the brand, according to Braterman, more ‘energy and standout.’

Coca-Cola has launched Dilli Dil Se marketing campaign with the help of interactive touch screen kiosks.

Developed and conceived by digital agency C3CUBE Multimedia for Coca-Cola India, the kiosk network is part of an integrated marketing programme to leverage sponsorship of the Delhi Daredevils during the DLF IPL 2009.

Touch screen kiosks are generally seen at airports, stations, banks and museums primarily aimed at facilitating customer transactions, information or ticketing.

However, this is the first time a kiosk network has been created solely for the purpose of promoting a sporting event and providing entertainment in a safe, fun-filled environment.

The self service kiosks turned out to be a major success as over 20,000 users between the ages of 13-30 logged onto the Dilli Dil Se kiosks network to cheer and celebrate the Delhi Daredevils steady climb to the top of the league tables and into the semi-finals at the DLF IPL 2009.

 The modern kiosk network integrated a large 19 inch letterbox touchscreen interface and a 32 inch LCD TV and provided dynamic content such as a promotion, a private social network, video mail, games, a juke box, Bluetooth downloads, SMS tweets, ads, 3d virtual tours, videos, team player game cards and much much more.

“This is a first-of-its-kind entertainment kiosk network” says Raja Choudhury, who has been building award-winning kiosks, websites, videos and TV programs in the US, UK and Indian markets since 1993.

“We believe such a network that integrates Web 2.0, flash games, a social network, Bluetooth, video mail, SMS and music over a 2 Mbps broadband connection, has not been deployed so far. Coca-Cola India believed in our vision and we were able to make this possible during the IPL.”

The new marketing strategy attracted key partners to the experiment by Coca-Cola India and C3CUBE during the DFL IPL event.

Company giants such as McDonald’s, Nirulas, DFL DT Malls, Kwality Group, Zenga Moblile Apps, Pind Baluchis, INOX cinemas, Vikings Game Zone, Airtel Broadband and Waves were just some of the key partners involved.

Mansoor Siddiqi, Director – Integrated Marketing Communications at Coca-Cola India said that “The Dilli Dil Se kiosk network was a fresh initiative in the marketing of a brand asset. It enabled local Delhi Daredevils fans to cheer their team on, in an involving and fun manner, and achieved engagement metrics beyond our expectations.”

According to company executives the online gambling operator wants to increase its share of of the healthy sports booking industry in Britain.

The company plans to divert some of its advertising expenditure from elsewhere in Europe and seek inroads into established territories, says CEO Andrew McIver.

At present, Sportingbet spends just under $100 million on advertisements throughout the EU each year.

“We are coming from a low base and can compete with the likes of William Hill and Ladbrokes,” said McIver.

The company head is hoping, that with proper marketing, Sportingbet can build its UK business from its current 6 per cent of company revenues to ten per cent, in a year and a half.

Their new agressive strategy began with its signing of sponsorship deal with the Wolverhampton Wanderers, less than a month before the football club earned promotion to England’s Premier League, the world’s most popular and visible football association.

Sportingbet is shifting its focus to sports as poker participation overseas is fading, and casino competition is fierce.

Meanwhile, sports betting continues to grow in opportunities and market size.

The online gaming site reported a 34 per cent leap in third quarter earnings this week and said that the summer had got off to a strong start despite the end of the football season.

Sportingbet had revealed that despite the recession, underlying profits had risen to £9.8 million and net gaming revenues had lifted to 8 per cent in the three months to April 30th.

Sportingbet said they are “cautiously optimistic” over the full year outcome, with year-to-year date adjusted earnings ahead by 37 per cent to £26 million.

With the ‘free bingo’ phrase reported as one of the talked about topics on the town, bosses are expecting to see the promotion incite a massive flurry of excited bingo fans from all corners of the UK.

With such a large and well know online bingo company jumping on the free bingo craze, other bingo sites are expected to see a shortfall in visitors with many jumping on board the two week Gala Bingo festival.

Ironically, Gala Bingo halls across the UK have received an overwhelming amount of visitors with many clubs having to turn people away.

The free online bingo sessions are due to start on Monday 8th from 10am and run throughout the day over the following two weeks till 11pm at night.

Four separate rooms will host the free online bingo games in the North, Scotland, Wales and the South.

The festival will also see a range of other features and prizes to be won over the two weeks including three extra online bingo games in the daily offerings, special linked games with £100 cash jackpots, plus late night bingo game to round off the evening.

There will more than 200 chances for bingo fans to win real cash prizes without having to spend a single penny over the two-week festival.

Clive Cottrell, Head of Marketing at Gala Bingo, said, “From our previous free bingo sessions that we have run on a Thursday, we know that these 70 games are likely to prove extremely popular. We wish all our players the best of luck.”

Celebrating  80 years in the bingo industry, Gala Bingo will continue to host a range of events throughout the year by increasing its community activities, promotions and prize money and plenty more free bingo games.

The BRC says its “substantial catalogue of evidence” shows its members, which include Burger King and Asda have implemented healthy and lifestyle promotions, which are getting the message across to consumers “more effectively than any aw ever could.”

The report, ‘British Retailing: A Commitment to Health’ is the third on the topic from the BRC in the past six years designed to promote its members’ investment in encouraging healthy choices.

The BRC has described the report as “answer to all its critics” such as pressure groups including Which? and an opportunity to showcase all the positive progress being made by its members.

All initiatives by members including Tesco, Co operative Group, MacDonalds, Iceland, Sainsbury’s Marks and Spencers and Waitrose are all featured in the report.

The report highlights specific areas that have come under the media spotlight such as portion sizes and nutrition information on menus.

At the launch event, Public Health Minister Dawn Primarolo highly congratulated the initiatives such as the portion sizes and information on menus, but failed to comment on the ongoing debate over nutrition information labelling.

“The alliance between the Government and business is starting to achieve something very profound, so it is vital we build a momentum,” she said.

Later this year the Government are expected to announce its verdict on new Food Standard Agency (FSA) recommendations about nutrition Front Of Pack (FOP) labelling.

The BRC has advised the Government that they should wait to align its labelling scheme with a system expected to be recommended by the European Commission panel.

The report released by Verdict Research expect to see online spending by consumers on retail purchases rise by a substantial 13.3 per cent to £20.9 billion.

This growth is in vast contrast to the total UK retail market which is suffering a historical decline.

Despite the Internet slowing down and the market becoming more competitive the report, ‘UK e-Retail 2009′ predicts that online retail is set to reach £31.2 billion by 2013, accounting for 10.0 per cent of total retail spending.

Malcolm Pinkerton, Senior Retail Analysist at Verdict Research and author of the report, said, “The key for individual retailers is to formulate two clear strategies, one for succeeding through the recession and one targeting growth beyond this, as the online channel begins to approach maturity.”

However, in 2009 total retail growth will contract by 0.6 per cent as consumer spending is hit by the gruelling recession.

The online market, on the other hand, will continue to grow over the course of the year, driven by continued increases in the number of Internet shoppers and higher expenditure per head.

This growth is following a trend seen in 2008 when there was a 1 per cent increase in Internet users to 34.4 million and an 18.1 per cent increase in online shoppers to 26.7 million. Each of these individuals spent an average of 5.8 per cent more in comparison to 2007.

One of the driving forces sending people online is that Internet prices are generally cheaper than they are in physical stores and shoppers are more easily able to search for bargains, including second-hand goods.

This growing craze of Internet shopping is most popular with the more affluent and therefore more resilient AB shopping class. For this increasingly time-pressed group, making effective use of their limited leisure time is of the utmost importance. In fact, Verdicts reports stated that the AB group is now responsible for a massive 56.8 per cent of all online spending.

“Those with less money to spend are turning to the Internet to search out bargains on branded items like electricals,” said Pinkerton.

“Additionally the more affluent groups, who do still have money to spend, continue to appreciate the Internet for convenience, making the channel doubly resilient in the downturn.

“There is some evidence that the most financially squeezed shoppers are abandoning the internet in favour of cheaper high street shopping at the likes of Primark, Matalan, Poundland and the grocers, particularly in sectors which retail smaller, lower priced items, such as homewares, DIY and clothing.

“But overall this is being more than outweighed by increases in bargain hunters looking for larger, branded items and the loyalty of those most financially comfortable consumers who continue to value convenience over price.”

For more information about the 2009 report visit Verdict

Bookhugger.co.uk

The new service is designed to allow publishers to get the maximum value out of their investment in the creation of web content by showcasing it on a multi-publisher magazine-style website and reaching the broadest possible audience.

The website has been designed to compliment publisher’s existing websites, blogs and social media activity, and launches alongside one of the UK’s largest independent publishers, Faber and Faber who has given the channel much support.

John Murray, Canongate, Sceptre and Gallic Books also gave support and advice in launching the digital channel.

How will Bookhugger work?

Publishers will supply content for publication, which the Bookhugger Editors will schedule to ensure a regular flow of content alternating between all participating publishers.

Cross-publisher content will be prepared and scheduled by the Bookhugger Editors in conjunction with the marketing and editorial teams of participating publishers

The Bookhugger Editors will take responsibility for a number of routine tasks: comment moderation, seeding content (linking to it from other sites), and maintenance of links into the site from other websites and social media platforms (Facebook, Twitter, etc.)

Publishers will pay for inclusion of content on the site, selecting from monthly packages.

The site was founded by Simon Appleby and Matthew F. Riley. Together they have over 20 years digital experience in the media and a strong association with the public sector.

They also developed the book review blog Bookgeeks.co.ukabout which Andrea See, Online Marketing Executive at Canongate said, “We have been working closely with Bookgeeks on online marketing and PR and the resulting reviews, interview and discussions have always been thoughtful and thought-provoking.”

Founder, Appleby said, “Inspired by the Independent Alliance, we believe that smaller publishers can get more out of the Internet if they work together.

“We see considerable benefits for both publishers and consumers in the Bookhugger model. By using content that is already being created, we will help our publishers reach as many potential bookbuyers as possible, while our ability to create exclusive cross-publisher content is particularly important and adds a great deal of value.”

The focus is firmly on the general trade, covering both fiction and non-fiction. Genre publications will be covered by periodic new-release round-ups, author panels and features.

Joanna Ellis, Marketing Director at Faber, says, “From working with them in their agency capacity we know that Simon and Mathew have an excellent understanding of publishers’ needs and constraints. Bookhugger is an exciting way of broadening Faber’s digital marketing activity in a cost-effective way.”