What is mysterious is why it took so long for an electrical bike rental service to hit York. Electric bikes started cropping up around the city in April 2021, and they’ve been a hit ever since. We decided to try one on for size.

Which is the best app to rent a bike in York?

At the time of writing, the Tier bike rental app has the monopoly in York. The company also operates an electric scooter network around the city, which licensed drivers can use simply by downloading the Tier app. Unlike private scooters, it’s legal to use a rental electric scooter in York as part of the government’s trial scheme.

How the Tier bike rental scheme works

First things first – if you want to make use of Tier’s e-bikes and scooters, you’ll need a valid driving licence. If you only want the bikes, it’s less restrictive. The age limit for e-bikes is 16, while the e-scooters is 18, plus a valid driving licence. Tier’s ethos is safety-first. That includes penalties for drink-driving, just as there would be in a car. Messing about is ill-advised.

How to sign up to Tier in York

To get started, you’ll need to download the Tier app. It’s a very friendly user interface which takes you through sign-up intuitively. Fill out your personal details and have your driving licence to hand. It’ll ask you to scan this before taking you through to payment setup.

You can hook the app up to your payment card, and then once it’s all approved, you’re ready to go. Just scan the QR code to start. The app features a map screen outlining all the locations of e-scooters and e-bikes in York, relative to where you are. Make sure you turn on location services.

Where are the Tier bikes located in York?

The Tier electric bikes and scooters cover everywhere within York’s outer ring road, from the city centre out to locations such as Upper Poppleton, Haxby, Dringhouses and Heslington. There are some restricted zones and some speed-restricted zones:

Red zones (no riding allowed):

• Coney Street
• Palmer Street
• Museum Street

Speed-restricted zones:

• York Art Gallery
• Frederic Street
• York Minster

Again, these are for safety reasons, stopping or slowing down rides in built-up areas. Tier in York is most useful for those who want to cruise around the city centre and to spots such as the University.

The zones are colour-coded on the map. Anything in off-white is safe to ride at full speed. Yellow signifies a speed-restricted zone, and red a no-riding zone. These areas will show up on the map once you start your ride.

How much does it cost to rent a Tier bike in York?

Electric bike rental in York is charged by the minute. You’ll pay £1 to unlock the bike initially, and then 20 pence for every minute travelled. You’ll see all of this broken down in an itemised invoice sent to your sign-up email address after your journey.

Of course, there are additional charges if you break the rules. Traffic offences, illegal parking or destruction of the bikes can cost up to four figures, so ride responsibly. You must return the bike to a designated parking bay once you’re done. This can cost up to 50€ (£43) if you don’t, so it’s not worth the risk.

Can I reserve a Tier electric bike in York?

You can reserve a Tier electric bike in York. Locate the bike symbol on your map and click on the one you want to reserve. You can reserve it for free for up to 10 minutes. During this time, it won’t unlock for any other users.

Riding the Tier electric bike

Now we’ve signed up, it’s time for the fun part – riding your electric bike.

How many Tier electric bikes are there in York?

At the time of writing, there are 50 Tier electric bikes scattered around York. They’re far outnumbered by the e-scooters, of which there are 250, so you’ll need to consult the map. There are 40 designated parking bays around York, so you won’t have trouble finding one.

Getting set up on the bike

To get started, open the Tier app and scan the QR code on the bike. You can even lodge your mobile phone in the holder and wirelessly charge as you cruise. The app will give you some safety instructions, including restricted zones and how to pay attention on the roads. It’ll even give you the option to wear a helmet, which is locked inside the bike.

There is also a lock attached to a thick wire, which you’ll need to pull out of the bike once you’ve activated it. You can stow this in a compartment on the back wheel, though in our experience, it tended to dangle off a little. There’s a simple twist mechanism to adjust the seat, plus a basket with a 15kg weight limit.

Next, kick off the kickstand and you’re away.

Riding the bike

There are all manner of beeps and bleeps as you set off, making for a futuristic but friendly experience. There’s also a dashboard so you can see what speed you’re going, right next to where you can store your mobile phone.

Riding is generally a smooth experience. As soon as you start to pedal, you’ll feel the electric throttle kick in and soon you’re only doing half the work. Stop pedalling at your peril, though – it will carry you, but you’ll need to put in a little effort, too.

By law, e-bikes cannot exceed 15.5MPH with electronic assistance. We managed to get the bike up to a very commendable 17MPH with some pedalling, though we suspect the speedometer was flattering us. In short, it’s the perfect speed for those who don’t want to go full throttle on a pushbike, but also want some extra pace when commuting. The brakes are very responsive and it’s an all-round comfortable ride. Though it feels heavy when mounting, this soon glides away as the electric kicks in.

In-app features

Not only is Tier environmentally friendly; it’s also very user friendly. The app presents clear instructions on how to stay safe, and how to mount/dismount to return the bike safely.

Head to your personal dashboard and you can save money with the in-app wallet. Make use of the Tier pass or buy rides for a friend. There are also regular promotions on the Tier mailing list, so it’s worth signing up.

Better still, find a starred bike or scooter and you’ll qualify for five free minutes on future rides. (You’ll need to go 500m from the starting point to get these.) The app also offers a “beginner mode” if you want to accelerate more smoothly and travel at reduced speeds.

The verdict

Getting around York isn’t always easy, particularly during busy tourist seasons. Tier couldn’t have arrived a moment too soon, and it’s wonderful to have this eco-friendly alternative to cruise around the city.

Design-wise, it’s not infallible – the locking wire can come loose and it feels a little uneasy and heavy to mount the bike. But once you’re away, you feel completely safe, almost as if the app is talking to you.

Setting up the app is a little cumbersome with the scanning of your driver’s licence, but it’s worth it for the safety. Once you are set up, it really is a case of scan the QR code and go. Dropping off couldn’t be simpler either – just hit ‘stop ride’ and you’ll be charged immediately.

At the time of writing, the e-bikes in York are far outnumbered by scooters, which explains why we don’t see many in use day-to-day. But in our opinion, they’re far more fun than the scooters, at almost double the speed with a smoother, more secure ride.

Our verdict? Cheap, reliable and fun – we just wish there were more e-bikes in York. And if you enjoy the experience of electric bike riding, and want a handy commuting bike, try one of our best folding electric bikes.

Find out more about hiring an e-bike in York here.

This review originally appeared on Electro Heads.

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Peanut offers an online community for women to connect online, navigating their way from fertility through to pregnancy and menopause. Its aim is to bring mothers together and reduce the stigma attached to the loneliness these women experience.

In May 2021, the website had around 50,000 monthly visitors. Peanut wanted to increase its website traffic and sign up more mobile users. The team wanted to tackle common issues that parents face, from conception and fertility issues to baby names.

We were tasked with a “publishing velocity” project wherein we would produce a large number of blog posts discussing these topics. The posts would internally link to transactional pages and other helpful discussions. Using the right short and long-tail keywords, our content would bring in more visitors.

The method:

Guided by Peanut’s SEO team, we conducted keyword research to find a mixture of evergreen and topical content ideas for new parents. The team gave us themes and general FAQs to explore, which in turn would present new keywords and angles.

We created a content bank addressing a range of topics including:

• Baby names
• Fertility
• Relationships.

In total, we created 50 pieces, each focusing on low, medium and high-traffic keywords. We produced these in a short space of time – around six weeks – to meet the “publishing velocity” requirements.

The work included research into topics, adding relevant FAQs as headings, placing high-volume keywords in all tags and meta data, and general quality control.

The results:

All blogs were written, quality checked and published by July 2021. We continued to monitor the performance of the site in the following months.

By September 2021, the Peanut website ranked for a further 80,000 organic keywords – an increase of 140 per cent. This translated to website traffic, reaching 700,000 per month by September – an increase of 1,400 per cent.

As of July 2022, the Peanut website now receives 2.8 million visitors per month. The incredible impact of this project served as the theme for a talk at BrightonSEO in 2021 – discussing the benefits of “publishing velocity”.

In particular, the 50 posts we produced account for around 7 per cent of the site’s entire traffic, or 180,000 visits per month. All of them rank on page one of Google, with an average position of 2.72. Within these, nine posts rank in position #1, and five have a featured snippet. As an example, our post on Indian baby names is solely responsible for 18,000 visitors per month.

Mobile app users have risen by a million in a year, taking them to 2.5 million in July 2022. Perhaps the best outcome for us was everything we learned – but we couldn’t be happier for Peanut!

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Of course, learning comes in many forms. In the traditional academic environment, we’re taught with structure.  These curriculums and examinations assess us at different stages of our lives. But from a cognitive standpoint, in particular, among young children, we also learn simply by acknowledging what’s around us.

This is known as experiential learning. As children and adults, we interact with stimuli and learn through experience – rather than theory, as often seen in the classroom. The best academic environments blend this theoretical learning with real-life experiences.

The story behind experiential learning

The theory of experiential learning dates back to 1984, as coined by educational theorist David Kolb.[1] Experiential learning is based on a four-stage ‘cycle’ of learning. Within this, there are four separate learning styles. For example:

The cycle of experiential learning

Concrete experience > reflective observation > abstract conceptualisation > active experimentation.

This never-ending cycle starts with doing or having the experience, followed by reviewing the process. Once we’ve reflected on it, we conceptualise it by learning, and then we experiment by trying out what we’ve learned – and hence the process starts again.

Kolb’s learning styles

We can then apply our different learning styles to these stages. Many things influence the learning style, for example cognitive structures or social environments. These styles are broadly categorised by our behaviours in terms of processing (approaching a task) and perception (how we feel about it).

As such, we have four different learning styles:

• Diverging: based on feeling and watching
• Assimilating: based on thinking and watching
• Converging: based on thinking and doing
• Accommodating: based on feeling and doing.

With a better understanding of how individuals process experiential learning, we can create better learning environments.

Experiential learning in adults

Experiential learning puts no emphasis on teachers to guide the way. Instead, it lets us shape our own experiences and perceive our environments in whichever way works best for us.

This is why there can often be conflict in the workplace – for example, if everybody is involved in the same training course. What’s most important, as adults, is to listen to one another and take note of body language.

According to Janie Thompson[2] of MTA, we should not try to dominate or take leadership during an experiential learning process. This could be something as trivial as a sports game team-building exercise. We need to encourage each other to interact with stimuli and learn at our own pace.

Applying experiential learning to children

Perhaps surprisingly, experiential learning is not entirely different with children. Adults still need praise and encouragement, while they also need to learn to ignore distractions. Conflicts are just as common in adulthood if communication breaks down.

When it comes to experiential learning in kids, the main difference is the stimuli. Adults may be learning with a practical creative task, cooking, or a driving a car. Children, on the other hand, may be learning with toys, nature or simple household objects.

Learning through play

In the broadest sense, we can refer to this as learning through play. Experiential learning teaches children key problem-solving skills for later life. The best way to encourage experiential learning is by transforming everyday experiences into learning opportunities.

For example, if we want to work on our children’s mathematical skills, we can offer a play grocery store environment. That way, they can use the practical application of mathematics to calculate the total price of a grocery list. Nobody is forcing them to do it this way; they reach their own conclusion by identifying the problem and coming up with solutions to solve it.

Using all the senses

The brain is most ‘plastic’ – that is, susceptible to learning – between the ages of two and three. At these ages, neurons and synapses increase far more than in adulthood. Our synapses increase from 2,500 to 15,000 per neuron, giving us more capacity to absorb information.[3]

It’s this ‘plasticity’ that allows us to learn how to walk and talk. As we age, these synapses decrease in number. You’ve probably heard the term “their brains are like sponges”. For even more ‘absorbent’ learning, children should be encouraged to use all their senses.

This is because using different senses lights up different areas of our brains. Therefore, by mixing visual, tactile and audial learning, we can store information far more efficiently. According to the journal Trends in Cognitive Sciences, people remember:

• 10 per cent of what they read
• 20 per cent of what they hear
• 30 per cent of what they see
• 50 per cent of what they see and hear.[4]

As such, it’s up to us as educators to provide this multi-sensory experience. For example, we should let children play outside, touch nature, and point out stimuli such as large buildings.

Experiential learning for additional needs

Students with autism may struggle to learn in a traditional, structured environment. A common trait for those on the autism spectrum is to fixate on certain objects[5], for example, trains. Teachers can use experiential learning by using toy trains to teach – for example, “calculate how long it takes to reach X station”. By using context, the child can learn without being overwhelmed.

Likewise, students with autism may struggle with:

• Concentration
• Anxiety
• Self-confidence
• Connecting/interpreting social cues.

With experiential learning, the process is completely tailor-made[6] to one individual student. This allows the student to engage more deeply, while enjoying the benefits of one-on-one communication with the teacher.

Again, by using natural problem-solving skills, these children can improve their self-confidence. Experiential learning may also strengthen natural bonds with others, helping children with autism to improve their interpersonal skills.

How can teachers encourage experiential learning in the classroom?

To encourage practical problem-solving, creativity and social skills, teachers should apply these practices in the classroom:

Use context in every learning scenario.

As above, teachers should encourage everyday skills as a way of solving everyday problems. For example, children may try addition and subtraction in the ‘grocery store’.

Praise the good – don’t punish the bad.

Experiential learning is crucial for children to understand the difference between success and failure[7]. Teachers should encourage self-confidence by praising children when they perform well. Conversely, they should not scold students when they make a mistake. Instead, teachers should provide constructive feedback and encourage them to try again.

Promote a range of outcomes.

Oftentimes there are many more ways to solve a problem than the obvious. Teachers should encourage students to try all outcomes, noting how they react. This will help students to develop their social skills by learning assertiveness and conflict resolution.

Learn from the children.

Occasionally teachers should see the world through the student’s lens. There may be an alternative perspective that we have not considered, as we’re used to doing things a certain way. Children are observing and learning all the time, so if they offer an alternative approach, consider this for future improvements.

Create an environment for experiential learning.

The best experiential learning environments will encourage students to make use of space, nature, and all their senses. Learning does not need to be constrained to the classroom, nor one particular space. Students can learn at different heights, indoors or outdoors, or with natural stimuli like trees and grass. They can also benefit from specific props to enhance their learning.

How classroom furniture fosters an experiential learning environment

At Muzo, we have spent years creating classroom furniture that meets the needs of each student. As such, we’re proud of our experiential learning range that encourages creativity, productivity, and the use of all senses.

Engaging at different levels

Students learn best when they are relaxed, and often younger students are asked to sit on the floor. The MBob floor seat provides robust back support at a ground level. This allows kids to learn outdoors, touch the grass, read a book or just relax during social interactions. Likewise, these can be levelled up when paired with low learning tables, encouraging collaboration.

Trying a range of applications

Products such as the Xbrick help students to learn with context. This multi-functional tool can be used to build up and down, promoting physical education, creative skills or simple social interactions. The Xbrick is great for sitting on, drawing on, or supporting larger structures. Children can use this to visualise everyday situations and solve problems.

Experimenting with colours

Visual stimuli are crucial for effective early learning, which is why all our chairs and tables come in a varied colour palette. In particular, certain colours encourage certain emotions. Yellow, for example, is ideal for performing arts environments as it promotes energy and happiness.[8]

Flexible collaboration and individual learning

Experiential learning can take place alone or in groups. With our kite tables, students can gather together to learn through play, and break away when needed. Likewise, individual dividers can free older students from distractions, allowing them to focus on the task in hand.

Lower reverberations for minimal stress

Children with additional learning needs may become overwhelmed by too many stimuli. Muzo’s dividers are made with soft materials to absorb sound, ensuring that children do not suffer from sensory overload. Again, this allows them to concentrate in a calming environment.

Grouping items together by context

Products such as the Stashbox allow students to organise their personal items for better learning. They can then apply context to this, for example, gathering plastic fruit and vegetables for re-enacting the grocery store. This helps to build organisational skills and word associations.

Why we all need experiential learning

Whether we’re visual, audial or sensory learners, thinkers or doers, we all benefit from learning in context. Experiential learning gives us that freedom to learn at our own pace, without the constraints of leaders or curriculums to follow.

By improving our external environment, we can take our experiential learning even further. With proven benefits for self-esteem, problem-solving and social skills, we should all be encouraging experiential learning at every stage of our lives.

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[1] https://www.simplypsychology.org/learning-kolb.html

[2] https://www.experientiallearning.org/about-mta/what-is-experiential-learning/

[3] https://sciencing.com/the-relationship-between-age-plasticity-12760666.html

[4] http://learnthroughexperience.org/blog/power-of-context-learning-through-senses/

[5] https://www.iidc.indiana.edu/irca/articles/teaching-tips-for-children-and-adults-with-autism.html

[6] https://vantagepointaspiro.com/blog/what-is-experiential-learning-and-how-it-can-help-your-child/

[7] https://www.melbournechildpsychology.com.au/blog/play-experiential-learning-early-childhood/

[8] https://elearningindustry.com/the-elearning-color-guide-evoking-the-right-emotion

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We sent our team to Barcelona to discover Learnlife’s mission, and how it aligned with Muzo’s own values.

Assimilating indoor and outdoor learning

Learnlife comprises two main ‘learning hubs’, on the seafront and in Barcelona city center. The ‘nature hub’ offers both an indoor and outdoor space for kids of kindergarten age up to 11 years.

In the city, an indoor innovation community and ‘urban hub’ provides experiential learning sessions for older children. Both centers subscribe to the view that standardized learning belongs in the past. As nature hub founder Christopher Pommerening puts it, “standardized learning puts millions of kids through the same processes, which will one day be automated by machines”.

At Learnlife, the mission is to foster ‘personal learning’ instead, using every inch of the environment to teach children something new.

From sailor safe havens to student learning spaces

Learning space architect Sol Espoille takes us around the first of the two spaces, the nature hub. “The building has a rich and unique history,” says Sol. “It was built by a sailor engineer. As the only house in the entire area at the time, it was used to traffic sailors. They would climb to the top of the tower to see when ships were coming.”

This also explains the labyrinthian layout of the hub, with passageways, underground areas, and imposing towers all inexplicably connecting. Though some areas are restricted by space, Sol uses every zone to its full potential.

We’re guided round several non-traditional classrooms, all with interactive features such as writeable walls, and flexible furniture that supports both group and individual learning. “Even the bathroom is a space for learning,” explains Sol. “We are turning these areas into an ‘art gallery’, showcasing different children’s artwork in dedicated frames for a set period of time.”

The hub also takes full advantage of its beautiful location, with a large outdoor play and learning area that overlooks the seafront. Such views are only matched by the ‘Torreon’, a high, cylindrical tower that children can use for “introspective learning”.

“I’m in love with the tower,” says Sol. She tells us how the room was formerly a crowded storage space without windows – dirty and unwelcoming. Today, it has been transformed with 360° windows and multi-level seating, ideal for individual and group work. Christopher adds: “The children see what the space was before and how we’ve changed it. It sparks creativity.”

Experiential learning

One of the best features of both hubs is that ‘teachers’, known in this environment as ‘learning guides’, have not come from a traditional pedagogical background. Instead, they are professionals teaching the tricks of the trade, from advertising to carpentry.

Guille Villena is a former advertising executive, who has been with Learnlife for a year. He notes the differences in “playing” and “being playful”. For example, we see a ‘trepa trepa’ (climbing frame) unit, which encourages play, but also neatly stores books and individual seating areas.

These units, similar to Muzo’s box lounger in design, are also perfect for children with additional needs. Sol tells us: “It’s an iterative process. We’re always learning based on what we observe in the children. Some learners with autism prefer these enclosed spaces.”

Sensory experiences

Over in the city, just minutes from the world-famous Plaça Catalunya, we witness yet another forward-thinking approach to learning. The indoor hub offers full-time education, summer programs and Saturday clubs for Barcelona’s young men and women.

The area, laid out on multiple levels with various breakout areas, encourages both technical and creative pursuits. Hubs for fashion, design, music, food tech, electronics and creative writing encourage collaboration, with motivational quotes adorning the walls.

One area that deserves special attention is a large ‘sensory room’, featuring oversized plants and green walls to mimic a forest. Learning guide Lars Taylor tells us: “The children react really well. We don’t really feel like we’re inside.” She adds that the hub has been able to adjust to pandemic restrictions thanks to its flexible layout.

As we explore the hub, learners are chatting and learning in equal measure, while others are relaxing in multi-level breakout spaces. One ‘quiet area’ has even been designed based on principles outlined by NASA, Sol tells us. The green space features 10 different types of plants to remove toxins from the air and encourage productivity.

Again, we see the benefits of experiential learning in the design technology studio. Joan Urgell Farran talks us through the handmade carpentry designs as overseen by expert learning guides. One innovative stool is made entirely of wood with no adhesives, and can be adapted for both younger and older children.

“No day is typical”

Such a unique learning atmosphere requires a unique set of learning guides. Devin Carberry, Director of Learning Programs, tells us of the atypical recruitment process that learning guides go through.

“Our recruitment process is somewhat dramatic, but everybody says they take something from it. A surprising number of applicants end up becoming friends. First, we invite them to run a collaborative class. Then we’ll ask them to pitch for a project. Finally, we ask how they would respond to challenging scenarios.”

This painstaking process stands learning guides in good stead for what is no ordinary learning environment. “There is no one typical day at Learnlife,” says Devin. “We find that many children who have come from standardized environments lack executive functioning skills. Here they’re doing lots of projects that require them to organize themselves. We base everything we do on their needs.”

The future of learning

When asked what the future is for in and outdoor schools, Christopher tells us there are no schools – only hubs. “Learning can be anywhere. We’re thinking outside the box. There’s no one set age group. We’re learning from our surroundings. Learnlife’s mission is to have the whole world shift to this new paradigm.”

By partnering with Muzo, Learnlife is set to take this even further. As a brand that espouses the values of flexibility, innovation, and change, Learnlife is looking forward to seeing what our furniture solutions can offer.

We’ve seen first-hand what these non-standardized methods can do for children, but nobody says it better than the kids themselves.

“Kids are going from being dragged out of bed to saying, ‘get up Mummy, Daddy! I want to learn!’.”

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Launched in August 1997, when the average internet speed was an unthinkable 56kbps, Netflix started out as a DVD rental service. Today, it’s home to 256,000 titles, streams in 190 countries, and earns $15.7 billion revenue annually.

As with any thriving tech firm, Netflix has continued to innovate its way to victory. As competitors such as Amazon and Hulu close in, not to mention new threats from other media companies, it’s time to evolve once again. So what’s next?

Out with the old

There was a resounding cheer from sitcom lovers everywhere when it was announced that Friends was coming to Netflix. No more taking a gamble on what series would be playing on other channels – just freedom to relive our favourite moments.

Despite only launching on UK Netflix in December 2017, and Netflix paying an eye-watering $100 million exclusivity deal with WarnerMedia, Friends on Netflix will soon be no more. As AT&T, the telecoms company that owns WarnerMedia, seeks to launch its own streaming service, there are rumours that 2019 could be Netflix and Friends’ last year together. Saddle up and watch those “pivot” moments while you can!

The lovable six could be following in the footsteps of The Office US, which left UK Netflix in 2015. Now, NBCUniversal, creators of The Office US, are also seeking to launch their own streaming platform, and they want to take Michael Scott with it. US fans have until 2021 to catch up on his shenanigans.

In with the new

Netflix’s seeming abandonment of sitcoms could lead subscribers to expect an increase in feature length films instead. This isn’t the reality however: in fact, movie titles on Netflix US dropped by a third between 2010 and 2018.

Original content

This is not to say that Netflix is abandoning film altogether – Bird Box, an original content film, was streamed to 45 million accounts. What it is saying, is that Netflix is investing far more heavily into original content than older classics such as Friends.

In 2018, the company spent $8 billion on original content, a budget that is set to more than double to $18 billion in years to come. This accounts for 25 per cent of the firm’s costs, and the gamble is paying off, with shows such as The Crown and Stranger Things striking a chord with viewers.

Big ideas

It’s not just series and movies that are taking off. Interactive content such as Black Mirror’s Bandersnatch created an immersive experience for viewers in 2018, with other hits such as Bear Grylls set to light up home cinemas.

And for that coffee table experience, Netflix is launching something completely different. This June, a new print magazine, Wide, will be released. It’s said that the publication will be free of charge, alerting readers to new titles coming up, and featuring interviews with actors. More importantly, the team at Netflix are hoping to catch the eye of television judges in time for the Emmy Awards. Watch this space.

Some ideas might not be as well-received as a Sunday afternoon read, however. Recent reports of “ads” appearing in between episodes of series have prompted complaints from some viewers, who argue that their subscription fee is enough. Netflix has claimed that these were simply previews for upcoming shows, and it is conducting experiments to show users relevant content while they watch.

New challenges

Of course, Netflix has far bigger fish to fry than a few disillusioned customers. Said fish come in the form of a slew of new streaming platforms. The services will not be a carbon copy of Netflix, though – AT&T, for example, will only offer titles from the WarnerMedia catalogue, categorised into three tiers.

Likewise, NBCUniversal, which will soon become known for taking back the most-watched TV show on Netflix, is launching a streaming service that sits alongside cable viewing. While many streaming services are encouraging consumers to “cut the cord” from traditional television, NBCUniversal’s approach is to drive revenue from ads, and offer free subscriptions to all its live television customers.

There is even a short video platform for mobile waiting in the wings. Whether or not it’s a worthy contender for Netflix’s boxset devotees, it does have a very worthy budget of $1 billion. Netflix investor Morris Mark would be wise to keep his eye on the incipient Quibi service.

Hakuna matata

But do these new threats worry the team at Netflix? Not in the slightest. Even perhaps the biggest contender, Disney, isn’t keeping Morris Mark up at night. Set to launch in November 2019, Disney+ will undercut Netflix’s current subscription prices at just $6.99 a month. Not only will it give parents unfettered access to hits from the Disney Studio, it will also show Marvel, LucasFilm and National Geographic titles, securing the adult market.

“Look at the entertainment market much more broadly defined … Disney+ is a drop in the bucket,” says Mark, who, conveniently, also owns shares in Disney. Analysts claim that Netflix offers a “much broader range of content”, and do not consider Disney+ a Netflix alternative.

Content is king?

Today, Netflix says its biggest concern is not competitors, but improving the experience for subscribers. Indeed, even CEO Reed Hastings says our “need for sleep” is Netflix’s biggest threat – but that’s not going to deter him from creating even more original content.

In the pipeline, we have a new series of Black Mirror, Stranger Things and Thirteen Reasons Why to look forward to. Netflix may be saying goodbye to some old favourites, but with these new innovations, it will continue to draw us in.

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Reports reveal that the new trade agreement will account for one quarter of the world’s GDP. The deal will aid intercontinental trade by reducing lobbies on machinery parts and food products. Initially, the deal will abolish €1 billion in tariffs on European imports (94 per cent). The European Commission has stated that, in the long-term, it plans to phase out virtually all fees, in a bid to “stand against protectionism”.

The impact on global whiskey brands

During a speech on 2019 trade trends, European Commissioner for Trade Cecilia Malmström cited “language, customs and marketing” as some of the biggest challenges for global trade. While these intercontinental trade deals may facilitate commerce financially, marketers are still up against the mammoth task of localising their brand.

Where global whiskey brands are concerned, the agreement has an immediate consequence. From now on, all Irish whiskey products will see their “geographical indication” protected. Specifically, this means that only whiskey produced in Ireland with a technical certification can be sold under the description of ‘Irish whiskey’.

Head of the Irish Whiskey Association William Lavelle says that the move will help to combat counterfeit whiskey production in Japan, helping to “protect the high standards that are the hallmark of Irish whiskey”.

So how exactly does a product, for which provenance is held in the highest regard, succeed in culturally disparate Japan?

Going East: the obstacles faced by global food and drink brands

Whiskey may have taken off in Japan in recent years, but historically, it has not always been so easy. While Irish whiskey can date back as far as 1000 AD, in Japan, the first Japanese distillery did not open its doors until 1923.

Inbound tourism figures also suggest that marketers must do more to drum up Japanese interest. In its 2017 Irish Whiskey Tourism Strategy, the Irish Whiskey Association stated that:

• The USA is the biggest export market for Irish whiskey, accounting for 46 per cent of all exports
• Just 5 per cent of exports go to the “rest of the world”, despite this category topping the inbound tourism category at 34.6 per cent

Though Irish whiskey is sold to 136 countries currently, there is clearly a discrepancy between trying and testing the product on native soil, and purchasing it internationally. These figures present an interesting quandary for Irish marketers: is it better to try to sell the product based on the authentic, world class ‘Irish whiskey distillery experience’, or should they try to adjust their branding to better accommodate new markets?

How Jameson tweaked its product for Japan

Whiskey sales in Japan have, hearteningly, been on the increase in recent years – there was even a shortage reported in May 2018. Furthermore, our research shows that, in 2017, sales grew by 15.7 per cent to almost half a million bottles. Up until recently, Jameson more or less monopolised these sales, with 6 million cases sold worldwide by Irish Distillers Pernod Ricard, who bottle the brand.

Specifically, Jameson recorded an 11.3 per cent increase in sales in 2017. International Marketing Director of Irish Distillers, Simon Fay, attributes this to Jameson’s mass-audience appeal, appealing to consumers’ discerning tastes. Indeed, with the new geographical indication protection on Irish whiskeys, Jameson is unlikely to move away from its proud Irish recipe any time soon.

A pinch of Japan

Such dedication to maintaining its roots is evident in Jameson’s foray into “Japanified” whiskey. In an almost over-elaborate process, the Jameson Caskmates Tokyo Edition, released in June 2018, involves transporting the blend back and forth across continents to finalise the product.

Made in collaboration with Japanese brewery DevilCraft, Caskmates starts with an ageing process in Ireland. The same cask is then transported to Japan, wherein two DevilCraft beers are rested: the “Imperial Stout” and “Imperial Rye Brown Ale”. These barrels are then returned to Ireland for a further 10 months’ ageing, before everything is blended, bottled and sent to Tokyo for distribution. With an authentic blend of Irish history and Japanese innovation, the process typifies the “mass-audience appeal”.

Pernod Ricard prides itself on its decentralised business model. Rather than assuming the brand will translate globally, the firm employs 18,500 members of staff in 80 countries. In Japan, says Tim Paech, Pernod Ricard Japan CEO, innovation is key to success. “We have a more developed local innovation strategy in Japan than in many other countries. There are more Japan-specific products than Taiwan-specific products, or Singapore-specific products, or Korea-specific products.

“I think this is because Japanese consumers are always looking for new opportunities, new trends. There’s a lot of trendsetting, a lot of creativity here. It’s a very sophisticated country.”

Given the relative freshness of this product, and Jameson’s decision to distribute it in bars and restaurants only, time will tell if the Tokyo Edition is a success. What we can conclude is that no product can be launched in Japan without a meticulous strategy.

Japanified packaging

Of course, innovation goes hand in hand with experimentation, and in cases where Jameson has chosen not to change its famous blend, instead it has focused on Japanified branding. The second of Jameson’s “Japan-only” whiskey was released by the brand in August 2018 as the “Jameson Japan Limited Bottle”. Designed by Japanese artist Yu Suda, who has built a cult following and has worked with global brands such as Nike, the product contains the same classic Jameson blend.

This time around, however, the label features a Japanese cartoon figure wearing an ichimonji gasa. This traditional dress is combined with the Jameson coat of arms, symbolising not only the whiskey’s Irish roots, but also the start of a new chapter in Japan. Again, it is too soon to tell how this will be received by Japanese consumers, but it shows that even a brand as globally recognised as Jameson’s still needs to make efforts to adapt within the Japanese market.

The potential risks and rewards of marketing in Japan

Jameson’s marketing efforts within Japan come at a time of immense growth in the Irish whiskey market. The brand is currently on course for 12 million sales worldwide by 2020, while Irish whiskey was the fastest growing spirits category between 2009 and 2014, with an annual growth rate of 10 per cent. Though the success of Irish whiskey in Japan has been relatively slow until recently, our research shows that Japan now represents the largest market for Irish whiskey in Asia.

Likewise, however, research is critical when taking products to market in Japan. According to the Irish Food Board’s Export Performance and Prospects Report, for example, 2019 will bring about myriad challenges for whiskey exports, including regulatory restrictions on advertising, labelling and minimum pricing. Only with an air-tight strategy; that takes into consideration product forecasting, cultural attitudes and legislation; can marketers reap the countless rewards available within the Japanese market.

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Now is an exciting time to begin targeting Japan. With the Tokyo Olympic and Paralympic Games taking place in 2020, plus the Osaka-Kansai Japan Expo in 2025, the potential marketing opportunities for sport, tourism, AI and biotechnologies are huge. Moreover, the recently signed EU-Japan Economic Partnership Agreement will see a reduction in tariffs, enabling better opportunities for exports.

The risk factors

Of course, as with any foray into a new market, there are plenty of risk factors for businesses trying to extend their global reach. Historically, Japan is one of only four countries in the world to never have been colonised by Europe. As a result, we have a region that is culturally and commercially disparate from everything we know as Westerners. Our research has led us to identify five key differences in Japan:

• A less direct, more polite approach to advertising
• Japanese and English alphabets/vocabulary
• A preference for busy, rather than a “less is more” design approach
• Continued loyalty towards brick-and-mortar retail
• Traditional folklore

With our extensive knowledge of the Japanese market and world-leading research methods, we have examined the key factors that make for an effective launch strategy in Japan. These insights are further underpinned by anecdotal evidence that shows what went right, and what went wrong, for brands launching in Japan.

The advertising misfire that led to an entire product launch for Pepsi

In spring 2018, global soft drinks powerhouse Pepsi made a tactical move to launch their own “Japanified” product – J-Cola. With no expenses spared on the marketing budget, the product ad depicts an extravagant Japanese festival, complete with monster trucks, bright colours and some of Japan’s best-known musicians.

The latter isn’t a new marketing tactic for the brand. In 1997, for example, Pepsi appealed to Western markets by having the Spice Girls front their “Generation Next” campaign. In less than a month, their cola market share increased from 15.1 per cent to 19.6.

However, they were not always as successful on a global scale. Notably, in 1994, Pepsi tried to take an American advertising model to Japan: comparative advertising. The competitive nature of the commercials, which saw taste testers comparing Pepsi and Coke, was so poorly received in Japan that five major television channels in Tokyo refused to air it. Quite simply, the Japanese consumers saw this competitiveness as a rude and highly disrespectful marketing tactic. Comparative advertising is even illegal in countries such as Argentina, but the resounding message here was that aggressive, competitive marketing did not appeal to an Eastern audience.

Two decades later, Pepsi have done their research. Suntory, who head up the Japanese Pepsi brand, factored the results of the 2015 GlobalData Q4 Survey into their Japanese product. It revealed that 18 to 34-year-olds found the concept of a drink tailored to night-time consumption appealing, up to a 32 per cent margin. This resulted in the “midnight” J-Cola concept, further bolstered by the abovementioned advertising campaign.

The sales figures of this new product remain to be seen, however this case study identifies the need for even the largest brands to rely on more than their reputation on home soil alone to guarantee a successful entry into disparate markets. Only with key research into Japanese customs, in this case, advertising, can these brands have any hope of success – even if they have to launch a new product.

While Frozen translates, smoke fails to light up the Japanese market

Accurate translation is one of the most challenging aspects of considering entry into new markets for global brands. When marketing within cultures that share similarities such as common language roots or shared cultural norms, branding messages usually translate effectively without much need for localisation. In English to Japanese, however, there are a multitude of considerations to take into account such as:

• Three main writing scripts – Kanji, Hiragana and Katakana
• Japanese is written from top to bottom
• Many English words are borrowed and adapted for Japanese use
• Japanese tone and vocabulary may vary based on age or class

Disney hit Frozen became the third-highest grossing film in Japan, and the use of effective translation could well have been a key factor for this. Film executives identified that directly translating the English title into Japanese would not convey the appropriate messaging, so renamed the film ‘Anna and the Snow Queen’, which proved to be highly successful.

Equally, the lyrics from the film’s most recognisable ballad within the West, ‘Let It Go’ were thoughtfully re-written in Japanese to convey the same emotions rather than being a direct translation of the English lyrics. The acute and insightful efforts made by Disney display the exact attention to detail that must be incorporated into all marketing strategies when considering entry into Japan.

In comparison, cigarette brand Salem’s famous “Salem, feeling free” slogan was directly translated into Japanese without taking any semantics into consideration. This resulted in the brand unjustifiably telling Japanese consumers that “when smoking Salem, you will feel so refreshed that your mind seems free and empty”. The difference may be slight, but the essence of each statement conveys an entirely disparate message and could prove highly detrimental to the brand’s successful entry into the Japanese market.

It is not enough to simply plug a slogan into a machine translation – brands need to understand how their products are received in the Japanese market and try to appeal to the emotions of their target audience.

The journey of the Japanese aesthetic

Historically, Japanese design has evolved considerably, particularly over the last three centuries. While today, it is commonplace to see modern Japanese designs favouring a “busier” aesthetic, for example, heavily loaded webpages, this has not always been the case.

A notable example is Japanese places of worship. Shinto shrines are sacred, quiet places, without regular visitors, and an overall sense of calm. This wabisabi approach favours the “less is more” sentiment, compared to historically crowded Catholic places of worship.

However, progressing to the WW2 era, the Western influence clearly made its way into Japanese culture, for example, changing concepts of space utilisation in the Japanese household.  This may be a contributing factor to the ‘busy design’ that Westerners traditionally associate with Japan in the modern day. While the West moved on after WW2, embracing the Scandinavian minimalist approach (popularised by modern retailers such as Ikea), Japan holds on to the post-WW2 Western design aesthetic.

Businesses looking to localise their product in Japan should bear these design sentiments in mind, in particular, online. Just 50 per cent of the Japanese population uses a smartphone, compared to a considerably  higher 85 per cent of consumers in the UK. Again, this underpins the argument that busier design still works in Japan, as mobile-friendly design is not held in as high regard.

However, conversely, history should not be overlooked. With Japan’s “simple” design history, Westerners have firm foundations on which to build their brand in the modern-day Japanese market.

Loyalty beats digital

With a comparatively low number of smartphone users than in the West, Japanese consumers are less convinced by online retail. According to our insights, 80 per cent of Tokyo residents between 18 and 64 years of age shop in brick and mortar stores, in comparison to just 21 per cent of Americans. Japanese respondents to the 2014 Consumer Survey preferred the “overall experience of going shopping”.

These findings were echoed in the Epsilon survey into Japanese consumer loyalty, which revealed that shoppers held value for money and customer service in extremely high regard. Westerners looking to target Japanese markets should heed the warning of online retailers such as eBay, whose digital, non-customer service-focused approach led to the company bowing out of the East. The lesson to be learned here is that retailers should earn their customers’ trust, which cannot be done without first researching and understanding the buyer.

Pampers should have plumped for peaches

Once again, Japan proves that large Western brands cannot always rely upon the reputation of their branding to succeed in the East. Procter & Gamble, whose Pampers product shifts 789,000 units in the UK per year, was almost run out of business in Japan. When the brand launched its disposable nappy range in Japan in the 1970s, sales took a nosedive.

Research into popular folklore would have revealed that the stork, a common Western symbol used for baby product advertising, has no significance in Japan. Rather, using imagery of the giant peach that Japanese folklore depicts as being sent from heaven to deliver babies within (from the story of Momotarō), would have held far more cultural significance and been an instantly recognisable branding idea for a baby product. Brands which rely on emotive, family-led advertising must familiarise themselves with Japanese traditions before attempting to target this new market.

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The email in question informed Madalyn’s colleagues that she would be taking two days off to “focus on her mental health”. Rather than being admonished for her decision, Madalyn was met with thanks from her boss, Ben Congleton, who congratulated her for raising awareness of mental health. Madalyn was so touched that she tweeted the response, which to date has been re-tweeted more than 16,000 times.

Increasing awareness

Stories like Madalyn’s are emblematic of the diminishing stigma around mental health today. We still have a long way to go, but there are many initiatives now being implemented to promote positive mental health both at home and in the workplace.

When it comes to the digital world, we are faced with a double-edged sword: on the one hand, social media is being blamed for increasing self-harm in young people; however workplaces are also trying to reach out  to employees through digital tools.

Digital tools

In December 2016, Stephany Carolan studied the effects of online CBT-based stress management for employees. 90 employees from six UK-based organisations were monitored for work effectiveness and general employee wellbeing. 21 studies were included in the final review, including nine participants with stress, insomnia or depression.

Digital interventions including CBT, mindfulness techniques, problem solving training, and stress and coping mechanisms were studied over seven weeks, with participants utilising computer apps, email, text messages and calls. The results revealed that web-based interventions helped to significantly decrease stress levels as well as depression and distress scores, while workplace effectiveness also improved over time.

Communication is key

One of the greatest challenges for modern workplaces is talking about the problem, which is where digital tools come to the fore. Large corporate chains such as Pizza Hut are implementing initiatives such as “No Shame”, an anonymous internal social network which allows employees to discuss mental health issues, together with a 24-hour helpline. With just 11 per cent of us admitting to discussing mental health issues with a line manager in 2016, these digital tools are a welcome addition to the workplace.

Improving digital mental health in your staff

Coined by the Mental Health Foundation, the term “digital mental health” is defined as using online resources such as self-management guides, message boards or online programmes to improve mental wellbeing. Other treatments such as “e-therapy” use CBT to guide users through online modules with feedback, while “blended care” combines both online and face-to-face treatments.

With 84 per cent of employees experiencing physical, psychological or behavioural symptoms with work as a contributing factor, now is the time to act. Digital mental health resources offer a flexible, diverse range of treatments for employees who may not feel comfortable using traditional methods, and so employers must leverage these opportunities whilst ensuring a better stream of judgement-free communication within their workforce.

Keep an eye out for Odyssey Digital’s next blog, where we’ll be looking at the expectations of employees coming into the digital workplace today versus 10 years ago, and how recruiters are managing these expectations.

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Technology and mental health

Historically speaking, technology does not have a favourable record when it comes to mental health. This is particularly prevalent in young people: for example, The Children’s Commissioner’s 2018 report, Life in Likes, revealed that 11-year-olds could spend up to 18 hours per day on social media and were becoming almost addicted to “likes”. Similarly, smartphone use is becoming increasingly correlative with shorter attention spans, poor quality sleep and depression.

One smartphone app is looking to change these patterns. Step forward, Wysa, the artificially intelligent chatbot that aims to change our negative thoughts by simply providing a person to talk to. Developed by a team of “scientists, change-makers, technologists, writers, artists and dreamers”, Wysa provides an instant messenger service which allows users to share their thoughts and feelings anonymously. Using pre-programmed cognitive behavioural therapy techniques, the bot listens to emotions communicated by its users, responding with words of encouragement and suggestions on how to make changes. It’s currently free to use (though access to a Wysa coach, i.e. a human being, costs £21.99 per month) and is backed by a Scientific Advisory Board of computer scientists, neuroscientists and psychiatrists.

How does Wysa work?

Wysa’s developers were inspired by their elderly relatives, who lived far away and could not always have the emotional support they needed. By engaging with technology, they hoped it would provide care and encouragement at times when humans could not.

The app starts by introducing itself and asking you for a name, which does not have to be your own. It then proceeds to ask you a series of questions about your feelings, for example how often you have felt nervous or low in the last few weeks. This is interspersed with thoughtful graphics and encouraging phrases. It also invites you to explore its “toolkit” with tools to combat various personal issues, such as low self-confidence. Users can then partake in activities such as deep breathing and progress their way through the toolkit to unlock new features.

These are just some of the heartening elements of the app – it can also trigger push notifications to check in on users daily, as well as reminding them of things that have made them happy. There is no obligation to carry on talking to the bot; likewise there is no limit to conversation time – the app even tells a knock-knock joke to assure you it is “always there”.

Can Wysa replace traditional CBT?

The app does not claim to be a substitute for traditional human contact; it is even programmed to detect when a user might be having suicidal feelings and will always advise that he/she seek professional help in this instance. In trials, users at the University of Oxford said the app should not be used in place of professional help, but did comment on its remarkably human features, notably its offers to let users “play a game” if they did not feel like talking at the present time.

What is reassuring about Wysa is that it has been developed by experts in the field of cognitive behavioural therapy. All responses in the app have been pre-approved by these experts, and all conversations are completely anonymous, allowing users to express themselves at times when they may otherwise feel judged.

While the app may not be a replacement for genuine human interaction, its considerations for human contact are commendable. Notably, the aforementioned recommendations for professional help, and also its paid “Coach” option, where users can speak to a human via the app, demonstrate awareness of its limitations. However, in a society in which mental health patients may have to wait up to two years for help, it’s refreshing to have a companion right in the palm of your hand. Tracking our behavioural patterns, and more importantly, changing them, apps such as Wysa provide that essential mix of clinical analysis and genuine empathy – proof enough that at least some modern technology can be a force for good.

Learn more about CBT Clinics’ digital healthcare options>

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They say you only get one chance to make a first impression.

In the year 2000, the average human attention span was 12 seconds, dropping to 8 seconds in 2015. In internet terms, how we use those 8 (or often fewer) seconds can mean the difference between gaining and losing a sale.

With so little time to convert, a live chat system can help you to generate leads, book meetings or even close deals. The secret behind this is adding value, helping you to meet the prospect’s needs more easily with a well-timed, personal approach.

What is live chat?

Live chat is a non-invasive communication tool that invites web visitors to discuss their needs with a human operator. A pop-up window will usually appear at the bottom right on a desktop webpage to invite users to chat.

While live chat can be used on mobile, it’s great on desktops, allowing users to continue browsing the site while having their questions answered. Chat boxes can be timed, for example to appear on particular pages, or when a user has taken a specific action/browsed for a certain amount of time.

Timing is everything

As discussed in a previous blog, your chances of reaching a lead are 100 times higher if you reach out within the first five minutes. Live chat can provide that urgency!

The beauty of a chat system is that it can convert customers at any time in the buying cycle. The definitions of a buying cycle vary depending on the industry, but typically, it will comprise:

• Recognising the “problem”
• Searching for information
• Evaluating alternative options
• Considering a purchase
• Purchasing
• Analysing the purchase

As marketers, we will most likely deal with customers in the consideration and purchasing stages.

However, live chat also serves to provide answers. Take for example, a local business whose digital advertising is not making returns. A decision maker might be searching for a marketing agency, only to tell an operator that his/her marketing is failing and potentially identifying a specific “problem”.

Your team can suggest potential issues and thus start the sales cycle from a simple conversation. Likewise, during the purchase analysis stage, live chat can be used as consultancy tool for existing customers, helping to upsell new products.

Quickening the pace

So how exactly does live chat speed up the conversion process? The desktop-friendly interface naturally lends itself to B2B enquiries, so it’s likely a person engaging in a chat will be a decision maker.

Live chat provides an instant response in place of tedious website navigation, or worse still, contact forms. Rather than having to wait days for a response, purchasers can speak to a knowledgeable employee there and then.

Speeding up the consideration stages

Sometimes, a well-written services page is not enough. We’ve seen above that users will exit a site within 8 seconds, so live chat helps your operators present your services to align with the customer’s needs.

A key conversion at this stage is arranging a meeting. By speaking one-on-one with your staff, purchasers can agree a suitable meeting time while your sales team follows up with a courtesy email.

Closing that sale

Let’s say a purchaser has finished evaluating and is now returning to close the deal. How can we make that happen faster?

Using behavioural analysis, for example tracking cookies to identify previous visitors, marketers can point customers in the right direction faster. Marketers can use automation to recognise behavioural intent and direct them straight towards the relevant personnel – no starting from scratch!

Making the best of live chat

Like all conversion software, live chat is only as good as you make it. To gain more leads and convert faster, remember to:

Keep it human

By all means, use automated messages where appropriate, for example to display office opening hours, but intervene when your staff are in the office. If it’s an international enquiry, for example, have a human direct the chat to a native speaker.

Understand intentions

Live chat can appear based on conditions you set. Human staff are finite, so to optimise your operators’ chatting time, try setting it to appear only on pages which suggest interest, for example services or contact us.

Set expectations

Make sure customers can clearly see your opening hours, or consider turning your chat off out of hours. You can also let them know average response times to improve the customer experience.

Wherever your buyers are in the funnel, a live chat system can provide an informative, humanised experience that increases conversions.

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