Barrie Spelling IDM Summerschool 2011 (Tuesday)

The morning got under way with a visit from Chris Jones and Sarah Stratford of Archibald Ingall Stretton (AIS), who having introduced the company and their approach to marketing, gave groups of us a mini-brief  to work on.  We were given just 20 mins to come up with a full campaign based on O2's Priority sector - you know, those texts you're disappointed to receive as for a minute you thought it was  a friend texting you and you were popular.  Each group subsequently pitching to the room, the results were fantastic.  In such a short period of time I was truly impressed with the range, depth and innovativeness of each groups' ideas.  

For example, in a nut-shell, our group came up with the following:

In seeking to acquire an emotional relationship beyond that of a mere phone provider, we focused on live events in our notion of "being the band manager".  As gig attendees always have personal desires of what songs they wish to be played in the set, and in spite of a good gig will often be left feeling slightly miffed if particular songs weren't played, we wanted to give the public a say in what they heard.  

This would be done by ticket holders and online viewers of the gig texting, tweeting, or messaging their favourite songs, with the most popular ones forming part of the set-list.

Allocating 10-15% of tickets at the O2 for a large performer (to be decided upon), we would primarily run a ballot allocated competition for tickets.  Utilising facebook, twitter and owned websites we would require the entrance of details from consumers, and suggest adding friends too, in order to increase the already wealthy Priority database, and acquire new touch points to interact with consumers in the future.  To promote this we would suggest short (15 sec) ads, utilising the current billy-goat style ads to keep in line with the current campaign and reduce costs, alongside a direct mail push.

Having the gig subsequently streamed online to all those signed up would mean that even those that weren't able to win a ticket would still be able to see the performance and feel more privileged than non-O2 users.

People would then be able to interact and discuss what they though of the gig online, with social media being monitored and interacted with to ensure a positive post-event consumer experience.  Video response booths at the venue would help create a viral advertisement for O2 Priority, and show others the level of enjoyment that O2 gave them.

Anyway, back to the track.  Our last pre-lunch session was filled by Martin Troughton supplying us all with tips for successful career development.  With insider anecdotes galore, the tale of Martin's illustrious career proved to be both entertaining and highly insightful.  From his time at OgilvyOne to founding Harrison Troughton Wunderman to his current position at Anglian, it was clear to see that he had reaped such successes due to his highly inquisitive nature, ambition for greatness, and dedication to the industry.  Whilst his lessons were numerous, these were his top 7:

1. Treat yourself like a brand.
2. Only work for the best people.
3. Don't be afraid of moving jobs.
4. Don't seek praise, seek criticism.
5. Don't take short cuts, they never lead anywhere worth going.
6. Don't promise what you can't deliver.  Over deliver on what you promise.
7. Keep learning.

After lunch was the big trip out.  Each year the summer school takes it's delegates to one of the bigger patrons of the IDM, to give us a glimpse at what working at such an agency might be like.  This year we were shepherded off in true year 8 school trip fashion, to Canary Warf and OgilvyOne.

For those who haven't been there, wow.  I must say I've never been in a place like it.  The only way to describe it would be a more purposeful kids section in the Science Museum.  With motion reactive floors, 3D TVs, jukeboxes, and a LOT of awards at every turn, it was a fantastic place to woo potential and current clients.  

During our time there, not only did we get a tour of the impressive (if slightly show-offy) Design Labs, but were also treated to an audience with moguls such as friendly UK Chairman Paul O'Donnell, and the brilliantly quirky (and quirkily brilliant) Rory Sutherland.  Also getting a chance to speak to this years Ogilvy Fellowship intake, we got to hear about industry life from similarly minded industry newbies, as we were all hoping to be.

Minds reeling from all that we'd seen, heard, touched, and generally experienced at one of the industry's biggest companies, it was time for a drink.  Heading downstairs to the in-house bar, we were treated to some lovely drinks, and had a great time meeting and chatting with some of the company's employees.

Eventually having to leave the agency (many a lot tipsier than when we entered), we headed off for a group bonding meal at Wagamamas before heading home to work on our briefs and get a good nights sleep.

Old Spice Guy v Fabio: A Promising Continuation for the Brand

A little under a year and a half since the magnificently muscular Isiah Mustafah first said "Hello ladies", he's back for the latest instalment of Weiden and Kennedy's Old spice campaign.

Originally briefed to target both men and women (as they're normally the one that buys their partner's body wash), the innovatively interactive Old Spice viral responses produced by Weiden and Kennedy enormously exceeded any expectations.  The 186 videos received 40 million views in the first week, and led to 75% of sector conversations being about Old Spice for the succeeding 3 months.  Ultimately, after 6 months sales had increased by 27%, and "firmly cemeted Old Spice as No.1 for mens' body wash in the US" (see further impressive stats and a full case study here).

Considering the campaign's enormous success, the question "what next?" begged. 
Whilst brands often over-keenness to jump on the success of a campaign destroys any buzz and connection that the brand has with consumers, Old Spice managed to resist this itch.  Instead, they waited until the experience began to fade in consumers' minds, and a fresh new interaction was needed, and not just wanted.

So what happened?  Well, further utilising the enormous base of followers and likers gained from the first phase of the campaign they sensibly decided to stick to social media.  In what was coined the "Mano a Mano in el Bano" (which translates as "hand to hand in the bathroom") Italian model Fabio Lorenzo sought to win the Old Spice crown from the Old Old Spice Guy.  Again creating real time video responses to users questions, both "battled" for votes, with the winner becoming the new Old Spice Guy.

Some may say that taking such a similar tack to their previous  phase is somewhat unimaginative.  However considering that the focus is now more on retention than acquisition, they have reached those already recruited to Old Spice in a way now familiar to them.  Not only does this (due to the time lapse in phases) have the capability of invoking a nostalgic response that causes them to revisit the videos that caused them to use Old Spice originally, but the brand image is also adequately kept. 

The initial stats also appear promising.  Whilst the Google search index for Old Spice is little over a third of the first phase, their Twitter followers has lept by over 23 thousand in the past 10 days.  Also, whilst the healthy progression of "likes" of their facebook page in the past 6 months (approx 300 thousand more) may suggest that they would have obtained this many followers without this spend, the July jump is perhaps enough to justify the campaign's progression, especially as the majority of activity was via YouTube.

Whilst it hasn't hit the heights of the first viral experience, the responses have often achieved over 100 thousand views, with "Challenge", "Challenge Acceptance", and "This Must End" (in which it's revealed that Old Old Spice Guy Isiah won the contest) posts obtaining 3 million, 1.15 million and 700 thousand views respectively (approx, to date).  Additionally, with more widely recognised PR that will immediately place the brand front of mind to many, the outlook for Old Spice is certainly promising.  Not only that, but considering the relative lack of search for the brand, it indicates that the social media platform is working well for them, and will act as a great touchpoint for more 1-to-1 conversations with consumers in the future.

A few other responses (more can be viewed on the Old Spice YouTube Channel)

10 Lessons learnt from David Ogilvy's "Confessions of an Advertising Man"

Whilst on the Barry Spelling IDM Summer School 2011, I was fortunate enough to be permitted entrance beyond the glass gates of Ogilvy's Canary Warf office and into the belly of one of the biggest global communications networks alive today.
Marvelling at the eccentricity and grandeur of the agency's "showroom section", we were treated to an audience with friendly UK Chairman Paul O'Donnell, and the ever-tangential (but undoubtedly brilliant) Executive Creative Director Rory Sutherland among others.

Having had a fantastic time at the agency, upon leaving each of our party were gifted a copy of David Ogilvy's notorious "Confessions of an Advertising Man".  With a small window between finishing my degree and the commencement of my marketing career with Starcom MediaVest this September, I relished the opportunity for some much-missed leisure reading.
Whilst this is not an in-depth book review, it can safely be said that this book is a must.  A must for those entering the media world for the first time, a must for successful MDs, and all those betwixt and between.  Whilst Ogilvy is overly (albeit deservedly) self-appreciative at times, the wealth of knowledge, experience, passion and ambition of this man oozes from every page.  Whilst my scrawled notes on almost every page exceed what can comfortably be read on such a platform, here are the main lessons I learnt/musings that resulted from reading the book:

1. In order to truly create and innovate in an overcrowded marketplace, (whilst still maintaining brand identity) it is necessary to differentiate the brand from market commonality.  Whilst perhaps fairly obvious, many brands are currently failing to fully grasp this concept and are merely "getting by" on loyal consumers.  This is especially true with new brands, as once the client's place in the pecking order has been established, it's not easy to change, so making that initial impact can help propel a brand into the big leagues.

2. Personal/internal aspiration is key to creativity (and subsequently success).  Complacency and innovational staleness are bred from monetary greed and stational ambition overtaking industry passion and thrill.  As Mr Ogivly stated "everything looked different when my bank account was empty" [p27].

3.  An agency exists as a brand's champion, expected to win them battle after battle and gradually create an empire for them.  Within such a precarious relationship between an agency and client, it is best to allow them to win the smaller quarrels in favour of the grander strategy.  Whilst vocalising a "we know best" approach may sometimes be appropriate (depending largely on the quality of the agency/client's rapport), a client's stubbornness commonly makes these opportunities rare.  Supplementary to this, many a comedian has stated that a wife gets her way by making the husband think an idea is theirs, and though a subtle approach is naturally required,this tactic is also available here.

4. Consumers aren't idiots, so don't treat them as such.  Generation Y is far more savvy as to what's out there and are far more likely to do their research during their journey from browser to shopper to purchaser to loyal consumer.  People want to be addressed appropriately, with research showing that youth culture even want to be addressed by language 2-3 years more mature than their age.  With consumers less susceptible to advertising than they once were, in order to stand out, a specific issue of the consumer must be addressed on a personal and (where possible) emotional level, offering them a clear life benefit.  Be direct.  Be succinct.  Be creative.  Connect to every consumer on an individual level and make them feel cared about.  With such areas as SCRM rising in necessity and availability, there's more opportunity for personalisation than ever before.

5. Choose diplomatic honesty over situationally pressured acquiescence.  Whilst (especially as a recent graduate) speaking your mind may seem daunting and overstepping your place at times, both colleagues and clients will respect you and appreciate you more for it.  Firstly, if you've been asked to a meeting, you're in it to contribute your opinions not serve as just a "yes man".  Secondly, if you have an issue with something, it's normally for a reason.

6.  A creatively fantastic idea must also make business sense.  The innovativeness and forward-thinking nature of the of the industry is part of what makes it great, but ultimately agencies are hired to make clients money.  Whilst monetarily endowed clients may be more willing to spend large sums on brand awareness, the vast majority merely want bang for their buck.  If possible, build business into the strategy.  Make payment not just the light at the end of the tunnel, but create opportunities to make back the spend during the campaign.  A recent example of this is AIS's O2 3D Rugby campaign, where the return acquired by selling tickets to watch the England rugby match at cinemas ensured they were able to gain a vastly greater initial budget.

7.  Always aim to make history.  Whether you're working with a sports brand, holiday operator, or supermarket, every new campaign is an opportunity for greatness.  Nothing could be worse than seeing a direct competitor create a brilliant campaign and steal consumers away from you.  Have the ambition and drive to be the envy of others.  To do this, every move considered should be scrutinised and subsequently reflected upon and learnt from, regardless of degree of success.  Proper reflection ensures that for each new question issue, you'll have that little bit more experience from which to draw upon, and increase the likelihood of making history.

8.  As previously alluded to, client's have expectations of your agency, and failing to deliver on any promises made will likely lead to a parting of ways.  The best way to avoid such a divorce is to gain as much brand-intimate information as possible.  This allows greater insight into their desires, a more accurate realisation of what you can achieve, and a heightened understanding of the brand's identity and inner workings. To do this you must ask clients questions, and listen to what they have to say.  There's a big difference between merely hearing a client's views and listening to them, and it's one that is too often ignored.  Try to get under the skin of the business.  Find out what makes them tick, and most importantly, why.  Speak to as many representatives as you can to get as broad a picture as possible, reflect on what they say and how you feel about their views.  A brand is far more complex than any one individual you're speaking to, so to accurately and adequately represent that entity you must immerse yourself in it.

9.  Research everything.  More than others.  Whilst books and books could (and have) been written on this topic, succinctly there are a couple of things to be said.  Whether it's for:  Insight, general sector knowledge, knowing who you're pitching to, to learn how you actually feel about a product or how your friends feel about it, improving your next/current campaign, being able to network better with specific people, finding new business ventures, or for the next step in your career.  The list is almost endless.  As are the benefits

Succinctly put:

1.  Experience everything on a consumer level.

2.  Give yourself the best opportunity to impress.

3.  Become an expert on whatever you're doing.

10.  "Everything you do contributes to the brands image".  Be it DR e-mails, TV commercials, pop-up stands, facebook pages etc, all contribute to consumers' view of the brand.  Whilst some naturally carry more risk than others, one wrong move can heavily (if not irreparably) damage this image.  For example much controversy arose over a homophobic tweet sent out by a Vodafone employee that was widely reported upon.  Whilst this is a fairly anomalous slip-up, brands constantly trying to push boundaries means that care must constantly be taken and risks assessed. Upon an underestimation of people attending the American Apparel rummage sale, riots broke out and police became involved.  However, their 365 approach ensured that the damage to their brand was managed comparatively efficiently and effectively compared to the scale of the problem, with brand identity damage minimised.

Barrie Spelling IDM Summerschool 2011 27/06/2011 - 01/07/2011 (Monday)

Monday - wow that went quickly

Despite the early starts for those that elected not to stay over on the Sunday night, upon arriving at the IDM on Monday the 27th June, everyone was spritely and excited for the week ahead.  Whilst at the assessment day there had been a fair amount of nerves and uncertainty, straight from the get-go all 27 of us were happily chatting away as if we were old chums during our morning coffees.

Firstly, programme co-ordinator Janice Pickard kicked off the morning with the obligatory (but surprisingly enjoyable) ice-breaker.  Unveiling some unusual facts about each of the delgates, we discovered that among us we had :  A break-dancer, a panto performer, a green peace activist and a cheese lover (and that's just a few). 

Janice perceiving us to all be well and truly exhausted from this, it was deemed time to have the first of our many, many coffee breaks. 

During said break, sitting invitingly in the corner of the newly refurbished and brilliantly rebranded IDM's lounge, sat a shiny new table football table.  Needless to say this became the very meaning of "coffee break" for many of us, pausing only for some of the kindly provided juice and soft drinks, and to substitute out disappointingly poor team mates *cough*Katherine *cough*.

Next up we had our first talk of the summer school from IDM founder and Managing Director Derek Holder.  In this he gave us a comprehensive introduction into the discipline of direct and digital marketing, and made sure we were all on the same page for the week ahead.  Having read his chapter in Thomas and Housden's Direct and Digital Marketing in Practice I had been looking forward to what he would have to say on the area, and he certainly didn't disappoint.  Providing us all with numerous tips as recent graduates and answering any questions we had on the industry he was the first of many to instil confidence and inspiration

After this followed a lunch that surprised us all.  Though the majority of the group had assumed we would be served a cricket tea-esque sandwiches and fruit buffet, we were pleasantly surprised with chicken, potatoes and something that I'm sure none of us were used to as students...salad. 

Tummies more than sated, it was time for what we'd all been wondering about since Janice's letter of acceptance; the brief.  Though the large brand logo on the power-point as we walked in ruined any drum-roll moment, we were all still excited to find out that our project for the week was to be for Bacardi Superior.

Though a brand with an enormously rich heritage, Bacardi have clearly become out of touch with consumers, and are falling behind competitors.  As such, our task is to provide a year plan on how to make the UK proud to drink Bacardi.  Whilst uncertainty on where we stand on client confidentiality prevents me from divulging much more information than this, watch this space for more info as the week progresses.

After spending a while in our groups discussing the brand, deciding on a plan of action, and deciding to leave reading the extensive bundle of papers provided till later, we were hauled back into the training suite once more to speak to some summer school alumni.  Getting a chance to grill Claire from DMS Jessica from EHS 4D Group and Jamie 1 and 2 from Dr Zeus' lesser known book Chaps from Rapp, we were given a brief insight into agency life from people who had been in our position just a year previously.

Getting a chance to further pester the grads, we headed next door to flex our networking muscles for the first time with drinks and dinner at The Park Lodge Hotel.  Joined by Jessica from EHS (other graduates) we all had a great time listening to stories, learning things we probably shouldn't know, learning about the industry, and drinking maybe just a tad too much.

All done we eventually headed back to our roomy student digs at St Marys, complete with hilarious aeroplane bathroom style en-suite.  Whilst I'd love to say that we partied on into the night, I guess that no longer being students we're all getting a bit too old for that now, so heads brimming with information and eyelids heavy, we all soon filtered off to our bedrooms.  After forcing ourselves to read some of our case study papers, we all swiftly fell asleep in our furnace temperature rooms, none quite believing that Monday was already over.

An Undergrad's InterDepartMental Adventure: What is SCRM and is it Worth it?

Apologies for the tardiness of this somewhat less ranty blog, but the pulls of dissertation, coursework and cricket tour could not be resisted until now.  Anyway, to the originally intended topic of this now 2-part entry:  What exactly is SCRM and is it worth it?

Also known as CRM 2.0, this relatively new area is created through the effective merging of Social and CRM areas.  Whilst organisations have typically been satisfied with the mutually exclusive existence of the two departments, the rapidly increasing importance of Social mean it's becoming a vital component for any effective campaign.  That said, only 14% of organisations currently believe Social to be adequately integrated into their marketing strategies.  Therefore,  in order to properly learn and act on the data and meaningful interactions with consumers that Social allows, greater credence must be given to Social, and a proactivity must be undertaken in merging the two disciplines.

Favouring behavioural and social data over that of transactional, SCRM uses consumer "conversations" to formulate better engagement with consumers, in recognising the value of influences and HVCs.
Whilst normally a social presence is placed somewhat cumbersomely via Twitter, Youtube and Facebook pages, SCRM utilises the data gained from social interactions to better place these as part of a wider, full consumer engagement strategy.

This "listening" approach enables marketers to better create individual relationships with consumers.  Whilst any campaign will inevitably miss some targets, properly reactive consumer "listening" can acknowledge the 80 - 20 rule and be used to engage the right consumers .  This has for example been excellently enacted by Gatorade, in transforming their call centre into a live interactive social hub.  Being able to monitor social sites live, and feed back to those that can act, they are able to not only make any campaign more fluid and personal, but are able to have a constantly "switched on" approach.  Whilst an effort and cost, this move from periodic campaigns to a constant 365 day approach has the ability to build better brand reputation through building personal relationships with consumers, better generate buzz from valuable social site "influencers" - those that not only like a page but actively generate to the conversation, and keep the brand front of mind of the brand's target audience.

All this said, it must be borne in mind that results need to be achieved.  Whilst it has been suggested (and maintained) that success of SCRM relies upon a proper interdepartmental integration, with the future of the discipline near certain to become an integral department of any organisation SCRM must still be examined on a business level.

Whilst setting the right metrics on which to measure the success of SCRM are naturally key to it's success, through such measures as:  Analytics, Engagement metrics, Branding metrics and ultimately Business metrics.  Through this, SCRM's effectiveness can be calculated, assessed for improvement, and simply and clearly presented to clients.

Overall, though still in it's infancy, in the rapidly progressing Social environment SCRM is a dramatic improvement from CRM 1.0.  The focus it has on the "conversation" allows businesses to better understand what consumers desire from the brand, and more quickly and accurately deliver those expectations on an individual level. Though an entirely "switched on" approach may possibly be more suitable for clients with fewer budgetary constraints, SCRM can to a reasonable extent be employed by most if not all who wish to take advantage of it.  With Social here to stay, the clear benefits of effective SCRM mean that if your business doesn't look to take advantage of it of soon, your clients will definitely be asking why?

N.B.  The information presented above is predominantly as interpreted from the first lecture of the IDM Seminar "2 + 2 = 5:  The Role Of Social and CRM", presented by Nick Broomfield and Julian Measey of The Customer Framework.  To view the seminar click here.

An Undergrad's InterDepartMental Adventure: The Future of "Standing Out" (Part 1)

Feeling a recent lack of media in my life, upon stumbling upon this IDM's "2+2=5:  Social and CRM" event clearly not aimed at people in my career position, I thought "what the hell, why not?"  Though tickets being £24 with a train ticket of £13 was slightly unfriendly to my student budget, it was an absolute synch when compared to the gross that similar media events often cost, and a deemed worthwhile investment for my future career in marketing.

Upon booking my ticket I was sent a request asking for a picture, 25 words on what my business was and my website for their directory.  Of these requested items I had only one to offer, and being a Law undergraduate I'm sure you can guess which one. 

As the train gathered speed out of Brighton station, dressed in my as per request "business attire" I started to wonder if my intended career-proactivity was in fact a foolish venture destined to leave me floundering out of my depth?  Whilst I had known that this seminar wasn't intended for media novices such as myself, I don't think I really realised the high likelihood that the content of the seminar would sail far too high over my head for me to even vaguely grasp at it's content.  That said, having read up a bit on the topic, there was nothing more I could do, so as my dad would say (and perhaps act upon a little too often) "the worst that can happen is you'll make a complete **** out of your self in front of strangers you don't care about and are likely to never see again".

Reaching the check-in desk at the Holiday Inn, I picked up my name badge and directory from the standard super-friendly  receptionist, chuckling at the fact that I was in the small minority of people that didn't have the title of "Director" next to their name. 

Taking my seat, complete with fancy clipboard and complementary note paper, I took note of the marketing bigwigs that surrounded me.  In spite of my bambi-esque presence at the IDM event attracting a few sideways glances, actually being in the room I found myself pleasantly unfazed by the situation, and realised that that all my worrying was for nothing. 

The first thing I remembered, is that all these big scary media bosses are just people.  Whilst a seemingly obvious statement and one that's often repeated, it's something that's so easy to forget when stood next to someone with that much more power and influence than you.  Just remember, (most) people aren't rude, and wont bite your head off when you talk to them.  More than that, these people have an enormous wealth of knowledge to share and learn from, else they wouldn't have gained that "Director" title in the first place.

Secondly,  I realised that even if I didn't grasp some of the presentation, so what?  At least I'm giving it a go.  I was trying to learn something new, which can't do anything but help in my aim to be a great marketer, and not just any old Job Bloggs. 

Further to this, considering that any agency employee/career advisor etc now all harp on about "making yourself stand out", anyone serious about acquiring any sort of marketing career is taking that advice and going that extra mile.  Whilst the industry will undoubtedly benefit from an even higher callibre of grads to chose from, it's meaning that you now have to be ever more inventive and creative to show your commitment to the cause, and prove your worth to potential employers. 

As such, it is suggested that seminars and events such as these could well be the next common venture for the undergrad.  Nowadays, unless you've scaled a mountain with three broken legs or built an entire African town from love, Gap years are becoming increasingly unimpressive, and are nothing more than a stock paragraph on the CV.  Indeed barring a committee position, extra-curricular activities too seem standard, and volunteer work is not the coop that it once was.  If anything, the majority of people that this writer has spoken to now undertake voluntary work not out of kindness per se, but in an effort to present themselves as the well rounded individuals employers seek.  

So how do you now make yourself stand out?  Well it looks to this writer as though the answer lies in commitment.  People now likely to change career 4 or 5 times in their life, companies don't want those that are merely trying a job out, they want great people that are in it for the long haul.  They want the ones that don't just see themselves climbing to the top, but the ones that already know the mountain before even starting the journey.  The key to this?  Knowledge.  Most people that attend an interview will have looked at a company, their work and it's clients, but the ones that will get that all elusive job are those that can show they understand it, that they know they "why" and the "how".  That's why it's believed that lectures and seminars such those that I've attended are the future of the undergrad.  This further learning holds the key to being able to show a commitment to the industry, a lust for personal improvement and a drive for success. 

The conclusion of this unplanned rant?  Well it would appear that if you want a career in marketing (or indeed any area), it's no longer about going the extra mile, but going the extra marathon - and not necessarily by the marked route.    

Furthermore, don't be afraid of doing it.  Go to the lectures, ask questions, go for that social drink with the manager, and most importantly; never say "no".  Though perhaps tedious at times, the knowledge and networking skills that comes from these is what will get you that job in today's tough climate.  Whilst this marathon effort may mean that when the race is over you'll be exhausted, but at least you'll have made it over the finish line.

(part 2 to include the content and analysis of the seminar)

Miles Jupp: Fibber in the Heat

                         

Whilst a Uni Cricket Team social was prevented by a stereotypically late effort to get tickets, Jeff, MBK, Mo and I happily crowded round a tiny table in an intimate little room never before explored in the bowels of Brighton's Komedia.  Why?  To witness Miles Jupp's most recent solo show, Fibber in the Heat.

Gently embarking upon his whimsical tale, the pompous yet endearing actor/comedian tells of his amusing journey from Balamory's Archie to fraudulent Cricket reporter.  Cashing in on some tenuous contacts, he manages to blag his way onto the England's 2006 tour of India.  Whilst more story than stand-up, Jupp eloquently captures the audience as he smoothly dictates the comical throws involved in his position amidst England's journalistic squad.

Eventually managing to gain the all elusive "press pass", he speaks of both his longing for acceptance amongst the hostile journalistic clique that surround him, and of his constant fear of discovery.  Whilst befriending his childhood heroes-come-commentators leads to a dramatic elevation of social status that ensures his place amongst the pride, he finds that his long sought acceptance isn't as sweet tasting as hoped. Finding the journalistic lifestyle somewhat clinical and solitary, he concludes that his place is amongst the throngs of caterwauling fans, and not in the quite confines of the passion sapping, overly sunny press box.

Overall, Miles Jupp's novel tale is a transfixing affair, and whilst told in a vastly different fashion to his more renowned stand-up, the gentle comedy provides the audience with a fantastic feeling of contentedness that is certain to leave any person with a smile on their face.