We now had to live a whole new way of doing business. Starting by creating a culture of transparency and openness between the brand and the community. Always explaining our decisions and reasons in detail and to treat our members as intelligent adults and create a better understanding of the inner workings of the business.
Doing this at the start was incredibly hard, with our members showing a clear interest in wanting to be involved with us on many more decisions than initially expected. Which meant a lot of heated discussions around what information we could share traditionally nothing, until after the fact , what members should be able to influence again, traditionally nothing and what was ring-fenced everything.
Changing that dynamic was hard not just within the business but also for our community. Great brand message, but no substance.
Little did we know that it would take us nine months to figure out how to actually charge for data…but at the end of those nine months what we implemented was truly a world-first. A comprehensive data pricing policy that incorporated the ideas and votes of thousands of giffgaff members in a way that also met the commercial needs of the business. We had proved our radical brand promise was authentic and the tone was set.
We would have open conversations with those that were interested in how we thought about the business and we would listen and engage with anyone who had any suggestions for improvements. In August Giffgaff ran three adverts in an online campaign with the strapline "At home with your parents you're not the boss" which featured siblings being subjected to awkward situations with their parents, one of which was reported to the ASA and featured an adult son walking in on his parents as they were engaged in sexual intercourse.
Figaro digital. Retrieved 11 April Giffgaff blog. Retrieved 10 April Retrieved 13 September Bradshaw, Tim 3 January Financial Times. Retrieved 13 January Gizmodo UK. Retrieved 15 March Cutlag, Gary 13 October Retrieved 30 July Campbell, Matthew. Mobile Today, Industry. Mobile Today. Archived from the original on 16 March Thompson has held a number of senior marketing roles at O2 and its parent, Telefonica, over the last seven years. Prior to becoming Telefonica's innovation chief, he was European director of marketing innovation for O2 and Telefonica.
Thompson will be responsible for Thunderhead's strategic brand direction and will oversee all marketing activity. It will be a great privilege to help the team continue their launch of this powerful capability to the global CMO community. The 10 most annoying words in marketing. Top marketers reveal their priorities for It would be a community-focused effort, where members were rewarded for promoting the business and answering support queries.
By operating online with a minimal staff, such a network could offer incredibly good rates to its members and still afford to pay them back for their hard work. The giffgaff community forums rolled out in August , followed by the network as a whole in November the same year. In total, it took just six months for giffgaff to get off the ground! In fact, he told me that there were some people in that early giffgaff community that had made hundreds or thousands of pounds giving out giffgaff SIMs in public locations like train stations, corner shops and central parks.
You had the freedom to change between different goodybags from month to month, scaling up or down depending on your usage, and even the pay-as-you-go rates were reasonable. Call charges were also some of the lowest in the industry. Customer service was different too — you posted on community forums if you had any issues, and giffgaff members were incentivised to answer your questions helpfully by the prospect of payback down the road. It was a big change from the labyrinthine automated call centres of the bigger mobile companies I was used to, and suited me down to the ground.
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