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Better marketing from the inside, out. We’re transformation experts that align and empower marketing teams.

At Signal, we help brands navigate the noise and do better marketing - from the inside, out.

Signal | Better marketing from the inside, out. We’re transformation experts that align and empower marketing teams.

Signal | Full Service Marketing Agency | Cheltenham, Edinburgh & London

Signal | We're a full service marketing agency that help big brands make an even bigger impact. 

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A world-class online platform for a global sporting event.

A better welcome for new supporters, automatically.

A powerful campaign highlighting medical progress.

We really enjoyed working with Signal and were delighted by the clarity, confidence and boldness they brought to the project.

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What single part of your business has a proven impact on increasing revenue, lowering operational costs while growing your market share? 

Infrastructure? Utilisation? Agile methodologies? Robust business strategy? All have crucial roles to play, but there’s something else that has an even bigger impact.

It’s not just about having an in-house design team. It’s also about establishing the correct conditions for true design to flourish and making it integral to your organisation. 

InVision (whose design tools are used by 5m people worldwide, including every company in the Fortune 100) recently undertook the largest design adoption survey ever created and, luckily for us, it proves that good design = good business. 

‘The New Design Frontier’ surveys more than 2,200 companies across 24 industries, in 77 countries. And it proves that the more integrated design is to an organisation, the more successful they are across a plethora of metrics.

Before we delve into the intriguing statistics, it’s equally important to understand how they measured and analysed the data. InVision segmented the organisations involved into 5 levels of ‘design maturity’ - 1 being the lowest level of maturity and 5 being the highest. These can be summarised by the following:

Producers - Design is what happens on screens and makes things look good

Connectors -  Design is what happens in a workshop

Architects - Design is a standardised scalable process

Scientists - Design is a hypothesis and an experiment

Visionaries - Design is business strategy

Unsurprisingly, only a fraction of the companies that took part in the survey are truly benefitting from the impact of design. Visionaries make up only 5% of the companies that involved, while a whopping 41% fall into the Producers category, the lowest-level of design maturity. 

While 41% is the largest of the 5 groups, I believe this is still remarkably positive. As 59% of all other organisations fall into the higher levels of maturity, it is encouraging that the world is beginning to realise the importance of design and that we are moving in the right direction (albeit slowly).

“Companies in our study reported that when design takes center stage, it can have a direct impact on tangible business results, like revenue, valuation, and time to market.” - InVision’s ‘The New Design Frontier’

More interestingly, not only does the report demonstrate a direct correlation between design maturity and customer satisfaction, but also revenue and cost savings. 92% of Level 5 companies (Visionaries) state that design has significantly impacted their revenue - that’s 4x greater than that of a Level 1 company (Producer). As for cost savings, Level 5 companies state an impact that is 5x greater than that of a Level 1 organisation.

However, I’d be lying if I said I was all that surprised. Thinking about some of the fastest-growing, smartest and most-disruptive organisations in the world - agency, startup, product or a service - what do they all have in common? Design is intrinsic to their business. It’s not a coincidence that regardless of whether you see a website, app, email, presentation or printed material from these brands, everything has been considered and designed based on user needs and is of a consistently high quality. Nor is it a coincidence that better-designed products and services are adopted faster and in greater numbers. 

Design, like most creative fields, can be subjective. Even the very meaning of the word gets misconstrued. I am sure I am not the only designer who has had a ‘making pretty pictures for a living’ joke made at their expense before. The irony is that these comments couldn’t have reached me without great design being involved - they are frequently typed on an iPhone, via WhatsApp or a social network (with accompanying emoji of course).

In order to elevate design within your organisation, there needs to be a pivotal shift in the perception of what ‘design’ is, throughout all levels of the business. This begs the question...what is design? 

However, while the aesthetic value of design is, of course, important, it’s not the whole story. In the Design Disruptors documentary Julie Zhuo, VP of Product Design at Facebook states “Design is the act of intentionally solving problems” and lands on one of the closest descriptions we can hopefully all agree upon, regardless of the field of design. Let me explain why:

It has purpose - Designers inherently tend to work in the interest of others, not ourselves. The word ‘intentionally’ is used because we choose to tackle challenges, most of which are not our own, but that of a user. 


It has difficulty - The word ‘solving’ is there for a reason. Design is not easy. Regardless of methodology, it requires a lot of thinking that can last months, even years to perfect the solution to the problem.


It isn’t primarily focused on visual aesthetic - Yes, well-designed products tend to look good, but that is usually a byproduct of solving the problem better than others. For example, the iPhone was not the first smartphone, Apple just figured out how to do it better than everyone else. Apple’s competitors then copied their successful formula because the way it was designed had set a new standard for usability and desirability.


There is more to your design team than meets the eye

It’s clear then, that businesses too often pigeon-hole design in the ‘making things look good’ category, when really, your design team are an untapped resource of problem solvers. 

Design should be treated as an asset, not a commodity. Having a truly talented and empowered design team is rare, but it is your secret weapon against your competitors. Recognising this will empower your design team to deliver countless creative solutions to your business challenges.

The commercial and cultural results of elevating design are proven in InVision’s New Design Frontier research - with truly design-centric companies seeing four times the revenue and five times the cost savings. 

However, as the report carefully articulates, it is not a case of design adoption, but design maturity. And like all maturity, it takes time and steady progress. Crucially, this begins with a commitment to improve and an action plan that the whole organisation can buy into.

Design should be treated as an asset, not a commodity. Why? Design-centric companies see 4 times the revenue and 5 times the cost savings. 

What single part of your business has a proven impact on increasing revenue, lowering operational costs, while growing your market share? The answer? Design. 

Why good design equals good business | Signal Blog

Google occasionally injects movement and colour into their iconically spartan homepage with a Doodle.  

Typically these Doodles commemorate science, inventors and subjects close to the search engine's heart. That's not always the case, though, the first-ever Google Doodle was a Burning Man stick figure. And on the 5th of December, 2019, the homepage celebrated wellies.

An animation of Google's logo dancing in a puddle might seem like some welcome whimsy to liven up the day, but Google's Doodles are big business. They're multi-million pound opportunities that some of the world's best search marketers fight over.

They can deliver enough customers to empty your warehouse, fund your charity for months or even crash your website.

It is often the case that clicking on the Doodle, or trying to interact with it, will take you to Google search results for a related keyword. 

For example, in the first few hours of Google's Wellies Doodle, the top most result was a PPC ad from the Edinburgh based Hunter Boots. A company founded in 1856, and that holds several Royal Warrants by Appointment as official suppliers to the royal court was at the very centre of an entirely modern phenomenon.

As our Planning Director Phil Adams, who noticed Hunter's prime position, pondered on Twitter; did Hunter Boots plan this?

It's an interesting question. Would it be wise or unwise to have the top position in search when you are paying for each click during the surge in searches the Doodle was creating?

Search ads are more than just clicks. As a result of Google's Doodle and Hunter's ad, I now know they offer a 20% student discount. I learnt that without a click. Who says search marketing can't also be brand marketing?

The problem with paying for each click during a search surge, however, is that you can blast through your budget.

Traditionally, Google's PPC budgets are set to have a daily spend. It's less well known that Google reserves the right to spend up to 200% of your daily budget on a single day, in exchange for balancing your total spend over 30.4 days. Usually, this is a handy feature as it creates flexibility.

Right now, though, Google is testing letting campaigns drawdown from a monthly total. Any advertiser who has opted into this test and made the necessary changes could find a whole month of budget spent in a single search surge.

Whether it's worth spending an entire month in a day and resting for the remaining days will be different for advertisers, products and campaigns. It's a reminder to make sure analytics are as fast and insightful as possible. 

You might be wondering what The Cook Islands have to do with all this. They are memorable for two reasons. 

Let's get the giggling over the first reason out of the way. The TLD for the self-governing island country is .ck and therefore businesses use .co.ck.

Secondly, the Cook Islands are the easternmost Google homepage. In other words, the first instance of Google to reveal a global daily Doodle, like the Wellies celebration of December the 5th, is Google.co.ck. 

If you want to know what today's Google Doodle is going to be then watch the ‘co.ck’.

Newspapers do. The effects on the daily news search results are immediate. Here's how the search results for Wellies looked just a few hours after the Doodle went live in the UK.

Dramatically different, with articles about the day’s doodle on The Sun, iNews and Daily Star websites highlighted as top stories.

If you are curious, the Google algorithm which allows the results to change this much and so quickly is called Caffeine. It's been in use for nearly 10 years. 

Google explains how Caffeine helps it serves up information more quickly:  

“With Caffeine, we analyze the web in small portions and update our search index on a continuous basis, globally. As we find new pages, or new information on existing pages, we can add these straight to the index. That means you can find fresher information than ever before—no matter when or where it was published.” 

You can read the full article on their blog for more details.

It's also worth noting the changes in the paid search landscape too. Just a few hours after the doodle went live, Hunter's old text ad has gone.

Shopping campaign ads are appearing instead. This could be because Hunter ran out of money, or because the algorithm adapted at caffeine speed to adjust to the search surge and accompanying change in user behaviour. Or both.

As a side note, Shopping campaign ads are worth exploring for any retailer, because they show a photo of your product and other information to help people make a buying decision. And if you're based in the European Economic Area then Comparison Shopping Services (CSS) requires careful consideration (Google created them to meet the European Commission’s anti-monopoly requirements).

Google’s funny Doodles deserve to be taken very seriously by paid search marketers as, out of the blue, they could turn your plans for the month on their head.

If your SEO game is strong, then Google's Doodle's are all opportunity. If you're a newspaper and able to have your newly created page injected above the standard results, then it's an opportunity you might even win.

And the Cook Islands are a vital asset when it comes to securing victory, and (pardon the pun) help you put the boot into your competitors. 

How Google Doodles can help search marketers give it some welly

Google Doodles aren't just fun, they can help search marketers can put some welly behind their PPC results and put the boot into their competitors.

Google Doodles aren't just fun, they can help search marketers can put some welly behind their PPC results & put the boot into their competitors 

How Google Doodles can help search marketers give it some welly | Signal Blog

Marketing automation spend has seen tremendous growth over the last decade. As of 2018, it was estimated to be an $5.10 billion industry and is expected to reach between $14.15 and $32.6 billion by 2024. 

And little wonder. Marketing leaders - continually seeking an edge in delighting customers and growing revenues - are rightly keen to employ tactics that can take away time-consuming (and expensive) repetitive tasks, while letting their teams focus on higher value activities. 

The term ‘marketing automation’ is, however, unhelpfully broad. It can describe anything from lead scoring technology that monitors user behaviour on websites, to machine learning algorithms that select, test and promote different combinations of words in email subject lines or PPC ads.

Find out how we're helping financial services brands improve their customer experience and save millions.

When we talk about marketing automation in a financial services context at Signal, we are usually talking about Data Processing Automation (DPA). 

This means using Customer Communications Management technology to connect data and content, intelligently and at scale. 

The tasks that we automate sit at the heart of major communications programmes. And we know from experience that doing them right has a marked impact on internal efficiency and the effectiveness of the final messages. Happily, this also reduces the overall cost of the activity. 

Specifically, the benefits of DPA include:

Speeding up and de-risking the marketing communications process

Simplifying multi-channel campaign management 

Enabling far greater levels of personalisation 

Making it easier to switch vendors downstream in the supply chain.

The business case is typically very strong, therefore, and payback on the initial investment often seen in short timescales. But how do you actually get started? What do you automate? How do you make sure your efforts work as planned and don’t lead to unintended consequences? 

Our work allowed a major retail bank to save 8,500km of paper and over £7million. Find out more.

The five-step starter guide to automation at scale

Here’s our five-step starter guide for marketing teams looking to reap the rewards of automating their communications activities. 

Automation ultimately involves an investment of time and money. That’s why we believe it’s critical to first focus on eliminating waste from your existing processes - then you can work out where the investment of automation will have the biggest impact.

This may seem obvious, but automation only works when there are repeatable elements. The more changes that are required, the more manual effort creeps back in, as each change will need to be checked. 

This can be balanced by ensuring that those aspects that change add value. For instance, changing images and copy to suit each audience, but maintaining a consistent layout.

2. Work with people across the end-to-end process

The way that one team or individual completes a job can often affect another team or individual at a much later stage of the process. This is usually not understood or appreciated by either party. In this situation, there tends to be little or no perspective of the wider process, which leads to a lack of empathy and resistance to change. 

Establishing this perspective organisation-wide enables us to simplify processes and automation. We achieve this by bringing all the people in the wider business together to understand the end-to-end process, and then co-creating solutions that reduce wasted effort and remove pain points.

With large organisations, we often see data being sent in different formats from different teams. If you set up the workflows for automation to handle each of these data permutations, it introduces unnecessary risk. Additional overhead is also required to manage and maintain multiple workflows. 

There often isn't a good reason why things aren't (or couldn't be) standardised. Nor is there usually any additional cost to do so when setting up these workflows, though there might be to do so retrospectively. If it's never been a requirement though, there is a tendency to reinvent the wheel, whether people are conscious they're doing so or not.

Again, this links back to my previous point. If I only consider my own step I might be making life harder than it needs to be downstream.

4. Ensure everyone sees the bigger picture

Organisations can have conflicting objectives that reduce the positive impact of automation. For example, where there are dual goals to both spend less time delivering campaigns (operational efficiency) and achieve greater levels of personalisation (improving customer experience). 

The danger arises if the additional personalisation isn't adding value. In effect, simply swapping one inefficiency for another.

Therefore it's really important to think about what you want to achieve up front, and put sufficient training in place so that these issues are fully understood.

Those colleagues whose roles are candidates for automation will want to know what it means for their job. 

It’s important to be ready to show how these capabilities improve the customer experience, and allow campaign managers to focus on areas where they can genuinely add greater value.

If you’re interested in understanding where automation could benefit your business - or how to set it up, get in touch. 

A 5 step guide to automation and personalisation for financial services brands

Here’s our 5 step starter guide for marketing teams looking to reap the rewards of automating their communications activities. 

A 5 step guide to automation and personalisation for FS brands

A five-step starter guide for marketing teams looking to reap the rewards of automating their communications activities 

A 5 step guide to automation and personalisation for financial services brands | Signal Blog 

A 5 step guide to automation and personalisation for FS brands | Signal Blog 

At the IOF recently I overheard a few senior fundraisers stating how their intuition was core to making large scale future fundraising investments. 

And this of course is nothing new. One of the benefits of being an experienced fundraiser is having a well-honed gut instinct for what works well and what doesn’t.

There’s no doubt that intuitive bets have paid dividends for many charities in the past. And in a stable and established charity sector, following your instinct is a sure-fire way to success based on a well-worn feel for what worked in the past.

Today, however, relying on hunches alone has become increasingly risky. 

When intuition meets increasing complexity

Fundraising is fast becoming convoluted and complex. The variety of ways audiences support and engage is evolving and, as a result, decision-making based based mostly on intuition is less assured and less likely to succeed. 

As this trend continues, many senior fundraisers are in a tricky position, where even with years of experience and knowledge on their side, acting on gut instinct can be a bit of a gamble. 

It makes a lot of sense then to combine that hard-won intuition with a more evidence-based approach, leveraging insight derived from data. 

So why aren’t fundraisers already doing this across the board?

Most charities have a wealth of data but not always at their fingertips. Putting this data to practical use for decision-making is often the biggest obstacle.  Maybe it takes months to compile a post-campaign-analysis simply because that’s always the way it’s been done. Perhaps you are able to only look at channels in isolation, or your reports don’t roll up to give a high-level view of performance against priorities. 

Or maybe it’s the fact the mosaic of performance measures available is blinding you to what’s working, what isn’t, where you should invest and where you might want to optimise. 

Whatever the reasons, it takes a concerted effort to embed usable views of performance derived from data. 

In our experience this is best delivered via browser-based dashboards – highly accessible and easy to consume reports in a graphical format – which, when delivered collaboratively, can fast become an invaluable source of actionable insight across your organisation. 

These well-designed visual dashboards work on a number of levels, helping you gain a clear picture of key aspects of performance, so you can unpack activities and optimise spend. 

Track the KPIs and insight on what’s business critical

Make business decisions supported by robust, accurate insight

Visualise moments of truth, customer journeys and future contact strategies 

Instill governance and controls - all from a single source of truth

Deliver automated and real-time insight directly to every user’s device.


It’s also important to remember that effective visualisations, when done right, are about more than the tool itself. Poorly designed and over-engineered dashboards can actually cause more confusion than illumination.

Effective dashboards, delivered collaboratively, help create a common language for fundraisers based on your most important objectives.

Properly scoping this will help narrow your focus to what will speak to and support the priority functions in your organisation, rather than over-engineering your dashboard with too many sanity and vanity metrics and filters.

Just as important is how you use the dashboard to inform your decisions on an ongoing basis. Regular check-ins and cross-discipline analysis sessions are a must.

Summary: If you’re not effectively measuring, you’re mostly guessing

In an evolving charity sector, it’s crucial that intuition is not your sole decision-making source but is well supported with data and insight. This begins with metrics and KPIs, delivered via easy to consume dashboards. 

Effective dashboards are much more than numbers and dials. They are a means to ensure shared comprehension of performance and engagement. And they help you make more informed decisions on future activity to repeat, reshape or discontinue.

Intuition should play a key role in driving your strategic direction. But with metrics and insight at your fingertips, it’s time to lose the gut and take the guesswork out. 

Want to make more confident decisions and turn insight into action? 

We help fundraisers build a powerful shared focus around the metrics that matter.

Get in touch if you’d like to find out more.

Fundraisers: Let’s take the guesswork out

Intuition should play a key role in driving fundraiser's strategic direction. But it is no replacement for data; it’s time to lose the gut and take the guesswork out. 

For fundraisers, acting on gut instinct alone can be a bit of a gamble. Instead, intuition combined with a more evidence-based approach can lead to more informed decisions. 

Fundraisers: Let’s take the guesswork out | Signal Blog 

Last year we took part in BIMA’s Digital Day for the first time, sending our volunteers out to Queensferry Community High School. It was a great success, so we knew we wanted to do it again. 

However, this year we thought we’d step it up a gear. We volunteered to be paired with not one, but two schools. 

Digital Day links digital professionals up with 13-16 years old students from schools and colleges and gives them an insight into the world of digital careers, showcasing the huge range of opportunities available for young people within the industry. Agencies present to the students to share what they do, what kind of clients they work on, and help students to solve challenges as part of a nationwide competition - with cash prizes for the winning schools. 

It’s a great initiative. Even though the digital industry is booming, there is a real skills shortage and Digital Day is doing its bit to help fix this issue - something we believe strongly in as an agency. 

The latest stats are that 190 schools, 127 companies, 7,000 students in 124 different towns took part. Which means this year was the biggest Digital Day yet!

We were matched with Stirling High School (for the first time) and Queensferry (once again). 

So we sent our Digital Director Gregor to Stirling High School, and our UX Designer Lauren and Senior Designer Jen to Queensferry High School, to share their career experiences and help the students with the challenges. 

They came up with a great mix of creative, experiential and app ideas. From live events designed to get people interested in digital careers in a hands-on way, to clever consideration of how partners and sponsors could be used to increase the impact and reach of our apps. 

As well as this, they demonstrated an understanding of the importance of education in helping change people’s behaviour. For example, they suggested that gaming would be a good medium to help stop the pollution of our oceans, because it would get the message across in an interesting and entertaining way.

The students showed enthusiasm and resilience, coming up with ideas on the fly and in a group setting which can be tough, and they all played a part in researching and bringing the group’s ideas to life. 

Some teams demonstrated a professional level of preparedness when it came to presenting their ideas to the group, others drew on their creativity and on-the-spot thinking abilities to deliver a more relaxed pitch. 

A lot of hard work and effort was put in by all the students - best summarised by this quote: “If I didn’t have football tonight, I’d just go straight home to my bed”. 

Mr Andrew Douglas, Queensferry Community High School's Computer Science teacher said: 

“In school, students rarely get the opportunity to learn about the different roles within digital, and that they can be anything from the technical side to the more creative route. BIMA, alongside Jen and Lauren from Signal, have opened lots of student's eyes to the range of opportunities and different career paths that are available to them."

Everyone made us feel very welcome and they showed a genuine interest in our roles at Signal and the types of clients and projects we work on. 

In fact, later on in the evening, our Design Director Gregor received a message from the mother of one of the students. She wanted to reach out to tell him her daughter could not stop talking about the amazing day she had. 

We could not have asked for a better reaction than this.

Initiatives like Digital Day are extremely important. They give students an insight into a professional world they didn't even know existed and they get to hear first hand about all the different and rewarding career paths available to them - something that many current professionals (myself included) simply did not have growing up.

 They educate and inspire students about the digital sector and the breadth of roles available, ensure future talent and reduce the skill shortage faced by the industry. 

It’s for all these reasons that we can’t wait until Digital Day 2020. Will we stop at two schools? You’ll just have to wait and see. 

BIMA Digital Day 2019 - Bringing digital to life for the next generation

Signal volunteers visited Queensferry Community High School and Stirling High School to inspire students about digital careers.

Ben Hunt-Davis MBE is a big believer in focusing on the metrics that matter. 

He was part of an underachieving British rowing team who came in last place at the 1996 Olympics. But his team went on to achieve a remarkable turnaround, winning Gold in Sydney four years later. 

How did they do it? By organising themselves around one simple question: ‘will it make the boat go faster?’ 

Hard work, determination and training were all still required, of course, but all those efforts were directed towards one clear purpose.

Ben’s story beautifully illustrates the power of being laser-focused. But with the charity sector in the midst of an unprecedented period of change, it can be tricky for fundraisers to identify such a simple route to success.

We know that ambitious fundraisers are exploring new recruitment channels and products, and new ways to deepen engagement and value from supporters.  

Making that shift can be risky however, without a clear view of the right metrics at the right time. And the reality for many charities is that it can take months to analyse their results and make recommendations for future activity.  

However the same basic principle applies to charities as much as it does an Olympic rowing team - decisions are made much easier when you have access to the right metrics to steer the ship.

When we talk about the ‘metrics that matter’ it’s not about saying some of your KPIs are unimportant. It’s about being clear which metrics are most important of all. And giving internal teams a way to easily communicate (and understand) how you’re tracking against them.

Getting the timing right is also crucial. I’ve heard too many stories of charity teams getting a shock when unexpected results are unveiled to them months down the line. Not only that, but the time it’s taken to produce the results means a lot of missed opportunities.

For example, one Head of Individual Giving recently told me that they almost fell off their chair when the charity’s data agency presented the ‘latest’ view of their Weekly Lottery retention performance (which was actually 6 months old).  

The expansion of recruitment channels had dramatically increased attrition, but their teams were operating for months without this knowledge and repeating costly mistakes over and over again. 

Putting a stronger performance culture in place

Thankfully, charities that cultivate a strong performance culture can avoid this situation.  By establishing a shared view of your charity’s most important metrics, all in one place, at a glance, fundraisers will benefit from:

Improved accountability across internal teams, with a common language and a genuine reason to collaborate

The ability to make better, quicker decisions, enabling meaningful progress against big strategic challenges.

The insight to turn off, or reshape failures as soon as they become apparent, and build on successes as soon as they show a significant uplift. 

All hands on deck - collaboration is critical

As my colleague Sam points out, well-designed visual dashboards can provide these benefits, but tools alone don’t guarantee success, especially if bought ‘off the shelf’ and left to gather dust.

The most important part of cultivating a performance culture is making sure all the key end users/stakeholders (IG, Data, Digital teams) are together from the start, to discuss, challenge and agree on the common insight view that will drive performance forward. 

This co-creation means that internal charity teams have the reassurance of a common, agreed-upon results view (via a tailored dashboard) that they can use to minimise risks. This facilitates leaner working practices, and continual testing and learning.  

This on-going lens into the latest results can be liberating. It strips dangerous delays and a reliance on outside agencies (and their reporting routines) out of the process. 

In a sector where every pound spent on fundraising is (rightly) scrutinised, placing bets should be as informed as possible. And with a little bit of effort upfront, it is possible for charities to track the most important metrics and therefore make better decisions.

Just as Ben Hunt-Davis’s ‘big question’ kept the whole British rowing team on track for Olympic success, charities that prioritise performance measurement in this way will be able to make quicker progress against big goals. 

It should also help fuel appetites amongst internal teams to work together for further positive change, and make the job of fundraising much less frustrating and more interesting for everyone involved.

Do you want to improve your fundraising results? 

We help charities create a powerful shared focus around the metrics that matter.

How fundraisers can make faster progress by tracking the metrics that matter

A shared understanding of the latest key metrics is central for fundraising success

Charities can make better decisions when they have access to the right metrics, but what do we really mean when we talk about the ‘metrics that matter’. 

 How fundraisers can make faster progress by tracking the metrics that matter | Signal Blog 

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