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Cutty Sark Director Stephen Archer has been running his own businesses since 1990. Stephen has performed a consultancy role to clients in the areas of channel marketing, research, organisational alignment, CRM and strategic communication.
His skills include facilitation of change groups and project analysis at the highest level. In addition Stephen is a public and motivational speaker.
Specialist industry knowledge extends to:
Healthcare, biotechnology and pharmaceuticals
In all cases Stephen applies a uniquely abstract approach to issues in order that key decision-makers in an organisation share in the broadest possible scope of solution routes prior to ‘best fit’ being agreed. This is also done with a process by which ownership of the answers is maximised. His underlying passion is for the creation of a sustainable culture which itself becomes the client's biggest enabler.
Stephen is a graduate in Business with specialisation in marketing, a member of the Chartered Institute of Marketing and is the 26th Chartered Director in the UK.
Areas of Expertise
Stephen was invited onto the board of the Cutty Sark two years ago after consulting on an event at Buckingham Palace. The Cutty Sark operates a carefully planned range of fund raising events and each has to deliver value for the ship.
The Ship was launched in 1869 and was designed to bring tea back from China at enormous speed. She was faster than most steamships of that time and was a record breaker. Tea was a very high value cargo and the speed of return to England was vital to maintain its flavour. Later the ship carried wool from Australia and much other cargo from all over the world.
She was only expected to last 20 years but she became famous very quickly and loved the world over. She was rescued in 1922 and again in 1951 when the Duke of Edinburgh helped form the preservation society for the ship – latterly the Maritime Trust.
The Duke is still very closely involved with the ship 58 years on. A public appeal in the 1950s raised an astonishing £750,000 and it was opened by the Queen in 1957 on the first ever national live TV broadcast. Since then 15 million people have visited it. Rust has affected the iron frame, hence its conservation project now under way.
The ship had approval and support from the lottery fund for a £25m overhaul with half the funds coming from donors, private and commercial
The fire has put back the conservation project and added considerable cost
The damage caused by 1000c fire is quite interesting – but not all bad news!
It is unusual for a story of such public interest to not involve loss of life and gain that much air-time. This story generated approx 6 hours TV news coverage alone in its first week.
During the ensuing days Stephen managed the media to keep the story on the forefront of people’s awareness This was an interesting and sometimes uncomfortable form of ‘competition’ which involved real time discussions with the TV studios, sometimes held directly from the ship to enable the story to go live perhaps at 30 secs notice.
• How do you get that much exposure even a week after the fire?
• How do you ask to go on Radio 4 today and get on it?
• Just how early do you have to start in the morning? How do you be a friend to the media – especially the paparazzi?
• How do the politicians really treat such a story?
• What happens when the media compete on site to get the best access?
• What happens when the Duke of Edinburgh walks the wrong way around the ship?
• With 10 mins before live breakfast TV we decided to do a public fund raising appeal….what happened next
• How we came to announce a fund raising concert which lead to 2 being planned, then 1, then 2 again!
• What bizarre offers one gets in this situation
• Where we are now with the PR, the restoration and the fund raising
There are also some very funny anecdotes about what the media do and mistakes they make – they need to ask the right questions and do their homework.
Links to Business audiences:
• How do you make old news sound new?
• How do you use bad news to your advantage?
• Taking key messages to create a positive outcome – aligning all communications to business strategies
• How to keep media exposure positive and, again, in line with a core business strategy
• What are the challenges ahead and how to capitalise on such good PR exposure again