<h2>How we deliver results.</h2>

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Award winning digital experience for a global market leader

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Upskilling the sporting workforce during the pandemic

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Complex freight bookings made easy

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A roadmap to industry-leading digital journeys for members

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Awards and accolades

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A few businesses we’ve helped

<h2>Delivering award winning customer experiences that drive business results for over 25 years.</h2>

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Why Copying Your Competitors' Product Features is a Recipe for Failure

<p dir="ltr">Let me guess, you start by looking at your direct competitors, those who offer similar products and services to yourself?</p>
<p dir="ltr">You directly compare your solution to those of your competitors, what do they have that we don’t? How are they providing their service? What’s working well for them?</p>
<p dir="ltr">These are all valid questions, and things you should be asking, but this comes with a risk of falling into a feature matching trap.</p>
<p dir="ltr">In this scenario, you might benefit from a second-mover advantage, avoiding mistakes your competitor has made, but equally your innovation efforts may become dictated by competitor solutions and result in your solution just mimicking others.</p>
<p dir="ltr">Competitor analysis is of course something you should be doing, but not in isolation. Too often those responsible for product/service management, or those in the C-suite become blinkered, blindly following others in their space. </p>
<p dir="ltr">As digital innovation experts, we’ve experienced this a lot, pressure from C-suite to feature match, skipping the crucial step of identifying customer needs and opportunities for the business within them.</p>
<p dir="ltr">In competitor mimicking/feature matching we often make huge assumptions that the things we are copying are working for our competitors and that they’ll also work for us - this may not be the case.</p>
<h2 dir="ltr">Avoiding the trap</h2>
<ol>
<li dir="ltr" aria-level="1">
<h3 dir="ltr" role="presentation">Be customer centric</h3>
</li>
</ol>
<p dir="ltr">When thinking about innovation or transformation, it is best to take a step back, fall in love with the problem your solutions solves, instead of the solution itself. To do this you must understand the jobs, needs, pains and gains your customers have.</p>
<p dir="ltr">As businesses and solutions become more established within a market place, those responsible for managing them move further and further away from the problems they were created to solve and more into a space where they become fixated on the solution. </p>
<p dir="ltr">When this happens, insights become confined and rooted to our existing solutions, rather than what customers actually need and we lose perspective. </p>
<p dir="ltr">A crude example of this is while Blockbuster were asking customers how their service was, and if people wanted more Doritos or Pringles by the tills, Netflix were asking fundamental questions about why and how people consumed media to understand customer need free from the constraints of a solution.</p>
<p dir="ltr">Jobs to be Done (JTBD) is a fantastic approach to identify customer need, separate from solutions. Using JTBD often leads to valuable new insights about the competitive environment, risks, and opportunities, as well as opening up greater opportunities for innovation by asking ‘what are your customers trying to achieve?’.</p>
<ol start="2">
<li dir="ltr" aria-level="1">
<h3 dir="ltr" role="presentation">Identifying times where feature matching is valid</h3>
</li>
</ol>
<p dir="ltr">Let’s be clear, there are times when matching the features of competitor solutions are valid, to understand when this may be the case there are some tools that can be used.</p>
<p dir="ltr">Kano is a model for identifying which features to invest in based on user expectation. Using KANO you will be able to identify which features your customers consider to be ‘basic’, e.g. your customers expect them, they are must haves. Through to features that are ‘exciters’, e.g. customers wouldn’t notice if they weren’t there, however they represent a disproportionate increase in customer delight, these features are likely brand new to market and will deliver a competitive advantage.</p>
<ol start="3">
<li dir="ltr" aria-level="1">
<h3 dir="ltr" role="presentation">Expand your competitor set</h3>
</li>
</ol>
<p dir="ltr">Your customers don’t live in a bubble of your sector/market, every day they experience services and solutions that bear absolutely no relationship to your own.</p>
<p dir="ltr">Experiences I have with Amazon are setting expectations I now want from my GP. If Amazon can take my order and have it with me that same day, why does it take up to 30 mins for my GP practice to answer the phone and then tell me they have no appointments.</p>
<p dir="ltr">People are comparing the experience you provide with the likes of Amazon, not just your direct competitors.</p>
<p dir="ltr">In looking at how those outside of the market provide services and solutions you can bring brand new ways of thinking, new features and models into your solutions, creating a competitive edge.</p>
<ol start="4">
<li dir="ltr" aria-level="1">
<h3 dir="ltr" role="presentation">Look to the Horizon</h3>
</li>
</ol>
<p dir="ltr">McKinsey famously created the three horizons of innovation, however this model has been built on over time, with my personal favourite being created by Christian Terwiesch, Karl Ulrich in their book Innovation Tournaments. </p>
<p dir="ltr">For me, rather than being a model for managing innovation, Terwiesch and Ulrich’s adaption is <a href="https://freestyle.agency/blog/disruptive-innovation-why-you-should-do-it-to-your-business-and-3-key-ways-to-challenge-bau-1">a great way to frame types of innovation</a> to ensure we are not only making small and iterative steps forward. </p>
<p dir="ltr">In this version the time element which was included in the original version is dropped, and the horizons are framed as;</p>
<h4 dir="ltr"><span class="text-grey">Horizon 1 - Known/Core</span></h4>
<p dir="ltr">Incremental innovation, improvements, extensions, variants, cost reduction. Focused on existing markets, using mature technologies and models. </p>
<p dir="ltr">H1 innovations are where we find the mimicking activity. </p>
<h4 dir="ltr"><span class="text-grey">Horizon 2 - New to us</span></h4>
<p dir="ltr">Next generation products, services and business models. Focused on emerging markets, using emerging technologies and models. </p>
<p dir="ltr">H2 innovations are where we usually find solutions or features that have come from outside of the direct competitor set, where we are borrowing and adapting solutions from indirect competitors. </p>
<h4 dir="ltr"><span class="text-grey">Horizon 3 - New to the world</span></h4>
<p dir="ltr">New products, services and business models. Focused on new markets, using new technologies and models. </p>
<p dir="ltr">H3 innovations are best identified by a focus on the problems we want to solve, rather than the solutions we already have.</p>
<p dir="ltr">By using these definitions to label your product or service development efforts, you are forced to consider what you do next through a lens that shifts the focus away from your direct competitors and mimicking their solution features.</p>
<ol start="5">
<li dir="ltr" aria-level="1">
<h3 dir="ltr" role="presentation">You know what assumptions make…</h3>
</li>
</ol>
<p dir="ltr">In copying other solutions we are making lots of assumptions;</p>
<ul>
<li dir="ltr" role="presentation">It worked for them so it will work for us</li>
<li dir="ltr" role="presentation">Our customers want it</li>
<li dir="ltr" role="presentation">It will deliver value to our business</li>
<li dir="ltr" role="presentation">We can deliver it</li>
</ul>
<p dir="ltr">Working on assumptions can lead to costly failure. To avoid this, start by mapping your assumptions. Assumption mapping will help you to identify which assumptions represent the greatest risk to success and provide you with an actionable list of assumptions to tackle and in what order. </p>
<p dir="ltr">Once you’ve identified which assumptions you should be focusing on resolving, you need to move into validation. When validating solutions you are really asking some simple questions;</p>
<ul>
<li dir="ltr" role="presentation">Desirability - do customers want it?</li>
<li dir="ltr" role="presentation">Viability - will it deliver the value we need?</li>
<li dir="ltr" role="presentation">Feasibility - can we deliver it? </li>
</ul>
<p dir="ltr"> </p>
<p dir="ltr">At Freestyle we work with businesses across the world to identify, validate and deliver solutions across each horizon, resulting in quick wins and long term results. <a href="https://freestyle.agency/contact">Get in touch</a> to talk about ways we can help you deliver value while moving at pace. Drop us a line: <a href="mailto:hello@freestyle.agency">hello@freestyle.agency</a></p>
<p><img src="https://resources.freestyle.agency/globalassets/line.jpg" alt="line.jpg"></p>
<p>Author: Ritchie Brett, Strategy Director, Freestyle</p>

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Revolutionising UK Farming: Bridging the Gap between AgriTech and Struggling Food Producers

<p dir="ltr">“Volatility, uncertainty and instability” are endangering UK farm businesses, according to the <a href="https://www.theguardian.com/environment/2023/feb/21/britains-farmers-battered-by-brexit-fallout-and-rising-costs-says-union#:~:text=%E2%80%9CVolatility%2C%20uncertainty%20and%20instability%E2%80%9D,and%20a%20growing%20global%20population.">National Farmers’ Union</a>.</p>
<p dir="ltr">Love him or loathe him, Clarkson’s Farm is bringing the critical issues that our British farmers are facing to the masses. From labour and funding shortages to high quality food demands, hiked fuel and energy costs and the stark realities and impacts of diseases such as TB and Avian Flu. Some are saying “<a href="https://www.examinerlive.co.uk/news/tv/clarksons-farm-season-2-review-26240400">Clarkson has done more to raise awareness for farmers' issues than any journalist in the past 20 years</a>".</p>
<p dir="ltr">With astronomical hikes in fertiliser costs (133.8% hike between Sept 2021 and the end of Sept 2022) and an average increase in the production of cereals, oilseed rape and potatoes being up by around 40% (<a href="https://www.thegrocer.co.uk/sourcing/farming-input-costs-jump-nearly-35-in-a-year-as-inflation-soars/672721.article">source; The Grocer</a>) last year, business as usual is unlikely to be an option for the majority of our farmers, many of which are already turning to diversification and direct to consumer initiatives.</p>
<p dir="ltr">In a world that’s moving at pace and with consumer expectations being set by the likes of Amazon and Netflix…what does disruption, innovation and digital transformation need to look like in the UK farming industry to truly revolutionise and support the hardworking and deeply passionate industry responsible for feeding the nation? </p>
<p dir="ltr">It’s a fascinating subject that is hyper topical, and perhaps even a little controversial (although it really shouldn’t be). As the supply chain continues to feel the strain and UK supermarkets and consumers alike continue to battle with empty shelves, will further investment and more accessible innovation for British farmers be critical to greater food security in the UK?</p>
<h3 dir="ltr">But the agriculture sector is already innovating right? </h3>
<p dir="ltr">The AgriTech sector is on the rise and it’s estimated that the UK AgriTech industry could be worth <a href="https://thedatacity.com/rtics/agritech-rtic0003/#:~:text=AgriTech%20industry%20growth,RTIC%20from%202023%20to%202027.">almost £13bn by 2027</a>.</p>
<p dir="ltr">AgriTech is the broad term that covers a range of activities, from precision agriculture and crop monitoring to robotic and autonomous systems and the use of artificial intelligence (AI) and big data. In short, AgriTech is the use of technology in farming to help improve efficiency, sustainability, and profitability and its current use cases include improving crop yields, reducing the use of water and fertilisers, and increasing the efficiency of production processes.</p>
<p dir="ltr">AgriTech really will be the future of smart farming. </p>
<h3 dir="ltr">So why are farmers choosing to exit the industry, and where is the disconnect?</h3>
<p dir="ltr">And why, if groundbreaking robotics for example, are set to revolutionise the way that farmers harvest crops and milk their dairy herds, are we seeing that only 6% of UK farms have implemented robotic milking systems? </p>
<p dir="ltr">The two biggest barriers look to be the technical complexities and knowledge gaps leading to uncertainty and lack of confidence in making the right investment alongside the obvious financial hurdles compounded by the aforementioned soar in production costs and reduction in funding. </p>
<p dir="ltr">On the back of a <a href="https://farming.co.uk/news/-lack-of-knowledge-holding-farmers-back-from-investing-in-agri-tech-nfu-mutual-survey-reveals">recent survey</a> NFU Mutual found almost half (46.2%) of survey respondents said lack of knowledge was holding them back from investing in agri-tech on their farms. Lack of access to finance was the second highest reason limiting respondents (29.8%), followed by uncertainty about the future (17.1%) and supply chain difficulties (6.8%).</p>
<p dir="ltr">Charlie Yorke, farm insurance specialist at NFU Mutual, said: “While many farmers are open to using technology, lack of understanding of new technologies and the investment they entail, means they are hesitating to take the plunge. Understandably, there’s a real fear amongst farmers that they could make the wrong tech-choice for their farm and end up with an expensive system that becomes outdated quickly. Holding back runs the risk of falling behind as global competition increases and UK farming support changes.”</p>
<h3 dir="ltr">So what and ‘how might we’?</h3>
<p dir="ltr">According to the <a href="https://www.nfuonline.com/updates-and-information/campaigning-for-a-secure-supply-of-british-food/#:~:text=The%20cost%20of%20energy%2C%20animal,before%20the%20Covid%2D19%20pandemic.">NFU online</a> there are 7,000 less farming businesses in the UK today compared to before the Covid-19 pandemic.</p>
<p dir="ltr">Is there a gap and a disconnect between the booming AgriTech sector and struggling food producers that needs to close?</p>
<p dir="ltr">Can action happen quickly enough to prevent small farmers and food producers who have been in the industry for decades being forced to leave it altogether? </p>
<p dir="ltr">Our ‘how might we’ questions turn challenges into addressable questions, to spark new ideas, thinking and solutions. </p>
<ul>
<li dir="ltr" role="presentation">How might we break down the knowledge gaps enabling farm owners to make unbiased, considered decisions on future tech investments?</li>
<li dir="ltr" role="presentation">How might we adopt and utilise digital tools and technology to better enable farmers to make more informed decisions that they feel confident in, both now and for the future?</li>
<li dir="ltr" role="presentation">How might we use digital tools and technology to further improve the day to day and solve real life problems for farmers?</li>
<li dir="ltr" role="presentation">How might we maximise the strong sense of community amongst farmers and producers and enable wider adoption of technology?</li>
<li dir="ltr" role="presentation">How might we utilise technology to facilitate stronger relationships between producers and retailers?</li>
<li dir="ltr" role="presentation">How might we find new ways to educate and inform consumers about how their food is produced?</li>
<li dir="ltr" role="presentation">How might we continue to future proof the industry by encouraging emerging new talent into the industry and inspiring younger generations? </li>
</ul>
<p dir="ltr">At Freestyle we deliver smart digital solutions that solve challenges and problems - but what does that mean in practice? At the most basic level, we can <strong>build websites and mobile applications</strong>.</p>
<p dir="ltr">At a deeper level we build the complex stuff that lies underneath; <strong>configurators, booking or matching engines, data manipulation</strong>, a lot of the invisible technology that makes it seem seamless on the surface. Or it might be something brand new that makes the business work better - <strong>removing effort, saving time, connecting data points or processes</strong>.</p>
<p>We’d love to collaborate with farmers, food producers and businesses that share a desire to solve real life farming challenges, and improve the resilience of farming businesses across Britain, so if that’s you or someone you know, <a href="https://freestyle.agency/contact">get in touch</a>. You lose ground when you stand still, let’s get moving. Drop us a line: <a href="mailto:hello@freestyle.agency">hello@freestyle.agency</a></p>
<p><img src="https://resources.freestyle.agency/globalassets/line.jpg" alt="line.jpg"></p>
<p>Author: Emma Simkiss, Managing Director, Freestyle</p>

Freestyles frontend web developer Gina Cooper smiling and looking at a computer screen in the office.

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Women in Tech: Gina Cooper

<p dir="ltr">Here at Freestyle we are passionate about having equal opportunities for all and we’re lucky enough to have incredibly talented women working in lots of different roles within our digital agency. From Frontend development to UX strategy and project management, embracing equity within our team allows us to ensure that we have a diverse range of thinking and experiences when it comes to working with our clients to reach their business goals.</p>
<p dir="ltr">We spoke with our Frontend Web Developer Gina Cooper to hear about her experience in tech and the advice she’d give to anyone looking to start their career.</p>
<h3 dir="ltr">What does your job involve?</h3>
<p dir="ltr">I work as a Frontend Web Developer which involves quite a wide range of tasks, for example: building / maintaining websites and apps for clients, staying up-to-date with the latest technologies and trends and collaborating with designers and other developers.</p>
<h3 dir="ltr" role="presentation">What made you choose a career in technology?</h3>
<p dir="ltr">I have always been fascinated by the way that computers and technology work. As a child, I spent a lot of time playing around with computers, which led to a natural interest in pursuing a career in something tech-related. I was introduced to coding during my final years at High School and I chose Web Development as my university course because I genuinely enjoyed it and seemed to be a good career choice.</p>
<p dir="ltr"> </p>
<p><img src="https://res.cloudinary.com/freestyle/image/upload/v1678267460/gina_cooper2_669744db67.jpg" sizes="100vw" srcset="https://res.cloudinary.com/freestyle/image/upload/v1678267460/gina_cooper2_669744db67.jpg 234w,https://res.cloudinary.com/freestyle/image/upload/v1678267460/gina_cooper2_669744db67.jpg 500w,https://res.cloudinary.com/freestyle/image/upload/v1678267460/gina_cooper2_669744db67.jpg 750w,https://res.cloudinary.com/freestyle/image/upload/v1678267460/gina_cooper2_669744db67.jpg 1000w," alt="Freestyles frontend web developer Gina Cooper holding up a small rottweiler puppy up to the camera and smiling."></p>
<h3 dir="ltr" role="presentation">What was your experience like when you started your career in tech development?</h3>
<p dir="ltr">My experience at the start of my career was great, I had a lot of support from friends, family and colleagues. I agree that I have had limited female diversity in my work and educational environments, but I don't think this has negatively affected me, if anything it has taught me to be bold, stand up for myself and even encouraged some of my girl friends to join tech industries as well!</p>
<h3 dir="ltr" role="presentation">What advice would you give to women at the start of their tech career?</h3>
<ul>
<li dir="ltr" role="presentation">Never stop learning.</li>
<li dir="ltr" role="presentation">Stay positive and be open to opportunities.</li>
<li dir="ltr" role="presentation">Back yourself and always speak up when you need to!</li>
</ul>

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Connecting sports communities through digital transformation

<p dir="ltr">With the cancellation of in-person events and restrictions on participation, many sports organisations were forced to accelerate their adoption of digital platforms to help keep their communities and members connected and active. Over 2 years on from the start of the pandemic it’s clear that this digital led approach, born out of mere necessity is proving to be beneficial for the industry, with organisations such as Sport England and UK Sport recognising the importance of digital transformation for the sector and including this within their strategies and funding.</p>
<p dir="ltr">Have you started to consider how you can capitalise on the opportunities that digital transformation presents in connecting your communities and re-engaging people in sports and physical activity?</p>
<p dir="ltr">First and foremost, with the increasing number of people using and engaging with digital platforms, it is wise to consider how these technologies could be used to inspire and motivate individuals to participate in sports. By creating digital spaces for people to connect and share their experiences, the sport and physical activity sectors can foster a sense of community and belonging amongst participants. A <a href="https://blog.gwi.com/chart-of-the-week/online-communities/">recent study</a> found that 76% of internet users participate in an online community, particularly ones that are focused around their interests and goals. With the <a href="https://blog.gwi.com/chart-of-the-week/online-communities/">results</a> also revealing that making connections with other people who have similar interests (66%) is one of the primary drivers behind why users engage in online communities.</p>
<p dir="ltr">Beyond peer support, one of the key benefits of investing in a strategic approach to digital transformation is the ability to reach a wider audience, both in terms of geography and demographics. With the ability to offer online classes, tutorials and resources, sports organisations can engage people who might not otherwise have been able to participate in traditional in-person activities. For example, individuals who live in remote areas or those with disabilities can now access sporting events and activities that were previously unavailable to them.</p>
<p dir="ltr">Moreover, digital platforms can also provide a wealth of data and insights for sports organisations. By leveraging this data, sports organisations can gain a better understanding of their members, their behaviours and preferences, and use this information to create personalised experiences and tailored content that will help to increase engagement and retention. </p>
<p dir="ltr">A report by <a href="https://www2.deloitte.com/content/dam/Deloitte/us/Documents/consumer-business/us-cb-sports-data-sponsorship-fan-engagement.pdf">Deloitte</a> found that having more data created more creative ways to contract with sponsors and increased the success rate of sponsorship contracts. Sporting organisations could partner with brands that catered to the demographics and preferences of their members, providing additional benefit to their partners and sponsors which also translates to additional revenue and sustained partnerships.</p>
<p dir="ltr">Another important aspect of digital transformation for the sport and physical activity sector is the ability to offer virtual events and competitions. With the pandemic forcing the cancellation of many in-person events, digital platforms have enabled sports organisations to continue to host competitions and events virtually, keeping their communities engaged and active. This has also helped to broaden the reach of these events, allowing participants from all over the world to take part. </p>
<p dir="ltr">Although restrictions have now been lifted and in-person activity is <a href="https://www.statista.com/statistics/1291497/sports-participation-rate-uk/">returning to pre-pandemic levels</a> many sporting bodies have realised the value of virtual events on participation figures, with many continuing to organise virtual alternatives as part of their yearly events calendar. Not to mention the fact that many virtual events are more cost effective to the organiser, with less time and funds required on securing a venue, organising volunteers, etc. which translates into cheaper or even free entry for participants and thus increasing the accessibility of sporting events and encouraging more people to participate in sports.</p>
<h3 dir="ltr">So, how could your sports organisation capitalise on digital transformation?</h3>
<p dir="ltr">To capitalise on the opportunities that digital transformation brings, sports organisations should focus on a few key areas. Firstly, they should consider investing in technology that’s flexible and adaptable.</p>
<p dir="ltr">This relates to the platforms and the associated technical architecture that underpins them. CRM, member management, qualification awarding, loyalty programmes, community products, event bookings all require many touch points within a sport organisation. They also share vast amounts of data across the platforms. The ones that easily allow for 3rd party integrations through APIs to retrieve external data, send data for reporting, trigger notifications and events within other platforms, all empower the organisation to have more granular control over the user experience.</p>
<p dir="ltr">Secondly, they should focus on building a strong online presence through social media, email marketing and other digital channels. This may also include investing in video equipment for online tutorials, or setting up an online shop to sell merchandise. This can help to raise awareness of their activities and engage with a wider audience.</p>
<p dir="ltr">Sport organisations should also focus on addressing any <a href="https://www.sportengland.org/blogs/digital-skills-more-than-just-switching-devices-off-and-on-again">digital skills gaps</a> within their organisations by supporting staff and volunteers with training and education to help improve their digital proficiency. Without the ability to effectively utilise digital tools, professionals are limited in their ability to innovate and improve their offerings, making it harder for them to stay competitive in an ever-changing market.</p>
<p dir="ltr">Finally, sports organisations should focus on creating a personalised and engaging experience for their members. This might include offering online training programmes, hosting virtual events or setting up online communities where members can interact with each other.</p>
<p dir="ltr">The sport and physical activity sectors have a huge opportunity to leverage digital transformation to re-engage people in sports and physical activity and continue to connect their communities. By investing in digital infrastructure, building a strong online presence and creating a personalised experience for members, sports organisations can capitalise on the opportunities that digital transformation brings and connect their communities in new and innovative ways. Not to mention, increase their membership figures and sports participation from grass roots all the way up to elite level. The future of the sport and physical activity industry is digital, and it's time to embrace it.</p>
<p dir="ltr">Ready to welcome digital innovation into your business? <a href="https://freestyle.agency/contact">Let’s talk</a>. Drop us a line: <a href="mailto:hello@freestyle.agency">hello@freestyle.agency</a></p>

You lose ground<br/> when you stand still. Let's get moving.

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Keeping brands relevant with strategy-first tech solutions to deliver tangible business results at pace.

Smart digital
solutions.

Stay relevant with strategic digital solutions.

How we deliver results.

01

Innovative digital strategies

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Engaging user experiences

03

Flexible tech solutions

04

A proven delivery model

Award winning digital experience for a global market leader

Upskilling the sporting workforce during the pandemic

Complex freight bookings made easy

A roadmap to industry-leading digital journeys for members

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Delivering award winning customer experiences that drive business results for over 25 years.

A few businesses we’ve helped

Awards and accolades

Why Copying Your Competitors' Product Features is a Recipe for Failure

Revolutionising UK Farming: Bridging the Gap between AgriTech and Struggling Food Producers

Women in Tech: Gina Cooper

Connecting sports communities through digital transformation

Smart digital solutions.

Stay relevant with strategic digital solutions.

How we deliver results.

01

Innovative digital strategies

02

Engaging user experiences

03

Flexible tech solutions

04

A proven delivery model

Award winning digital experience for a global market leader

Upskilling the sporting workforce during the pandemic

Complex freight bookings made easy

A roadmap to industry-leading digital journeys for members

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Delivering award winning customer experiences that drive business results for over 25 years.

A few businesses we’ve helped

Awards and accolades

Why Copying Your Competitors' Product Features is a Recipe for Failure

Revolutionising UK Farming: Bridging the Gap between AgriTech and Struggling Food Producers

Women in Tech: Gina Cooper

Connecting sports communities through digital transformation

Smart digital
solutions.