In his book, Writing on the Wall: Social Media the first 2000 years, The Economist's Tom Standage explores how social media can be traced to Roman times and argues that the way the media has worked for the past century is an anomaly.

You’re no stranger to publishing, having written five other history books, but what was the trigger for writing this one?

In 2010 I was put in charge of The Economist’s website and digital editions. I’ve always found history a useful way to think about the future, and I've touched on media history in my previous work, for example in my first book, The Victorian Internet, which likens the telegraph of the 19th century to the modern Internet. So I began to read more deeply about the history of news, and I soon realised that the mass-media models that are now being disrupted by the internet are actually quite young; they only date back to the 19th century.

Before that the media environment was much more decentralised and relied on social distribution and recommendation. So the rise of social media is a reversion to the way things used to be. That was the germ of the book.

The premise of Writing on the Wall is that the term 'social media' refers to a very old idea and that people have in fact been using it for thousands of years...tell us more.

My argument is that social media, which I define as "media you get from other people, shared along social networks" goes back to Roman times. You don’t need a digital network to do it. The Romans did it with papyrus rolls, and relied on slaves to deliver and copy messages cheaply, whereas today we have Twitter and broadband connections. But the way the Romans filtered, recommended and copied information for their friends and acquaintances, in an era without printing presses and broadcast media, looks strikingly modern. My book then looks at other social media ecosystems that emerged over the centuries, and asks what lessons today’s social media users can learn.

In the first century BC, wealthy Romans, like the legendary orator Cicero, used scribes to write messages with a stylus on wax tablets mounted in wooden frames – sound like the iPads of their day?

Yes, as well as using papyrus rolls, Romans made notes and exchanged messages on wax tablets that look strikingly like modern smartphones and tablets. There’s one in a museum in Cologne that looks just like an iPad - the same size, shape and aspect ratio. If Cicero wanted a quick answer to a question he’d jot it down on one of these and have a messenger carry it across Rome, and the recipient would write the answer. It was a kind of Roman text-messaging.

The Romans even had abbreviations like SVBEEV, which was roughly equivalent to TTFN. Papyrus rolls were used for longer messages or those carried over longer distances.

And for the Romans, graffiti was not regarded as defacement, but was a form of media in which anyone could participate – you say the first example of real wall posts.

It’s hard for us to imagine this now, but wealthy Romans in Pompeii wrote greetings on each other’s walls, inside their houses. It was a bit like a visitor’s book, I think. It meant you could show off who had visited, and emphasise your literacy and that of your visitors.

Your book shows how the use of social media for self-expression is nothing new and dates back at least as far as the Tudor court of the 16th century. Give us some examples.

Poems circulated in the Tudor and Stuart courts, both orally and written on scraps of paper. Some were very short, almost like tweets; others were longer. But people shared them with their friends, rewrote them on occasion, and copied them down into troves of personal information called commonplace books. Commonplace books that survive from the Tudor period contain a huge variety of texts, including letters, poems, medical remedies, prose, jokes, ciphers, riddles, quotations and drawings.

The practice of maintaining a commonplace book and exchanging texts with others served as a form of self-definition: which poems or aphorisms you chose to copy into your book or to pass on to your correspondents said a lot about you, and the book as a whole was a reflection of your character and personality. Then as now, people enjoyed being able to articulate their interests and define themselves by selectively compiling and resharing content created by others. The mere act of sharing something can, in other words, be a form of self-expression; something that was as true centuries ago as it is today.

You also cite similarities between the "chaotic and adversarial media environment of the 1640s" with today’s blogging culture and say that some bloggers, recognising this parallel, have adopted 17th century pseudonyms. Such as?

One example is Mercurius Politicus, which was a pseudonym for Marchmont Nedham and has been revived as a blog today. Pamphlets were very flexible, like blog posts are today. They could vary in length, tone and style. News, history and opinion were freely mixed and presented in a range of formats. Most strikingly of all, the pamphlets of the 1640s existed in an interconnected web, constantly referring to, rebutting or quoting each other. Very often the jumping-off point of a pamphlet was to respond, add to, criticise or praise another pamphlet.

The middle of the 17th century saw the rise of coffeehouses which became an “"alluring social platform for sharing information" but were frowned on for distracting people from their work – so nothing much has changed then?

Indeed. This is one of my favourite stories from the book. Coffeehouses were the media-sharing platforms of their day, where people went to read and discuss the latest news and gossip. Critics thought this was just wasting time, and that coffeehouses were "enemies to diligence and industry!". But they turned out to be crucibles of innovation that spawned advances in science and commerce.

You chart social media over two millennia and say it is clear that social media, in the form of pamphlets, letters, and local newspapers, played a role in the Reformation and in the American and French revolutions. Does everyone agree with that?

The importance of Thomas Paine’s pamphlet, Common Sense, in making the case for American independence is undeniable; people pointed it out at the time. What I’m doing is inviting us to see it as an example of social media, which it was. We can see how it was shared among the Founding Fathers and their friends, and then went on to find a wider audience as it rippled through the American colonies’ network of local papers, all of which exchanged material with each other.

The role of the circulation of poetry in undermining the Ancien regime in France is not quite as clear-cut, but it’s very clearly a social-media system, and the government would not have monitored it or tried to influence it (as the Chinese government is doing today with microblogs, or weibo) unless it was worried about its ability to change people’s attitudes.

You conclude that social forms of media based on sharing, copying and personal recommendation, which prevailed for centuries, have been dramatically reborn and that we’re settling back into old ways of doing things...

Yes, my point is that today’s social media is a rebirth, a return to the way things used to be before the advent of mass media in the late 19th century. By looking back at the period before mass-circulation newspapers, radio and TV, we can learn a lot about today’s media environment.

You’ve included an enormous amount of historical data – how long did the research take?

Between two and three years. The gaps between my books have got bigger over the years; I’m now down to a book every four years, instead of one every other year.

You interviewed founder of the world wide web, Tim Berners-Lee, as part of your research – did you learn anything surprising by speaking to him?

It was interesting that even he was surprised at what people did with his invention, and how it allowed people to combine material and information from all over the world in new ways. I also asked him about the tweet he sent during the Olympics opening ceremony. Did he really send it, or did someone press send backstage? He said it was down to "the magic of theatre".

What can anyone working in PR learn from this book?

The main thing is that the way the media has worked for the past century is an anomaly, historically speaking. So as we go from a broadcast world to one that is more social, inclusive and conversational, there’s a lot we can learn by looking at history, because these kinds of environments have existed before. Also, there’s the tale of how the Catholic church totally messed up its response to Martin Luther. Essentially the pope dismissed him as an irrelevant blogger who did not deserve a reply. I think most chief executives have got past that stage by now, but perhaps some have not.

And finally, you’re also digital editor at The Economist and editor-in-chief of Economist.com– anything you discovered when you were writing this book that you put into practice in your job?

Well, I’ve concluded that social is not going away and needs to be part of our digital strategy. The task for all of us in the traditional media is to find ways to make social sharing work for us rather than against us. That means allowing sampling and sharing of our content via a metered paywall, in the case of The Economist. I’ve also created what I call “ambassadorial” content, such as our new explainer blog, that is intended to bring new readers into our website and make them aware of what we do.

A lot of people think The Economist only writes about economics. In fact we cover politics, business, science and the arts; we’re a weekly newspaper for the world. Social media provides the single most effective way to reach the millions of intellectually curious people out there who we think should be Economist readers, but aren't.

Buy a copy of Tom's book here.

As B2B organisations wake up to the opportunities afforded by social media, Elizabeth Littlewood - head of technology at GolinHarris, argues why PR organisations stand a good chance of taking the lead over and above other elements of the marcomms mix.

Arguably social media has had more of an impact on the media and communications than anything since the invention of the television. It has completely changed how brands talk to audiences and is rapidly shifting the polarity of the industry. We no longer work in a media centric industry, but one that orbits the reader; almost on an individual basis. But what impact is social media having on the way we behave? This is the crucial question facing marketers as they shape their campaigns for the future.

Is B2B Social?

The ‘traditional’ argument is that in a B2B context social media is not really changing behaviour at all. The argument runs that while it is great for consumer marketing, no B2B buyer worth their salt would ever look at social media for a major purchase. As an argument it fails to convince. It is founded on the erroneous idea that B2B buyers aren’t also consumers. We are all human, and form emotional relationships with the people and companies around us every day. This is just as true in a B2B context as it is in consumer environments. If social media can influence consumer purchasing behaviours there is no logical reason for why it should not influence B2B buying behaviours.

A recent GolinHarris report, The Social Third, actually provides some evidence that social media is changing behaviours in the B2B space: in the area of technology 34% of IT purchasers responded that they are influenced positively by social media. While this report focuses only on the IT industry, we have no reason for thinking that this sector is an outlier. We believe that regardless of the industry, social media is having an impact on buying decisions and will only increase its influence in the future.

In the B2B space the social networks that will have the most impact are those based around interest – rather than simply social – groups. While a consumer might be swayed to buy a music album that their friend has ‘Liked’ on Facebook, it is less likely that large scale business investments will be made on the same premise. But engagement is still important. Business buyers will follow a company that they find professionally interesting and will be swayed by the tone and substance of the content that the organisation shares with them over the course of the relationship.
Put simply, consumers care about people while businesses care about issues. Twitter is perhaps the best example of such an ‘interest network’ and we anticipate it will continue to have the most relevance to B2B buyers alongside LinkedIn.

Compelling content is key

So what content will have the most cut through? Our research revealed that in the IT sector 44% of IT purchasers want IT vendors to act as advisors that proactively offer them information and knowledge. The general consensus was also that brands should be topical: 31% of IT buyers think it important that B2B brands take a position on relevant issues in the daily news agenda, for example. In our experience good content comes from thinking hard about the limitations of the platform you are using. Twitter, for example, precludes long and complex content but is perfect for attention-grabbing stats. It also worth thinking about how the content will be consumed. For example, due to the prevalence of smartphones, there is a high likelihood that your content will be read on mobile and should therefore be optimised for this channel.

Once these considerations have been worked through, the most important thing is to provide content that gives readers something unique; a point of view or angle that they cannot get anywhere else on the web. Short copy or compelling images are usually best suited for this, with the latter becoming increasingly important.

It goes without saying that unnecessary content should be avoided at all costs. At best it will bore readers; at worst it will get your organisation the spammer label. To avoid this, make sure that you do not inundate your audience with information. As a rule of thumb you should post according to the size of your audience. If you only have a few hundred Twitter followers for example, you should Tweet two or three times a week. If your followers number in the thousands however, you will be expected to Tweet a couple of times a day.

When you do post, make sure that you are not simply posting for posting’s sake – always try to add something to the conversation. It is important too that you do not simply broadcast messages but you engage with readers in a two way conversation around relevant industry topics that will interest them. It is basically the same considerations as you would bring to a conversation in the pub: say too little and you will be branded as dull; say too much and you risk being thought a bore.

Who will ‘own’ social?

As B2B organisations wake up to the opportunities afforded by social media, PR organisations stand a good chance of taking the lead over and above other elements of the marcomms mix. Everyone wants a slice of the social media pie, from advertisers to marketing agencies as well as specialist digital agencies, but for our money PR will end up on top. Social media is a conversational tool and PR has always owned the brand conversation. The natural fiefdoms of PR – storytelling and brand positioning – are also the core elements of social media management, just conducted through a new media.

But PR companies should not be complacent – while social media is a natural fit, there are also some additional skills that PRs will need to hone: notably content creation and real-time creativity. It is for this reason that GolinHarris has built up a team of more than 40 social media specialists in addition hiring dedicated content creators. By broadening our horizons and integrating skills more common to the world of advertising we believe we are in a good position to lead in the social media debate.

In just a few years we think social media will have become completely pervasive in the B2B world. In addition to the exiting platforms of Twitter, LinkedIn and the like, we believe there will be an increasing number of niche social networks where different B2B communities will look to connect through. Buyers will expect to interact with brands as a given and everything will become quicker, faster and shorter. And key to all this all will be the ability of the brand to deliver content that really resonates with their target audiences.

Elizabeth Littlewood is head of technology at GolinHarris. She is on Twitter at @edolcourt.

Gorkana caught up recently with Firstlight PR's head of healthcare Pat Pearson to discuss sign writing, the business critical situations PRs find themselves in and why this season supporting Southampton FC is not the burden it once was.

If you weren’t in PR, what would you be doing?

I always wanted to be a traditional sign-writer. I think painting is in my blood. My Great-Grandfather was a fine art restorer and from time to time he allegedly knocked out a Constable or two to supplement his income. I’d be quite happy working in a studio painting pub signs and old shop fronts.

What tips do you have for people climbing the career ladder?

Firstly, work hard. Seriously, if you take a career break to go travelling in your early days, you’re going to miss opportunities. There is no substitute for hard work.

Don’t rush it. Take time to learn the trade and build your experience. PR is a tough profession and you can find yourself up to your neck in business critical situations. It helps if you’ve learned a few tricks you can pull out of the locker.

Don’t assume anybody owes you anything. Like Al Pacino in the film Any Given Sunday, you have to fight for each and every inch. The best PR people are tenacious. They never give up, and will always find a way to deliver (even if it’s Plan B or C)

Finally, it’s a huge cliché but we are a people industry. Be a team player, support late working colleagues, go the extra mile for clients and always keep your promises. It’s basic human nature but people will remember how you treat them.

How has PR changed since you first started out?

It sounds like I’m recalling something from ancient history but my first press office had one electric typewriter in the corner. News releases were bashed out on this machine in a flurry of ink and correction fluid, and were then faxed out, one by one. I think the pace of work must have been slower.

The other thing I find it difficult to believe now is the amount of smoking and drinking that used to go on. I worked in press offices that were a thick fugg of cigarette smoke in the afternoons as people rolled in ‘well refreshed’ from their lunch. Society has moved on, and so has PR. It’s now much more professional and that’s definitely a good thing.

What’s your favourite part of PR?

As a career, PR is difficult to beat. It’s got a bit of everything. But I think in healthcare PR we are even more fortunate. The things we work on can be genuinely life changing. A number of years ago I coordinated the PR launch for a new Chronic Myeloid Leukemia treatment. This disease was a death sentence before the arrival of the new medicine. However, despite its obvious benefits, the medicine was rejected for use by the NHS. Working with the media, patients and healthcare professionals we contributed to a campaign that helped overturn an unjust decision. Ten years later, I still see one of the patients walking around Crouch End and most are still alive and living fulfilling lives. The medicine helped turn the disease into a chronic ‘manageable’ condition. As a PR person, what could be more satisfying than that?

Who has inspired you in your career so far?

There are many people. However the death this year of Hamish Lumsden, my former Head of News at the MoD, reminded me of how inspirational he had been.

What’s the best piece of advice you’ve been given?

“All display is no display.” When I studied advertising and marketing my advertising lecturer, a veteran of generations of campaigns, couldn’t reinforce enough that less is usually better than more. The digital explosion means we are awash with words and images and we have to work hard to work out what matters. Ernest Hemingway’s classic The Old Man and the Sea won the Nobel Prize with 100 pages. There’s not one redundant word.

What trends do you see emerging in PR?

It would be lazy to say digital. I think it’s more than that. In the healthcare sector so much of our work now involves helping clients navigate complex NHS issues. This means engaging stakeholders and other audiences in the places and ways they want to receive information. I can see this trend continuing as the barriers between the marketing disciplines break down. Increasing convergence means we as PR professionals are going to have to fight for our place in a new world.

How do you relax at weekends?

I like to stay active. In the summer it’s cycling, sailing and mountain walking. In the winter, skiing. The mountains and the sea are inspirational all year around. Usually less inspirational, I have the burden of Southampton Football Club (although they’re not doing too badly at the moment). As a supporter I’ve had some of my most miserable experiences watching them.

What were the highlights for firstlight in 2013?

The scope of work this year has been amazing. Everything from supporting AstraZeneca in a major global restructure to high profile thought leadership for LinkedIn and testing the feasibility of winter courier delivery by dog sled for CitySprint. Who wouldn’t want to work in PR? We’re also moving into a wonderful new office in the New Year having outgrown our existing space. As a smaller agency it’s great to feel the energy of a team doing great work for great clients, and everything moving in the right direction.

How will firstlight be celebrating the festive period?

A weekend in Reykjavik! We’re getting equipped with parkas and other warm clothing, and heading off to see the Northern Lights! Last year we survived a weekend in Munich and we’re hoping Iceland will be equally fun.

Pat Pearson heads up the healthcare practice at firstlight public relations, the specialist corporate and healthcare agency that he runs with former Red Consultancy colleague Paul Davies.

He is on Twitter: @PRSaint.

Europe's third largest airline group, AIR FRANCE KLM, has chosen Four bgb to handle its consumer and digi PR in the UK and Ireland following a competitive pitch.

The agency, which started work on the account yesterday, has been briefed to promote the group's UK regional credentials and raise the profile of its long-haul worldwide network, as well as increase consumer awareness of both the group brand and individual brand PR for AIR FRANCE and KLM.

Warner Rootliep, general manager UK and Ireland for AIR FRANCE KLM, said: "As we look to raise the profile of AIR FRANCE KLM in the UK and Ireland, it was important for us to choose an agency that understands the aviation industry. But we were also looking for an agency which could deliver wider results using both traditional and new media skills and show a genuine understanding of SEO.

"Four bgb has a great aviation heritage, superb connections and digital expertise. We were very impressed with the quality of the work produced at every stage of the tender process as well as the team’s understanding of our brands."

Four bgb director Helen Coop said: "We are delighted to be working with AIR FRANCE KLM and will be delivering integrated traditional and digital campaigns, identifying and working with major influencers from print and broadcast media to bloggers and tourist boards.

"AIR FRANCE KLM departs from 21 regional airports across the UK and Ireland and our campaign will be celebrating the ability to fly from local airports via Amsterdam and Paris to more than 243 destinations around the world."

Former BAA comms director Malcolm Robertson and ex-Royal Bank of Scotland adviser Andrew Wilson have teamed up with Finsbury founder Roland Rudd and Scottish merchant banker Sir Angus Grossart to launch a new London and Edinburgh agency.

The independent agency, called Charlotte Street Partners, will launch in January and the partners will be joined by former journalists Chris Deerin (pictured far right) and Sharon Ward (third from left).

For the past five years, Chris has been head of comment at the Telegraph Group, as well as being involved in the group's digital strategy. He is a former political editor of the Daily Record, and former executive editor, columnist and leader writer at Scotland on Sunday.

Sharon started her career at STV before a stint at entertainment PR firm Dennis Davidson Associates. She helped establish the Sunday Herald newspaper, before being appointed as a special advisor to Scotland’s first First Minister, the late Donald Dewar. She also spent six years as business editor of Scotland on Sunday.

Sir Angus (pictured centre) becomes chairman, while Roland Rudd and James Murgatroyd, from RLM Finsbury, will be non-executive directors, alongside Johnny Hornby, founder of the international marketing services group, The & Partnership.

Sir Angus said: "There are few challenges more exciting than starting and building a business and I am much enthused to be supporting Charlotte Street Partners. The careful stewardship of reputation and relationships is critical for the resilience and success of all organisations, everywhere.

"We have identified the place in the market we intend to grow from and hope to make a significant impression in London, Scotland and beyond, based on our collective expertise and contacts across business and politics."

Andrew Wilson (pictured second from right) joined WPP in August 2012 working on client strategy and before that was head of group communications at Royal Bank of Scotland Group until July 2012.

From 1999 to 2003, he was a member of the Scottish Parliament, serving as shadow minister on finance, economy and transport and then economy and lifelong learning. He writes a weekly current affairs column in Scotland on Sunday.

Malcolm (pictured second left) spent 12 years in senior positions at airport operator BAA, and was its communications director, based at Heathrow. Since 2011, he has run a strategic advisory company.

See more here.

Hill+Knowlton Strategies UK (H+K) has grown its Energy + Industrials team with the appointment of Michael Stott as a senior associate director.

He joins H+K from Luther Pendragon and will work across a range of clients including DONG Energy. Michael has 10 years’ experience of politics and public affairs, having advised major energy and industrials clients, including some of the world’s largest energy firms.

Prior to agency life, Michael was a senior public affairs manager for EDF Energy, leading the development and deployment of their nuclear new build strategy and work on Electricity Market Reform. He spent five years working in politics for the former Energy Minister Charles Hendry MP, and also as a press officer for the Conservative Party.

Simon Whitehead, Head of Energy + Industrials said of the appointment, “Michael is an exceptional communications expert who I’m delighted to have on board. He will strengthen the Energy + Industrials team as we build on the good success of 2013.”

Michael added, “H+K’s Energy + Industrials team is one of the best in the industry with a great reputation for delivering excellent public affairs and communications work. I am really excited to have the opportunity to work with Simon and the team and look forward to helping expand our public affairs offer further in 2014.”

Michael can be reached at michael.stott@hkstrategies.com.

After 24 years as Lansons Communications the agency has changed its name to Lansons, accompanied by the strapline : “Advice. Ideas. Results”.

Tony Langham, co-founder and chief executive comments “Today’s re-brand gives a truer picture of us as a company. It focuses on the three things we deliver to clients – advice, ideas and results – and also acknowledges that our work often takes us far beyond traditional communications.”

Lansons consists of four practices, with a staff of 95 - 33 of whom own the Limited Liability Partnership - and is a member of the international network PROI Worldwide. Today’s name change is accompanied by a refreshed brand identity, alongside a new visual identity incorporating some changes to Lansons’ offices.

Tony Langham added “We’re here to make a positive difference to our clients’ businesses. These changes make it easier to explain what that difference is”.

FTI Consulting has advised on the flotation of Kalibrate Technologies plc, a provider of proprietary software-based products and services to the global petroleum retail industry, which commenced trading on London’s AIM on 29 November.

The company, which is the latest in a number of growth-focused technology companies to seek a presence on AIM, successfully raised £13.1 million in a Placing to institutional investors.
Following the successful flotation FTI Consulting has been retained by Kalibrate to support its ongoing financial communications as a public company.

The Kalibrate account is being led by Matt Dixon, Chris Lane, Emma Appleton and Philippa Massouh – all members of FTI’s Technology, Media and Telecom sector team.

Manchester headquartered Kalibrate is the only global provider of both petroleum retail pricing and petroleum retail planning software and services. Kalibrate supports a broad base of over 300 clients, which includes global oil companies, national and regional oil companies, convenience store chains and large format retail/supermarket retailers. Several blue chip clients rely on Kalibrate’s proprietary software including BP and Tesco.

Admission to AIM will enable the firm to more quickly and effectively pursue its strategy for growth. In particular, the proceeds from the Placing will be used to fund the expansion of sales in both core and new geographies; investment in product development; the roll-out of a SaaS model; and the development of a managed services infrastructure.

MHP Communications has bolstered its health practice with several senior appointments, including Novo Nordisk's Paul Naish and Advocate’s Nick Hoile.

Paul (pictured) joins as a director from Novo Nordisk, where he spent almost five years as a senior public affairs adviser in the company's global business division in Denmark. Prior to that, he was a partner at Kissmann Langford Consulting, a strategic comms consultancy in the UK.

Nick joins the agency's health practice as AD after working as a senior consultant at Advocate. His previous roles include spells with the Bow Group and National Voices.

Anthony Houlden has also joined from the National Autistic Society as senior account manager.

Rupert Gowrley, joint head of MHP Health, said: "This is an exciting time for the health team as we reach record revenue levels and our offer and team expands. Paul, Nick and Anthony all bring a range of experience which will be invaluable in taking us forward to the next level.

"We now have 27 health and social care communications specialists and are building a practice that can deliver what clients really want; depth of experience, intelligent advice and policy insight, and the ability to deliver genuine cross–discipline, cross–channel comms in healthcare."

In addition, joining the expanding global health team under head of MHP health global John Gisborne are associate directors Tybee Kiejdan and Cristina Benson.

The management team at Surrey-based tech PR agency Whiteoaks has bought out founder Gill Craig and other shareholders for an undisclosed amount.

Gill will remain involved in the business, while MD James Kelliher (pictured), a major shareholder in the business, will take on the roles of CEO and chairman.

Suzanne Munton, also a current director and shareholder, becomes the consultancy's MD, and director Hayley Goff becomes client services director.

In addition, John Broy and Sharon Barlow have been promoted to associate directors of the business and join the consultancy's leadership team.

Whiteoaks was established in 1993 as a four-person team, and now has annual fees exceeding £4 million and more than 40 staff in its Surrey headquarters.

James said: "Since starting the company more than 20 years ago, Gill has been instrumental to the success of Whiteoaks, so we are delighted that she will continue to play a prominent role in the business.

"Our enviable reputation and impressive growth have been built on an uncompromising commitment to delivering proven return on investment for leading technology companies. This will continue through evolving our PR, social media and influencer relations services to deliver tangible business results underpinned by robust performance commitments and formal service level agreements."

Following a competitive pitch process, Heineken has appointed TLG to advise on and help implement its UK public affairs programme; and Pendomer Communications to advise on its UK corporate communications and media engagement campaign in the UK.

“As the leading Cider & Beer business in the UK, we have a great story to tell about the important contribution we make to the national and local economy through our great cider & beer brands and our pubs - as well as the industry leadership role we take in tackling alcohol misuse," explained
Jeremy Beadles, UK corporate relations director for Heineken.

"Pendomer and TLG will support us in a challenging political environment around alcohol issues, and to better engage with the media on our category leadership in cider & beer.”

"With a clear leadership position and a portfolio of household name brands, Heineken is a very exciting appointment for Pendomer," added Charlie Armitstead, partner for Pendomer. "We look forward to working alongside the in-house team, and to further grow Heineken's corporate profile in this important market."

"Heineken's ambition and commitment to the UK is a very positive and apposite message to take to political opinion formers," added Malcolm Gooderham, managing partner for TLG. "The company is playing an important part in rebuilding the British economy and we look forward to communicating that message to the politicians in the run up to the General Election in 2015."

Both agencies will begin supporting Heineken with immediate effect.

Charlotte Balbirnie joins as a partner and Georgiana Brunner has arrived as a consultant.

Charlotte (nee Kirkham) has over 13 years’ experience in financial and corporate communications. Previously, she worked at M:Commuications where she focused on reputation management, litigious situations, issues management, transactions, corporate governance and digital communications. She has advised a broad range of both private and listed companies in the UK and internationally. Her sector experience is diverse, with a focus on financial services, asset management, investment banking and corporate finance. She was formerly at Bell Pottinger Corporate & Financial.

Georgiana (right) was previously a senior member of the communications team at Apax Partners, where she was responsible for internal and external communications globally. Prior to this, Georgiana was a Director at PR agency Citigate Dewe Rogerson, advising a broad range of clients from start-ups to multinationals. Her sector experience is wide, having worked with blue-chip clients in the private equity, corporate finance, financial services, professional services and fund management industries. She also has significant crisis communications and issues management experience, handling situations for both B2B and consumer-focused clients over the years.

Greenbrook was launched last year with an initial focus on the financial services sector.

“Charlotte and Georgiana are both exceptional individuals and I am delighted they have chosen to join the Greenbrook team,” commented Greenbrook founder Andrew Honnor. “We are fortunate that there continues to be strong demand for the type of work we do. Their arrival significantly increases the capability and scale of the firm and will enable us to offer new areas of expertise over time.”

Charlotte can be reached at cbalbirnie@greenbrookpr.com.

Georgiana can be reached at gbrunner@greenbrookpr.com.

Aegon Ireland has appointed MRM to look after media relations and digital communications for its offshore business headquartered in Dublin.

The MRM account team will be led by founding director Andrew Appleyard, and will work closely with the sales and marketing team. MRM associate director Emma Evans and head of social and digital Michael Taggart will have day-to-day responsibility for managing a wide ranging media relations programme covering both traditional and social media.

“We were impressed with MRM’s integrated approach which complements our other sales and marketing activity," explained Gavin Casey of Aegon. "We believe that we’ve found a media partner with the right skills, track record and knowledge of the UK retirement and savings market.”

“Aegon Ireland has a compelling retirement income proposition," added Emma Evans. "We are excited about working with the team and in playing our part to help it reach its key target audiences via traditional as well as digital media.”

EDF Energy has appointed The Red Consultancy to handle its consumer PR for the next three years following a four-way pitch.

As part of the brief, Red will help EDF Energy build trust with consumers, promote its products and raise the profile of its ‘Feel Better Energy’ brand proposition.

Red will also run day-to-day press office activity and build awareness of the company’s sustainability work, education programme and apprenticeship schemes.

The account was previously held by Weber Shandwick.

Andrew Brown, EDF Energy's brand, sustainability and external comms director, said: "The Red team demonstrated that they have an impressive understanding of the challenges and opportunities we face within the industry.

"They bring with them a wealth of strategic knowledge, creative energy and consumer PR expertise which we believe will serve us well over the next three years. We very much look forward to working with them.

"I would also like to thank the team at Weber Shandwick for all their hard work, advice and support over the last three years. We wish them well for the future."

Isobel Coney, MD, consumer (play) at Red said: "The energy sector is arguably the most high profile and exciting for communication professionals at the moment, and EDF Energy’s appetite to challenge the status quo means we have a phenomenal three years ahead of us."

Redleaf Polhill has been appointed by Enables IT, the AIM quoted provider of cloud, managed and IT consultancy services, as its financial PR advisor.

The appointment is with immediate effect, and the account will be managed by Dwight Burden, Rebecca Sanders-Hewett and David Ison.

“Cloud computing is one of the hottest topics in the IT sector and, as a provider of virtual private cloud computing in a public infrastructure, Enables IT is one of the more interesting plays in the space," explained Rebecca Sanders-Hewett, director at Redleaf Polhill. "It enjoys a steady flow of new contract wins and, with a robust balance sheet and the on-going support of investors, it’s well-positioned for continued growth.

“Redleaf is a leading provider of financial PR for growth companies in the TMT space. We are very pleased to have been appointed by Enables IT and look forward to working with the Company to raise its profile amongst the investor and press audiences.”

Bell Pottinger has appointed Paul Barker as a partner in its financial and corporate practice, where he will join the consumer industries team.

Paul has 16 years’ experience in senior in-house corporate communications and investor relations roles, predominantly in the consumer, media and leisure industries.

Paul spent eight years as director of corporate communications and IR at HMV Group PLC and has held similar roles at Freeserve PLC, Wanadoo UK and Leicester City Plc. More recently he led investor relations and corporate communications at Segro PLC and The Monarch Group respectively. Paul is a former publisher and editor-in-chief at FT Business.

Bell Pottinger became a partnership in 2012 following its buyout from Chime. It has 60 partners globally, backed up by over 230 staff. In the UK the financial practice advises over 160 clients, ranging from FTSE 100 to listed growth companies and multinational private businesses.

“We are delighted to welcome Paul to the team as we continue to build and grow our financial communications capabilities," explained Gavin Davis, managing director of the Bell Pottinger financial practice. "Paul’s in-house experience, investor relations skills and understanding of consumer industries is particularly relevant as we further develop this area of our business.”

“I am delighted to be joining Bell Pottinger at this exciting stage in its development," added Paul. "I have been impressed by its integrated approach to communications and can see clearly, the attractions of its offer to clients. I very much look forward to joining in January.”

Whiteoaks, the Surrey-based technology PR consultancy, has been appointed by the International Association of Broadcast Manufacturers to represent the organisation globally.

The IABM provides advice and a range of services to the converging worlds of broadcast, media and technology and is seeking to raise awareness of its offering, grow its membership, and enhance its model of member engagement.

Whiteoaks will deliver traditional public relations, influencer relations and social media.

The company has an established relationship with the IABM and an understanding of the organisation and its role in the industry.

“We recognise the value of the services, market intelligence and advice that the IABM delivers to its members,” says Gill Craig, chairman, Whiteoaks. “We have worked with the organisation, on behalf of our clients who are members, and have attended several major events over the years. In addition, Whiteoaks has supported IABM events, such as the annual conference and the advanced networking party ahead of NAB.

“For more than ten years we have supported the IABM and are pleased to be assisting the organisation in achieving its PR objectives.”

Abchurch has been appointed by SyQic plc, a provider of live TV and on-demand paid video content across mobile and internet enabled consumer devices, to provide financial PR and investor relations advice for its intention to seek admission of its shares to trading on the AIM Market of the London Stock Exchange.

The Group achieved an oversubscribed fundraise and secured £3.2 million, of which £2.45 million is for the Company. Dealings are expected to commence on AIM on 4 December 2013. Allenby Capital Limited is acting as Nominated Adviser and sole Broker to SyQic.

The account will be led by Henry Harrison-Topham, managing director, supported by Joanne Shears, director, Jamie Hooper, account director and Harriet Rae, account executive.

“The Abchurch team is delighted to be working on the IPO of SyQic," explained Henry Harrison-Topham, managing director of Abchurch. "The Group is operating in an exciting, rapidly growing market and we look forward to supporting SyQic through this successful transaction and in the aftermarket.”

SyQic is a fast growing OTT (Over The Top) provider of live TV and on-demand paid video content across mobile internet-enabled consumer electronics devices such as mobile phones and tablets through its “Yoonic” platform.

UK dairy brand The Collective, set up by two former Gü directors, has brought in food and drink PR consultancy Palm to handle its consumer and trade PR.

The agency has been briefed to manage The Collective’s media profile in the UK and increase brand awareness as the business expands.

The team will also launch a series of limited edition and new product ranges.

A key focus of the campaign will be to communicate the brand’s 'daring dairy' positioning via pop-ups, sampling events and creative stunts.

Amelia Harvey, The Collective's UK co-founder, said: "Palm PR is a results-driven, dynamic agency with a solid understanding of the food and drink industry. We were impressed with the creative ideas they presented to us and we look forward to these coming to life as we launch new products in 2014."

Emily Keogh, Palm PR MD, said: "The Palm PR team is delighted to be representing The Collective. We truly believe that it is one of the UK’s most exciting food and drink brands, providing excitement, innovation and delicious quality to the dairy category. We look forward to working with their team and helping the company continue its strong growth and expansion."

The Collective was launched in the UK in June 2011 by ex-Gü directors Amelia Harvey and Mike Hodgson, who believed there was a gap in the market for a new yoghurt which "didn’t take itself too seriously".

3 Monkeys has been handed a six-figure brief from United Biscuits to handle its consumer, CSR and corporate PR following a five-way pitch.

The agency has been briefed to support United Biscuits' business growth strategy, which is being led by its new CEO Martin Glenn, who joined the company seven months ago from previous CEO roles at Birds Eye Iglo, PepsiCo and Walkers Snack Foods.

Martin said: "3 Monkeys really impressed us with their grasp of our business and brands, their insights into how we address the brief, how to get the creative cut through we need, their theory on emotional vs rational PR and quite frankly their unmatched passion.

"The fact that they are independent also appeals. We’ve got so many great corporate, CSR and brand stories to tell and we believe they were the best placed team in the pitch line up to help us do that."

A key part of activity will be to promote and contemporise the United Biscuits family and its brands which include McVitie’s, Penguin, Jacob’s, Twiglets and Mini Cheddars, in Britain and globally. 3 Monkeys will also work alongside creative agency Grey London, which was handed a creative brief by United Biscuits in August.

Angie Moxham, owner and founder of 3 Monkeys, said: "This is a very significant win for 3 Monkeys and we’re proud as punch to have beaten off some really stiff competition from some of the industry’s best known and much bigger agencies.

"Having a CEO who truly gets and wants to actively support PR from the very top as Martin does is fantastic and a rare treat. The chemistry felt great from the start and the pitch process was managed with a best practice model, which allowed us to do a thorough job. We’re looking to become fully integrated with both the in-house teams and all their other agencies from the off."

The pitch process was led by Matthew Brown, McVitie’s brand director, with support from Roth Observatory International.