Friday, 25 September 2026

Could Data Centres Help Heat Our Towns and Cities?

By Bryony Evans, Intermediate Environmental Consultant at chapmanbdsp

When we talk about data centres, we usually talk about electricity: how much they use and how demand for AI and cloud services is increasing the pressure on the grid. 

But there is another side to the story. Data centres also produce heat, much of which is released into the air.

Could that heat help warm nearby buildings?

That is the opportunity behind heat networks. These shared systems carry heat from a central source to buildings such as homes, hospitals, universities and offices. A data centre could supply some of that heat while continuing to provide the digital services on which businesses rely.

The idea is attracting greater attention as England develops heat network zoning. Under the Energy Act 2023, the government has powers to identify areas where networks are expected to offer a cost-effective, low-carbon way to heat buildings. 

It expects zoning regulations to go live later in 2026, with support for at least ten large towns and cities to establish zones soon afterwards.

For data centre developers, that could change an early planning question. Alongside access to power and suitable land, they may need to ask: who nearby could use the heat?

Making the connection is easier said than done. Heat is most useful when there is demand reasonably close to its source. The heat leaving a data centre may also need a heat pump to raise its temperature before a network can distribute it. Pipes cost money, and operators, network providers, councils and building owners need agreements that work over many years.

Timing matters too. A data centre might open well before neighbouring homes or commercial buildings are ready to receive heat. If each development is planned separately, the chance to connect them could disappear.

Heat zoning offers a way to spot those opportunities earlier. By mapping where demand is likely to grow, it can help developers and local authorities consider shared infrastructure while plans are still taking shape.

This will not make every data centre a practical heat supplier. Location, cost and future demand will determine whether an individual project works. But where the conditions are right, capturing heat could give a local community a useful benefit from the growth of digital infrastructure.

As the UK builds more data centres, their heat deserves a place in the conversation from the start.

Bryony Evans is an Intermediate Environmental Consultant at building services and environmental consultancy chapmanbdsp. 

https://www.chapmanbdsp.com

Years ago District Heating was held up as a model method of using industrial waste heat to provide heating for neighbouring homes. Let's hope data centres can re-activate this idea.

Tuesday, 22 September 2026

Are Your Employees Holding Back Their Best Ideas?

Over four in ten UK adults say their experiences at work have led them to contribute less than they are capable of. 

That is the finding behind this year’s Psychological Safety Week, which runs from 21 to 25 September. The organisers have a name for the problem: Talent Hushing.

Business psychologists Pearn Kandola use the term to describe what happens when organisations fail to hear, recognise or make full use of people’s ideas and abilities. 

It can be as simple as an employee deciding that a suggestion will be dismissed, or that raising a concern will make their working life harder.

According to Pearn Kandola, 43% of UK adults in its July research said they contribute less than they could because of their experiences at work. That figure should make employers pause. 

It does not tell us exactly how much productivity is lost, but it does suggest many organisations may be missing useful contributions from people already on their payroll.

Think of the colleague who spots a flaw in a plan but stays quiet during the meeting. Or the person with an idea for improving customer service who has learnt that suggestions go nowhere. Sometimes the cost of silence is a missed opportunity; sometimes it is a problem that grows because nobody felt able to flag it early.

Professor Binna Kandola OBE, Pearn Kandola’s co-founder, warns that employees may hold back when they believe their ideas will not be heard or that staying quiet is safer. 

He suggests the scale of the finding could make Talent Hushing a national productivity issue.

For managers, the first step is to look at what happens after someone speaks up. Are questions welcomed? Are concerns taken seriously? When a suggestion cannot be adopted, does anyone explain why? Inviting feedback means little if staff repeatedly see it ignored.

Psychological Safety Week is offering free online sessions and resources on leadership, trust and the conditions that help people contribute. This year’s headline sponsor is Personnel Today. The remaining live sessions include discussions of whose ideas get heard and how teams handle disagreement.

Employers and individuals can register for free through the Psychological Safety Week website. It could be a useful prompt to ask a deceptively simple question: whose ideas are we currently missing?

https://www.psychologicalsafetyweek.com

Are Your Premises Still Too Loud?

We’ve raised the issue before on That’s Business: why do so many shops, shopping centres, pubs, cafés and restaurants insist on being so loud?

Unfortunately, it doesn’t seem to be going away.

Background music can help create an atmosphere. In the right circumstances it can make a shop feel welcoming or give a restaurant or bar some character. 

But there is a considerable difference between pleasant background music and noise which forces customers to raise their voices simply to hold a conversation.

And music isn't the only culprit.

Hard floors, bare walls, exposed ceilings and large expanses of glass may look fashionable, but they can create highly reverberant spaces where conversations, clattering crockery, coffee machines and other everyday noises combine into an exhausting wall of sound.

As we’ve mentioned in our previous posts about noisy retail premises, shopping centres and eating places, this isn't merely about personal preference.

For people with hearing difficulties, tinnitus, sensory sensitivities or certain disabilities, excessively noisy premises can be particularly difficult. Older customers may also struggle to distinguish conversation from background noise.

On a personal note, I use hearing aids, and I know first-hand that they don't necessarily solve the problem. 

In some very noisy environments they can actually make matters worse. Instead of simply making the person I'm talking to easier to hear, they can also pick up and amplify background conversations, music, clattering plates and other surrounding sounds. The result can be a confusing jumble of noise in which following a conversation becomes extremely difficult.

That's worth remembering when businesses assume that customers with hearing loss can simply turn up their hearing aids and carry on as normal. Modern hearing aids can be remarkably sophisticated, but they cannot always compensate for a badly designed or unnecessarily noisy environment.

There is a business issue here, too.

If customers cannot comfortably talk to each other, hear staff or concentrate on what they are buying, how long will they want to remain on the premises?

A restaurant might spend thousands of pounds creating a beautiful interior and developing an excellent menu, only to undermine the experience with excessive noise. 

A retailer may carefully train staff to provide good customer service, yet customers can't properly hear what those staff are saying.

And what about employees?

Customers can leave. Staff may have to endure the same noisy environment for an eight-hour shift. Businesses therefore need to think about noise as both a customer-experience and workplace issue.

The good news is that reducing noise doesn't necessarily mean turning somewhere into a library.

Businesses could start by actually measuring sound levels at different times of day rather than relying on impressions. Managers should also experience the premises from a customer's perspective: sit at a table, walk around the shop or try having an ordinary conversation. You could even look at hiring a specialist noise consultation who is a member of the UK Association of Noise Consultants     https://www.association-of-noise-consultants.co.uk

Simple changes can help. Turn background music down. Introduce sound-absorbing materials where appropriate. Consider acoustic panels, soft furnishings and better positioning of speakers and noisy equipment. Most importantly, ask customers and staff what they think.

There is nothing wrong with a lively atmosphere.

But when lively becomes uncomfortably loud, businesses risk driving away the very people they are trying to attract.

Perhaps it's time to ask a very simple question:

Are your premises still too loud?

Wednesday, 16 September 2026

Could Smarter Employee Benefits Help Businesses Retain Their Best People?

With employers continuing to face rising costs, a Hampshire accountancy and business advice firm is urging businesses to consider tax-efficient rewards and benefits as a way of retaining valued employees.

HWB Chartered Accountants says organisations should look beyond simply increasing salaries and examine the wider range of incentives available.

The advice coincided with National Payroll Week, running from 7–11 September, and comes as employers prepare for the Chancellor’s Budget on 28 October and any further impact it may have on business costs.

Gary Brown, director at HWB (PICTURED) told That's Business that competitive salaries remain essential for recruitment and retention. However, businesses may be able to use their existing reward budgets more creatively to improve staff engagement and loyalty.

“For many businesses, the challenge is not simply attracting people but keeping the good people they already have,” he said.

“At a time when employers are facing significant cost pressures, increasing salaries across the board is not always the only, or most sustainable, answer.”

Options can include tax-advantaged employee share schemes, subject to eligibility requirements. These include Enterprise Management Incentives, Save As You Earn schemes, Company Share Option Plans and Share Incentive Plans.

Businesses may also use “trivial benefits” to provide small gestures of appreciation without creating an Income Tax or National Insurance liability, provided all relevant conditions are met.

Generally, a trivial benefit must cost no more than £50, cannot be cash or a cash voucher, must not form part of an employee’s contract and cannot be given as a reward for particular work or performance.

Long-service awards offer another opportunity to recognise loyalty. Qualifying non-cash awards may be exempt from tax where an employee has completed at least 20 years’ service and has not received a similar award during the previous ten years.

Other possibilities include employee suggestion schemes, recognition awards, staff social events, additional training, career development opportunities and flexible working arrangements.

However, businesses should avoid introducing benefits simply because they appear attractive. Employers need to understand what their employees genuinely value, what the business can afford and how each benefit will be treated for tax purposes. Professional advice may be appropriate before introducing a new scheme.

National Payroll Week is organised by the Chartered Institute of Payroll Professionals. It recognises the contribution made by payroll professionals who ensure millions of UK employees are paid correctly and on time.

HWB is based at Chandler’s Ford, near Southampton, and provides business and tax advice. Further information about its payroll services can be found at www.hwb-accountants.com.

Monday, 14 September 2026

From Royal Mail to ‘Royal Fail’: What Has Gone Wrong With Britain’s Postal Service?

There was a time when Royal Mail was regarded as one of those dependable British institutions. 

Post a First Class letter and there was a very good chance it would arrive the following morning.

Today, disgruntled customers increasingly refer to the service as “Royal Fail.” 

It is an unflattering nickname, but the official figures suggest that the dissatisfaction behind it cannot simply be dismissed as grumbling.

According to Ofcom, during 2025/26 Royal Mail delivered just 75.7% of First Class mail within one working day, against the then target of 93%. Second Class achieved 90.2% within three working days, against a target of 98.5%.

Even more strikingly, Royal Mail failed to achieve its local First Class target in any of the 118 postcode areas measured during 2025/26. It also completed only 77.4% of daily delivery routes against a 99.9% target.

There are some areas were mail deliveries have fallen from six days out of seven to once a week, or even worse.

Some areas report mail delivery staff repeatedly delivering mail to the wrong address which then has to be re-delivered to the correct addresses by residents.

So what has gone wrong?

Part of the problem is that Royal Mail is trying to operate a network designed for a very different age.

Twenty years ago it was handling around 20 billion letters annually. By 2025 that had fallen to approximately 6.5 billion. Yet Royal Mail still has to maintain a nationwide delivery network serving millions of addresses.

That creates a difficult economic equation: fewer letters travelling through a network that still has to reach virtually every home and business in Britain.

But declining letter volumes cannot excuse persistent poor performance. Ofcom fined Royal Mail £21 million in October 2025 for missing its 2024/25 targets, following fines of £10.5 million for 2023/24 and £5.6 million for 2022/23.

There is also the question of priorities. Parcels have become increasingly important commercially as online shopping has expanded. Ofcom's current investigation into Royal Mail's 2025/26 performance specifically says it will consider the issue of parcel prioritisation.

For businesses, meanwhile, unreliable letters aren't merely inconvenient. Late invoices, contracts, replacement bank cards, legal documents and appointment letters can have genuine consequences.

Are lower standards the answer?

Ofcom has now changed the Universal Service requirements. From April 2026, the First Class target became 90% delivered the next working day and the Second Class target 95% within three working days. Second Class letters can also move to alternate-weekday delivery.

Importantly, new safeguards require 99% of First Class letters to arrive within three working days and 99% of Second Class letters within five.

There is a danger, however, that continually changing targets can look suspiciously like redefining success rather than improving the service.

How can Royal Mail be fixed?

First, Royal Mail needs sufficient frontline staff and realistic workloads so that completing delivery rounds becomes the norm rather than the exception.

Secondly, modernisation is unavoidable. Sorting, route planning, tracking and automation should be used to make postal workers more productive rather than simply cutting costs.

Thirdly, regulation needs teeth. Repeated fines clearly haven't yet produced consistently acceptable performance. Indeed, Parliament's Business and Trade Committee concluded in May 2026 that Ofcom had failed to drive improvements quickly enough.

There are signs that change may finally be coming. Royal Mail has committed to investing £500 million over five years as part of its improvement programme, while the new delivery model is expected to be rolled out by Christmas 2026.

But ultimately the test is remarkably simple.

Customers buy a First Class stamp because they expect First Class service. Businesses use Royal Mail because they expect their post to arrive reliably. People should not have to wonder whether an important letter will take one day, three days or considerably longer.

Royal Mail doesn't need another slogan or corporate reorganisation nearly as much as it needs to rediscover something much simpler: reliability.

If that happens, perhaps the “Royal Fail” nickname will eventually disappear.

Until then, unfortunately, Royal Mail has given its critics plenty of ammunition.

Friday, 11 September 2026

That's Food and Drink: Could the Mobile Shop Be Ready for a Comeback?

That's Food and Drink: Could the Mobile Shop Be Ready for a Comeback?: There was a time when the shop came to you. Mobile grocers, butchers, fishmongers and other travelling shops were once a familiar sight in B...

That's Food and Drink: Could the Mobile Shop Be Ready for a Comeback?

That's Food and Drink: Could the Mobile Shop Be Ready for a Comeback?: There was a time when the shop came to you. Mobile grocers, butchers, fishmongers and other travelling shops were once a familiar sight in B...

Tuesday, 8 September 2026

Monday, 7 September 2026

Multi-network SIM technology supports sensitive remote surveillance by private eyes and others

The Covert Group is using KeySIM’s multi-network Internet of Things (IoT) SIM cards to provide reliable connectivity for remotely operated CCTV cameras and surveillance applications during sensitive security deployments.

The company designs and manufactures its own covert cameras, apps and supporting technology for professional investigators, surveillance teams, law enforcement organisations and councils. 

Its equipment can be deployed for both short-term and long-term operations in urban, rural and remote locations.

The Covert Group has worked with KeySIM for four years, and its connected equipment is now used by hundreds of private investigators.

Reliable connectivity is vital during surveillance work. Authorised users must be able to access footage, manage cameras and respond to changing operational requirements without visiting the deployment site.

However, covert cameras are often installed in places where fixed broadband or Wi-Fi is unavailable. Mobile coverage can also vary significantly, making a SIM card tied to a single mobile network unsuitable for many operations.

The Covert Group selected KeySIM’s unsteered multi-network IoT SIM, which can connect through Vodafone, O2, EE and Three in the UK, as well as participating networks overseas. This gives deployed equipment a better opportunity to establish and maintain a mobile connection, even when the strongest network cannot be identified beforehand.

KeySIM’s cards are installed in Teltonika routers connected to The Covert Group’s cameras and applications. Authorised investigators can use the KeySIM VPN and the SIM’s private IP address to access and control the router and associated equipment remotely.

Teltonika routers can also receive SMS commands, providing an alternative way to control or reconfigure equipment if the normal data connection becomes unavailable.

Another important consideration is the possibility that covert equipment may be lost, damaged or discovered during a deployment. KeySIM operates without a minimum contract, enabling The Covert Group to cancel a subscription immediately if a camera or router cannot be recovered.

Vernon Griffiths, founder of The Covert Group, said connectivity was a critical part of the company’s complete surveillance system.

“If equipment loses its connection at the wrong moment, vital footage can be lost or become inaccessible, which can have serious consequences for an investigation,” he explained to That's Business.

Graham Robinson, Managing Director of KeySIM, said the combination of multi-network access, secure VPN connectivity, private IP addresses and SMS control gives investigators several ways to communicate with deployed equipment.

For The Covert Group, bringing together purpose-built cameras, supporting applications and flexible connectivity provides surveillance professionals with a practical system designed for the unpredictable conditions encountered during real-world investigations.

https://www.keysim.co.uk

Rural Broadband Adopts KeySIM for Flexible Countryside Connectivity

Rural Broadband founder and Managing Director Richard Dix is using KeySIM’s multi-network Internet of Things (IoT) SIM cards to provide temporary and ad hoc internet connectivity in rural locations.

Dix has over 40 years of experience in computing and communications technology. His interest began when he acquired a Sinclair ZX80 in 1980, at the dawn of the home computer revolution. 

He became a Mac user in 1989 and subsequently developed extensive expertise in computer support, mobile broadband, fixed connectivity, event Wi-Fi and broadcasting.

In 2000, Dix established Rural Broadband from his former family farm in Heacham, West Norfolk. This rural background gave him first-hand knowledge of the connectivity difficulties facing homes, farms and businesses situated beyond the reach of dependable fixed-line services.

Today, Rural Broadband specialises in delivering internet access in places where conventional solutions are unavailable or unsuitable. Its services include mobile broadband, fibre-to-the-cabinet solutions and temporary Wi-Fi for businesses and events, including festivals and county shows held in fields and other challenging locations.

Dix is also a director of West Norfolk community broadcaster KL1 Radio and is involved with local information platform Town and Around.

KeySIM provides Rural Broadband with another flexible tool for temporary installations. A single SIM can connect to Vodafone, O2, EE or Three, removing the need to carry and swap several network-specific SIM cards.

Through KeySIM’s Network Steerer, the SIM can also be remotely directed towards a selected mobile network. Its pay-per-megabyte pricing model is particularly suitable for temporary internet services, occasional assignments and equipment that only connects intermittently.

“For temporary internet access, events and ad hoc work, KeySIM is a great option,” Dix told That's Business.

“We can arrive with one SIM that has access to Vodafone, O2, EE and Three instead of trying to predict which network will work best.

“That flexibility is particularly valuable in the countryside, where coverage can change considerably from one location to another.”

Graham Robinson, founder of KeySIM, said Dix understood that there was no universal answer to rural connectivity.

“KeySIM gives him another practical tool, particularly for temporary installations and ad hoc work where access to all four major UK networks through one SIM can make a real difference,” he explained.

The collaboration brings together Dix’s technical experience and understanding of rural communities with KeySIM’s flexible approach to mobile connectivity, helping Rural Broadband respond more efficiently when reliable internet access is required at temporary, remote or unpredictable locations.

https://www.keysim.co.uk

https://ruralbroadband.co.uk

Sunday, 6 September 2026

Wednesday, 2 September 2026

Pressat and SWNS Partnership Opens Businesses to 65 Regional News Websites

Businesses seeking to raise their profile across the UK now have a new way to place their announcements before regional audiences, following a collaboration between press release distribution platform Pressat and news agency SWNS.

The partnership introduces an optional distribution circuit through which Pressat clients can have their press releases published on 65 regional news websites. 

Content will appear as a clearly identified branded feature for sharing company announcements.

For businesses, regional visibility can be valuable. A national campaign may generate broad awareness, but coverage tailored to particular towns, cities and regions can help a company reach customers, partners and stakeholders closer to the markets it serves. It may also benefit international organisations looking to build recognition and credibility among UK consumers.

SWNS was founded in the 1970s and has supplied breaking news, features, photographs and other multimedia material to publishers for around 50 years. Its longstanding relationships with national and regional media organisations underpin the distribution option now available to Pressat users.

“The UK media market is highly competitive, and visibility in this region is crucial for any organisation looking to grow, whether they are based here already or international firms looking to reach UK consumers,” Alison Lancaster, CEO of Pressat told That's Business.

“This partnership with SWNS gives our clients a direct route into some of the most trusted regional media outlets in the country.”

Martin Winter, managing director at SWNS,told us: “We have been supplying trusted news content to publishers for 50 years. By working with Pressat, we’re enabling brands and businesses to connect with readers through established, respected platforms.”

Pressat has operated since 2010 and has developed into one of the UK’s leading press release distribution services. 

The platform disseminates content and images, helping organisations reach journalists, publishers and audiences.

The new collaboration broadens that offer by allowing users to add regional online placement to their campaigns. As the resulting articles are branded features, businesses should regard them as a complement to traditional media outreach rather than a substitute for independently selected editorial coverage.

Nevertheless, for organisations that want greater reach, a stronger regional presence or more opportunities for their announcements to be discovered online, the partnership could provide a useful additional route to market.

The new SWNS distribution circuit is now live and available to Pressat users. Further information is available from Pressat https://pressat.co.uk

Saturday, 29 August 2026

When Digital Becomes a Barrier: Why Vital Services Still Need a Human Alternative

Technology is supposed to make life easier. Quite often, it does.

Apps let us manage bank accounts without visiting a branch, or when we aren't near a branch. 

QR codes can take us instantly to menus, information and payment pages. 

Online portals allow appointments to be booked at any hour, while automated chatbots can deal with straightforward enquiries without leaving people sitting in a telephone queue for hour after hour. Taxis can be booked in seconds.

But there is an increasingly important question we need to ask: what happens to people who simply cannot cope with all this technology?

There is a danger that, in the understandable rush towards digital services, organisations are confusing digital convenience with universal accessibility.

They aren't the same thing.

Not Everyone Can Simply "Go Online"

We've probably all encountered instructions such as:

"Scan the QR code."

"Download our app."

"Use our online portal."

"Speak to our virtual assistant."

For somebody comfortable with smartphones and computers, that's usually straightforward.

For others, it can represent an almost impenetrable barrier.

Some people suffer from technophobia, a genuine fear or severe anxiety surrounding the use of technology. 

Others may have learning difficulties, cognitive impairments, poor eyesight, problems with manual dexterity or conditions affecting memory and concentration.

There are also people who simply haven't developed the digital skills many organisations now assume everyone possesses.

Age can sometimes be a factor, but we should be careful about assuming this is exclusively an issue affecting older people. 

There are younger people who struggle with technology too, just as there are people in their 80s and 90s who happily use smartphones, tablets and computers.

Poverty matters as well.

"Use our app" assumes somebody owns a compatible smartphone, has sufficient storage space to install another application and can afford a reliable mobile data connection.

"Visit our website" assumes internet access.

"Scan this QR code" assumes somebody knows what a QR code is and has a device capable of using it.

Those are considerable assumptions when access to healthcare, banking, utilities, transport, housing, government services or other essentials may be at stake.

Chatbots Aren't Always the Answer

Automated systems present another problem.

A well-designed chatbot can be useful for simple questions. But anyone who has spent ten frustrating minutes repeatedly explaining something to a bot only to receive irrelevant answers will understand their limitations.

Some areas of the UK be they heavily built up urban areas or rural areas simply do not have mobile digital access for a variety of reasons. 

Sometimes people need to speak to another person.

That's particularly important when somebody has an unusual problem which doesn't conveniently fit into the options anticipated by the software developer.

"Computer says no" was once a comedy catchphrase. Increasingly, it can feel uncomfortably close to reality.

Digital First Mustn't Mean Digital Only

None of this means we should abandon technological progress.

Far from it.

Apps, websites, QR codes, artificial intelligence and automated systems can make organisations more efficient and services dramatically more convenient. For millions of people, they are the preferred way of doing things.

The problem begins when the alternative disappears.

Organisations providing essential or important services should maintain reasonable non-digital options. That might mean a telephone number answered by a person, a staffed counter, paper documentation or simply an employee who can help somebody through the process.

And those alternatives shouldn't be deliberately made difficult to find in an attempt to force customers online.

There's an important principle here.

Good technology gives people more ways of accessing a service. Bad implementation uses technology to take choices away.

Digital transformation shouldn't mean leaving behind those who cannot transform with it.

Perhaps the real test of technological progress isn't how sophisticated our apps, bots and online systems become.

It's whether the services behind them remain accessible to everyone.

Friday, 28 August 2026

Thursday, 27 August 2026

That's Green: New global database maps more than 800 businesses ...

That's Green: New global database maps more than 800 businesses ...: REUSE Foundation has launched REUSE.IQ, a free global database featuring more than 800 reuse and circular economy businesses helping reduce ...

Don’t Buy Blind: £1.99 Area Autopsy Report Checks What’s Beyond the Front Door

When buying a home, it’s normal to spend considerable time and money checking the property itself. 

Surveys are commissioned, mortgages arranged and searches carried out. 

But how much investigation goes into the neighbourhood you’ll actually be living in?

UK property-tech start-up Area Autopsy believes checking the area should become just as routine as checking the house.

Its new online service costs just £1.99 per report and carries out 47 graded checks on a UK location, helping homebuyers and renters discover more about an area before making a potentially very expensive commitment.

The checks cover subjects including crime, schools, transport, housing, local amenities, the environment, demographics, parking, accessibility, noise and other factors that could influence someone’s decision to move there.

As Area Autopsy co-founder Zaradan Rumbelow points out, there’s an important distinction between a property and its surroundings.

“You can change the kitchen, decorate the bedrooms and replace the bathroom. You can’t move the road, the railway or the neighbourhood.

“We want checking the area to become as normal as checking the house.”

Importantly, Area Autopsy isn’t attempting to label neighbourhoods as simply “good” or “bad.” What makes an ideal location is highly personal. Excellent transport connections and a bustling town centre might appeal enormously to one buyer, while another might prioritise peace, quiet and fewer people.

Instead, the reports are designed to highlight information users may wish to investigate further.

There could also be benefits for the rental sector. Giving prospective tenants more information about an area before they sign up could help them decide whether a location genuinely suits their lifestyle. 

For landlords and letting agents, tenants who have researched an area before moving could potentially mean fewer avoidable early departures.

“We’re not trying to make the decision for people,” explains Rumbelow to That's Business.  “We’re trying to give them more information before they make it.”

With no subscription required, the £1.99 price is deliberately low. Area Autopsy hopes this will encourage buyers and renters to make an “area check” another standard part of moving home.

The service is also working with property professionals interested in offering the reports to their clients.

Considering someone might be preparing to spend £200,000, £300,000 or considerably more on a home, £1.99 to learn a little more about what surrounds it could be money well spent.

Area Autopsy’s message sums up the concept neatly: “Don’t buy blind.”

https://www.areaautopsy.co.uk

Freelancer Financials celebrates milestone of 1,000 five-star Google reviews

Specialist mortgage broker Freelancer Financials is celebrating a significant milestone after receiving its 1,000th five-star Google review.

Part of Mortgage Quest Limited, Freelancer Financials has spent more than 20 years helping contractors, company directors and self-employed people secure mortgages, particularly those whose income arrangements may not fit comfortably within the traditional criteria used by high street lenders.

The achievement reflects a reputation built not simply on finding mortgage products, but on understanding the often complicated circumstances of people working outside conventional salaried employment.

John Yerou, Managing Director of Mortgage Quest Ltd, told That's Business: “I'm delighted to hit this significant landmark of positive feedback from clients. We find the right mortgage for each client's specific individual circumstances, and everyone is different.

“The reviews show that our brokers use their expertise to make our clients' property aspirations a reality, and I love seeing how much that is valued.”

Head of Mortgage Sales George Yerou added that buying a home can be particularly stressful when a borrower's income does not fit the standard high street model.

“We’re incredibly proud to have reached one thousand five-star reviews,” he told us. “This milestone cements the fact that we excel in helping contractors and the self-employed buy their dream home, while offering consistently excellent customer service.”

Complex cases need individual attention

Looking through the company's reviews reveals recurring praise for clear communication, patience and brokers willing to understand unusual or complicated financial circumstances.

One client approached Freelancer Financials after three other brokers had declined to help because she was contracting abroad and did not yet have a first year's accounts. Broker Archie Hogg subsequently helped the couple secure a mortgage and, when market conditions changed, found an improved deal reportedly saving them more than £200 a month.

Other reviewers describe brokers persevering with difficult property chains, challenging circumstances and lengthy applications, while keeping clients informed throughout the process.

That specialist knowledge is underpinned by Freelancer Financials' long involvement in contractor mortgages. The business pioneered “contract based underwriting”, where a contractor's day rate can be used to establish affordability rather than relying solely on conventional payslips, accounts or tax documentation.

The company says it has now worked with more than 40,000 contractor clients.

Freelancer Financials is also a multi-award-winning, independent family business directly authorised by the Financial Conduct Authority.

However, perhaps the most telling measure of its success is considerably simpler: 1,000 customers have now taken the time to award it five stars.

For a business operating in an industry where trust, communication and expertise really matter, that's a milestone worth celebrating.

https://mortgagequest.co.uk

Wednesday, 26 August 2026

How to Promote Your Town, Village or City District

Every town, village and city district has a story to tell. 

It might be known for its independent shops, historic buildings, beautiful countryside, lively markets or simply its strong sense of community. 

The difficulty is making sure people beyond the immediate area hear that story.

Promoting a place does not necessarily require a huge advertising budget. It requires local businesses, community groups, residents and public bodies to work together and present a clear, attractive identity.

Decide What Makes the Place Special

The first step is to identify what makes your area different. Avoid vague claims such as “a great place to visit.” Instead, focus on something tangible.

Does the area have an unusually good selection of independent retailers? Is there a historic market, attractive canal, famous local product or thriving food scene? Perhaps it is an excellent base for walkers, cyclists or families looking for an affordable day out.

A distinctive identity helps people understand why they should visit.

Build a Recognisable Local Brand

A simple name, logo and visual style can give promotional activity a consistent appearance. This does not mean replacing the town’s existing identity. It means creating a recognisable banner under which businesses and organisations can work together.

The branding can be used on posters, websites, shop windows, social media posts, event programmes and reusable shopping bags. Local businesses could also display stickers showing that they are part of the campaign.

Make Better Use of Social Media

Social media offers one of the least expensive ways to promote an area, but accounts must be active and interesting.

Rather than continually posting advertisements, share photographs of attractive streets, introduce local business owners and publicise forthcoming events. Short videos showing markets, cafés, parks and unusual local landmarks can perform particularly well.

Encourage residents and visitors to share their own photographs using a consistent hashtag. Always obtain permission before reusing somebody else’s images.

Give People a Reason to Visit

Regular events keep an area in the public eye. These could include food festivals, Christmas markets, heritage weekends, book fairs, live music, art trails or late-night shopping evenings.

Smaller activities can be effective too. A scarecrow trail, shop-window competition or local history walk may attract families without costing a fortune.

Businesses should plan together so that cafés, pubs, shops and attractions are open when visitors arrive. Nothing damages a promotional campaign more quickly than inviting people into an area only for them to find locked doors and outdated opening times.

Work Together

Individual businesses can promote themselves, but a coordinated campaign will usually reach a much larger audience.

Traders’ associations, parish councils, Business Improvement Districts, tourism groups and community organisations can share costs and expertise. A café might provide refreshments for an event, a printer could produce programmes and a photographer could supply images.

Local schools, churches, sports clubs and voluntary groups can also help spread the word.

Make Information Easy to Find

Every campaign needs a reliable online home containing current information about parking, public transport, accessibility, toilets, attractions, accommodation and opening hours.

A visitor should not have to search several outdated websites to plan a simple day out. Google Business Profiles should also be checked regularly because inaccurate opening times can cost businesses customers.

Clear street signs, maps and information boards remain important. Not everybody wants to download an app simply to find the town centre.

Tell Stories, Not Just Statistics

People connect with stories. Introduce the baker whose family has worked in the village for generations, the entrepreneur restoring an empty shop or the volunteers protecting a local landmark.

Send these stories to newspapers, magazines, bloggers, radio stations and regional television programmes. Good photographs and accurate contact details make it much easier for journalists to use the material.

Look After the Basics

Promotion can attract visitors, but their experience determines whether they return. Clean streets, welcoming businesses, tidy shopfronts, accessible pavements and well-maintained public spaces are all part of marketing a place.

The most successful destination campaigns are not built around slogans alone. They grow from local pride, cooperation and a genuine determination to give visitors a good experience.

Promote what is distinctive, make information easy to find and give people something worth talking about. A place’s greatest ambassadors will always be the people who live and work there.

I have worked as a member of a team that helped promote a small market town. The town hosts walking festivals, a short story competition and an arts festival, but all, successfully, operated on a tightly controlled budget.

How AI Could Help Governments Listen More Effectively to Citizens

Artificial intelligence could make public consultations more accessible, efficient and inclusive, according to a new Policy Brief from the Bertelsmann Stiftung.

Produced in collaboration with the Organisation for Economic Co-operation and Development (OECD), Artificial Intelligence and the Future of Citizen Participation examines 50 case studies from 22 countries.

The research shows how governments and civil society organisations are already employing AI to analyse public feedback, moderate discussions, answer questions and help more people take part in democratic processes.

One of AI’s most valuable abilities is making sense of large quantities of information. Public consultations can attract thousands of comments, suggestions and personal accounts, creating a considerable administrative task. AI systems can organise these contributions, recognise recurring themes and produce summaries for human officials to examine.

This could allow public bodies to understand people’s opinions more quickly without overlooking contributions simply because too much information has been submitted.

The study identifies nine principal uses for AI in citizen participation: sense-making, information development, translation, transcription, virtual assistance, facilitation, moderation, simulation and participation architecture.

Sense-making, automated translation and virtual assistance are currently among the most widespread. Translation and transcription can remove some of the barriers preventing people from participating, while chatbots can help residents locate information and discover how to contribute to consultations.

There are already encouraging examples. In Cambridge, an AI tool was used in 2024 to help analyse qualitative responses to a public consultation. It reportedly reduced the time required by approximately 50 per cent.

In Finland, the innovation agency Sitra used the AI-powered Polis platform during its “What do you think, Finland?” consultation. More than 18,000 people took part.

For governments, and for businesses supplying technology to the public sector—the potential opportunities are considerable. AI could enable participation exercises to reach larger audiences without producing an unmanageable administrative burden.

However, the report also highlights some serious risks.

Biased training data could distort the interpretation of public opinion, while systems that cannot explain how they reached their conclusions may undermine confidence in the process. People without reliable internet access or adequate digital skills could also find themselves excluded.

Public bodies may lack the specialist knowledge needed to evaluate AI systems properly. There is also the danger of becoming dependent on proprietary platforms controlled by individual technology suppliers.

The Policy Brief recommends action in three broad areas: guardrails, enablers and public engagement. Governments should establish clear rules for the use of AI, develop internal expertise and involve citizens in the design and supervision of participation systems.

The central message is that AI should support democratic judgement, not replace it. Technology may be able to sort thousands of comments or translate contributions almost instantly, but decisions must remain accountable to people.

Used carefully, AI could help governments listen to more voices and respond more effectively. Used without sufficient transparency or oversight, it could damage the very trust that citizen participation is intended to build.

The Policy Brief, Artificial Intelligence and the Future of Citizen Participation, can be downloaded from the Bertelsmann Stiftung website, here:- https://www.bertelsmann-stiftung.de/en/publications/publication/did/artificial-intelligence-and-the-future-of-citizen-participation

Tuesday, 25 August 2026

What’s in a Name? The Pros and Cons of Giving Your Business a Memorable Moniker

Choosing a business name can be surprisingly difficult. Do you play it safe with something solid and professional, or choose something clever, amusing or downright quirky that people are unlikely to forget?

There are plenty of businesses that have taken the second route. 

A good example is estate agency EweMove, a name that immediately suggests both property and moving while throwing a sheep-related pun into the mix. 

Whether you groan or smile, you've probably remembered it... and that's rather the point.

For a new business, memorability is one of the biggest advantages of an unusual name. If somebody sees ten estate agents advertised and nine have conventional names while the tenth is called EweMove, which one are they most likely to remember later?

An entertaining name can also give a business an instant personality. It suggests that there are human beings behind the company rather than an anonymous corporate machine. That can be particularly useful for independent businesses competing against much larger organisations with substantially bigger advertising budgets.

There's also considerable marketing potential. Clever names can make good vehicle graphics, shop signs and social media content. People might even photograph a particularly funny business name and share it online, providing valuable publicity that didn't cost the company anything.

But there are drawbacks.

A joke that seems hilarious when you launch the company might feel rather tired after you've explained it for the 10,000th time. Humour also varies enormously between people, generations and cultures. What sounds witty to one person can sound childish, confusing or even inappropriate to somebody else.

There's also the question of credibility. Calling a café, brewery or pet-grooming business something amusing may work beautifully. Customers might be less enthusiastic about handing their life savings to an investment company whose name sounds like a punchline.

And before falling in love with your brilliant new name, there are practical matters to consider. Is the company name available? Can you secure a suitable website domain and social media accounts? Could it be confused with an existing brand or potentially infringe somebody else's trade mark?

Most importantly, does the name still work when the business grows?

A wonderfully specific name could become restrictive if you later expand into different products, services or territories.

Perhaps the best business names manage to combine personality with practicality. They are distinctive enough to be remembered, simple enough to spell and search for, and flexible enough to survive as the company develops.

After all, being called something slightly unusual can be a tremendous business asset.

Provided, of course, that customers remember the name for the right reasons.

Friday, 21 August 2026

London Entrepreneur Charles Reay-Smith Opens Search for UK Business Acquisitions

London-based entrepreneur Charles Reay-Smith has launched a search for further UK business acquisitions, a year after purchasing ecommerce brand AlloyArmor.

Reay-Smith, who founded and runs specialist HMO management company Reay Smith Property, is reviewing opportunities across the ecommerce, services and light industrial sectors.

His focus is on profitable, owner-operated British businesses whose founders are ready to retire, step back from day-to-day management or pursue other interests. 

He is particularly interested in established companies that are already working well but could benefit from fresh investment and operational improvements.

Reay-Smith acquired AlloyArmor in July 2025 for an undisclosed sum. The direct-to-consumer brand produces designer protective cases for Apple products, including iPhones and AirPods.

Its range, available through alloyarmor.store, includes the Invisa Case, the Hercules Case and The Serpent. AlloyArmor works with manufacturers and independent artists to develop its products, ships to customers worldwide and offers a 60-day returns window.

Reflecting on his first year as the owner of the brand, Reay-Smith said the experience had given him a realistic understanding of what business acquisition involves.

“AlloyArmor taught me what the first year of ownership actually looks like, which is mostly unglamorous work on the operation behind the product,” he explained to That's Business.

“That year is the reason I’m confident taking on the next one. I’d rather buy something that already works and fix the parts nobody has had time to fix than start from nothing.”

Alongside AlloyArmor, Reay-Smith continues to operate Reay Smith Property, which specialises in managing houses in multiple occupation across south and west London.

His long-term ambition is to build a portfolio of successful small UK companies. Rather than buying businesses to sell them again quickly, he intends to retain and operate them over the longer term.

This approach could provide a valuable succession option for founders who have spent years building viable businesses but do not have a family member, employee or management team ready to take over.

“There are a lot of good businesses whose owners want out and have no obvious successor,” Reay-Smith added. “Those are the ones I’m interested in. I’m not looking for a turnaround and I’m not looking to strip anything back.”

Business owners considering their next move, together with brokers and other intermediaries representing suitable UK companies, are invited to make contact with Reay-Smith to discuss potential acquisition opportunities.

https://reaysmithproperty.co.uk

https://alloyarmor.store

Wednesday, 19 August 2026

Saturday, 15 August 2026

The Website From Hell: Is Your Online Shop Driving Customers Away?

There are few things more frustrating for a customer than knowing exactly what they want to buy, having their debit or credit card ready, and discovering that the company apparently doesn't want to take their money.

My wife and I recently experienced what I can only describe as the website from hell.

We needed a replacement part for a piece of domestic equipment. Generic versions were readily available online, and we could probably have ordered one within minutes.

But we decided to do the sensible thing. We'd go directly to the internationally recognised manufacturer, buy the genuine replacement part and have the reassurance that we were getting exactly the right item.

How difficult could that possibly be?

The answer was: over an hour of astonishingly unnecessary difficulty.

Welcome Back to the 1990s

The manufacturer's official retail website looked and behaved as though it had been designed during the early days of the World Wide Web and subsequently forgotten about.

Finding the correct replacement part became an exercise in detective work.

There were no obvious part numbers to help identify what we needed. Even more remarkably, many of the replacement parts didn't have photographs.

This is 2026. Almost every member of staff presumably has a perfectly serviceable camera in their pocket in the form of a smartphone. Surely somebody could spend an afternoon photographing the spare parts?

Instead, customers are apparently expected to look at vague descriptions and hope for the best.

Was this the part we needed?

Possibly.

Did it look like the existing part?

Who knows? There wasn't a photograph.

And Then the Website Threw Me Out

As frustrating as identifying the part was, things became considerably worse.

The website repeatedly threw me out of the search process, forcing me to go back and begin again.

And again.

And again.

I estimate that I had to restart my search at least ten times.

At this point, buying the generic replacement elsewhere was beginning to look extremely attractive. But stubbornness had taken over. I was determined to discover whether it was actually possible to give this company my money.

Eventually, somehow, I reached the checkout.

Surely the nightmare was nearly over?

Not quite.

Apparently I Don't Live at My Own Address

The checkout system decided that I didn't live at my address.

I do.

I've lived there for quite some time.

Nevertheless, the website and I had a fundamental disagreement about the matter.

Then it refused to recognise my telephone number as a valid telephone number.

So, after spending more than an hour trying to purchase a replacement part directly from the manufacturer, I found myself battling an online checkout seemingly determined to prevent the transaction from taking place.

I won't name the company. It is an internationally recognised brand and, frankly, I'll spare its blushes.

But the experience raises a serious business question.

CEOs: When Did You Last Try to Buy Something From Your Own Website?

If you're a managing director, CEO or senior executive of a company selling products online, here's a simple challenge.

Go onto your website as an ordinary customer and try to buy something.

Don't ask the IT department whether the website works.

Don't rely solely on conversion statistics, reports or dashboards.

Actually sit down and use it. Or better yet, get several friends and relatives do also do this.

Search for a product. Find the information you need. Add it to your basket. Enter your address and telephone number. Get all the way to the point where a genuine customer would pay.

You might be surprised by what you discover.

Every unnecessary click, broken search, missing photograph, incomprehensible product description and rejected address is another opportunity for a customer to say: "Forget it."

And unlike us, many of them will.

They'll open another browser tab, visit a competitor and spend their money there.

Your Homegrown System Isn't Sacred

There's sometimes a temptation for businesses to persist with ageing, homegrown e-commerce systems because they've invested years developing them.

But that investment doesn't make a bad customer experience good.

If your online retail operation has evolved into a Byzantine nightmare that only your own staff understand, perhaps it's time to ask whether you really need to keep reinventing the wheel.

Platforms such as Shopify and other established e-commerce providers exist precisely because creating reliable product catalogues, searches, baskets, checkouts and payment systems is difficult.

That doesn't necessarily mean every business should immediately abandon its bespoke platform. It does mean companies should be prepared to question whether their existing technology is actually serving their customers.

Because there's an important point here.

We wanted to buy the company's product.

The marketing had already worked. Brand recognition had worked. Customer loyalty had worked. We had deliberately rejected cheaper generic alternatives because we wanted the manufacturer's genuine replacement.

The company had effectively won the sale.

Then its website did everything it could to lose it.

That's not merely a website problem.

That's a business problem.

And before you ask, yes, writing this post was cathartic!

Friday, 14 August 2026

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AI? Customers Still Want a Human Voice in an Increasingly Automated World

Artificial intelligence may be transforming customer service, but new research suggests British consumers are not ready to surrender the conversation to machines.

According to exclusive YouGov research commissioned by Answer4u, 90% of UK adults prefer speaking to a real person when contacting a business. Almost three quarters, 74%, strongly favour human interaction, while just 2% would rather deal with an AI-powered chatbot, virtual assistant or automated telephone service.

The survey of 2,046 adults reveals a sizeable gap between the rapid adoption of AI by businesses and what customers actually want or need from their service experience. The preference for human contact was particularly strong among people aged 55 and over, reaching 95%.

This does not mean companies should reject AI. Used well, automation can deliver immediate answers to straightforward questions, process appointment bookings, provide information outside normal working hours and reduce waiting times.

The problem begins when businesses use technology to create barriers rather than remove them.

Customers quickly become frustrated when chatbots fail to understand a question, automated telephone menus offer no suitable option or there is no clear way to reach a real person. What may appear to be an efficient, money-saving system from inside the business can feel impersonal and obstructive to the customer.

“Businesses often assume the conversation is about choosing between AI and people. Our experience tells us it’s a much more practical decision than that,” Mark Menhennet, co-founder of Answer4u told That's Business.

“Customers want quick answers when their enquiry is straightforward, but they also want confidence that a knowledgeable person is available when the conversation becomes more complex.”

That distinction should guide future investment. AI is well suited to repetitive, predictable enquiries, but situations involving complaints, unusual circumstances, vulnerable customers or emotionally sensitive subjects require understanding, flexibility and judgement.

For businesses, the strongest strategy is therefore likely to be a hybrid one. Automation can handle routine work while trained employees concentrate on conversations where their expertise adds genuine value. Crucially, customers should always be given a simple and visible route to human assistance.

Answer4u’s director of operations, Stuart Wilson, said the challenge was not whether businesses should adopt AI, but where it improved the customer experience and where a skilled person delivered greater value.

The findings offer a timely warning: efficiency should not be confused with good service. AI can help businesses answer more enquiries, but customer loyalty is built through trust, reassurance and feeling heard.

The future of customer service will undoubtedly involve more artificial intelligence. Successful businesses, however, will use it to support human relationships, not to avoid them.

https://www.answer-4u.com

Vodafone Business and Tata Join Forces to Accelerate UK Digital Transformation

Vodafone Business has announced a strategic partnership with Tata Consultancy Services (TCS), bringing together two major technology organisations to help British enterprises modernise, improve customer experiences and unlock new opportunities for growth.

The agreement sees TCS join Vodafone Business’ expanding strategic partner ecosystem. By combining their respective strengths, the companies aim to give customers access to a broad range of connectivity, cloud, artificial intelligence and digital transformation services.

Vodafone Business, the enterprise division of VodafoneThree, contributes considerable expertise in connectivity, cyber security, cloud computing and digital services. TCS brings global experience in technology consulting, systems integration, sovereign cloud solutions, AI and large-scale business transformation.

Together, the companies will support organisations in sectors including healthcare, education, financial services, manufacturing and retail. The partnership will also work with businesses operating within critical national infrastructure, where secure, resilient and scalable digital systems are particularly important.

The collaboration forms part of VodafoneThree’s £11 billion investment programme, which is intended to create what it describes as the UK’s best network for business. This investment should provide organisations with stronger digital foundations from which to modernise their operations, introduce new services and pursue sustainable growth.

TCS also has substantial experience within the British market, having supported UK enterprises for 50 years. According to the company, its activities have helped create approximately 42,000 jobs directly and indirectly across the country.

Nick Gliddon, Business Director at VodafoneThree, said that many British companies possess the ambition to modernise but face challenges when attempting to put their plans into practice.

“The challenge for many organisations is not ambition, it is execution: making the right technology choices, integrating them properly and turning investment into measurable impact,” he explained to That's Business.

The partnership is expected to concentrate on several priority areas. These include cloud migration, AI and automation, cyber security, network modernisation, data analytics, connected business applications, the Internet of Things, managed services and operational transformation.

Vinay Singvi, Head of UK and Ireland at TCS, said the combination of AI, digital transformation, industry knowledge and technological expertise could unlock greater value for Vodafone Business, TCS and their customers.

For UK enterprises, this partnership promises more than simply access to new technology. By offering integrated expertise and practical support, Vodafone Business and TCS hope to reduce complexity, accelerate transformation and help organisations turn their technology investments into measurable commercial improvements.

www.vodafone.co.uk

Thursday, 13 August 2026

Could AI Be Misrepresenting Your Business?

Artificial intelligence assistants are increasingly helping consumers compare companies, investigate products and choose suppliers. 

However, new research suggests the information they provide isn't always accurate.

The State of AI Business Accuracy Report 2026, published by AI visibility specialist LLM Listed, examined how ChatGPT, Gemini, Claude and Perplexity represented 250 businesses across 20 industries.

Although the platforms correctly identified the basic purpose of a business in 92% of responses, their answers became less dependable when commercially important details were requested.

The study found 28% of responses omitted significant products, services or specialist capabilities. Five per cent confused a company with an entirely different business, while only 46% of companies received broadly consistent recommendations across all four platforms.

Local businesses appeared particularly vulnerable, being four times more likely than nationally recognised brands to be materially misunderstood.

Other findings included company founders being identified correctly in 70% of responses and headquarters in 85%. Some 23% of pricing answers contained specific figures, many of which appeared speculative or could not be linked confidently to authoritative sources.

Companies’ own websites appeared as sources in 40% of recommendation responses, while Reddit appeared in 35%.

This matters because customers may use an AI assistant’s answer to eliminate a business before visiting its website. Incorrect information about prices, services, geographic coverage, accreditations, leadership, security or product compatibility could quietly cost companies enquiries and sales.

“There is no single definitive AI answer about a company,” explained LLM Listed founder Ben Harper. “ChatGPT may represent it accurately while Gemini relies on older information, or Perplexity may emphasise a source that produces a completely different conclusion.”

In response, LLM Listed has launched its AI Brand Protection service. Its initial 30-to-60-day programme creates a verified company fact base, tests multiple AI platforms, identifies repeatable inaccuracies and investigates conflicting or missing sources. Correction work is then prioritised before the original questions are tested again.

The company stresses that it cannot control answers generated by independent AI platforms. Instead, the service aims to improve the authoritative information available to those systems and establish ongoing monitoring procedures.

For businesses, this highlights an emerging form of brand governance. Companies already monitor press coverage, search results, reviews and social media. They may now need to scrutinise what AI assistants tell potential customers, especially following a rebrand, acquisition, price change, executive appointment, new certification or product launch.

Being absent from an AI answer may represent a missed opportunity. Being confidently misrepresented could pose a much more immediate commercial and reputational risk.

You can read the report here https://llmlisted.com/research/ai-business-accuracy-report-2026

llmlisted.com

Wednesday, 12 August 2026

Cafédirect Unveils Its Biggest Out-of-Home Refresh Yet

Leading ethical coffee brand Cafédirect has announced the most significant transformation of its out-of-home offering to date, introducing a simpler product range, refreshed packaging and a clearer emphasis on quality, provenance and responsible sourcing.

The updated proposition has been designed around the practical needs of hospitality and workplace operators. Cafédirect says it recognised that businesses require coffee ranges that are easy to understand and purchase, while still delivering the consistent quality increasingly expected by customers.

The out-of-home coffee market has changed dramatically over the past decade. Consumers now expect an enjoyable, high-quality cup of coffee in almost every setting, from cafés and hotels to workplaces, universities, bars and transport hubs.

At the same time, ethical consumerism has moved closer to the mainstream. Customers are not simply interested in how coffee tastes; many also want to know where it came from and whether the people who grew it were treated fairly.

Cafédirect has spent over 30 years championing responsible coffee sourcing. Its refreshed packaging will make those ethical credentials more visible, helping operators communicate the story behind the coffee they serve.

Eleanor Morris, Cafédirect’s Out-of-Home Trade Marketing Manager, told That's Business that customers now expect exceptional coffee wherever they are and want “quality without compromise”.

She added operators need coffee that is consistently delicious and which they can feel proud to serve. Cafédirect believes long-term partnerships with farmers can help farming communities build more prosperous and resilient futures while securing supplies of quality coffee for future generations.

The simplified portfolio includes House Espresso, supplied as a 1kg blend and developed specifically for bean-to-cup machines. It is intended to provide a consistent, high-quality espresso in venues where convenience and reliability are essential.

House Blend Filter Coffee is available in 60g and 180g sachets, recognising the needs of high-volume outlets wanting to serve dependable filter coffee efficiently.

A 100% Arabica Espresso Blend, supplied in 1kg packs, has been created for businesses operating traditional espresso machines. Meanwhile, the Single Origin Colombian Filter Coffee offers a more premium brewed coffee option for operators wishing to broaden their menu.

For hospitality businesses, choosing a streamlined coffee range can simplify staff training, stock management and purchasing decisions. Cafédirect’s refresh also gives operators an opportunity to respond to growing customer interest in provenance and social responsibility.

In an increasingly competitive marketplace, a good cup of coffee is no longer merely an extra. It can be an important part of the customer experience, and the values behind it may be almost as important as the flavour.

To learn more please visit https://www.cafedirect.co.uk

Tuesday, 11 August 2026

Clean Plates, Clean Reputation: Why Hygiene Matters in Every Eating Establishment

There are some things a customer simply does not want to see when eating in a café, pub or restaurant.

My wife and I recently witnessed a particularly worrying example. 

We had already ordered and finished our meals and drinks when we noticed a member of staff washing used cups, plates and glasses under a running cold-water tap, using the same sponge-on-a-stick for everything.

What made the situation even more extraordinary was that she was standing next to a modern commercial dishwashing machine.

Whatever the explanation, from a customer's perspective it immediately raises questions about hygiene, and once customers start wondering whether the crockery and glasses are properly clean, confidence in the entire establishment can disappear remarkably quickly.

Hygiene Is a Business Issue

Cleanliness isn't simply something for the kitchen staff to worry about. It is fundamental to running a successful hospitality business.

Customers reasonably expect the plate beneath their sandwich, the cup containing their coffee and the glass holding their drink to have been properly cleaned.

Commercial dishwashers exist for a reason. Correctly operated and maintained, they provide a controlled and repeatable cleaning process. Handwashing items under running cold water with the same cleaning implement does not inspire anything like the same confidence.

There is another important consideration: cross-contamination.

Using the same sponge or brush repeatedly on different dirty items can potentially transfer contamination from one surface to another. Cleaning equipment itself therefore needs appropriate cleaning, replacement and management.

Customers Notice More Than You Think

Business owners sometimes underestimate just how observant customers can be.

People notice sticky tables, dirty menus, stained cutlery, overflowing bins, unpleasant toilets and staff handling food without appropriate attention to hygiene. They also notice what happens behind the counter.

And today, one customer's observation can quickly become everybody's observation.

A poor hygiene experience can result in negative reviews on Google, Tripadvisor and social media. A photograph or video can spread even further.

Years of work building a good local reputation can be undermined surprisingly quickly.

Why Wasn't the Dishwasher Being Used?

The incident we witnessed also raises an important management question.

Why would an employee wash crockery and glasses in this fashion when a commercial dishwasher was immediately beside her?

Perhaps the machine was temporarily faulty. Perhaps the employee hadn't been trained to operate it. Perhaps someone was trying to save electricity. Or perhaps poor practices had simply become normalised.

Whatever the reason, management needs to know.

Installing expensive commercial equipment achieves very little if employees aren't trained to use it properly or managers don't ensure agreed hygiene procedures are actually followed.

Training Should Never Be Assumed

Hospitality businesses often experience high staff turnover, which makes good induction and refresher training particularly important.

Managers should ensure employees understand not merely what they are expected to do, but why the procedures matter.

That includes appropriate procedures for washing crockery and utensils, hand hygiene, cleaning food-contact surfaces, preventing cross-contamination, waste disposal and cleaning toilets and customer areas.

Managers should also periodically observe what is happening during an ordinary working day rather than assuming written procedures are being followed.

Cleanliness Builds Customer Confidence

There's also a positive business case for excellent hygiene.

Walking into a spotless café or restaurant immediately creates confidence. Clean tables, sparkling glasses, properly presented cutlery and well-maintained toilets quietly tell customers: we care about standards here.

That impression extends to the food.

Customers cannot see everything happening inside a kitchen, so the cleanliness they can see becomes an important indicator of the standards they cannot.

And don't underestimate toilets. Customers often judge the cleanliness of an entire establishment by the condition of its lavatories. If they're dirty, some diners inevitably wonder what the kitchen looks like.

The Cost of Getting It Wrong

Poor hygiene can ultimately cost considerably more than the few minutes supposedly saved by taking shortcuts.

There are potential complaints, refunds, negative reviews, lost repeat business and reputational damage. More serious failures can involve foodborne illness and intervention from environmental health authorities.

For independent cafés and restaurants in particular, reputation is immensely valuable.

One unhappy customer might represent considerably more than the loss of one meal. If that customer would otherwise have visited every fortnight for several years, the lifetime value of their business could run into hundreds or thousands of pounds.

Managers Need to Look Through Customers' Eyes

Every hospitality manager should occasionally walk through their establishment pretending they are visiting for the first time.

Look at the entrance. Look underneath tables. Pick up a menu. Examine the glasses. Visit the toilets. Watch how tables are cleared and cleaned. Observe how crockery is handled.

And, importantly, watch what staff do when they don't realise management is watching.

The café incident my wife and I witnessed demonstrates why this matters.

A commercial dishwasher was sitting right beside the employee, yet cups, glasses and plates were being washed under running cold water with the same sponge-on-a-stick.

Whether that represented a one-off mistake or established practice, as customers we couldn't possibly know.

And that is precisely the problem.

In hospitality, customers shouldn't have to wonder whether something is clean.

They should be able to take it for granted.

For café, pub and restaurant owners, cleanliness isn't merely good hygiene. It's good management, good customer service and, ultimately, good business.

Saturday, 8 August 2026

Should Prize Draw Advertising Be More Transparent? Loud! OOH Calls for New Standards

With UK consumers estimated to spend an extraordinary £1.3 billion a year on prize draws and competitions, one advertising agency believes the industry needs to think carefully about how these promotions are presented to the public.

Independent out-of-home advertising agency Loud! OOH is calling on UK media owners to introduce voluntary disclosure standards for prize draw and competition advertising, particularly as the company expects outdoor advertising expenditure from the sector to increase substantially.

Loud! OOH has proposed four measures that it believes should become standard practice.

The agency wants the free entry route to be clearly legible on the advertisement itself, rather than hidden away in terms and conditions. It also wants either the odds of winning or the total number of permitted entries displayed alongside the advertised prize.

Where an expensive physical prize such as a house or car is promoted, any available cash alternative should also be disclosed.

Finally, Loud! OOH wants advertising sites to be screened for their proximity to schools and colleges, effectively applying similar precautions to those governing gambling advertising.

The debate comes as the rapidly expanding prize draw industry begins to formalise.

The Government's Voluntary Code of Good Practice for Prize Draw Operators came into force on 20 May 2026, while around 50 operators subsequently formed the Prize Competition Council in July.

Research commissioned by the Department for Culture, Media and Sport found that approximately 7.4 million UK adults had entered a prize draw or competition during the preceding year, collectively spending an estimated £1.3 billion.

Loud! OOH founder Jamie Roberts believes outdoor advertising could be particularly valuable to operators because one of the industry's biggest challenges is consumer trust.

Unlike an advertisement appearing privately on someone's phone, a billboard exists conspicuously in public. It is sold through an identifiable media owner, can be seen by thousands of people and can be independently checked.

However, Roberts argues that this visibility brings responsibilities.

“If the free entry route is the only reason a prize draw poster is legal, it should be readable from the top deck of a bus, not buried three clicks into a terms page,” he told That's Business.

Perhaps significantly, Roberts acknowledges that the proposed restrictions could potentially limit business available to his own agency.

His argument is that the out-of-home industry has an opportunity to establish sensible standards before regulation is imposed upon it.

For media owners, advertising agencies and competition operators, that could prove an important point.

The prize draw industry represents a potentially valuable new advertising category. But if greater transparency helps strengthen consumer confidence, responsible advertising standards could ultimately be good for the businesses involved as well as their customers.

For an industry built around the tantalising possibility of winning something extraordinary, trust may turn out to be the most valuable prize of all.