We have played an important part in running, developing and implementing a marketing strategy to raise well over £4m in just six weeks.
Anyone connected with me on my social media network could have picked up my messages and tweets about Westmill Solar Cooperative or @westmillsolar.
It was the brainchild of Wiltshire farmer and entrepreneur Adam Twine to create a solar power station on his land but, instead of allowing a big company in to run the station, offer it up to people within the wider community. A less lucrative option for him – but in keeping with his green ethics.
Investors could bid for shares by putting in an investment of between £250 and £20k maximum. If successful, the cooperative will allow one investment, one vote. The aim was to make the cooperative accessible, open to as many people as possible and giving all an equal say, regardless of their investment or wealth.
Adam has created a similar project before, on the same site, Westmill Windfarm – that had taken years to come to fruition and had also raised a similar sum in community shares but over a longer period, 12 weeks – and a different economic time -2007. Five years on, it has over 2,000 investors and is providing strong returns on that investment.
This time, while the integrity of the project was clear, it seemed a tall order to raise that much money. Together we came up with a marketing strategy which involved much PR, advertising, leafleting, e-mailing and other features. In our case, we looked after PR, advised on other parts of the strategy as and when required.
We’d worked on the project from mid-May working towards the opening of a share offer in mid-June which would stay open for around six weeks – a cut-off date of July 31. The aim was to raise more than £4m from would-be investors to create the UK’s only community-run solar power station.
In fact the world’s largest community run solar power station.
Hundreds invested millions in UK's largest community run solar power station
This was a big ask. We are in a long-term economic depression with many businesses being happy just to survive. And many families suffering a stagnation or drop in income.
In our favour, we had a small, but illustrious team of people hoping to raise that kind of money in a short space of time. And fantastic partners who would step in to help out and support us as much as possible. And the offer on the table was a strong one – returns way above anything a bank could offer at the moment, or for the foreseeable future.
But, of course, PR is never guaranteed. This felt like a test of the value of PR as it’s so difficult to quantify. It’s about brand, messaging, information sharing and story-telling all rolled into one. So we stuck to our basic principles of telling a story well, with accuracy and always a picture. And we always had something new to say – a new nugget, a new angle.
When the share offer closed on July 31, it was over-subscribed by some margin. The message had clearly got out there. How did that happen?
As it was a project rather than a ‘slow burn PR strategy for the long-term’, I tracked some of the coverage we received. I found almost 100 separate items both online and offline. More than 50 per cent were online, and often, but not exclusively, within the specialist ‘green’ or ‘renewable energy’ sector.
More than 30 per cent were articles and features in the local press – within a 40km radius covering Wiltshire, Oxfordshire, Gloucestershire and Bristol.
There were around eight radio interviews or mentions in that period and two exposures on regional television. As for the national press, there were five items in total, on and offline.
None of this included the fact that traditional written articles which appear in a newspaper, magazine or paper publication also tend to appear online – so the online total was probably much higher.
As the ideal target was reached, our role has now ended. But has it? When involved in a project like this which had a very specific beginning, middle and end – something always remains.
For me it’s a deeper respect for those who work in the renewable energy sector, who do so, often in the face of much cynicism because they feel it’s the right thing to do. Even though they might have to justify their position often.
Friends have been made, connections forged which will continue in to the future. And it’s this legacy, at a personal level, which will mean the most.