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“There’s no substitute for experience.” This is a phrase we hear often in business and our wider lives. But while this commonly refers to choosing people or a company to provide a service, shouldn’t the phrase also apply to the experience your customer receives?
Without customers, businesses would not exist. The customer experience they receive at your hands matters most when you’re aiming to drive repeat custom. In my own experience, there are several factors you need to consider:
Assess what you provide vs. what your customer wants
In many businesses, their service yields a tangible result. For example, a plasterer should leave you with smooth, level walls and ceilings ready to be painted. For other types of businesses, results will be less concrete.
Take time to understand what your customer is looking to achieve, and ask open questions which allow them to define clearly what outcome they require. If you consider a different approach or product would be more beneficial, be confident to challenge their view, and back yourself up with reasoned considerations.
That said, don’t overrule them unless the customer’s demands are dangerous or unreasonable. Instead, look to highlight the concerns you have with their request and how another approach could be more suitable for them.
Make the start of the customer experience feel like a partnership, not as an expert and novice dynamic.
Manage timescale expectations
Don’t commit to a timescale you can’t achieve with certainty. All too often I hear of businesses taking on too much work due to a fear of potentially losing customers. Think about the best restaurant or café in your town – it only has a certain number of seats for customers. What would you rather the manager say to you when you ask for a table: “We’re pretty full at the moment, so you could be looking at a 40-minute wait” or “Take a seat at the bar and we’ll find you a table as soon as we can”?
The first allows the customer to make an informed decision based on honesty – wait or come back another day. The second might cause customer frustration by letting them assume it could be just a short wait.
If customers value the experience they receive from you, they will be prepared to wait to receive it. Years ago, it would have been unheard of for restaurants to allow only walk-ins, with limited table bookings on Friday and Saturday nights. But now it’s not uncommon to have customers waiting outside in all weathers because they desire the experience they know they will receive.
Overdeliver where you can
It’s a given that you must deliver the service that’s required – but consider whether there’s anything else you can include that would please the customer, at little extra cost to you. Think back to the plasterer example. If there’s some plaster left and a few small cracks or holes in different walls to the ones you’ve been plastering, why not ask your customer if they’d like you to fill them? Or if you’re painting the outside of a house and you’re at gutter level, check the gutters to see if they’re blocked as an extra way to help.
This is easier to do with a physical service rather than a product, but if you look at your business you will find areas where this could be possible. If you’re selling technology products, perhaps offer your customer access to your Wi-Fi to set it up with your guidance, or fit the phone case to their phone and so on. If you’re a restaurant approaching closing time, offer the customer a starter on the house rather than wasting them at the end of the day.
Communicate even if it’s bad or no news
The “sound of silence” from a supplier is deafening to a customer. Respond to customers promptly and have a system in place to ensure that no incoming communication is missed. Even if you receive a voicemail intended for another business in a different sector, call that customer back and advise that they have the wrong number – they could be your customers of the future.
I know I have talked about managing timescales being important, but things will happen that are outside of your control, which can cause delays and may cause deadlines to be missed. If this happens, engage with the customer at the earliest opportunity to adjust the timescales and explain the reason for the delay.
If you promise to give a customer a call back or an update on a certain day, make sure it happens even if you have no new news to share. I’ve had to do this many times in my working life and, while the customer can be frustrated by the delay, they have always appreciated the call.
Ask for feedback, listen to it and adjust
There are so many ways to ask for feedback. It often happens post-sale, automated by various platforms and social media sites.
This doesn’t mean you don’t have to check back in with the customer. You should always check that they are happy with how things are progressing – and they might wish to alter what was agreed. For example, this could be especially true for professions such as landscape gardeners – you could remove existing foliage and find something hidden which the customer didn’t mention in their brief to you, such as old stonework. Your customer would want (and appreciate) you to check before you remove it.
With the current cost of living crisis, customers are faced with difficult choices when it comes to what experiences they invest in. It’s important that the experience your business delivers continues to be market-leading to ensure your customers continue to use and recommend you.
The team that delivers this experience is just as important – and I look forward to exploring this topic in my next column.
Photo by UX Indonesia on Unsplash
Read more:
It’s the experience that counts – ways to retain your customers

The dwindling pace of wage growth coupled with declining demand for staff has intensified pressure on the Bank of England to consider cutting interest rates in an effort to rejuvenate a faltering job market.
According to the monthly report on jobs by the Recruitment and Employment Confederation (REC) and KPMG, the rate of growth in starting salaries has plummeted to its slowest pace in nearly three years. In February, the index reading fell to 55.2 from 55.8 the previous month. Although still indicating growth, this decline suggests a deceleration in starting pay. Additionally, temporary starting salary growth experienced a drop to 54.3 from 54.8.
The sustained decrease in pay growth signals a reduced risk of prolonged inflation due to an overheated labour market. The Bank of England has reiterated its stance that a containment in salary increases is necessary before contemplating a reduction in interest rates from the current level of 5.25 per cent, a 16-year high.
The REC and KPMG’s survey revealed a significant deterioration in businesses’ demand for workers over the past month, driven by concerns about the health of the UK economy. The total vacancy index, measuring demand for both permanent and temporary staff, fell below the 50-point threshold to 46.9 from 49.4.
Permanent hiring witnessed a substantial contraction, with the index reading declining to 43.6, while the temporary hiring index fell to 46.
Neil Carberry, chief executive of the REC, commented on the findings, stating, “This month’s survey depicts a slowing market and a concerning decline in temporary billings, marking the lowest performance since the middle of 2020.”
He further added, “Given recent GDP news, this overall picture is not unexpected – though it remains relatively resilient compared to previous recessions.”
While the UK experienced a recession in the latter half of last year, recent data indicates a recovery in business activity and consumer spending in the early months of this year, raising optimism about the country’s economic outlook.
Despite the economic downturn, unemployment has remained historically low at 3.8 per cent, attributed to businesses retaining workers to avoid protracted and costly recruitment processes.
However, the Office for Budget Responsibility cautioned last week that the labour force participation is expected to permanently decrease in the coming years. While fiscal measures, such as the recent reduction in national insurance rates, aim to incentivize individuals to return to the workforce, the impact may be limited, with only around one-third of those who left the labour market due to the pandemic expected to return.
In light of these developments, Carberry emphasized the importance of the Bank’s role, stating, “Following the recent budget, which failed to address key growth drivers such as skills, infrastructure, and reducing the cost of investment and employment, attention is now on the Bank. Lower interest rates will bolster firms’ confidence to invest.”
Read more:
Dwindling pace of wage growth puts pressure on Bank to cut interest rates

New research suggests that companies led by women exhibit a lower likelihood of insolvency compared to those led by men.
Analysis of insolvency rates between January and December 2023 by Creditsafe revealed that businesses with male-dominated boards faced a 5.10% insolvency rate, while those with female directors experienced a notably lower rate of 3.67%.
This discrepancy indicates that companies with predominantly male boards were 39% more likely to face insolvency than their counterparts with female representation. The study also observed a steady increase in the presence of female directors within UK companies, with a 7% rise in 2023 compared to 2019. This indicates progress in terms of gender diversity in business leadership, either with women leading businesses individually or as part of management teams.
However, while the number of female directors had been steadily rising, there was a slight decline observed in 2023. This fluctuation could be attributed to various factors, including economic conditions, policy shifts, or societal influences, mirroring similar trends observed in business insolvencies during the same period. Conversely, there was a 3% increase in companies with exclusively male directors compared to 2019.
The persistent gap between the counts of female and male directors underscores the ongoing challenges in achieving gender parity in business leadership roles. Drew Fahiya, Creditsafe’s data director, suggests that the higher insolvency rate among male-run businesses may not necessarily reflect on their effectiveness compared to women. Factors such as the nature of businesses typically led by men, which may be more susceptible to insolvency, could contribute to this trend.
In 2023, a total of 30,199 UK businesses faced some form of insolvency action, marking a significant 52% increase compared to 2021. Despite this, Drew Fahiya emphasizes that while it’s challenging to definitively conclude that women are inherently better at running businesses than men, mounting evidence suggests that companies with female board members tend to enjoy advantages such as increased profitability and reduced failure rates.
Read more:
Companies run by women are less likely to go insolvent than companies run by men

If the last few years have taught us anything, it’s how unpredictable the world can be and the importance of planning ahead for challenging circumstances.
Here, I’ll discusses the importance of a shareholders’ agreement, particularly when it comes to difficult scenarios.
A shareholders’ agreement is an essential tool recommended for any company with two or more shareholders to regulate conduct between each person and put provisions in place for potentially difficult or significant decisions. There is certainly much more awareness of these agreements now than in the past, but there is still sometimes a reluctance and a lack of appreciation of their value. This is particularly true where there are family ties or other close relationships and therefore often a belief that these agreements won’t be needed – but most legal professionals would argue it’s better to have the rules laid out to aid transparency and potentially defer or resolve any future conflict.
Ultimately, a shareholders’ agreement allows decisions to be made at the outset and to ensure the shareholders are on the same page before the business becomes successful.
Understanding roles
It’s important to understand the distinction between shareholders as the owners of the business and how this differentiates them from other members of the business. For example, directors run the company but do not have to be shareholders. Employees work in the company – but this doesn’t mean they can’t be shareholders.
The lines can become blurred, particularly in smaller businesses when often, there are people participating in all three roles. Putting these clear boundaries in place can help to understand who is responsible for what and keep the company running successfully even if obstacles arise.
Putting pen to paper
Perhaps one of the most serious questions businesses should ask themselves is what happens if a shareholder dies. Many times, shareholders will say they ‘have an idea’ or perhaps have even discussed their plans on an informal basis. However, if these plans have not been committed to a formal agreement, the shares may ‘accidentally’ pass in accordance with the deceased’s Will (or worse, in the absence of a Will, by the rules of intestacy). This could mean that the shares end up with a deceased shareholder’s spouse, children or other family members. The question to ask in this particular scenario is, will we get along against the backdrop of a very emotional period of time?
I have experienced variations of this scenario many times. In one example, a spouse took ownership of shares and the surviving business owners found it very difficult to navigate, particularly around financial decisions. In the end, legal action was taken to buy the shares back. It’s important to remember that in circumstances like this, which can be very emotional, people may say and do things out of the ordinary and once harsh words are spoken, they’re difficult to take back.
Dealing with the fall out
At some point during the business life cycle, shareholders will disagree on commercial decisions. It’s just a matter of how serious the disagreement is. Setting out how to resolve disputes will allow the shareholders to follow a procedure to achieve a resolution.  A ‘Russian Roulette’ provision is particularly useful for 50/50 partners facing a situation where the dispute is so serious that one or more of the parties cannot see a way to continue working together.  The premise behind this very aggressive measure is that one party offers to buy the shares of the other party for a specified price. The party in receipt of the offer can either accept the offer and sell their shares or reverse the offer and buy the shares of the party which made the offer, at the same price.  The parties won’t make a low offer (in case they end up selling) and they won’t make too high an offer (as they will have to pay for it).
It’s not working out
When it comes to owner managed businesses, there may come a time when a shareholder wants to leave the business.
A right of first refusal (also known as a preemption right) ensures that any shareholder wanting to leave must offer their shares to the remaining shareholders first. The price can be determined by whether they are considered to be a ‘Good Leaver’, ‘Early Leaver’ or a ‘Bad Leaver’.
An example of a ‘Bad Leaver’ could be someone who has been stealing trade secrets and selling them on to the highest bidder.  In this case, they are likely to receive the lower of nominal value and market value for their shares.
A ‘Good Leaver’ is usually when a shareholder leaves the company on good terms, such as retirement in which case they are likely to receive market value for their shares.
Selling up
Where there is an imbalance of shareholdings, there can be protections for majority and minority shareholders’ interests. If a majority shareholder wants to sell their shares, a minority shareholder is under no obligation to join in the sale. This could cause critical delays in situations where the company is up for sale, and in serious situations, majority shareholders can be forced to pay ransom fees.
‘Drag Along’ provisions can allow majority shareholders to force minority shareholders to sell their shares along with majority shareholders if the majority have accepted an offer for their shares.
Final thoughts
Putting a shareholders’ agreement in place can be done quickly and easily – all it takes is decisiveness. The terms are largely confidential and don’t need to involve many people. Every company which has multiple shareholders should have some protection as you simply never know when it might be needed, and it’s largely agreed that most people want to protect their businesses from the unpredictable.
It’s often a much simpler process to get shareholders together and work on an agreement at the start of a new venture when everyone is likely to be on the same page and feeling optimistic about the future.
A shareholders’ agreement is just one of the many tools a legal professional can discuss to support your business’ wider planning and succession goals, enabling better control and peace of mind for whatever challenges may arise.
 
Read more:
Using a shareholder agreement to avoid conflict, delays and costly mistakes

Do you know what your business pays in sales and marketing costs to attract one additional customer? Do you know the average profit your business realises from a future customer relationship? Gaining insight into your Customer Acquisition Cost (CAC) and Lifetime Value (LTV) is crucial.
The long-term success of your business depends, at least to some extent, on how the cost of attracting a customer compares to the lifetime value of that customer. Let’s provide an example. You have a company that sells bicycles. To calculate your customer acquisition costs, you need to add up all your marketing and sales expenses incurred in a certain period. Let’s say, for instance, one month. These costs include all offline and online marketing expenditures, as well as that portion of your marketing and sales staff salaries dedicated to trying to sell bicycles to new customers. If the total monthly costs amount to £20,000, you need to divide this amount by the number of customers acquired in that month to determine your CAC. Let’s assume you were able to sell a bike to 50 new customers. Therefore, your customer acquisition cost becomes £400.
Alright – but then what? Why is this number a crucial KPI for so many business owners? Because it becomes interesting when you compare this number with the typical Lifetime Value (LTV) of a customer. The LTV indicates the total long-term profit you make from a customer. In our example, it’s the sum of the company’s profit from selling bikes, bike-related gear, and bike maintenance to this customer, provided that the customer returns to you for these additional purchases and services. You immediately sense that – to have a long-term healthy business – the LTV must be higher than the CAC. And ideally, much higher.
The CAC only takes into account sales and marketing costs and no other expenses. David Skok, an American serial entrepreneur, argues that a company should aim to make the LTV at least three times larger than the CAC.
Does it sound complicated to calculate these metrics? Probably. But some initial simple calculations on the back of an envelope can already give you an idea of how the CAC compares to the LTV in your business. Even if the numbers aren’t 100% accurate, understanding these concepts will help you think more about the importance of long-term customer relationships and efficient spending on sales and marketing.
It is important to revisit these metrics regularly, as they can change over time. A successful marketing campaign might lower your CAC, or an increase in repeat customers might raise your LTV. By keeping a close eye on these figures, you can make more informed decisions about your business strategy.
In addition to monitoring these metrics, it’s also crucial to understand the factors influencing them. For instance, external market conditions, changes in customer behaviour, or changes in your product or service offerings can all significantly impact your CAC and LTV. Regularly conducting market research and customer feedback surveys can provide valuable insights to help manage these factors.
Moreover, always remember that while striving for a higher LTV and lower CAC is generally beneficial, it is equally important to ensure the quality of your customer relationships. High customer satisfaction and loyalty often translate into higher LTV, as satisfied customers are more likely to make repeat purchases and recommend your business to others, thereby potentially lowering your CAC.
Lastly, the CAC and LTV metrics are not static. They should be continuously optimised as part of your business’s growth strategy. This optimisation could involve refining your marketing strategies, improving your product or service quality, enhancing customer service, or any other initiatives that increase customer value and decrease acquisition cost.
Remember, understanding and managing your CAC and LTV is not just about crunching numbers. It is about strategically shaping your business decisions and practices to foster sustainable growth and profitability.
Read more:
Why CAC and LTV are ‘must know’ concepts for every entrepreneur

In today’s fast-paced digital landscape, employee wellbeing has become a critical concern for businesses striving to maintain productivity and foster a healthy work environment.
Emma-Louise Fusari, the innovative mind behind In-House Health, offers a refreshing take on addressing this challenge. With a focus on data-driven solutions and long-term strategies, Fusari aims to revolutionize the way companies approach workplace health. In this exclusive interview with Business Matters, she shares her insights into the unique approach of In-House Health, the challenges of the digital tech industry, and the importance of aligning values with business decisions.*
What is your USP?
Traditional employee wellbeing initiatives often fall short in delivering tangible results. Emma-Louise Fusari’s In-House Health takes a different approach, leveraging data to identify and tackle the root causes of workplace issues. Through innovative programs like the M.E.T.A Wellbeing Audit and the M.E.T.A Programme, Fusari and her team provide bespoke support to organisations, aiming to enhance both employee wellbeing and business outcomes.
What is the main problem you solve for your customers?
In-House Health primarily works with digital tech organisations, addressing the pervasive issues of stress, burnout, and mental health within the industry. By implementing actionable strategies and fostering a culture of wellbeing, Fusari helps businesses retain talent, drive innovation, and promote sustainable growth.
What made you start your business?
With two decades of experience in nursing, Fusari was driven by a desire to make a meaningful difference outside the confines of traditional healthcare settings. Frustrated by the limitations of existing employee wellbeing initiatives, she embarked on a mission to revolutionise the field, guided by a strong sense of justice and a commitment to positive change.
What are your brand values?
Openness, integrity, and respect form the cornerstone of In-House Health’s values. Fusari emphasises the importance of upholding professional standards and empowering individuals to prioritise their health and wellbeing.
Is team culture integral to your business?
As a startup, Fusari is in the process of embedding her values into the company culture. However, she recognises the significance of shared values in fostering a collaborative and supportive environment, both internally and with clients.
Do your values define your decision-making process?
Absolutely. Fusari’s unwavering commitment to transparency and integrity guides every aspect of her business, ensuring that In-House Health remains true to its mission.
What’s your take on inflation and interest rates?
During the early stages of development, In-House Health offers discounted rates to its customers, prioritising accessibility and affordability.
How often do you assess the data you pull in and address your KPIs?
In-House Health adopts a data-driven approach to continuously evaluate performance and identify areas for improvement. Fusari emphasises the importance of meaningful metrics that drive strategic decision-making.
Is tech playing a larger part in your day-to-day operations?
As a data-driven consultancy, technology plays a crucial role in In-House Health’s operations, facilitating automation and innovation while maintaining a focus on human-centric solutions.
What is your attitude towards competitors?
Fusari views the increasing focus on workplace health and wellbeing as a positive trend, but emphasises the importance of strategic approaches that address underlying issues rather than superficial solutions.
Do you have any advice for anyone starting out in business?
Fusari stresses the importance of resilience, self-awareness, and finding mentors who align with one’s values. She encourages aspiring entrepreneurs to embrace challenges and remain focused on their long-term goals.
What do you do to relax and recharge?
For Fusari, music and golf provide essential outlets for relaxation and focus, nurturing both physical and mental wellbeing.
Do you believe in the 12-week work method?
While Fusari acknowledges the value of short-term goals, she emphasises the importance of maintaining a long-term perspective to drive meaningful progress and purpose.
What is your company’s eco strategy?
In-House Health is committed to sustainability, aligning its values with the UN sustainable development goals and the World Health Organisation. Fusari is actively pursuing B Corp certification and investing in training to minimise the company’s environmental footprint.
What three things do you hope to have in place within the next 12 months?
Fusari’s vision for the future includes building a strong non-executive board, securing seed investment, and expanding the team to support the company’s growth and social impact initiatives. Ultimately, her goal is to foster healthier and happier workplaces through In-House Health’s innovative solutions.
Read more:
Secrets of Success: Emma-Louise Fusari – Founder of In-House Health and Clinical Director

Entain, the gambling group known for brands such as Ladbrokes and Sportingbet, has disclosed a £40 million impact on its 2024 earnings due to regulatory challenges in Britain and the Netherlands.
Despite reporting robust overall revenue growth of 14% in 2023, including contributions from its American joint venture BetMGM, the company’s share price experienced a 4.5% decline following the announcement.
The regulatory headwinds include changes in British gambling rules and proposed tighter deposit limits in the Netherlands, both of which are expected to affect Entain’s short-term earnings. Stella David, Entain’s interim CEO, acknowledged the challenges faced by the company in the past year but expressed confidence in its ability to navigate through them and deliver future growth. Notably, positive developments in Brazil were highlighted as encouraging signs for the company’s growth prospects.
David outlined a clear plan to accelerate operational strategies, refocus the market portfolio, prioritize organic growth, and expand margins. She also commended the efforts of Entain’s global workforce in steering the business through a challenging period and emphasized the company’s commitment to driving organic growth into the future.
The departure of former CEO Jette Nygaard-Andersen in December followed pressure from activist shareholders concerned about Entain’s acquisition strategy. Ricky Sandler, founder of Eminence Capital and a prominent voice among investors, was appointed as a non-executive director in January, signaling a collaborative effort between the company and its shareholders to address concerns and drive value.
Entain, formerly GVC Holdings, operates globally with a diverse portfolio of sports betting and gaming brands. Despite challenges such as regulatory scrutiny and legal settlements, the company remains resilient, reporting underlying earnings slightly ahead of consensus forecasts for the full year.
Looking ahead, the appointment of a permanent CEO remains uncertain, with speculation revolving around potential candidates such as Andreas Meinrad and Rob Wood. As Entain continues to navigate regulatory challenges and optimize its business strategies, the focus remains on driving sustainable growth and delivering value to shareholders.
Read more:
Gambling rule changes cost Entain £40m in lost earnings

OpenAI has responded to a lawsuit filed by Elon Musk, alleging that he disengaged from the ChatGPT creator after an unsuccessful attempt to seize control of the company.
The artificial intelligence firm has released a collection of emails from the billionaire that purportedly demonstrate his support for the company’s profit-making strategy.
On Friday, Musk filed a lawsuit against the ChatGPT creator he helped establish, contending that the organisation had strayed from its initial commitment to benefit humanity and had instead become “driven by commercial considerations.”
In a blog post, OpenAI stated its intention to “refute all of Elon’s claims,” arguing that Musk endorsed its shift towards revenue generation due to the substantial costs associated with developing artificial general intelligence (AGI), the most advanced form of the technology.
“This requires billions per year immediately or forget it,” Musk stated in an email.
OpenAI remarked, “We are disappointed that it has come to this with someone whom we have deeply respected — someone who encouraged us to aim higher, then predicted our failure, initiated a competitor, and subsequently sued us when we began making significant progress towards OpenAI’s mission without him.”
The statement alleges that Musk sought to merge OpenAI with Tesla or assume control, and that he withheld funding while discussions were ongoing regarding the “for-profit” structure, demanding a majority stake, control of the board, and the position of chief executive. Reid Hoffman, the founder of LinkedIn, intervened and “bridged the gap” to cover salaries and operations during this period.
When his demands were not met, the Tesla entrepreneur reportedly moved on. The OpenAI statement noted, “Elon soon elected to depart OpenAI, asserting that our likelihood of success was 0, and expressing his intention to establish an AGI competitor within Tesla. When he left in late February 2018, he informed our team that he supported our pursuit of raising billions of dollars independently.”
Musk apparently urged the company to seek additional investment. “Elon suggested that we announce an initial $1 billion funding commitment to OpenAI. To date, the non-profit has received less than $45 million from Elon and over $90 million from other donors.”
While Musk and Sam Altman, the CEO and co-founder of OpenAI, were previously close, their relationship is said to have fluctuated over the past year. Supporters of Altman have argued that Musk’s decision to sue the company stemmed from jealousy over the tremendous success of ChatGPT and other products launched by OpenAI, such as Sora, the video generation tool.
The question of OpenAI’s mission has been a major issue for the company this year following the extraordinary success of ChatGPT. Altman was suddenly ousted from the company over a tense weekend in November 2023 — only to promptly return — reportedly due to a conflict between the company’s board and its management. The precise reasons have not been disclosed, but individuals close to the situation suggested it was primarily a matter of personal discord.
In its latest blog post, OpenAI reiterated its mission “to ensure that AGI benefits all of humanity, which involves both developing safe and beneficial AGI and facilitating widespread benefits.” This includes offering its products for free: “Albania is utilising OpenAI’s tools to expedite its EU accession by up to 5.5 years,” the company stated.
OpenAI contested Musk’s assertion that the organisation lacked transparency about its technology: “Elon understood that the mission did not necessitate open-sourcing AGI.” OpenAI mentioned that Ilya Sutskever, its chief scientist, informed Musk: “As we approach the development of AI, it will become appropriate to be less transparent. The ‘Open’ in OpenAI signifies that everyone should benefit from AI once it is developed, but it is perfectly acceptable not to disclose the scientific details,” to which Musk responded, “Agreed.”
Microsoft has invested $13 billion in OpenAI, acquiring a 49% stake. This collaboration has granted the AI company access to the technology giant’s computing infrastructure, including its cloud services, where AGI is being developed.
Reports suggest that Temasek, Singapore’s state-backed fund, is also in discussions regarding investment.
Musk’s lawsuit alleged that “OpenAI Inc has evolved into a closed-source de facto subsidiary of the world’s largest technology company: Microsoft.”
Although Microsoft holds a board seat, it does not possess voting rights.
Microsoft’s advancements in AI contributed to a rise in the group’s second-quarter revenues to $62 billion. The group has introduced an AI tool integrated into its suite of products, such as Excel and PowerPoint, capable of drafting emails, creating presentations, and summarising meetings. Microsoft also has investments in other AI companies.
The Competition and Markets Authority in Britain is examining whether Microsoft’s multi-billion-dollar investment in OpenAI constitutes a stealth merger. American and European regulators are conducting similar investigations.
Read more:
OpenAI Responds to Elon Musk Lawsuit with Trove of Emails

Google is currently in the process of rolling out one of its biggest updates in a long time and if you own a website, it’s likely to affect you.
Google holds around 90% of the search engine market share, with the majority of online traffic coming from the Search Engine any updates they make to search results usually affect how much traffic your website receives.
The updates are aimed at targeting the rise in AI-generated content and several other areas of areas where Google believes webmasters are manipulating search results.
What should you do as a business?
Here are all the things you should be aware of that Google is targeting in this latest update:
Mass-generated AI content (Scaled content abuse)
Google specially is looking for low-quality or unoriginal content at scale to manipulate search rankings which is a clear reference to the rise of AI-generated content at scale.
If you’ve been publishing AI-generated content at mass with no real process around proofreading or editing then you could be hit with a penalty.
Expired domain abuse
This is a common tactic used when wanting to give a new website a ‘boost’ in authority where an expired domain is purchased (usually with a good backlink profile) and then redirected to your new site and passed on that authority.
There are instances where this can be done responsibly, but Google has now stated that ‘Expired domains that are purchased and repurposed to boost the search ranking of low-quality content are now considered spam’ meaning that it’s likely a LOT of websites will be affected.
Creating content ‘just for clicks’
This update involves Google refining their ranking systems and looking at webpages on an individual level to see if they are created just for search engines or actually for people.
An example of this would be someone buying a domain such as bestrunningshoes.com to try and rank for the keyword ‘best running shoes’ faster than you would do with say a branded domain.
Site reputation abuse
There’s been a rise over the last few years of affiliate marketers ‘renting’ areas of websites to build out their directories and ride the authority of a much larger website to get their content ranking faster and generating affiliate sales.
If Google are worried about these kinds of practices it’s not only the ‘black hats’ they should be going after, but also having a conversation with these large websites that are renting out their websites for this kind of activity.
Here’s an example of Forbes renting out an area of their site for affiliate purposes https://forbes.com/advisor
What you can do
If you or your team have been using any of the tactics above then you should be keeping an eye on your Search Consoles this month as Google runs its core update.
For any questions about your SEO strategy or uncertainties about what you’ve been implementing over the past year, you can follow Google’s Search Status Dashboard or contact a Digital Marketing Agency to consult on best practices for your online business.
Read more:
Google is updating its algorithm, here’s what you need to know