Delivering differentiation IN SALFORDAn update report on the marketing of the city for the
Strategy and Regeneration Scrutiny Committee
Simon Malcolm
Director of Marketing and Communications
January 2004
Agenda
Transformational leadership = transforming brands
Brand leadership
Brand leadership and marketing IN Salford
Summary
What are they talking about?
PASSIONATE
INSPIRATIONAL
COMMUNICATORS
FOCUSED
VISIONARY
PRAGMATIC
STRATEGIC
TRUSTED
FORWARD LOOKING
CREDIBLE
PASSIONATE
INSPIRATIONAL
COMMUNICATORS
FOCUSED
VISIONARY
PRAGMATIC
STRATEGIC
TRUSTED
FORWARD LOOKING
CREDIBLE
TOPLEADERS
What are they talking about?
PASSIONATE
INSPIRATIONAL
COMMUNICATORS
FOCUSED
VISIONARY
PRAGMATIC
STRATEGIC
TRUSTED
FORWARD LOOKING
CREDIBLE
TOPLEADERS
TOPBRANDS
What are they talking about?
Brand leadership IN Salford
Leadership approach to brand management
Transform, develop and lead a brand
What makes a brand?
BRANDXSIZE
NAME
PLACE
GUARANTEEDELIVERY
PRICESERVICE
HERITAGE
IMAGE
Basic Attributes
Tangible Attributes
PERSO
NA
LITY
VALUES
Intangible Attributes
ValuesConsistency
Relevance
TRUST
Relevance: the compelling idea that creates a bond with customers
Values: clear statements that do not change over time
Consistency: in the relevance and values provides security and reassurance
BUILDING TRUST
Brand leadership – the three key elements
• BBC/Sky
• Microsoft/Apple
• BMW/Mini
• Oxfam/Greenpeace
• Old New Labour/MT Conservatives
• Manchester/New York
• Amazon/Google
• Disney
• Virgin
• Manchester United
Brand leaders – benchmarked attributes
• BBC/Sky
• Microsoft/Apple
• BMW/Mini
• Oxfam/Greenpeace
• Old New Labour/MT Conservatives
• Manchester/New York
• Amazon/Google
• Disney
• Virgin
• Manchester United
What links the winners?
Strong leadership
Consistently compelling idea
Innovation
Reflect values
Clear personality
Consistent presentation
Brands not objects/organisations
Brand value on balance sheet
Brand leaders – benchmarked attributes
MISSION“To develop Salford as a key part of the region’s tourism offering,
realise its potential for business relocation and growth, and turn it
into a residential area of choice, by capitalising on the
city’s waterways, heritage and proximity to Manchester”
Salford marketing strategy
Make Salford the city in which people
want to live, work, study, visit and invest
Can anything else beat it?
What is it good at?
Is it satisfactory?
Does it cater for me?
Do I know about it?
Bonded
Advantage
Performance
Relevance
Presence
Brand audit
To achieve the mission We must raise the profile of the city We must change perceptions of the city
To do this We must have market and customer understanding We must have demonstrable, tangible evidence of change We must change our marketing (methods, messages, money)
This will give us Real Differentiation – a clear proposition for Salford
Salford marketing strategy
The new branding device:
a mechanism for integrating our communications
provides cohesion in the customer’s mind about the various activities taking place across the city
it is the ‘third party’ endorsement of products – ‘Made IN Salford’
it supports ‘human-faced, action-oriented’ messages in all communications:
‘Building business IN Salford’‘Investing in creativity IN Salford’‘Working to reduce poverty IN Salford’
Brand building to date
BUT IT’S NOT ENOUGH
Message conflict
Chamber
“We’d like you to think …”
PCT
“We’d like you to think …”
University
“We’d like you to think …”
Council
“We’d like you to think …”
MEDIA“We want you to think …”
Police
“We’d like you to think …”
NOISE
ANNOYS
Channel crowding
TARGET AUDIENCE
TARGET AUDIENCE
TARGET AUDIENCE
TARGET AUDIENCE
TARGET AUDIENCE
TARGET AUDIENCE
TARGET AUDIENCE
Council
Police
University
Chamber
PCT
ME
DIA
FIL
TR
E
CLEAR
VIEWS
Channel crowding
TARGET AUDIENCE
TARGET AUDIENCE
TARGET AUDIENCE
TARGET AUDIENCE
TARGET AUDIENCE
TARGET AUDIENCE
TARGET AUDIENCE
Council
Police
University
Chamber
PCT
TA
RG
ET
CH
AN
NE
L
VOLUME IS KEY IN CROWDED MARKET
Share of voice
Council
Police
University
Chamber
PCT
But don’t don’t forget targeting and direct channels
Quality not quantity
Lots of activity versus Focused activity
Low focusLow controlLow impact
High focusHigh controlHigh impact
Media selection
Salford Media Consumption
SalfordAdvertiser GMR
ManchesterEvening
NewsCurrent Focus:
Media selection
Salford Media Consumption
WHAT ABOUT?PAPERS: Daily Mirror, Daily Mail, Times, Daily Telegraph, Sun, Guardian
PAPERS: News of the World, Sunday Times, Sunday Mirror, Mail on SundayMAGS: Radio Times, TV Quick, Take A Break, Woman’s Own, Glamour, Heat, OK!
TV: BBC1, ITV1, Channel 4, Sky, Five, BBC Digital, E4, ITV2RADIO: BBC Radios 1,2,4, 5Live, Key 103, Virgin
WEB: TV, Radio, Newspaper, Google, Yahoo, MSNTRADE: MJ, LGC, Community Care, Regeneration
+Trains, Taxis, Buses, Bus Stops, Hoardings, Stations, Sport
+Till Rolls, Point of Sale, Pubs, Toilets, Petrol Pumps
+Word of Mouth
SalfordAdvertiser GMR
ManchesterEvening
NewsCurrent Focus:
Competitor analysis
What does success look like:
Nottingham/Leeds: bachelor (of arts/science) magnets
Newcastle/Gateshead: kissing cousins
Manchester: cock of the north
York: tourists take the train
Brighton: life’s a beach
London/New York: love them, hate them - can’t live without them
GREAT PRODUCTS, PREMIER PROMOTERS
High Respect
Low Respect
Low Love High LoveNewcastle/Gateshead
Manchester
London
OxfordLeeds
Positioning
Salford – Now?Liverpool
Gateshead
Hull
MISSION“To develop Salford as a key part of the region’s tourism offering,
realise its potential for business relocation and growth, and turn it
into a residential area of choice, by capitalising on the
city’s waterways, heritage and proximity to Manchester”
Salford marketing strategy
Make Salford the city in which people
want to live, work, study, visit and invest
We need significant campaigns in support of
Our key brand attributes: Waterways Proximity to Manchester Heritage – people and products pioneering for the common good
Salford marketing action plan
City-wide marketing forum – Marketing IN Salford
Comprised of strategy/planning/marketing/communications
Identify limited number of key projects
Develop costed campaign plans with timescales/KPIs in Autumn 04
Bring existing money to projects
Invest new money
‘Relaunch’ the city in 2005
% for city marketing from partners in the future?
How do we make this happen?
SUPPORTING IN Salford
Discrete vs city marketing – we need both
City focusIN Salford
DRIVING
Agency focus
Discrete marketing messages to discrete audiences
Council Police PCT University Chamber
Council Police PCT University Chamber
High Respect
Low Respect
Low Love High LoveNewcastle/Gateshead
Manchester
London
Salford - 2010?
Oxford
Leeds
Positioning
Salford – Now?
LiverpoolGateshead
Hull
Customer targets
PROSPECT CONVERT RETAIN + LAPSED
Marketing decisions Activity; Channel; Message
Customers by value:
Customers by type: External – Potential Residents, Businesses, Visitors,
Students/Parents, Politicians, Stakeholders, Opinion formers Internal –Residents, Businesses, Politicians, Stakeholders,
Opinion formers
Customers segmented by: Lifestage Lifestyle Ethnicity Gender Sexuality Socio-economics
CREATE Awareness/Positioning Communication Campaign
ROLL OUT City-wide branding
IMPROVE STRATEGIC UNDERSTANDING City-wide Customer/Market Intelligence capability
DEVELOP PRODUCTS Cultural Celebration Public Service Awards/Day?
INTEGRATE/BUILD EXISTING Central Salford Triathlon
Salford marketing action plan
Create awareness
Provide relevance
Develop positioning
Maintain consistency
Corporate vs project/agency Broad message vs narrow statement Big, bold, high on impact vs limited, worthy, safe Outward vs inward Directional vs instructional Strategic vs operational Aspirational vs descriptive
Communications Campaign
It’s different £INvestCommunicates key attributes by key target audiences
ProjectProfileRaised
Investment DevelopmentHealthEducation EnvironmentCrime
PR’able
Improved KPIs – awareness, inward investment, population change
Internal perceptions – staff
External perceptions – local community/business/partners/media
External perceptions – council neighbours/UK/overseas
Media coverage – qualitative and quantitative
Measuring marketing effectiveness
Understand all elements of the ‘brand’
Develop a strong and consistent brand
Engage stakeholders
Actively manage all elements of the ‘brand’
Decide positioning, agree brand/marketing strategy
Identify key audiences and how best to reach them
Identify key campaigns
Agree funding, timescales, measurement
Measure effectiveness
Review strategy and implementation
Summary - brand leadership IN action
Place marketing at the top and heart - politically and managerially
Integral business process, not an afterthought
Encourage all staff to be good communicators
Constantly evaluate and revise corporate strategy in line with market and stakeholder needs
Summary - brand leadership IN action
Manage actively and strongly
Make it part of the day job
GET BEHIND AND OWN THE BRAND
Cabinet/Members
Directors
Staff
Partners
Business
Brand Leader
Cabinet/Members
Directors
Staff
Partners
Business
Summary - brand leadership IN action
“We choose our friends not simply because of one specific skill or physical
attribute, but simply because we like them as people.
It is the total person you choose.”
J Walter Thompson
Thank you
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