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  • 1. Delivering differentiation IN SALFORD An update report on the marketing of the city for the Strategy and Regeneration Scrutiny Committee Simon Malcolm Director of Marketing and Communications January 2004
  • 2.
    • Agenda
    • Transformational leadership = transforming brands
    • Brand leadership
    • Brand leadership and marketing IN Salford
    • Summary
  • 3. What are they talking about? PASSIONATE INSPIRATIONAL COMMUNICATORS FOCUSED VISIONARY PRAGMATIC STRATEGIC TRUSTED FORWARD LOOKING CREDIBLE
  • 4. What are they talking about? PASSIONATE INSPIRATIONAL COMMUNICATORS FOCUSED VISIONARY PRAGMATIC STRATEGIC TRUSTED FORWARD LOOKING CREDIBLE TOP LEADERS
  • 5. What are they talking about? PASSIONATE INSPIRATIONAL COMMUNICATORS FOCUSED VISIONARY PRAGMATIC STRATEGIC TRUSTED FORWARD LOOKING CREDIBLE TOP LEADERS TOP BRANDS
  • 6. Brand leadership IN Salford Leadership approach to brand management Transform, develop and lead a brand
  • 7. What makes a brand? BRAND X SIZE NAME PLACE GUARANTEE DELIVERY PRICE SERVICE HERITAGE IMAGE Basic Attributes Tangible Attributes PERSONALITY VALUES Intangible Attributes
  • 8. Brand leadership – the three key elements
    • 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
    Values Consistency Relevance TRUST
  • 9.
    • 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
  • 10.
    • 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 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
  • 11.
    • 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
  • 12. Can anything else beat it? What is it good at? Is it satisfactory? Does it cater for me? Do I know about it? Brand audit Bonded Advantage Performance Relevance Presence
  • 13.
    • 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
  • 14.
    • 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
  • 15. 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 …”
  • 16. Channel crowding NOISE ANNOYS TARGET AUDIENCE TARGET AUDIENCE TARGET AUDIENCE TARGET AUDIENCE TARGET AUDIENCE TARGET AUDIENCE TARGET AUDIENCE Council Police University Chamber PCT MEDIA FILTRE
  • 17. Channel crowding CLEAR VIEWS TARGET AUDIENCE TARGET AUDIENCE TARGET AUDIENCE TARGET AUDIENCE TARGET AUDIENCE TARGET AUDIENCE TARGET AUDIENCE Council Police University Chamber PCT TARGET CHANNEL
  • 18. Share of voice VOLUME IS KEY IN CROWDED MARKET Council Police University Chamber PCT But don’t don’t forget targeting and direct channels
  • 19. Quality not quantity Lots of activity versus Focused activity Low focus Low control Low impact High focus High control High impact
  • 20. Media selection Salford Media Consumption Salford Advertiser GMR Manchester Evening News Current Focus:
  • 21. 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 Sunday MAGS: Radio Times, TV Quick, Take A Break, Woman’s Own, Glamour, Heat, OK! TV: BBC1, ITV1, Channel 4, Sky, Five, BBC Digital, E4, ITV2 RADIO: BBC Radios 1,2,4, 5Live, Key 103, Virgin WEB: TV, Radio, Newspaper, Google, Yahoo, MSN TRADE: 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 Salford Advertiser GMR Manchester Evening News Current Focus:
  • 22. 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
  • 23. Positioning High Respect Low Respect Low Love High Love Newcastle/Gateshead Manchester London Oxford Leeds Salford – Now? Liverpool Gateshead Hull
  • 24.
    • 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
  • 25.
    • 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
  • 26.
    • 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?
  • 27. Discrete vs city marketing – we need both SUPPORTING IN Salford
    • City focus
    IN Salford DRIVING
    • Agency focus
    Discrete marketing messages to discrete audiences Council Police PCT University Chamber Council Police PCT University Chamber
  • 28. Positioning High Respect Low Respect Low Love High Love Newcastle/Gateshead Manchester London Salford - 2010? Oxford Leeds Salford – Now? Liverpool Gateshead Hull
  • 29. Customer targets
    • 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
    PROSPECT CONVERT RETAIN + LAPSED
  • 30.
    • 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
  • 31.
    • 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 £INvest Communicates key attributes by key target audiences Project Profile Raised Investment Development Health Education Environment Crime PR’able It’s different
  • 32.
    • 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
  • 33.
    • 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
  • 34.
    • 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
  • 35. Summary - brand leadership IN action GET BEHIND AND OWN THE BRAND Cabinet/Members Directors Staff Partners Business Brand Leader Cabinet/Members Directors Staff Partners Business “ 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
  • 36. Thank you