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S R S C10010507

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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