Marketing Birmingham Commercial Partners Meeting 30.04.13


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The UK’s major regional cities are now being recognised as drivers of the country’s economic recovery and growth.

Taking a lead on the debate, the Greater Birmingham & Solihull Local Enterprise Partnership (GBSLEP), along with its partners, has worked with Lord Heseltine to examine how recommendations from his ‘No Stone Unturned’ report – endorsed by the Chancellor in this month’s Budget – could work in practice in the UK’s largest regional city and its surrounding area. The Greater Birmingham Project report was launched earlier this month and advocated Lord Heseltine’s idea of a ‘Single Pot’ of funding allocated from central government to local areas – giving LEPs the chance to tailor spending to local priorities.

With the Chancellor’s endorsement of the ‘Single Pot’ – a move that could signal a revolution in how Whitehall operates and interacts with local areas - the challenge is now for partners to work together to devise Greater Birmingham's bid to the fund. The size of the national fund will be announced in late June and could come into effect by April 2015.

Andy Street, Chair of the Greater Birmingham and Solihull Local Enterprise Partnership (LEP), will join us to provide an insight into The Greater Birmingham Project report and discuss how local businesses can help the LEP and its partners take up the challenge and create a compelling bid for the ‘Single Pot’ – an opportunity not to be missed.

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Marketing Birmingham Commercial Partners Meeting 30.04.13

  1. 1. marketingbirmingham.comCommercial Partners Meeting30 April 2013
  2. 2. Paul KehoeChairman
  3. 3. Neil RamiChief Executive
  4. 4. Document HeadlineDocument Sub-headlineGroup travel – market increase by 35.9% coaches and 37.3% visitorsHotel occupancy - +80%, peaking at 85% in mid December – 4% increaseHotel revenues - up by 11% on 2011 to more than £7.7 millionChristmas market footfall - 4.3 m delivering an economic impact of £85mAn integrated international campaign Attracting more visitors Winning new conferences & events Securing inward investment Integrated programmes
  5. 5. Programme Results2012/
  6. 6. Account JobsADI Group 60Codemasters 25Dana Spicer Europe Limited 150Deutsche Bank 150NAC 600Franklin and Andrews 40Ishida 20Large automotive OEM 370ExpansionsAccount JobsAcuity ETS Ltd 8Adam Stokes 20ASG Immigration Limited 10ASOS 20Auctus 30Ayogo 15Halal food company 40Business Growth Fund Plc 50CT Dent 5Dotted Eyes 50UK Medical Svs Co 100US BPO 120Hotel La Tour 100India Business Hub 3Linalis 10Lulu Group International 30Mechel services 30InvestmentsInvestment projects 2011-13Nervecentrix 10One Point Three 10Owned IT 15Pata AB 10Pure Mobile 15Sanguine Hospitality Management Company Ltd 150Skanska 32Solicitors Regulation Authority 600Waste Company 40Synapse Information Ltd 15Tinyme 1Toyota Tsusho UK 25Trowers and Hamlin LLP 25Unipres 20Vocam 5Willmott Dixon Partnerships Limited 10Yomik 10Account JobsAccount JobsNVC Lighting Technology Corporation 230Office of the Public Guardian 300Sertec Group Holdings Ltd 150ReachLocal 8Metal Pressings 150Virgin Media 150Wesleyan Assurance Society 400US Metallics Co 40
  7. 7. FDI projects 2012/
  8. 8. Visit Birmingham achievementsChristmas campaigns- delivered 3m visitors in 2011- delivered 4.3m visitors in 2012 & 4%increase in hotel occupancyTV commercial viewed by 29m people in 2012New York Times recognition as top 20destination in 2012Supported more than 20 independent culturalfestivalsWelcomed 2.5m visitors through dedicatedinformation serviceInternational2012Domestic2012BirminghamNumber of visitors30.9m 104m 33.5mVisitor value£18.5bn £16.2bn £4.9bnAverage stay7.6 nights 5 nights 4.6 nightsAttracting national & international visitorsBirmingham’s visitor economy Delivered - 10% growth since 2006 Supports - 60,000+ jobs from entry level - seniormanagement Generated - significant capital investment 10 newhotels in last 18 months
  9. 9. Case study: Christmas campaign 2012Group travel increased by 35.9% coaches and 37.3% visitorsHotel occupancy +80%, peaking at 85% in December (4% increase on 2011)Hotel revenues up by 11% on 2011 to more than £7.7 millionChristmas market 4.3 m footfall, delivering £85m economic impact
  10. 10. Developing inbound traffic:IrelandItaly (Rome)Sweden (Stockholm)Germany (Munich)Digital traffic- Ireland up by 30%- Italy up by 1314%- Sweden up by 487%- Germany up by 561%Page views increased by 15%Growing global connectivity
  11. 11. City region collaborationMIPIM 2013£540,000 of global media coverage, 30% onlineincrease12 capital investment enquiries15 FDI enquiriesSite Selectors 201212 senior advisors to corporate end users20+ commercial partners involved
  12. 12. Where the world meetsSales missions - 30 national & internationalAmbassador programme - generated 5events in collaboration with Universities2012/13 International National Total impactNew eventssecured6 8 14Bed nightsgenerated11,200 22,100 33,300Est. impact £5.1m £8.2m £13.3m
  13. 13. Recent media coverage
  14. 14. Programme Highlights2013/
  15. 15. Business Birmingham – FDI pipelineBusiness Birmingham active projects inpipeline as per March 201314%7%5%5%3%5%4%
  16. 16. For the first 15 companies the ROI consideration over a10 year period from an investment value of £7.25m ingrants and an administration burden of £250k is asfollows:Potential Create 3,900 jobs for Birmingham A grant per job rate of £1860 per job Increased economic activity of £843 million Generate £45 million of rates incomeFor a £26.58m investment this project has the potentialto: Create 14,286 jobs for Birmingham Increase economic activity from salaries alone by£2,500m Generate £184million of rates incomeMobile Investment Fund
  17. 17.  Birmingham is the fastest growing city in terms of FDI attraction in the UK. WM hasgrown FDI levels by 21% year on year since 2007 compared to the NW at 8% Proposal to UKTI that Business Birmingham leads on sector based strategicrelationship management initiative for Automotive, BPFS and Medtech Match funding from UKTI to resource increased account management team on itsbehalf and in conjunction with PA Consulting UKTI Strategic Relationship ManagementSource: FDI Markets, FinancialTimes, 2012Destination Country 2009 2010 2011 2012UK 34% 35% 32% 42%France 15% 9% 9% 12%Germany 15% 19% 17% 9%Spain 7% 10% 8% 11%Ireland 8% 9% 13% 12%
  18. 18. Site Specific Propositions Key component of business developmentstrategy to secure anchor tenants for majorschemes Detailed business cases built around specificmarket opportunities, i.e. LPO, JLR Supply Chain,Third Sector relocation Specific business development strategieswrapped around each proposition, utilising ownand partnernetworks and contacts Cost model based on future developments todemonstrate high quality, low cost credentialsand detailed cost savings. Independent benchmarking and partnersintelligence and research
  19. 19. Document Sub-headlinemarketingbirmingham.comBarriers Post-2012 Olympics Aviation developments- Birmingham Airport Strong destination offerculture, heritage + food Investment ininfrastructure, retail +public realmOpportunities Economic performanceissues Policy changes bycompetitors to attractvisitors New markets openingBRIC as inboundsources Limited awareness ofanything outside London Small share of voice in acrowded marketplace Deterrent effect of thevisa regime Domestic perceptions Product + packaginggaps CostGlobal trends
  20. 20. Volume and value – to drive overnight visitors using culture as a motivatorCelebrating the next generation – 11 organisations and 70 individualsMulti-channel campaign – Spring 2013 targeting national visitorsPutting a spotlight on culture
  21. 21. Culinary summer 2013National tourism campaign – May – July profiling Birmingham’sculinary offer and drive overnight leisure visitorsPartnership opportunities – hotels, restaurants, bars, markets,producers and festivalsRegional celebration – collaboration with the chef community andUniversity College Birmingham to put a spotlight on the next generation
  22. 22. ICC Champions Trophy 2013:5 key games, including the final, at EdgbastonRights package with ICC to promote Birmingham toone fifth of the world’s populationStrategic Marketing Opportunities
  23. 23.  Significant input to the Greater BirminghamProject MB Board Agreement to align with GB&SLEP LEP Board 14 march 2012 agreed MB astrategic delivery partner Developing a Greater Birmingham positioning SLA to be operational from April 2014Greater Birmingham Strategy
  24. 24. Neil RamiChief Executive
  25. 25. Marketing Birmingham CommercialPartners MeetingAndy Street, Chair of the GBS LEP30thApril 2013
  26. 26. A busy few months…• Signed City Deal - Sep 12• White Paper Consultation - Oct 12• No Stone Unturned - Oct 12• Offer to ‘pilot’ NSU - Nov 12• Prime Minister’s Blessing - Dec 13• Greater B’ham Project - Mar 13• Govt Response to NSU - Mar 13• Strategy for Growth - May 13• Spending Review - June 13Plus delivering the LEP’s wider agenda…..
  27. 27. No Stone Unturned• Launched at the Town Hall• 89 recommendations• Big ideas:• Single Pot of funding• Localise EU funding• Legal status for Chambers• Unitary local govt• Conurbation Mayors• Local Growth Teams• LEP role in skillsOpportunity for real change.....
  28. 28. So we stepped forward…
  29. 29. Greater Birmingham Project• Intense Review• Weekly visits by LordHeseltine• 8 workstreams• Engagement from acrossprivate, public andvoluntary sectors• Local and national input
  30. 30. Current complexity exposed…
  31. 31. Single Pot opportunities• Fit for purpose business support• Deliver growth plan for the M42 Economic Gateway• Grow Birmingham Airport• Create Sector Acceleration Zones– Life Sciences, Advanced Manufacturing, Digital & Creative,Enterprise Belt• Build world-class skills system• Expand collaborative & innovative procurement• Pilot ‘Gainshare’ scheme (earn-back)• Establish a Neighbourhood Economic Growth Project• Accelerate roll-out digital infrastructure
  32. 32. Media Launch
  33. 33. Government Response• Agreed 81 of 89 recommendations• Establish a ‘Single Local GrowthFund’• Streamline management of EUfunding• Set up Local Growth Teams• Ease regulatory enforcement• Reform planning• Establish 11 Industrial StrategyPartnership Councils• LEPs to work out business support• LEPs responsible for setting localskills strategies
  34. 34. Our work is not yet done…Decisions still to influence…..• Scale of the Single Local Growth Fund (SLGF)• Proportion of SLGF that is open to competition (vsproportion allocated notionally to each LEP)• How process will work in overlapping areas• Format of the LEP Growth Plan• Assessment of plans• Amount of strings attached to funding• Monitoring process
  35. 35. Strong building blocks…• Strategy for Growth has wide support• Sets out our Strategic Enablers:1. Growing the number of successful businesses2. Building on our sector strengths and opportunities3. Stimulating innovation in products, processes,services and business structures4. Improving our skills talent pool5. Improving physical and digital connectivity6. Optimising the economic value of the region’sassets
  36. 36. Next stage• Develop Strategy into a “strategic growth plan” foraccessing the SLGF, showing:• Level of ambition• Clarity of prioritisation• Evidence of deliverability and capacity• Support and commitment of partners• Leverage of resources• Strength of governance• Align to EU Investment Strategy
  37. 37. Rallying call….• We are at the forefront of this agenda but need tomaintain momentum• Real opportunity for devolution but still arguments tobe won and doubters to convince• Overwhelmed by support for Gr B’ham Project – needto build on this to develop our SLGF bid• Welcome ideas, input, expertise to help make the bestcase for Greater Birmingham
  38. 38. Questions & Answers