Marketing Birmingham Annual General Meeting 2015
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Over 100 of the city’s senior business community gathered at the 2015 Marketing Birmingham AGM, to review the past 12 months and look ahead to even greater progress in 2016
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Marketing Birmingham Annual General Meeting 2015
- 2. 2015 AGM To receive the accounts for the financial year ended 31 March 2015 and the Directors’ and Auditors’ report. To re-appoint the following as Directors pursuant to Article 44 and 47 of the Company’s Articles of Association: Paul Kehoe Chris Loughran Mark Smith To appoint the following as Directors pursuant to Article 35 and Article 47 of the Company’s Articles of Association: Julia King, The Baroness Brown of Cambridge, DBE - Vice Chancellor, Aston University To appoint the Company Auditors and authorise the Directors to fix their remuneration. To transact any other ordinary business of an Annual General Meeting.
- 3. Neil Rami Chief Executive Marketing Birmingham
- 6. DELIVERY 2011-16 Performance to date 0 2000 4000 6000 8000 10000 12000 14000 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2011 - 2012 2012 - 2013 2013 - 2014 2014 - 2015 2015 - 2016 Jobs Years Over 13.5k
- 7. Jobs created within KPI sectors INSIGHTS 2011-16 3% 8% 13% 17% 27% 32% 0% 5% 10% 15% 20% 25% 30% 35% Food & Drink Life Sciences ITEC Other BPFS Advanced Engineering KPI Sector Percentage
- 8. Source of jobs INSIGHTS 2011-16 6% 7% 12% 12% 14% 17% 31% 0% 5% 10% 15% 20% 25% 30% 35% Birmingham City Council UKTI Other Multiplier Telephone Enquiry Other Sales Commercial Partner Percentage Source
- 9. POSITIONING Key drivers CONNECTIVITY GROWTH LIVEABILITY ZONE 4 London Underground £21 BILLION Export Value APPEAL Location to attract the largest migration out of the capital
- 10. FOREIGN DIRECT INVESTMENT FDI 14/15 JOBS 0 10 20 30 40 50 60 70 80 90 FOR FDI (PROJECTS) 14/15 Source: UKTI The UK #1 FOR FDI PROJECTS 2014 + 2015
- 11. CLIENT LIST
- 14. Recognised as Western Europe’s most competitive city for investment Featured in 8 of 12 industry sectors Ranked ahead of Dublin, Barcelona and London BUILDING REPUTATION
- 22. Rank European City Investment Score Development Score 2014 + / - 1 Berlin 3.91 3.73 4 + 3 2 Dublin 3.83 3.65 2 0 3 Madrid 3.75 3.09 19 + 15 4 Hamburg 3.73 3.56 3 + 1 5 Athens 3.71 3.07 28 + 23 6 Birmingham 3.36 3.45 20 + 14 7 Copenhagen 3.36 3.43 8 -1 8 Amsterdam 3.60 3.00 25 + 17 9 Lisbon 3.55 3.04 26 + 17 10 London 3.54 3.58 5 - 5 EMERGING TRENDS -REAL ESTATE Source PwC – Emerging Trends Europe Survey
- 24. PROJECTED PERFORMANCE Visitor numbers (millions) + Economic Impacts (£bn) £3.8 £4.4 £4.6 £4.4 £4.6 £4.9 £5.1 £5.3 £5.9 £5.8 £6.0 £0.0 £1.0 £2.0 £3.0 £4.0 £5.0 £6.0 £7.0 K 5K 10K 15K 20K 25K 30K 35K 40K 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Economic Impact No. visitors
- 25. DOING BUSINESS GOING GLOBAL CULTURAL SHOWCASE GOING LOCAL GREATER BIRMINGHAM & BLACK COUNTRY VISITOR ECONOMY STRATEGY
- 26. DOING BUSINESS SOURCES: Associations Highest value as multi-day/event, overnight Multipliers Events agencies for corporate business PCO’s for Association business GEO TARGETS: Domestic International - focus on Near European markets (specifically Brussels, France, Germany, Holland) SECTOR TARGETS: Focusing effort – industries, markets
- 27. Lead generation - Going Local Tools: Ambassadors Meet Guide 2015/16 Welcome to more Packages - attract and retain Support: Micro site Bid support Accommodation Venue location Sales activity - Going Global Events@ Meetings Show UK IMEX Frankfurt Meetings Showcase Brussels mission DOING BUSINESS
- 28. CULTURAL SHOWCASE Why visit? Profiling Birmingham
- 29. GOING GLOBAL Spain Germany Italy Belgium specifically Brussels Multi- campaigns Sales missions + FAM trips Digital campaigns Experiential showcase + lead gen missions Short haul markets
- 30. USA (East Coast) China Japan India Multi-campaigns + PR FAM trip BHX Charter flights + sales missions Experiential showcase + sales missions Experiential showcase + sales mission Long haul markets GOING GLOBAL
- 35. Reflections Jan 24th Hidden Spaces Jun 6th Street Art Apr 11th Super September Sept 24th More Birmingham Instameet Exhibition November 2015
- 36. Help your city succeed, help your business succeed COMMERCIAL PARTNERSHIPS City Success Partner Success
- 37. PROFILE INSIGHT NETWORKING Events Referrals Bespoke research Sector trends Performance data Sales activity Media opportunities Digital brand awarenessPartner events Official brand affiliation Campaigns Access to key decision makers Sector platforms Partner and Members network Prospects Industry e-updates National benchmarking Speaker opportunities
- 38. MEET THE TEAM Birmingham Convention Bureau Stephanie Mynett Maya LadwaClare Hurter Jagdeep Padam Relocations Services Team Liam Timms Business Growth Team Natalie KingMarcia Beckford-Seales Richard Sutherland Sameer Ullah
- 40. 2016 - PRIORITIES International propositions Generating demand Shakespeare 2016 Competitive positioning Birmingham Relocation Services HS2 investment Supply chain initiatives Enterprise Zone occupier demand and activation West Midlands Combined Authority Midlands Engine Agency Services Regional collaboration
- 41. Brand audit Developing – vision, positioning & narrative generation Testing – the vision, positioning & narrative Creative Exploration Strategy document COMPLETE COMPLETE COMPLETE COMPLETE FINALISING COMPETITIVE POSITIONING 2 43 51 Brand planning process
- 42. Extensive Engagement Regional engagement COMPETITIVE POSITIONING
- 43. Q1 Jan - Mar Q2 Apr - Jun Q3 Jul – Sep Q4 Oct – Dec Dec 2015 2016 Finalising Strategy Regional Engagement Implementation Stakeholder mapping Regional planning and narrative building Setting sub- priorities, themes and timeframes Tools – internal and external Forward planning Identifying projects to support brand roll out (e.g. MIPIM) COMPETITIVE POSITIONING Next steps Establishing resources What does success look like? Strategic forward planning Setting priorities, themes and timeframes
- 45. SHAKESPEARE 2016
- 46. GENERATING DEMAND Advanced manufacturing West Midlands Automotive Alliance Meet the Buyer Tier 2 Suppliers Online Engagements Tier 1 buyers Import Commodities £2bn SME Best Practice Club Virtual Team Cross Sector Engagement Trade Delegation Export Support Finance Community Business Support AgenciesFinance Birmingham
- 48. GENERATING DEMAND cross-sector engagementtrade delegation Enterprise Zone development activation
- 52. 2015 REVIEW
- 53. THANK YOU
Editor's Notes
- 2015 PRIORITIES
- 1. Greater Birmingham and Solihull 14/15 - 73 13/14 - 77 2. South East Midlands 14/15 - 60 13/14 - 38 3. Greater Manchester 14/15 - 67 13/14- 55 4. North East 14/15- 44 13/14 38 5. Coventry and Warwickshire 14/15 - 33 13/14 - 43
- Birmingham’s visitor economy has seen year-on year-growth for the last 7 years. And as you can see we’ve set ambitions targets to grow our market share and continue this positive trajectory Indeed, we’ve issued results today showing that we are breaking records when it comes to attracting visitors to the area, plus in parallel consumer spend is at a record high These positive trends follow many years of planned intervention – we have been developing relationships and networks within the travel trade. Alongside this, we have targeted the media. For example our work within the travel press this year alone has seen Birmingham being featured in the ‘Top ten places to visit in the World’ by the Rough Guide, who have also named the city as the destination of the month for December.
- - 18-months ago Marketing Birmingham was jointly commissioned by GBSLEP and BCLEP to lead a cross-LEP project to deliever a Visitor Strategy for the Greater Birmingham and Black Country area for the next 15 years. Working across these four themes, the strategy aims to increase the area’s market share of leisure and business tourism, with a strong emphasis on international growth to achieve economic success for the area. I now want to spend a few minutes talking to you about our approach and activity across all areas:
- Business tourism is vital to the Birmingham’s visitor economy and this is endorsed by a leading industry poll which has consistently ranked Birmingham as the leading destination for seven consecutive years. Working in partnerships with venues across the city – ranging from the NEC Group to universities, hotels, independents and cultural institutions was have see significant growth within this sector. Again there has been a strong emphasis within international markets, as such event provide increased economic benefits and also support global awareness of the brand.
- To support the bidding process we’ve developed a three phased approach that aims to both retain and attract events, conferences and congresses to the region.
- We have insight that shows that there are three reasons why people are attracted to visit the area – retail, food and cultural heritage. Much of our consumer activity this year has focused on using the areas diverse cultural programme to drive visitors to Birmingham and the wider region. We have put a spotlight on Birmingham’s festivals and combined this content with the physical changes as part of the ‘Welcome to More’ campaign which I will talk to you about shortly.
- We have worked in developing awareness and inbound visitors within the short haul market, where we have seen strong performance in particular.
- We have also been working with Birmingham Airport to develop visitors numbers from existing routes, such as United, Air India and Turkish airlines, as well as helping to support on new routes and initiatives such as American Airlines, Icelandair.
- With our global ambitions, it may sound strange to say that local engagement has been increasing critical and this is because of the amplification and mass communication provided by social media platforms. We realise the power of authentic advocacy and networks and we are keen to make sure that the people of Birmingham are provided a platform and given the tools to talk about Birmingham.
- As we have already heard, with one billion pounds of investment coming to fruition 2015 has been a significant year for Birmingham, and one that we need to make the most of. We undertook one of our largest collaborative campaigns with partners across the city. Welcome to More aimed to build on the thought of Birmingham having more things opening, more things to see and more things to do.
- The campaign was a huge success with record website traffic, hotel occupancy and over half-million additional visitors in the month of September alone.
- Building on the ‘Going Local’ theme of the Visitor Economy Strategy we established a year long instmeet programme which aimed to document the areas impressive year. This involved of hundreds of bloggers, photographers and members of the general public taking thousands of images, of which a selection were then shortlisted to be featured in an exhibition at the Ikon Gallery. This project achieved a global reach of several million social media users and is an example of the many ways in which we can work together to put Birmingham on the international map.
- Firstly, let me say that your continued investment and support in our Partner and Member programme remains incredibly important and I want to thank every Partner and Member for it. We recognize that when you join our programme you are making an investment - which needs to pay back – and we believe it does so on two levels: Some benefits are obvious – like the new connections, associates or potential customers you meet; the new knowledge and insight you acquire; or the extra profile you attain by inclusion in our campaigns or by us directly publicizing your business in posts, tweets and other PR activity. But your investment also pays back benefits less obviously: Your investment allows Birmingham to create more impact both internationally and nationally; to attract more visitors, more conferences, more inward investment – and ultimately to perform at a higher level, which in turn creates more demand and more opportunities for your business to succeed. [Examples – 1 Visit, Meet, Invest] Our challenge each year is to get the balance right in delivering those benefits - so every one of our Partners recognizes the value we bring to their business both directly and indirectly. Arguably, this year has seen an emphasis on activities delivering benefits more indirectly to Partners. But with a number of personnel changes in our team, we’ve also delivered slightly lower levels of Partner events, engagement and communications than normal. As we move into 2016 this will begin to change:
- As we head into 2016 and the new financial year our team is moving back to full strength – the Business Growth Team whose focus is understanding your needs and creating opportunities for you; and our BCB, Research and Marketing teams who will provide the infrastructure and communication resources to deliver the Profile, Insight and Networking you want from us. [name the team and highlight their experience and / or role] Right now the Growth Team are busy contacting Partners to introduce themselves – and importantly to take feedback on how we can ensure the programme delivers for you even better in 2016. We’ll be polling a number of Partners and Members via Face to face and Telephone interviews with a short questionnaire – so please take the opportune ity to contribute your thoughts – you can even do so after today’s meeting – by speaking to anyone of the team or better still completing the questionnaire – copies to be found [give details where…..] Moving on….
- The GBSLEP Strategic Economic Plan identified the need to strengthen the areas positioning, which was cited as a barrier to growth. Marketing Birmingham has been commissioned by the LEP to deliver a competitive positioning project which involved a five stage process. We are now in the final stages – finalising the strategy and moving towards implementation.
- This brand planning process has taken approximately one-year and was based on the ethos of being consultative as possible, which involved a series of group workshops, extensive 1:1 interview sessions across the Birmingham, Solihull, North Worcestershire and South Staffordshire geography. Plus mass engagement across digital channels
- Working in collaboration with regional partners – Shakespeare's England and Leicestershire promotions with funding from Visit Britain's GREAT UK Challenge fund. Campaign targeting North America’s East Coast focussing on the commemoration of Bards passing. Activity will promote the Shakespeare themed programming from the regions major cultural brands and will aim to attract people for the year long celebration and beyond.
- The process of building the content for these the propositions is detailed below: Market analysis Identify market trends Identify buyers that link in with market trends – e.g. Consumers, Large professional Service Firms, Property Developers Identify scalable business opportunities for companies supplying products / services to those larger companies Current examples Identify and gain content from the following case studies that are taking advantage of the business opportunity identified above: Companies born and bred in Birmingham Recent Investors Proposition development Establish key drivers for each sector / subsector (for example cost, regulation, talent) Develop general “why Birmingham” core proposition in relation to image, connectedness and lifestyle Use key drivers and core proposition to support the business opportunity Targeting Either commission or collaborate with a third party to establish a refined pipeline list of potential investors that fit the business opportunity established above
- The process of building the content for these the propositions is detailed below: Market analysis Identify market trends Identify buyers that link in with market trends – e.g. Consumers, Large professional Service Firms, Property Developers Identify scalable business opportunities for companies supplying products / services to those larger companies Current examples Identify and gain content from the following case studies that are taking advantage of the business opportunity identified above: Companies born and bred in Birmingham Recent Investors Proposition development Establish key drivers for each sector / subsector (for example cost, regulation, talent) Develop general “why Birmingham” core proposition in relation to image, connectedness and lifestyle Use key drivers and core proposition to support the business opportunity Targeting Either commission or collaborate with a third party to establish a refined pipeline list of potential investors that fit the business opportunity established above
- The process of building the content for these the propositions is detailed below: Market analysis Identify market trends Identify buyers that link in with market trends – e.g. Consumers, Large professional Service Firms, Property Developers Identify scalable business opportunities for companies supplying products / services to those larger companies Current examples Identify and gain content from the following case studies that are taking advantage of the business opportunity identified above: Companies born and bred in Birmingham Recent Investors Proposition development Establish key drivers for each sector / subsector (for example cost, regulation, talent) Develop general “why Birmingham” core proposition in relation to image, connectedness and lifestyle Use key drivers and core proposition to support the business opportunity Targeting Either commission or collaborate with a third party to establish a refined pipeline list of potential investors that fit the business opportunity established above