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