MODBURY PRECINCT

MARKETING STRATEGY NOVEMBER 2015

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This document is influenced by the ‘Market Segmentation Study’ (October 2012) by Hudson

Howells, commissioned by Council for the ‘Live Life Modbury’ project.

As the Modbury Precinct Revitalisation Project progresses through its various phases over

the coming years, the marketing strategy needs to be agile to respond to change in market

trends and current day objectives. This document outlines an agile strategy that is built

around available research and popular marketing models.

MARKETING APPROACH

The intent of the Marketing Strategy for the Modbury Precinct Revitalisation Project is to

promote any ‘products’ as outlined in the project’s Activation Strategy. These ‘products’ are

currently under development so this strategy seeks to simply outline the framework for

promotion, called Action Plans.

The Action Plans will utilise popular communication channels that are consistent with the

interests of the identified target segments (see page 9), such as social and digital media,

signage, posters and flyers.

The Action Plans will launch offerings to the market and is the final stage of a product’s

development process. It is highly recommended that each ‘market offering’ progresses

through a product development process, such as the one outlined below:

To increase relatability to the identified target segments (see page 9), all marketing

materials will be designed to incorporate a new and dedicated identity (visual and written)

for the Modbury Precinct. This identity reflects Modbury Precinct as a vibrant place and also

ACTIVATION STRATEGY 2015-2040

MARKETING STRATEGY

ACTION PLANS

Idea, Screening & Evaluation

Detailed Investigation

Development TestingMarket Launch

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provides opportunities for Partnership Marketing with third party organisations, increasing

exposure, trust and credibility.

Brand Archetyping is a process that can assist with the development of a desired perception

of an identity so that all marketing actions and key messages are consistent and relatable to

the target segments.

BRAND ARCHETYPE

A workshop to explore the desired perception of the Modbury Precinct was conducted with

internal stakeholders. This technique, known as Brand Archetyping, was used to select an

archetype that most resembled the desired perception of Modbury:

The Core Archetype – Explorer.

Four clarifying words to make the ‘Explorer’ archetype relevant for this project were also

chosen:

Re-discover, Lifestyle, Adventurous and Opportunities.

Two influencer archetypes were selected: ‘Magician’ and ‘Innocent’. The next section

elaborates on the meaning of the archetypes.

EXPLORER

Usually associated with brands that are interested in new ideas, independent, adventurous

or seeking out new opportunities. This archetype encapsulates an organisation/project who

wants to move from one point to another in an open-minded manner.

MAGICIAN

This archetype is associated with brands who want to provide magical moments, moments

of transition or see their role to be a catalyst for change.

INNOCENT

Brands aligning with this archetype want to appear as wholesome and pure. They enjoy the

simple pleasures and generate trust.

The selected archetypes and clarifying words aim to deliver the desired perception of

Modbury Precinct through the establishment of a written and visual identity. They act as a

guide for all marketing actions and are subject to change depending on market trends and

current day objectives.

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PARTNERSHIP MARKETING

As Council ‘market offerings’ activate and are promoted through Action Plans, many other

opportunities to build on the identity of the Modbury Precinct exist. These opportunities are

owned by third party organisations in the Precinct and include new developments, events,

activities, special occasions and promotions. Partnership Marketing seeks to collate all these

opportunities that may be of interest to the target segments for the purpose of promoting

the Precinct and is critical to achieving the project objectives. Launching this initiative

requires:

• Benefit – “What do I get out of promoting the Precinct?”

• Structure – An easy process for promoting market offering or business

• Internal support – Creating channels for promotion, creating collateral to assist

promotion and actively seeking out opportunities for Partnership Marketing.

VISUAL IDENTITY

For all Action Plans and Partnership Marketing initiatives a visual identity (brand) that is

appealing to the target segments is critical for future success. Below is an overview of a

visual identity that has been developed for Modbury Precinct but not yet tested with the

target segments. Following further research in early 2016 to better understand the target

segments and their interests, this concept may evolve or be redeveloped. To encourage

Partnership Marketing and to promote any ‘market offering’ that come online before the

market research and testing is complete, the visual identity below will be tested by applying

it to real marketing actions for Modbury Precinct. This will inform future visual identity

development towards mid-2016.

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OTHER PLANS

In addition to this Marketing Strategy sits another Market Investment Attraction Program,

aimed at targeting the development sector to promote investment and development

opportunities. This program, currently under construction, sits outside of this strategy

because the target demographic is very different to that outlined on page 9 and all

marketing actions will be unique to the development sector. More about this program can

be found by referencing the Modbury Precinct Activation Strategy.

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RESEARCH

Following is an extract from research that was conducted in 2012 and gives us a clearer

picture of who the target segments for the Modbury Precinct is:

“The potential purchaser might imagine himself or herself enjoying the benefits of

immediate access to retail, cafes, restaurants, pubs and nightlife while being able to retreat

immediately when desired to quality residential accommodation. Access to employment

locally and/or via efficient transport will support the attractiveness of this proposition and

give the purchasers the perception of living in a highly connected community. The purchasers

must also be secure in the knowledge that their investment is secure and will appreciate over

time. i”

The marketing approach as outlined in this document incorporates recommendations from

the ‘Market Segmentation Study’ (October 2012) by Hudson Howells, of which some of the

highlights are below:

• The average Australian has lived at their house for at least five yearsii. We also know

that 90% of housing relocation occurs within 10km of their current place of

residence. The map below illustrates this catchment area in relation to the centre of

the Modbury Precinct.

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• As the project seeks to achieve intense urban renewal of the Precinct, the following

demographic segments are recommended for determining the vision, branding and

Marketing Strategy. These priorities are based on target populations, potential

spending capacity on built form and degree of urban intensity of accommodation

preferences:

a. Young Metros (25-39 years). Interest: Retail Precinct

b. Living the Dreamers (55-64 years). Interest: Restaurant/Café Precinct. iii

• After considering ABS data, the target population for the Precinct has a female bias

which is greatest in the South Sector followed by the Tea Tree Gully sector. This is

important when considering brand and marketing

• Over one third of the population in the segmentation study area are professional,

clerical and administrative workers with the highest proportions of professionals

found in the South and Mawson Lakes areas (the Young Metros)

• The Mawson Lakes and Hills Sectors are likely to have the highest budgets for new

home purchasing

• Importantly, accommodation and food services, attractive to the Young Metros and

the Living the Dreamers, only represents 8.1% of employment in the Tea Tree Gully

Sector

• The Young Metros

a. Are likely to have the second highest budget for a new home (after the Living

the Dreamers)

b. Could be expected to be disinterested in the environment, not terribly active

but with a strong interest in higher density living. It is expected that the low

maintenance aspect of higher density living is a key driver for this segment

c. The West and Mawson Lakes Segments have the highest proportions of

Young Metros.

• Living the Dreamers

a. Are much less likely to want to live in a development that is protected by

locked gates and would not be seeking to move to a large traditional block of

land

b. Could be expected to be seeking to travel nationally and internationally more

than the other demographic segments

c. They are not trend setters and have much less interest in living in a

traditional style of home

d. Are expected to have a strong interest in higher density living.

• The two demographic segments above offer the greatest support for intensive urban

renewal in terms of purchasing power. They are likely to be characterised as

professionals, managers and administrators willing to trade off space for lifestyle

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NEXT STEPS

As ‘market offerings’ for the Modbury Precinct are confirmed and resourced, Action Plans

will be developed to ensure consistent and relatable marketing actions are delivered in line

with branding principles and the target segments.

i Live Life Modbury Market Segmentation Study – Hudson Howells – October 2012

ii Australia Bureau of Statistics -

http://www.abs.gov.au/AUSSTATS/abs@.nsf/Lookup/4102.0Main+Features30April+2013

iii Live Life Modbury Market Segmentation Study – Hudson Howells – October 2012