Marketing Salford: Differentiation & Leadership

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? VISIONARY FORWARD LOOKING INSPIRATIONAL STRATEGIC FOCUSED COMMUNICATORS PASSIONATE TRUSTED PRAGMATIC CREDIBLE

4. What are they talking about? VISIONARY FORWARD LOOKING INSPIRATIONAL TOP LEADERS STRATEGIC FOCUSED COMMUNICATORS PASSIONATE TRUSTED PRAGMATIC CREDIBLE

5. What are they talking about? VISIONARY FORWARD LOOKING INSPIRATIONAL TOP LEADERS STRATEGIC FOCUSED TOP BRANDS COMMUNICATORS PASSIONATE TRUSTED PRAGMATIC CREDIBLE

6. Brand leadership IN Salford Leadership approach to brand management Transform, develop and lead a brand

7. What makes a brand? Intangible Attributes HERITAGE GUARANTEE PERSONALITY DELIVERY NAME Basic Attributes BRAND X SIZE PLACE SERVICE PRICE VALUES IMAGE Tangible Attributes

8. Values Consistency TRUST Relevance 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

9. 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

10. 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 • BBC/Sky • Microsoft/Apple • BMW/Mini • Oxfam/Greenpeace • Old New Labour/MT Conservatives • Manchester/New York • Amazon/Google • Disney • Virgin • Manchester United

11. Salford marketing strategy 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” Make Salford the city in which people want to live, work, study, visit and invest

12. Bonded Advantage Performance Relevance Presence Brand audit Can anything else beat it? What is it good at? Is it satisfactory? Does it cater for me? Do I know about it?

13. Salford marketing strategy 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

14. Brand building to date 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’ BUT IT’S NOT ENOUGH

15. Message conflict Police “We’d like you to think …” PCT “We’d like you to think …” Council “We’d like you to think …” Chamber “We’d like you to think …” University “We’d like you to think …” MEDIA “We want 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 High focus High control High impact Low focus Low control Low impact

20. Media selection Salford Media Consumption Manchester Evening News GMR Salford Advertiser Current Focus:

21. Media selection Salford Media Consumption Manchester Evening News GMR Salford Advertiser Current Focus: 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

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 London Oxford Leeds Manchester Newcastle/Gateshead Low Love High Love Gateshead Liverpool Salford – Now? Hull Low Respect

24. Salford marketing strategy 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” Make Salford the city in which people want to live, work, study, visit and invest

25. Salford marketing action plan We need significant campaigns in support of Our key brand attributes: • Waterways • Proximity to Manchester • Heritage – people and products pioneering for the common good

26. How do we make this happen? • 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?

27. Discrete vs city marketing – we need both • City focus IN Salford DRIVING Council Police PCT University Chamber • Agency focus Discrete marketing messages to discrete audiences Council Police PCT University Chamber SUPPORTING IN Salford

28. Positioning High Respect London Oxford Salford - 2010? Leeds Manchester Newcastle/Gateshead Low Love High Love Gateshead Liverpool Salford – Now? Hull Low Respect

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. Salford marketing action plan 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 Create awareness Provide relevance Develop positioning Maintain consistency

31. It’s different Communications Campaign £INvest • 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 Communicates key attributes by key target audiences Project Profile Raised Crime Education Health Investment Environment Development PR’able

32. Measuring marketing effectiveness • 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

33. Summary - brand leadership IN action • 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

34. 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 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 Cabinet/Members Directors Staff Partners Business Brand Leader “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