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
Agenda
 Transformational leadership = transforming brands
 Brand leadership
 Brand leadership and marketing IN Salford
 Summary
What are they talking about?
VISIONARY
FORWARD LOOKING
INSPIRATIONAL
STRATEGIC
FOCUSED
COMMUNICATORS
PASSIONATE
TRUSTED
PRAGMATIC
CREDIBLE
What are they talking about?
VISIONARY
FORWARD LOOKING
INSPIRATIONAL
FOCUSED
TOP
LEADERS
STRATEGIC
COMMUNICATORS
PASSIONATE
TRUSTED
PRAGMATIC
CREDIBLE
What are they talking about?
VISIONARY
FORWARD LOOKING
INSPIRATIONAL
FOCUSED
PASSIONATE
TOP
LEADERS
TOP
BRANDS
STRATEGIC
COMMUNICATORS
TRUSTED
PRAGMATIC
CREDIBLE
Brand leadership IN Salford
Leadership approach to brand management
Transform, develop and lead a brand
What makes a brand?
Intangible Attributes
NAME
Basic Attributes
BRAND
X
Tangible Attributes
Brand leadership – the three key elements
Values
Consistency
TRUST
Relevance
 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 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
Brand leaders – benchmarked attributes
•
BBC/Sky
•
Microsoft/Apple
•
BMW/Mini
•
Oxfam/Greenpeace
•
Old New Labour/MT Conservatives
What links the winners?
Strong leadership
Consistently compelling idea
Innovation
Reflect values
•
Manchester/New York
•
Amazon/Google
•
Disney
Consistent presentation
•
Virgin
Brands not objects/organisations
•
Manchester United
Clear personality
Brand value on balance sheet
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
Brand audit
Bonded
Advantage
Performance
Can anything else beat it?
What is it good at?
Is it satisfactory?
Does it cater for me?
Relevance
Do I know about it?
Presence
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
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
Message conflict
Police
“We’d like you to think …”
PCT
“We’d like you to think …”
Council
“We’d like you to think …”
Chamber
University
“We’d like you to think …”
“We’d like you to think …”
MEDIA
“We want you to think …”
Channel crowding
NOISE
MEDIA FILTRE
TARGET AUDIENCE
Council
Police
University
Chamber
PCT
TARGET AUDIENCE
TARGET AUDIENCE
TARGET AUDIENCE
TARGET AUDIENCE
TARGET AUDIENCE
TARGET AUDIENCE
ANNOYS
Channel crowding
TARGET CHANNEL
CLEAR
Council
Police
University
Chamber
PCT
VIEWS
TARGET AUDIENCE
TARGET AUDIENCE
TARGET AUDIENCE
TARGET AUDIENCE
TARGET AUDIENCE
TARGET AUDIENCE
TARGET AUDIENCE
Share of voice
VOLUME IS KEY IN CROWDED MARKET
Council
Police
University
Chamber
PCT
But don’t don’t forget targeting and direct channels
Quality not quantity
Lots of activity
Low focus
Low control
Low impact
versus
Focused activity
High focus
High control
High impact
Media selection
Salford Media Consumption
Current Focus:
Salford
Advertiser
Manchester
Evening
News
GMR
Media selection
Salford Media Consumption
Current Focus:
Salford
Advertiser
Manchester
Evening
News
GMR
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
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
Positioning
High Respect
London
Leeds
Oxford
Manchester
Newcastle/Gateshead
Low Love
Gateshead
Salford – Now?
Liverpool
Hull
Low Respect
High Love
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
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
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?
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
SUPPORTING IN Salford
Chamber
Positioning
High Respect
London
Oxford
Salford - 2010?
Leeds
Manchester
Newcastle/Gateshead
Low Love
Gateshead
Liverpool
Salford – Now?
Hull
Low Respect
High Love
Customer targets
Marketing decisions
 Activity; Channel; Message
Customers by value: PROSPECT
CONVERT
RETAIN
+ LAPSED
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
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
Communications Campaign
It’s different
£INvest
Communicates key attributes by key target audiences
Project
Profile
Raised







Investment
Crime
Education
Health
Environment
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
Development
PR’able
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
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
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
Summary - brand leadership IN action
GET BEHIND AND OWN THE BRAND
Cabinet/Members
Cabinet/Members
Directors
Directors
Brand Leader
Staff
Staff
Partners
Partners
Business
Business
“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