GATWICK DIAMOND MARKETING PLAN

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1 GATWICK DIAMOND MARKETING PLAN EXECUTIVE SUMMARY This document sets out a Marketing and PR strategy which is designed to complement the Business Plan and deliver agreed key performance indicators. The recommended strategy involves a segmented approach, with a generic positioning campaign targeting key stakeholders and a sector-specific programme showcasing the GDI priority industry sectors and communicating inward investment benefits. The following pages detail the recommended marketing and PR activities. It is anticipated that the strategy will develop further throughout the year, not least to take account of the following: Events during 2011/12 including London 2012 Policy announcements VIP visits and trade initiatives Activities conducted by the Coast to Capital and the Surrey Connects Local Enterprise Partnerships The Priorities are: To create an Inward Investment Strategy To recruit 5 to 20 GDI business champions Using the quarterly Business Barometer Survey, to provide quantitative and qualitative evidence of local trends and to measure business confidence To hold at least one inbound trade mission To help businesses benefit from the London 2012 legacy To connect with corporate businesses through leadership lunches To work with and support Gatwick Airport s MasterPlan Overall, the programme aims to build on successes achieved to date in raising the profile of the region as a good location for business thus increasing awareness and subsequently Gross Value Added. A six-monthly strategic review will consider global economic developments and trading conditions thus ensuring that the strategy remains in tune with changing circumstances as the foundation on which the tactical activities are developed. 1

2 2.0 THE CURRENT SITUATION The Gatwick Diamond Initiative is a business led private/public sector partnership formed in 2003 to make a real difference to the performance of the sub region s economy. By working collaboratively and concentrating on critical strategic issues, it has succeeded in bringing together all the key local authorities, government agencies and private sector partners to address the economic needs of the functional economic area. The Gatwick Diamond Initiative was started at a time when its economic performance was relatively strong, although a number of factors indicated that action was required to maintain the Gatwick Diamond s comparative economic position. The economy was underperforming compared to similar locations elsewhere, particularly sub-regions centred on an international airport. There was over-dependence on the airport and the level of business and infrastructure investment was failing to keep pace with leading competitor regions. A failure to diversify and address infrastructure issues could lead to a fall in business confidence and could result in some businesses moving away. A full list of those weaknesses in the Gatwick Diamond economy is listed in the Business Plan. The Gatwick Diamond Initiative was set up to create the conditions for growth, which had to be achieved with minimal impact on the environment in an area which has a significant part designated as an Area of Outstanding Natural Beauty. The challenge is to deliver sustainable economic growth while safeguarding the extensive areas of green belt throughout the sub-region and acknowledging infrastructure constraints. The high quality landscapes are in themselves viewed as an economic asset. Partners collaborated in 2008 to develop the Gatwick Diamond Futures Plan defining the overall direction, strategic initiatives and the actions needed to deliver the area s vision: 'By 2016 the Gatwick Diamond will be a world-class, internationally recognised business location achieving sustainable prosperity' However, it is now mid-2011, in a continuing worldwide economic recession during which the Gatwick Diamond, like many other areas, has suffered. The most recent data supplied by the SE Diamonds for Growth, shows that GVA growth has fallen from 2% in 2007 to minus 4.3% in The Gatwick Diamond is suffering from the lack of public sector infrastructure investment in its town centres, business parks and transport. We have seen large businesses in the Pharmaceutical sector, traditionally a strong sector for the Gatwick Diamond leaving or cutting back on staff. We still do not have a university presence although strong efforts are being made by the FE colleges and University of Brighton despite the cap on HE numbers, raised university fees etc. We still do not have long haul flights to the BRIC nations and few flights to US business destinations. We have made no progress with the development of a science/research park in the area. And still entrepreneurship is low and only 1/3 rd of businesses are trading overseas. 2

3 We are also experiencing a significant change in government policy with the new coalition government of 2010, which has introduced higher VAT, and drastically reduced public spending to repair the deficit. More positively, it is predicted that London 2012 will bring new tourist and business opportunities to the economy of the Gatwick Diamond. Therefore, the Business Plan has recently been updated taking into account the current economic climate and governmental changes, while still reflecting the aims of the original Futures Plan. It is now time to align the Gatwick Diamond Marketing Strategy with that refreshed Plan. The mission statement of the Marketing and Communications Group is to contribute to the achievement of the vision of the Gatwick Diamond through an effective marketing strategy in collaboration with partners. 3.0 MARKETING OBJECTIVES This proactive marketing programme, delivered by the Marketing and Communications Group and PR advisor Prowse & Co Ltd, will lead to measurable results. The marketing objectives have been identified as follows: a) Support the retention and expansion of existing businesses. This objective is all about Existing Growth to grow Gross Value Added. b) To create an inward investment strategy which will maximise the full potential of the GD and differentiate it from other economic areas. This objective is all about Growth from new companies. c) To influence key economic development public and private sector stakeholders. This objective is about lobbying and influencing externally. d) Champion, coordinate, optimise and communicate the requirements of the GROW, CONNECT and INSPIRE groups. This objective is about influencing internally, promoting the sub groups objectives. The marketing budget is limited at circa 64,000 and the Gatwick Diamond Initiative largely relies on volunteer and public and private sector partner support, usually resource in kind. The Marketing Strategy will be to use that resource to best effect. It is also recognised that the scale of the task is so great that priorities will be agreed. There will be quick wins and short term tactics but only when these clearly contribute towards our long term vision. We also must ensure that we do not duplicate or replicate excellent work already being carried out by our partners including local business membership organisations. 3

4 4.0 STRATEGY This strategy has three complementary strands, outlined below, which aim to build the region s brand profile while targeting priority sectors. Aviation Advanced Manufacturing and Engineering Financial Services and Professional Services Pharmaceuticals and Health Technologies Environmental technologies Tourism, Travel and Hospitality. Overall, our approach will promote the business merits of the Gatwick Diamond as a good location for business. a) Generic brand-building activities targeting external stakeholders and partners using PR, sponsorship and online media channels b) Geographic/Sector specific initiatives to showcase the GDI as a good location for business and inward investment via trade missions and events, PR and online media channels c) Corporate communications activities to demonstrate the value of the Gatwick Diamond Initiative via an opinion-former contact strategy, research and partnership activities. Stakeholder and Partnership Relationship Strategy Proactive and meaningful partner and stakeholder engagement has been a key strength of the Gatwick Diamond Initiative since its inception. This approach has delivered strategic added value benefits. It is through local engagement with the wide variety of businesses and partners that we will be able to collect market intelligence, gain input into consultations and conduct market research. Our whole operational concept has been to work closely with partners and stakeholders to lobby and influence strategy that is currently or will be relevant to businesses in the Gatwick Diamond. We will continue to leave networking to the local membership organisations to avoid overlapping services and potential waste of resource, ensuring we deliver best value both economically and operationally. Continuing engagement and strengthening of relationships with the two upper-tier and six lower-tier local authorities will be integral to our public sector stakeholder and partnership relationship management strategy. 4

5 4.0 TACTICS A pro-active strategy will be delivered targeting key audiences using a combination of cost effective and focused marketing and PR techniques for maximum impact. The plan is detailed overleaf: 5

6 OBJECTIVE AUDIENCE TACTICS/OUTPUT SUCCESS MEASURES Business PR/Online Sponsorship/ Ambassador Events Intelligence Media Partnerships Club Support retention & expansion of existing businesses Businesses over 10 employees Corporate businesses 4 x Business Barometer Surveys pa Press Office 24 & web news / event updates pa Support C2C/UKTI internationalism agendas Recruit 5 to 20 GDI business champions 4 x leadership lunches Increased no. of businesses trading internationally from 33% to 40% Facilitated peer to peer networking among GD co s. Member organisations for businesses below 10 employees. I Business Barometer survey with London 2012 questions Maintain Contacts Database Quarterly E- newsletter Monthly Marketing Group Member Blog 4 Media Briefings Promote GD Business Awards Support Gatwick Airport MasterPlan Hospitality at GD Business Awards Support all London 2012 events in the GD Understanding the needs, barriers to growth and plans of GD co s. Established Ambassador club Increased business representation on marketing group and other sub groups by 25% To create an inward investment strategy which will maximise the full potential of the GD and differentiate it from other economic areas. Prospects/ influencers in locations serviced by Gatwick Airport City opinionformers GD Influencers / sector specialists eg KPMG, PWC London Gatwick 1 x Perceptions Survey Include a London 2012 page on the website Participation in key ED online discussion forums PR plan focusing on priority niche sector trade / FDI media 5 priority sector case studies pa UKTI Inward Investment Team Support GAL in securing more long and short haul routes to business locations C2C LEP liaison Use champions as Welcome Hosts Support the GD London 2012 Welcome Training and Games related project 1 x inbound trade mission Inward Investment strategy/plan and clarify key messages / target sectors eg. flight simulation, fuel cell technology / target locations Work with the C2C LEP to position the GD as the premier place for inward investment Increased dialogue with the big businesses here as to how they prioritise their own investment 6

7 Airport /Airlines C2C Board Media Web development for FDI FDI database Use website to promote the area as a key part of London 2012 OBJECTIVE AUDIENCE TACTICS/OUTPUT SUCCESS MEASURES Business Surveys PR/Online Media Sponsorship/ Partnerships Ambassador Club Events To influence key economic development public and private sector stakeholders. Corporate CEOs Business Membership Organisations London Gatwick Airport Local Authorities /County Councils SE LEPs BIS, South Central and West. MPs and relevant cabinet ministers DCLG / DfT Quarterly e- newsletter Website Updates Participation in relevant online channels Website Links/Updates Regular meetings with key public sector influencers Attendance at C2C LEP Operations meetings and Forums 4 x thought leadership lunches 1-1 CEO meetings Representation at business membership organisation meetings Use the Overview Forum to update the public sector funders Increased awareness and understanding of the Gatwick Diamond To recruit public sector opinion formers to champion the GD To recruit business opinion formers to champion the GD 7

8 Champion, coordinate, optimise and communicate the requirements of the sub groups and the Overview Forum. Chairs and members of GROW, CONNECT and INSPIRE Members of the Overview Forum Quarterly survey used to inform Group activities Group profile for web/media Media briefings with Group Chairs Group Blogs/ Linked in Discussions Create a Chairs group to share activities Marketing Group Reps to attend sub group meetings Increased understanding of GDI group objectives/activities Single channel of communication to disseminate consistent messages across groups Increased profile of sub groups and their members across GD Activity Schedule 2011/12 ACTIVITY SEPT OCT NOV DEC JAN FEB MAR APR MAY JUNE JULY Strategy/Research Inward Investment Plan GD Business Survey Inward Investment Benchmark Survey Marketing Review PR Press Releases/Features Website Updates Online Media Linked In Discussions/Blogs Quarterly E- newsletter Media Briefings Events Thought Leadership 8

9 lunch Ambassadors Club Launch GD Awards Hospitality Meet the Buyer Event (tbc) 1-1 CEO Meetings GDI Chairs Group Meeting END 9