GATWICK DIAMOND PROMOTE GROUP ACTION PLAN

GATWICK DIAMOND PROMOTE GROUP ACTION PLAN 2013-2014 1. EXECUTIVE SUMMARY This document sets out a Marketing and PR strategy which is designed to complement the Gatwick Diamond Business Plan and deliver agreed key performance indicators. 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: the debate around aviation capacity in South East England Coast to Capital LEP strategic economic plan VIP visits and trade initiatives Government policy announcements Overall, the strategy seeks to build on achievements to date; raise the profile of the area as a good location for business; engender collaboration between partners and influence topics of strategic economic importance. The priorities are to: promote the Gatwick Diamond as a world class business location, encouraging business retention and inward investment foster the growth of existing businesses through boosting local procurement and promoting the benefits of international trade support air, road, rail and sea transport infrastructure improvements by demonstrating clear economic and qualitative evidence in support of improvements ensure the Gatwick Diamond area needs are met within the Coast to Capital Strategic Economic Plan, Skills Strategy and EU Strategy and benefits from funding opportunities therein support Gatwick Airport s MasterPlan Growth ambitions and their role within the aviation capacity solution for London and the South East collaborate with Coast to Capital, Surrey Connects and relevant local business membership organisations. 1

A six-monthly strategic review will consider economic developments and trading conditions thus ensuring that the strategy remains in tune with changing circumstances as the foundation on which future tactical activities are developed. 2. BACKGROUND 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 local authorities, government agencies, business membership organisations and private sector partners to address the economic needs of the functional economic area. The Gatwick Diamond Futures Plan, developed in 2008 by GHK, defines the overall direction, strategic initiatives and the actions needed to deliver the area s vision. This Plan remains the driving document for the Gatwick Diamond Initiative. Following two consultations with the public and private sector in 2012, objectives and outcomes have been prioritised in the Gatwick Diamond Business Plan for the period 2013-2016. The Gatwick Diamond Initiative will focus on high growth, knowledge driven economic activity. Each Sub Group of the Gatwick Diamond Initiative will develop their own Action Plan to deliver those objectives (GROW, CONNECT, INSPIRE and PROMOTE). This document is the Action Plan of the PROMOTE Group. Gatwick Diamond Initiative Vision: 'To be an internationally recognised, world-class business location achieving sustainable prosperity' PROMOTE group mission statement: to contribute to the achievement of the Gatwick Diamond vision through the delivery of an effective marketing strategy in collaboration with partners The following paragraphs overleaf provide context to the activities of the Gatwick Diamond Initiative PROMOTE group: 2

Brand Awareness - During the past three years, the Gatwick Diamond profile has been considerably raised. There is an improved understanding that the Gatwick Diamond is an area, like the Thames Valley and not an organisation. The arrival of other organisations using the prefix Gatwick Diamond such as the Gatwick Diamond Business and GatwickDiamondjobs.com is helping to spread understanding. The principal tools that have been used to raise the profile have been social media, events and PR. There is still a challenge to build the reputation of the Gatwick Diamond as an attractive, successful and welcoming economic area at a local, national and international level. The recent production of videos, sector leaflets and the website refresh are major steps forward in achieving this aim. Inward Investment New videos, leaflets and the improved website will help attract new investors and engender a sense of belonging among the business community. There have been no inbound or outbound trade visits in the past 18 months and it will be necessary to create these opportunities in a more proactive way, taking account of cost implications. However, social media interactions with a wider international audience will be a key aim. The referral system of inward investment enquires via UKTI and Coast to Capital has not proved effective thus far. Gatwick Airport Gatwick s Master Plan to grow to 40+ million passengers per annum was launched in 2012 and the catalytic effect of such growth will be beneficial to the economic area, encouraging growth and attracting investment. The Gatwick Diamond Initiative will support Gatwick s plans for a second runway in their submission to the Airports Commission and galvanise endorsement from local businesses. We also recognise there will be considerable uncertainty caused by the Airports Commission s deliberations which will last until 2015. These need to be managed locally. Infrastructure Investment in affordable homes, town centres and business parks remains a challenge when access to finance continues to be difficult. The Gatwick Diamond Initiative will continue to lobby the public sector to invest in local infrastructure, to provide more employment land, to discourage retail sheds/distribution, and to agree locally adopted plans that meet housing, commercial property and infrastructure requirements. A knowledge sector business park remains a key aim for the Gatwick Diamond. Skills - Access to the appropriate skills for knowledge based businesses remains a challenge due to the cost of housing and the absence of a University. The future arrival of the University Centre is welcomed and the strengthening Higher Education offer at the three Colleges in Crawley, Redhill and Epsom will help raise aspirations of the community. Access to STEM graduates is limited and small businesses in particular are proving reticent to take up apprenticeships and internships. Transport Gatwick Rail station improvements are well under way, Epsom rail station is remodelled and Redhill and Haywards Heath rail stations are both in advanced planning stages. However, Gatwick Express continues to be threatened with Clapham Junction stops, is already overfilled with Brighton commuters by the time it reaches Gatwick and uses unsuitable rolling stock. In addition, the new rail franchise negotiations have commenced. On the roads, the A23 widening at Handcross is nearing completion but poor road surface conditions throughout the Gatwick Diamond are a source of concern. Road congestion and pinch points in Epsom, Redhill, Horsham and Crawley in particular are disadvantaging businesses from attracting staff. 3

3. MARKETING/PR OBJECTIVES This proactive marketing programme, delivered by the PROMOTE Group and advisor Prowse & Co Ltd, will lead to measurable results. 4. MARKETING/PR STRATEGY This strategy has three complementary strands, outlined below, which aim to build the region s brand profile while targeting priority sectors. The marketing objectives have been identified as follows: a) Foster the retention and expansion of existing businesses, encouraging international trade wherever possible. This objective is all about Existing Growth to grow Gross Value Added. Aviation, Aerospace and Defence Advanced Manufacturing and Engineering Business, Financial and Professional Services Life Sciences, Medical Devices and Health Technologies Food and Drink b) Communicate the GDI FDI proposition and differentiate it from other economic areas. This objective is all about attracting Growth from new companies and investors. c) To influence key economic development public and private sector stakeholders. This objective is about representing, lobbying and influencing externally. d) Communicate news from the GROW, CONNECT and INSPIRE groups. This objective is about influencing internally, promoting the sub groups objectives as per the business plan Overall, our approach will promote the business merits of the Gatwick Diamond as a world class location for business. a) Generic brand-building activities to showcase the GDI as a good location for business and inward investment via online marketing campaigns, trade missions and events, PR and social media b) Economic growth Initiatives targeting corporates, partners and public affairs influencers using PR, sponsorships online media channels and partner collaborations. c) Corporate communications to demonstrate the value of the Gatwick Diamond Initiative's activities including its role as a source of research, strategy and influence. 4

5. Stakeholder and Partnership Engagement 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 a wide variety of businesses and partners that we will be able to collect market intelligence, gain input into consultations and conduct market research. Our operational concept has been to work closely with stakeholders to lobby and influence economic strategy and current/future policy of relevance to business in the Gatwick Diamond. We will continue to leave networking to the local membership organisations to avoid duplication of time and money, ensuring we deliver best value both economically and operationally. Continuing engagement and strengthening of relationships with Coast to Capital LEP, Surrey Connects, two upper-tier and six lower-tier local authorities will be integral to our public sector stakeholder and partnership relationship management strategy. Core themes providing a focus for activities are: 6. Inward investment attraction The Gatwick Diamond Initiative will promote the area as a world class location for business expansion and relocation projects. It will develop strategies to generate leads and enquiries (both directly and indirectly via third parties) which over time may be developed into business investment prospects thereby creating jobs and wealth for the local economy. Now that the GD website has been refocused to include inward investment information, it is recommended that a cost effective online campaign is developed to re-clarify the GDI offering. In the first instance, a database of intermediary target audiences (eg. worldwide corporate site selectors and relocation consultants, Intermediaries including priority sector opinion-formers and public sector partners such as UKTI, C2C, SC etc. and professional advisors such as international law and accountancy firms.) will be developed to form the focus of marketing campaigns. As budget restrictions limit the opportunities for a full marketing campaign it is proposed an online approach is taken. - Housing - Infrastructure - Skills - Transport 5

7. TACTICS OBJECTIVE AUDIENCES TACTICS / OUTPUTS Business Intelligence PR/Online Media Sponsorship/Partnerships Events SUCCESS MEASURES Foster retention & expansion of existing businesses Retention of corporates within the GD area. Promote benefits of international trade Businesses 10+ employees Corporates Business Barometer Surveys (x 4 pa) Contacts Database Face-to-face meetings with corporates Collaboration with Coast to Capital, Surrey Connects and membership organisations Press Office function Good news press releases Website updates Adhoc E-newsletters Media Briefings Promote new routes from LGW to business Support C2C/UKTI/ SConnects internationalism agendas Promote GD Business Awards - International Category Support Gatwick Airport (Business Travel Market 6-7 Nov) Support local procurement events (Meet the Buyer) Leadership events in conjunction with 3rd party partners eg. professional advisory firms, Embassies etc. Hospitality at GD Business Awards Breakfast event at Meet the Buyer Increased no. of businesses trading internationally from 33% to 40% Understanding the needs, barriers to growth and plans of GD co s. Increased followers on social media networks and website traffic Outbound trade missions Create an online inward investment campaign which differentiates GD from other economic areas and promotes compelling offer. Influencers in locations serviced by Gatwick Airport Intermediaries /Professional Advisory firms Priority sector specialists Sector Media Worldwide Real Estate contacts Develop ED database of site agents, relocation agents, influencers Develop intelligence on strategic development sites in GD area Repeat Business Barometer on Place - reputation, branding etc. Redevelopment of the website content to attract FDI enquiries and provide local information. Establish @WhyGatwickDiamond Twitter feed & greater engagement in FDI discussion forums. Online marketing campaign promoting priority niche sectors Write priority 'hero company' case studies Joint international trade events with UKTI/C2C/SC and other 3rd parties. Support GAL by promoting long and short haul routes to business locations 1 x inbound trade mission facilitate inward investment leads and visits in conjunction with UKTI Delivery of 2 x online marketing campaigns targeting priority sectors. Work with C2C / SC /UKTI to position the GD as key location for FDI Increased dialogue with corporates to understand their own investments Increased followers on social media networks and website traffic 5 new co. case studies 6

OBJECTIVE AUDIENCE TACTICS / OUTPUTS Business Intelligence PR/Online Media Sponsorship/ Partnerships Events SUCCESS MEASURES To influence key economic development public and private sector stakeholders. To build relationships with major travel & infrastructure providers. To inform local MPs/MEPs of Gatwick Diamond priorities and activities. C2C and SC Business Membership Organisations London Gatwick Airport Local Authorities /County Councils MPs and relevant cabinet ministers DCLG / DfT Measure business confidence and local trends via the quarterly Business Barometer Survey Feed into C2C Strategic Economic Plan; Skills strategy and EU strategy. Feed into SC Big Debate campaign Disseminate findings of Business Barometer more widely among public affairs contacts Public affairs briefing (2 x pa) Website Updates Participation in relevant online channels Website Links/Updates Regular meetings with key public sector influencers Attendance at C2C LEP and Surrey Connects meetings and forums Support LGW expansion campaigns Representation at business membership organisation meetings Use the Overview Forum to update the public sector funders Increased awareness and understanding of the Gatwick Diamond and role of GDI To recruit public sector opinion formers to champion the GD Achieve greater influence & reach via social media networks and website traffic (Google analytics) Champion and communicate the news from the sub groups and the Overview Forum. Stakeholders Business Barometer used to inform Group activities Press releases and features based on core themes relating to sub-group activities Representing interests of sub-groups on partner committees / boards Increased understanding of GDI group objectives/activities Group profile for web/media Media briefings with Group Chairs 7

8. ACTIVITY SCHEDULE 2013/14 ACTIVITY SEPT OCT NOV DEC JAN FEB MAR APR MAY JUNE JULY Strategy/Research GD Business Survey Review General Contacts Database Develop FDI Contacts Database Feed into C2C Growth, EU and Skills Strategies Marketing Plan Review PR Press Releases Sub-group themed features INSPIRE Group - Skills & Apprenticeships CONNECT Group - Broadband/Transport GROW Group - Housing/Aviation Website Updates Online Media Linked In Discussions E- newsletter - Annual Review Media Briefings Hero Co. Case Studies Online Marketing Campaigns Business Tourism Push Inward Investment Push Events Joint events in partnership with 3rd parties Gatwick - Business Tourism GD Awards Hospitality Meet the Buyer (tbc) 8

9. BUDGET The marketing budget is limited at 65,000 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 work already being carried out by our partners including local business membership organisations. - end - 9