I n t u v i s i o n C r e a t i v e B u s i n e s s C a m p a i g nPrepared for: Bournemouth CouncilDate: 17.3.2010

IntuVision

Executive Summary:

This report covers a brief situational analysis of Bournemouth, based on which the most beneficial approach was identified, as the need for increasing business investment. This was refined to increasing the start up of creative new businesses, by students and recent graduates.The proposed campaign will raise awareness of the support and resources available to assist start up creative businesses and empower the chosen target audience (students and recent graduates) to feel confident that this is an achievable goal.This will be achieved by using an integrated advertising campaign focused on the proposition of “be your own timekeeper”. Time has continuously appeared throughout research and it was decided to make this the prime focus of the campaign. Press, outdoor and online, as well as PR was chosen to communicate this message to the target audience.

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Introduction:

Bournemouth currently faces a range of issues, which different communications can address and thereby improve. It is vital to choose the most beneficial one for the whole community, thereby increasing the effectiveness of the campaign.

Justification of the communications issue chosen:

Rejected communications issues:Bournemouth already has a very strong tourism industry (supporting 18’000 jobs and bringing in £500m, so it is argued that this is not an aspect of the town that would benefit greatly from further communication.The diversity of living conditions of the residents of Bournemouth means that there would be a large variety of issues to be addressed and messages to be communicated by the campaign. As a result it is argued that this subject would require several separate campaigns to fully address the issues, which would not be best achieved by the one campaign task at hand.

Chosen communications issue to address:Increasing business investment is the most beneficial communications issue to be addressed as it creates skilled job opportunities, counters the number of skilled workers migrating, brings business variety to the area and improves the low waged local economy, which currently heavily relies on tourism. Business investment would also bring innovation back into the town and lower the average age of the area.

Why new businesses? Combats lack of innovation in the area (According to Bournemouth 2026) By creating new business start ups there will be visible improvement in the

short term (1 year), but also long term as these businesses will provide employment opportunities in the future (ripple effect)

Why creative businesses? Creative businesses include pure creative industries such as artists, as well as

strategic creative industries such as advertising and marketing There is a strong creative network already present in Bournemouth so this

would be utilizing the existing strengths There are already many different Bournemouth specific resources for creative

businesses (enterprise pavilion, Meet draw, Dorset design council, etc) so it would be building on and emphasizing an existing strength

Creative businesses on average have 10 or less employees – this suits the SME office space available in Bournemouth

Creative businesses have little physical equipment needed to establish themselves so the initial costs are low

The relaxed and dynamic atmosphere and lifestyle Bournemouth offers lends itself to breeding creativity and creative industries

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The Target Audience:

The higher education institutions in the Bournemouth area consistently attract ambitious young people (23,492 annually), and provide a wealth of skill and talent in the media and creative based industries, as well as general business skills. These people also already have an interest in the Bournemouth area, making them an ideal target for the communications.

When we undertook primary research to explore the primary target audience of students, we found out that 70% of students asked said they would like to stay and start their professional career in Bournemouth but that there were just not enough employment opportunities. New business start-up’s benefit both current and past students keeping them from migrating and increasing the skilled work force of the area. 34% of respondents have had thoughts about the possibility of starting their own business if it was possible, highlighting that students already consider this as an option.53% who didn’t indicate that they would consider starting their own businesses said they would like to work for innovative new companies. By creating new business start-ups in the short term it will create future employment opportunities for future graduates in the innovative style companies they prefer.

Secondarily we will be targeting graduates who have left education in the last four years. They may have been made redundant or be facing slow career progression because of the recent recession and could be looking for a way to work independently or progress in their careers faster. They may also have just experienced industry for themselves and realized they would prefer to work more independently.

Marketing Objectives:

1. To increase the number of new business start-ups by 20% during the yearlong campaign (currently at 28 start-ups per year)

2. To increase the number of enquiries relating to support/funding/facilities over the yearlong campaign by 15%

Communications objectives 1. Awareness: raise awareness of the support and facilities to graduates and

students for start-up businesses in Bournemouth

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2. Persuasion: Empower the TA to feel capable/motivated to start their own business

Proposition

“Be your own time keeper” The chosen big idea: Don’t be ruled by timeWe found the visual and meaning of time and more specifically the clock itself to be highly emotive and iconic. Especially in terms of the corporate clock, clocking on and off and even the use of time in environments like Casinos where it is engineered to make it impossible to tell the time of day. Where time is used as an element of control.

We found the idea of being ruled by time fitted really well with our proposition of “Be your own timekeeper.” It also linked heavily back to our primary research and in-depth interviews with young entrepreneurs. The research found that one of the main driving motivations, especially within the creative industry, was for the freedom of being able to work to your own schedule and redefining how you time and structure a working day.

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Creative Execution:

Header Copy: “9 to 5 is so last career”

This connotes that 9 to 5 is a redundant concept. Playing on the saying that something that is out of date “…is so last year”.

The familiarity of the rhythm and catchiness of the saying works as a dual hook with the replacement of ‘year’ with career. This speaks to people who are either unsatisfied or do not believe in the long established, outdated and frequently criticized 9 to 5 work structure.

Subhead Copy: Re-imagine your working day by starting your own creative business. We have the funding and support to make this a reality. Visit bournecreative.org

Visual: The final executions are built around a split visual comparison. The left or top images (depending on the orientation of the media) show a person experiencing a grey, depressing, stressful 9 to 5 work routine. The visuals include the creative mandatory of an imposing clock above him. His expression always indicates that he is a slave to the 9 to 5, he isn’t feeling inspired, driven or creative. He is unhappy, jaded and dissatisfied.

Cut to the right/bottom hand images which feature the same young man, in a bright, airy environment, be it outdoors or in an office with beautiful views of Bournemouth and sun streaming through the window. He is feeling free and unconstrained to create and be successful. He is happy. He is his own boss, he calls the shots and he is in control of his working day; no matter when or where creativity strikes.

The “9 to 5 is so last career” header is positioned above the left image. The rest of the copy is positioned at the bottom of the right hand image to give the visual a sense of balance.

We placed the negative image on the left hand side and the positive image on the right to connote that the left is in the past. Tying it in with the header “9 to 5 is so last career” in the West we read from left to right and top to bottom so content on the right or bottom is always the most current, whilst the left or top has already happened and been left behind on a subconscious level. Therefore showing a change comparison from left to right utilizes the audience’s natural direction of visual flow.

Long-term Campaign-ability:We feel there is strong bedrock to this big idea that allows for extension and development to the campaign. This would include working with fresh images

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where the left image is synonymous with the negative side of the 9 to 5 structure; including commuting, offices, constraints and lack of freedom. Whilst the right hand images will always offer a positive counter image showing a genuinely possible alternative to those who choose to start their own business.

Long-term we foresee a reduction in advertising spend and a natural growth in PR and press coverage as we develop mentoring, advocacy and further case studies. The majority of which will be born out of the successes of businesses started during the campaign.

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Media plan

Media Goals:

1) Generate awareness of BourneCreative among TA.

2) Increase site visits to BourneCreative.

3) Increase number of registration sign-ups with BourneCreative.

Primary Target Audience:

Size of universe: 23,492 Undergraduates and graduates.

Target students (18-25) who are currently studying at higher education institutions in Bournemouth. This excludes students who are studying subjects where there is no scope to start a creative business based on the subject they are studying (Nursing, Physiotherapy, Conservation sciences).

Secondary Target Audience:

Size of universe: 16,000 post-graduates (1-4 years since graduation)

Target post graduates from higher education institutions in Bournemouth.

Media Objectives:

1) Focus communications on primary TA of undergraduates and graduates, from higher education institutions in Bournemouth, aged 18-25.

Rationale:Students have been identified as the most likely age group to consider starting their own creative business in Bournemouth. This is also the age group that existing start up business organisations are actively targeting.

2) Target secondary TA of Alumni (post-graduates) who have graduated from higher education institutions in Bournemouth between 2006-2010.

Rationale: Postgraduates are likely to have experienced several years of working in their chosen industry. This will be enough time to decide whether they want to start their own business or not. As these graduates have previously lived in Bournemouth, they will be familiar with the area, and are thus more likely to consider starting a business in Bournemouth.

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3) Focus communications in the town of Bournemouth, using outdoor media in locations that are frequented by students studying at higher education institutions in Bournemouth.

Rationale: 90% of students living in Bournemouth do not drive; instead they walk or catch the bus meaning they spend large amounts of time outside at bus stops, shelters and in the town. Those students who drive are also likely to be exposed to communications due to geographic location of media being near major roads and supermarkets.

4) Flight burst advertisement periods during the months October (4th - 31st) 2010 and (3rd -30th) May 2011, whilst using a combination of drip and continuous advertisements from 4th Oct – 30th May.

Rationale:

(a) Targeting students at the beginning and end of terms is when they will be most receptive to communications as it will be outside of the busiest periods of degree assignments.

(b) At the beginning of term in October, many students will have worked over the summer on placement; therefore will already be forward thinking about their careers.

(c) Outdoor advertising is most effective in the warmer months of the year when students are generally outside more.

(d) Weighted Index of months:

Month Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec

Index 95 95 95 100 135 120 30 30 60 140 115 90

5) a) Reach at least 80% of Primary TA with an average exposure frequency of 20, by June 2011.

b) Reach at least 10% of Secondary TA with an average exposure frequency of 1, by June 2011.

Rationale: 90% of students in Bournemouth do not drive; instead they walk or catch the bus to university, meaning they spend large amounts of time outside at bus stops, shelters and in Bournemouth town. Students are unlikely to

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venture outside of Bournemouth during burst advertising periods. This will generate high reach and frequency levels for the campaign.

Media Platforms:Media: Address: No of Weeks: Site No:

Outdoor BU Campus Banner

BH12 5BBTalbot Campus, Poole

46 Sheet Billboard

BH8 8AX 234 Holdenhurst Road 4 46

BH1 3RP 37-49 Holdenhurst Road 4 203

BH6 3DH 105 Bellevue Road 4 703

BH1 3ND 26 Christchurch Road 4 1682

BH8 8BE 336 Holdenhurst Road 4 2582

BH12 3JY 22 Seaview Rd 4 2589

Adshel Bus Shelter

BH8 8AX 234 Holdenhurst Road 4 46

BH1 3RP 37-49 Holdenhurst Road 4 203

BH6 3DH 105 Bellevue Road 4 703

BH1 3ND 26 Christchurch Road 4 1682

BH1 3ND 336 Holdenhurst Road 4 2582

Online

Google Adwords Google.com 52

Facebook Facebook.com 52

Press

Nerve Magazine 7

The Wire 7

Media Platform Rationale:

Outdoor: - Students spend large amounts of time in the town of Bournemouth.- Many students have to spend time outdoors - walking, cycling or

commuting to university.- Billboards can be utilised in terms of the creative execution, using a split

screen perspective.

Online:- Online will be utilised to drive TA directly to the BourneCreative website.- TA will already be in the online environment when exposed to

advertisements.

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- Adwords and Facebook are paid for using a ‘pay per click’ system, meaning there will be no wastage of budget.

Press:- Nerve magazine and Wire newspaper are specifically targeted towards the

TA of students 18-25.- Appropriate media to implement advertorials demonstrating success

stories of start up businesses in Bournemouth.- Can be cost effectively used in a drip schedule strategy to keep a constant

presence among media.

Burst/Continuous/Drip Flighting Campaign Strategy:

Outdoor:A Burst flighting schedule is selected for outdoor advertising, compacting communications into four weeks (2x2 week campaigns), in the strongest weighted months of October 2010 and May 2011.

Rationale: Burst flighting is the most effective use of the budget in order to generate high awareness levels of BourneCreative among the TA.

Online:A continuous flighting strategy will be implemented using online communications for 52 weeks (Oct 10 – Oct 11).

Rationale:Continuous flighting on online media will ensure the long periods of absence from outdoor media can be filled cost efficiently using online on a ‘pay per click through’ basis. This will ensure the TA continues to frequent the BourneCreative forum outside of burst flight periods.

Press:Drip advertorials will be implemented in student press at the beginning of each calendar month from October 2010 – May 2011.

Rationale:Drip advertorials in press will be used to keep TA updated with recent success stories of recent start up businesses in Bournemouth. This strategy will keep BourneCreative at the front of mind outside of burst periods.

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Media Budget:

Media Platform No of weeks Total CostBudget %

Banner poster 8 £1,100 8%48 Sheet Billboards 4 £7,143 51%Adshels 4 £3,300 24%Adwords 52 £550 4%Facebook 52 £1,100 8%Press 7 £770 5%

Total = £13,963 100%

Media Distribution Breakdown:

PR will further aid in achieving the desired communication objectives, through extending the press coverage. The costs for this have been factored into the overall campaign costs.

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Control and evaluation:

Metrics of campaign control and evaluation: Marketing URL’s will be used to track click-throughs from different media, so it

is evident which media directed the visitors to the website and the media schedule can be adjusted accordingly

PR activity will be evaluated in terms of equivalent advertising cost Primary research should be undertaken at the end of the campaign to assess

the success of increasing awareness levels of the TA regarding the information and support available for start-up creative businesses.

Primary research should be undertaken at the end of the campaign to assess the attitudes of the TA regarding their confidence in themselves as to whether they see starting their own business as viable and achievable

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Summary/conclusion

This campaign will create short-term benefits by the end the campaign, by increasing the number of creative new business start-ups in the area and benefiting the local economy. This results in the long-term benefit of creation of future employment opportunities for future graduates, which will combat the current high levels of migration of skilled workers. It utilizes Bournemouth’s existing strengths of a strong creative community and resources, and synergizes this by communicating the appeal of Bournemouth specifically in terms of its life style and dynamic atmosphere. This situates it in the mind of the TA as the ideal location to start their own creative business, doing what they enjoy in their own time, and being proud of their work.Blueprint

Point of contact:

Lennard MarondeAccount DirectorEmail: intuvision@live.co.uk Website: Intuvision.yolasite.comTel: 0775 6602718

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