UKTI Creative UK Towards an International Marketing Strategy Ebook by deathlove

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									CREATIVE UK:

     Foreword                              3

01   Introduction                          6

     – Defining the creative industries    6

     The context                           9

     – The UK’s strengths                  9

     – The competitive environment        10

02   Objectives                           12

     Approach                             12

     – Clustering                         14

     – The customer journey               14

03   Messages                             19

     Activity programme                   22 

04   Evaluation                           24

     Next steps                           24


UK creativity and innovation inspire the world.
Our artists and designers are at the cutting-edge
of every creative industry, from music and fashion
to computer games, film, TV and publishing,
architecture and design.
These achievements stem from the rich culture of
creativity that is deeply embedded in our cosmopolitan
society, characterised by originality, intelligence and
edgy brilliance.
We have the ability to harness the power of creative
talent and turn it into world-scale commercial success.
With a mind for innovation and invention, the UK’s
creative leaders are involved in some of the most
exciting global projects that are changing the way we
live today. And reinforcing the UK’s intrinsic creative
vitality is its position as a global business and financial
centre, and the dominance of English as the world’s
business language.
But competition in the creative world is intense and
growing. We are not the only country to understand
the enormous value that our arts and culture can
bring, both to the domestic economy and to our
sense of identity.
The Government is committed to helping the UK
creative industries harness their collective strengths,
to maximise their impact in the international
marketplace. By working together, industry and
Government can ensure that all available resources
are used to their full potential.
That is why I am delighted to welcome these first
steps towards improving the promotion of the UK’s
creative industries on the world stage. The coherent
and joined-up approach described is bound to make a
significant contribution to help the creative industries
realise their potential as global businesses. There are
some excellent proposals here and I hope that they
will inspire some genuinely collaborative and exciting
new initiatives.

Digby, Lord Jones of Birmingham
Minister for Trade Promotion and Investment
    Barajas Airport, Madrid designed by
    UK-based architects Rogers Stirk Harbour

The UK has the

largest creative

sector in the EU

Source – Staying Ahead: The economic performance
of the UK’s creative industries, DCMS June 2007

    UK Trade & Investment has identified the creative            In preparing this strategy we have been conscious
    industries sector as one of five priorities for action       of the parallel development of a Knowledge Transfer
    by Government, given its existing record and                 Network (KTN) for the creative industries – a
    potential in world markets.                                  government-backed forum designed to facilitate
                                                                 innovation. It is intended that the proposals in this
    A commitment has been made to develop, in
                                                                 document both build on and contribute to that KTN,
    collaboration with relevant bodies from the private and
                                                                 so that government support is provided efficiently
    public sectors, a five-year marketing strategy to help
                                                                 to help achieve the common objective of improved
    boost the sector’s share of the global market for creative
                                                                 industrial performance.
    services and products, and attract a greater flow of
    inward investment.                                           The strategy also takes account of a number of other
                                                                 initiatives under way in the creative industries sector:
    This document represents UK Trade & Investment’s
    preliminary proposals for that marketing strategy.              The Gowers Review of Intellectual Property,

                                                                    published by HM Treasury in December 2006.

    It has been developed following an extensive review
    of documents relating to the creative industries and            The Chancellor-Cox Review of Creativity in Business,
    consultation among a wide cross-section of trade                published in November 2005.
    associations in the sector and among stakeholders
                                                                    The Leitch Review of Skills, published by HM Treasury
    from government departments, non-departmental
                                                                    in December 2006.
    government bodies, regional organisations, devolved
    administrations and British Embassies overseas. We              Making a World of Difference, published by the
    would like to thank all those who took part in the              British Council in 2006.
    interviews and email consultation for their time and
                                                                    Arts Council England’s International Policy, published
    valuable contribution.
                                                                    in June 2005.
    This strategy has been developed closely alongside
                                                                    Staying Ahead: The economic performance of the UK’s
    the Creative Economy Programme Green Paper, and
                                                                    creative industries published by The Work Foundation
    that Paper’s content on international marketing will
                                                                    as a report to Government on 25 June 2007
    be informed by this document.

      Defining the creative industries	                          This classification comprises the following sectors:
      This strategy’s definition derives from the                Advertising, architecture, art markets, computer and
      Department for Culture, Media and Sport (DCMS)             video games, crafts, design, designer fashion, screen
      definition, which describes creative industries as:        (film, video, TV and radio), music, performing arts,
                                                                 publishing and software.
    “those industries which                                      For the purposes of this strategy, the definition has
                                                                 been broadened to include furniture design, textiles
     have their origin in                                        and ceramics, because of the extent that the strength
                                                                 of these manufacturing industries is so closely related
     individual creativity, skill                                to the application of cutting-edge design. Software,
     and talent and which have                                   however, is not included, as this will be addressed
                                                                 in the forthcoming information communication
     a potential for wealth and                                  technology (ICT) marketing strategy (games appear
                                                                 in both strategies).
     job creation through the	                                   This strategy uses the model developed by John
     generation and exploitation                                 Bates/London Business School when establishing
                                                                 international marketing propositions for the creative
     of intellectual property.”	                                 industries. This is centred on a clustering approach
                                                                 and divides creative industries into three groups –
                                                                 creative process, creative product and creative media,
                                                                 as detailed on page 14.

We have found a real appetite for all the relevant private
and public sector bodies to work smarter together
to market the UK’s creative industries overseas more
confidently and effectively. We also found that we have
much more work to do to create a programme, the
funding and priorities of which are commonly agreed.
In this document we therefore set out our initial
marketing proposals, as the starting point for a more
formal process of engagement with partners over the
next nine months, designed to ensure that we fully
utilise the marketing and communications resource
and expertise that exist within the sector. At the end
of this, we aim to have a more effective network of
partnerships across the public and private sector that
maximises the impact of all our resources and identifies
available funding from all partners; this may be where
joint collaborative working is desired, or areas of activity
may be identified that individual partners may wish
to take forward. Ultimately, it sets out an agreed
programme designed to enable our creative industries
                                                               Eley Kishimoto’s catwalk show
to achieve their full potential for international
commercial success.
                                                               Love and Money
                                                               Love and Money: the Best of British Design Now is an
Marketing the UK economy internationally                       exhibition that showcases the very best in the UK design
The starting point for a UK creative industries marketing      sector today. It was launched in Tokyo in October 2006
framework is the UK Trade & Investment strategy,               and is touring East Asia until the end of 2007.
“Prosperity in a Changing World”, launched in July             Curated and organised jointly by UK Trade & Investment and the
2006. There are three main themes to the strategy:             British Council, the exhibition features projects and designers
   leading and joining up marketing of the 
                   that balance unequivocal commercial success with the
   UK economy,
                                                invention and experimentation for which the UK’s creative
                                                               industries are internationally renowned. Twenty installations
   working in partnership with business, other                 telling the UK’s top design stories demonstrate the country’s
   government departments and regional partners, and           powerful combination of creativity and business sense in
   a focus on the areas where UK Trade & Investment            a wide range of areas, including fashion, graphics, furniture
   can add the most value and on the clients, sectors          and product design, architecture and engineering.
   and markets which offer the best opportunities and          The exhibition has raised the profile and improved perceptions
   potential economic benefit.                                 of UK design, attracting over 20,000 attendees to its Tokyo and
A high-level proposition to market the UK economy              Hong Kong events. It has also provided a great visual stimulus,
internationally was given strong backing and support           achieving invaluable TV coverage and is testament to the great
at the first cross-government group on marketing               results that can be generated when UK Trade & Investment and
in December 2006. In March 2007 it was agreed                  the British Council work together.
that promoting the UK as a “Springboard for Global
Growth” was most appropriate to represent this
overarching message.

    80% of design-led businesses
    have opened up new markets
    in the last three years.

    Source – Design Council’s Value
    of Design Factfinder, May 2007
The context

The UK’s strengths
The very term “creative industries” was coined in
the UK, when it became the fastest growing sector
in the economy. The contribution the sector now
makes is illustrated by the following:
    In 2005, the UK creative industries accounted for
    7.3 per cent of gross value added (GVA) and provided
    1.8 million jobs.
    Our creative industries contribute more to the UK
    economy than their counterparts in the USA, Canada,
    Australia, France, Spain and Italy contribute to theirs.
    Exports from the sector totalled £13 billion in 2004,
    representing 4.3 per cent of all UK exports.
    From 2003-5 growth in the turnover of and                  London Design Festival
    employment in the creative industries has exceeded
    the equivalent figures for the UK economy as               UK designers are successfully promoting their talent
    a whole.                                                   and expertise to an international audience thanks to the
                                                               growing prestige of the London Design Festival (LDF).
    In 2006, British individuals, projects or companies
    won awards at the Oscars, Grammy’s, Emmy's,                The LDF, which was established in 2003, takes place every
    MTV awards and Cannes Lions International                  September across 150 different venues. It mirrors the uniquely
    Advertising Awards.                                        diverse nature of London's design scene, which has an
                                                               unparalleled breadth and depth compared with other world
The strengths that underpin this success include:              cities. Meanwhile, the number of overseas projects in the
    the depth and breadth of talent both originating           festival continues to grow, making it a key fixture on the
    in the UK and drawn to the UK from overseas,               international design calendar. Continually developing and
                                                               evolving, the LDF creates new networks, stimulates growth
    the existence of a determined, provocative, highly         in the design sector and increases opportunities for trade and
    creative attitude which is conducive to innovation         investment – all the time enhancing the reputation of London
    and commercial success,                                    and the UK as a place for creative excellence and innovation.
    the importance of English as the international
            Overseas visitors were even more pleased than usual
    language of the creative industries,
                      to attend last year’s LDF with the introduction of the London
    powerful awareness of the history and importance           Design Embassy, an initiative supported by UK Trade &
    of iconic brands and figures,                              Investment and Creative London. The Embassy, a sumptuous
                                                               private VIP members’ club for international delegates in which
    the presence of very strong, world-famous
                 to conduct business and meet the UK design community,
    educational institutions, and
                             reflected the UK’s position as the creative centre of the world
    the openness and diversity of UK society, and 
            and reinforced the capital’s pre-eminence as a global design
    its encouragement of freedom of speech.
                   hub. It gave design companies from across the UK’s regions
                                                               a unique opportunity to meet with overseas delegates and
Despite these strengths, feedback from business overseas       showcase their expertise. This helped to position London
shows that there can be a lack of awareness of the             as the place where the international design community
breadth and depth of the UK creative industries’ offer –       can get together and discuss, innovate and do business.
particularly in high-growth economies like China.

The Bullring, Birmingham

     The competitive environment
     Our research shows that the USA remains the UK’s
     foremost competitor in almost all creative industry
     sectors, with strong competition also coming from
     Canada, Australia, Germany, France and Japan.
     The last-named is formulating a comprehensive
     strategy for the creative industries as part of its
     Asian Gateway Programme.
     Although the global increase in the digital distribution
     of products and services via the internet and mobile
     channels is greatly expanding the potential target
     audiences for UK products and services and lowering
     distribution time and costs, at the same time it is also
     reducing barriers to entry and hence increasing the
     competition UK companies face.
     Newly emerging competitors include New Zealand,
     South Korea and Singapore, which have developed              Global markets demand continuous innovation, and
     clearly articulated policy objectives that target specific   mediacity:uk is one such response. Building on growth
     industry sectors within an overarching framework.            in the sector that has made the North West region home
     Together with Finland they have invested in national         to the second largest cluster of digital and creative
     design promotion programmes that particularly                industries businesses in Europe, this £1.5 billion
     concentrate on the benefits of industrial design.            private/public partnership will extend over 200 acres
                                                                  of prime waterfront in Salford Quays, two miles from
     Meanwhile, China’s eleventh 5-year plan clearly stated       Manchester city centre.
     the intention to move from a “Made in China” to a
     “Designed in China” platform.                                The BBC, which has already contracted to move five
                                                                  departments and 1,500 jobs to the city by 2011, is its anchor
                                                                  tenant. Internationally renowned businesses, with the scale
                                                                  and infrastructure to move quickly into new markets, will act
                                                                  as creative hubs for fast-moving and innovative small and
                                                                  medium-sized enterprises equipped with the talent, technology
                                                                  and capital to exploit their ideas to maximum advantage.
                                                                  The physical development will be matched by public and private
                                                                  sector investment in supply chain, human and intellectual
                                                                  capital to provide businesses with the skills, R&D capacity
                                                                  and finance they are likely to need for sustained growth and
                                                                  profitability in internationally competitive markets.


UK film exports

grew by 65%

between 2003 

and 2005

Source – Office of National Statistics, International 

transactions of the UK film and television industries, 2005


     The overall aim of this marketing strategy is to              Four principles relating to efficiency inform
     enhance the international competitive position                our approach:
     of the UK’s creative industries over the next five
                                                                      Investment in marketing should be prioritised where
     years, driving growth in both trade and investment.
                                                                      it can make the most difference. Different industries
     This will be achieved by the following:                          will have different priority markets and prioritisation
                                                                      should therefore be determined on the basis of a
        Raising awareness and improving perceptions of
                                                                      strong evidence base, by industry or by cluster,
        the UK's creative offer, strengths and achievements
                                                                      according to the evidence.
        among overseas trade buyers, potential inward
        investors, multipliers and influencers in international       Marketing activity should take account of the
        networks and the media.                                       opportunities for cross-promotion of different
                                                                      industries, for example of music and fashion.
        Jointly working with partner organisations, such
                                                                      The proposed “cluster approach”, described on
        as trade associations, businesses, central government
                                                                      page 14, is a means of grouping different industries
        departments, devolved and regional administrations
                                                                      to enable this.
        and Non-Government Organisations, to maximise the
        impact of our resources. UK Trade & Investment will           The type of marketing support offered should fit
        facilitate this, but the lead must be taken by industry       with the size and nature of the task to be achieved
        to develop messages and activities, given the                 and, in turn, this will depend on the perceptions and
        marketing expertise that it possesses.                        knowledge of the potential customer. Conceptually,
                                                                      this can be regarded as fitting communications
        Investing in marketing the creative industries as
                                                                      to customers depending on their position on a
        a whole as well as at the cluster (as described on
                                                                      “customer journey”, as described on page 14.
        page 14) and sector level.
                                                                      Rather than ‘reinventing the wheel’, we should build
     This strategy will also work to leverage the full potential
                                                                      on and amplify existing successful marketing
     of the UK creative industries in the run-up to and during
                                                                      initiatives, where appropriate and available.
     two landmark events now being planned:
                                                                   A further principle relates to geography:
        The 2010 Shanghai World Expo, which will present
        an unparalleled opportunity for UK businesses to              London is seen as the creative capital of the UK,
        display their talents in one of the world’s fastest           (driven by the industry concentration and by some
        growing economies. The organisers are expecting               sector marketing, for example London Fashion Week)
        at least 70 million visitors during the six-month show        but creative excellence exists across the UK. Therefore,
        and 6,000 square metres of exhibition space have              we will seek to harness the power of London in our
        been reserved for the UK.                                     marketing strategy while promoting the creative
                                                                      excellence of other regions.
        The 2012 London Olympics, which will bring a vast
        worldwide audience to the UK. The Games can bring
        benefits worth billions of pounds to the host nation,
        so it is vital that Government and industry work
        together to maximise all the potential opportunities
        they offer.

                                                                   David Tennant and Freema Agyeman in Doctor Who Series 3, 2007

In 2006 global revenue from UK 

TV programmes and associated

activities reached £593 million.

                       Source – Pact independent
                       export survey for DCMS, 2007
     There have been a number of attempts to develop a                 Since the constituents of each cluster can be expected
     typology of the creative industries, including that set out       largely to be facing similar issues, they are also
     in the recent Work Foundation report to Government,               likely to require similar types of marketing support.
     Staying Ahead: The economic performance of the UK's               Hence economies of scale can be realised when
     creative industries. For these purposes, the most useful          constructing a programme of activities and fashioning
     approach seems to be that proposed by John Bates and              appropriate messages.
     the London Business School, who have developed a
                                                                       For example, creative product industries tend to share
     model centred on a clustering approach. Derived from
                                                                       a need to reconsider business models in light of the
     an analysis of competition issues, intellectual property
                                                                       rise of digital distribution and piracy; creative process
     protection and related policy development, it has
                                                                       industries are under pressure to substantiate their
     value as an important tool to group industries in
                                                                       return on investment for clients; while creative media
     a way that makes sense for marketing.
                                                                       companies are all affected by digital convergence.
     There are three clusters:
                                                                       We propose that this cluster approach underpins
        Creative product: Replicable product usually                   marketing in this sector.
        protected by intellectual property law (IP), eg films,
                                                                       Working with partners, we would wish to develop
        books, fashion, music, design, textiles, ceramics.
                                                                       a suite of messages and activities to fit the principal
        Creative process: Professional service companies               requirements of each cluster and we hope that this
        delivering a creative service to clients, eg architecture,     will stimulate fruitful cross-industry alliances.
        design, advertising.
        Creative media: Distribution businesses delivering a           The customer journey
        creative product, eg newspapers and magazines, TV
                                                                       The diagram below illustrates the various stages
        and radio broadcasts, museums, galleries, cinemas.
                                                                       of a customer’s experience, from hearing about the
                                                                       UK’s offering to becoming a committed purchaser
                                                                       or investor in the UK.

                                                                 Deeper                Investment /
     The customer                          Initial                                                            Expanding the
                                                                 understanding         supplier
     journey                               understanding                                                      business
                                                                 and relationships     decision making

                                                                              Figure 1. A trade and investment customer journey

The following criteria determine where a customer
is on the journey:
    Knowledge of the UK capability
    Understanding of UK culture and ways of working
    Extent of relationships with UK
    Extent of transactions with UK
The type of marketing required will depend on the
position of a customer on this journey. In the early stages
of the journey promotional communications activity is of
greatest importance; in the latter stages, tailored business
development support takes precedence, and different
approaches are required for trade and investment, as
illustrated in the diagram below.
We propose that the customer journey should guide the
choice of marketing techniques to be deployed, market
by market and cluster by cluster.

                                                                 Deeper                   Investment /
The customer      Unaware of              Initial                                                                   Expanding the
                                                                 understanding            supplier
journey           UK’s strengths          understanding                                                             business
                                                                 and relationships        decision making

                                                                 Showcasing UK
                  Dynamic and             Building                                        Supporting
The role for                                                     supplier /                                         Retain / expand
                  positive                lasting                                         buying / investment
marketing                                                        investment                                         relationships
                  awareness-raising       impressions                                     decisions

                                                                                                     Business development support

                                                                                        Trade: Business Development
                    Marketing the UK creative industries brand
                    Delivering supporting messages that
                    highlight strengths and overcome barriers                        Investment: Account Management

Activity            Showcasing examples of recent success
                    Trade and investment are treated as one

                                                                              Selling UK creative industries products /
                                                                              investment opportunities
                                                                              Generating dialogue and advancing leads
                                                                              Creating tailored offerings for individual customers
                                                                              Trade and investment customers are treated
                                                                              separately in some areas

Figure 2. Progressing customers along the journey
through marketing and business development support
     Midem and SXSW
     Independent UK music companies are increasingly
     in tune with international audiences.
     UK Trade & Investment, together with industry partners, worked    The US event organisers have described the activities of the
     together to organise one of the largest country delegations at    British Music at SXSW Partnership as the “gold standard”
     the 41st annual Midem in Cannes, the biggest music trade event    in terms of promotion.
     in the world. Some 280 UK delegates, predominantly labels,
                                                                       Among the many UK artists who boosted their international
     publishing and management companies who promote their
                                                                       profiles at this year’s SXSW was Manchester-based
     stable of artists and releases, attended under the UK banner.
                                                                       singer/songwriter Karima Francis. “SXSW gave Karima the
     Held in January 2007, the event included a high-tech UK stand
                                                                       opportunity to meet with both UK and US producers who had
     and a British music showcase night, which featured eight UK
                                                                       expressed a real interest in producing her debut album,”
     bands – headlined by Amy Winehouse (above). The showcase
                                                                       explained Karen Boardman, director of Crisis Management,
     was the best attended at the event and created great interest –
                                                                       which manages Karima.
     with many potential deals secured.
     UK music talent was also successfully promoted at SXSW
     in Austin, Texas – one of the most important music trade events
     in the calendar. The British are now the largest delegation
     after the US, with over 130 UK artists and 800 UK delegates
     attending this year’s event – again with support from
     Government working closely with music industry associations
     and commercial partners.

                                                                                                                           Kaiser Chiefs

One in 12 albums sold in the
USA in 2006 was British.
                 Source – BPI analysis of the
                 SoundScan chart data, April 2007
UK design firms
are leading the
world in terms
of innovation

It will be important for communications about the
UK’s creative industries to be mutually consistent
and supportive, whichever industry is being promoted.
Equally, what is said about the sector must be consonant
with communications about other sectors in the UK
economy – the audiences will often be the same.
This calls for a “hierarchy” of messages. At the top is the
theme for all communications: that, for business, the UK
represents the Springboard to Global Growth. This itself
is underpinned by the proposition that the UK is a leader
in world-class creativity and innovation.
To ensure that marketing of the UK’s business strengths
in general and of its creative industries in particular are
mutually complementary, we require (below Springboard
to Global Growth) one overall unifying theme which is
true and compelling for the creative services sector.         Mipcom and Miptv
Our proposal for this unifying theme is:                      UK independent TV production companies are
                                                              increasingly making their mark on international markets –
“Ambitious, challenging and provocative, UK                   as their success at two major trade shows illustrates.
creativity inspires the world. No-one is better
at helping business create value.”                            Thirty-three UK companies attended the October 2006 Mipcom
                                                              event in Cannes, the world’s largest audiovisual trade show,
Expanding on each element:                                    as part of the UK Trade & Investment-supported UK Indies
   “Ambitious” – UK creatives are driven and ambitious        Pavilion – and between them they generated £7 million worth
   for peer respect and commercial rewards.                   of business.
   “Challenging and provocative” – the strongest              Similar UK success was achieved at Miptv in April 2007,
   finding from the consultation was that the UK is           another major Cannes-based media show.
   different from competitors because UK creatives            The UK indies pavilions at Miptv and Mipcom are organised by
   have a rebellious attitude and take risks. They like       Pact, the UK trade association that represents the commercial
   to provoke debate and follow their own path.               interests of the independent feature film, television, animation
   “UK creativity inspires the world” – the UK is             and interactive media companies.
   at the geographical and emotional heart of the             Figures from Pact, reveal that overseas sales of UK TV
   creative industries and the ideas generated here           programmes jumped by 20 per cent in 2006, reaching a total
   influence and enthuse people around the world.             of £593 million. The largest rises in sales were to the countries
   “No-one is better at helping business 
                    of Eastern Europe and Scandinavia, which posted increases
   create value” – UK individuals and companies 
             of 54 per cent and 42 per cent respectively.
   have an outstanding track record in delivering
            John McVay, chief executive of Pact, commented: “The 2006
   commercial success.
                                       TV export figures show the appetite for UK programming
Below this headline theme will sit a lengthier marketing      around the world continues to grow. The quality and range of
story which we propose to develop with stakeholders as        UK programming, from factual entertainment to sports to drama
we go forward.                                                and animation, means UK companies always have a broad
                                                              range of compelling content to offer international buyers.
                                                              They consistently deliver significant revenues back to the UK.”

     Similarly, we have created initial drafts of key messages
     for the Creative Industries as a whole, the three clusters
     and some individual industries.
     The unifying theme and all the key messages
     need refining by our industry marketing partners
     going forward.
     Example: Creative product cluster
     The UK’s “creative product” industries all deliver
     products or services which can be protected through
     copyright and sold in volume to consumers. The UK
     enjoys an exceptionally strong intellectual reputation
     in this area, which includes major creative industries
     such as music, computer games, publishing, designer
     fashion, film and video.
     The messages for the “product” cluster would focus           China Design Task Force
     on the following strengths:
                                                                  The China Design Task Force is a collaboration of
        UK consumers are heavy users and early adopters           UK design companies, supported by Government and
        of creative products.                                     industry bodies. Its aim is to raise the profile of UK design
                                                                  to buyers, intermediaries, public sector and press in
        The UK’s creative product industries are international
                                                                  mainland China and to help attract Chinese buyers
        in outlook and influence.
                                                                  to consider UK expertise in their procurement.
        The UK has a tradition of professionally managed,
                                                                  The companies on the Task Force represent the various design
        commercially focused creativity.
                                                                  disciplines and are those most able to capitalise on business
        UK creative businesses are early adopters of new          opportunities and represent the very best of UK design.
        technologies, leveraging them to enhance their            Members include Conran Design, Design Bridge and Tangerine.
        market position.                                          UK Trade & Investment will work with the group to facilitate the
                                                                  sharing of market knowledge and experiences to help open
        The Government and UK institutions provide
                                                                  the door for other UK companies.
        structural support that underpins the long-term
        health of the creative product industries.                The creation of the Task Force is an example of the type of
                                                                  industry-specific initiative that will be developed to match
     Below this, as an illustrative example, the messages
                                                                  capability with opportunity over the next five years.
     for the design industry would highlight the following:
     Example: Design industry
        The UK as a vibrant, cosmopolitan nation that 

        values design.

        The UK Government’s belief in the importance
        of design.
        UK design as eclectic and irrepressibly creative
        UK design as effective at cross-disciplinary


        UK’s design industry as mature, professional and
     We would wish to work with partners to develop
     message sets for each cluster and sector, underpinned
     by robust evidence to support any claims made.
                                                                  Monkey: Journey to the West, conceived and directed by Chen Shi-Zheng,
                                                                  composed by Damon Albarn and designed by Jamie Hewlett
Ambitious, challenging and
provocative, UK creativity
inspires the world. No-one
is better at helping business
create value.
     Activity programme

                                                                 Deeper               Investment /
     The customer     Unaware of          Initial                                                           Expanding the
                                                                 understanding        supplier
     journey          UK’s strengths      understanding                                                     business
                                                                 and relationships    decision making

                                                               Showcasing UK
                      Dynamic and         Building                                    Supporting
     The role for                                              supplier /                                   Retain / expand
                      positive            lasting                                     buying / investment
     marketing                                                 investment                                   relationships
                      awareness-raising   impressions                                 decisions

     In keeping with the customer journey described above,             Showcasing (aimed at those chiefly at the third stage

     a range of proposed promotional activities will be                of the customer journey)

     developed with our partners as part of the strategy. 

                                                                            Create a mobile creative industries “embassy” –
     Some of these activities will be aimed at supporting
                                                                            a venue where buyers/investors can meet and
     awareness-raising across the creative industries as a whole
                                                                            network. This would showcase recent UK products
     and across clusters. This would include raising our game
                                                                            and services and would be made available at events
     at key sector events in the UK and throughout the world,
                                                                            throughout the global calendar.
     and recruiting high level “champions” to promote UK
     creative excellence. Other activities will be designed to              Establish regular creative industries showcases in
     give individual businesses the information, contacts                   key British Embassies. This would include showcasing
     and tools to grow internationally.                                     our best or most well known alongside the less
                                                                            well known; or showcasing work that UK companies

     The choice of activities we develop will be based
                                                                            had done locally.

     on the evidence of the difference they make and
     the extent to which they are viable and cost-effective. 
              Develop a strategy for co-ordinating the
                                                                            presentation of regional offerings. This would ensure
     Some initial ideas have been generated across the
                                                                            that each regional offering is differentiated to make
     five stages of the customer journey above:
                                                                            clear the distinct strengths of each area. Tools would
     Dynamic and positive awareness-raising (aimed at                       also be developed to match the needs of target
     those at the beginning of the customer journey)                        customers with regional strengths to help develop
                                                                            a short list of possible locations.

         Recruit high-profile creative industry champions
         to promote UK creative excellence. These would                Supporting buying and investment decisions

         be leading lights and icons within their fields to            (principally for those at the fourth stage of the

         help inspire and kick-start our awareness strategy.           customer journey)

         They would be a mix of established and more

                                                                            Produce marketing collateral for business
         contemporary figures.
                                                                            development support. This would include a set
     Building lasting impressions (aimed at markets                         of marketing materials for the UK industries that
     predominantly at the second stage of the journey)                      could be used by any marketing partner to assist
                                                                            customers in making buying and investment
         Create a campaign which highlights the pivotal role
                                                                            decisions. Consideration would also be given to
         UK designers have played in the design of world-
                                                                            development of an international marketing toolkit,
         renowned products and which celebrates the success
                                                                            containing advice on how to raise a company’s
         and achievements of UK creative talent throughout
                                                                            profile in different markets (eg “Golden Rules”,
         the world.
                                                                            media contacts, events lists, free listings sites 

         Develop a strong network for collaboration and                     and influential online marketplaces).

         discussion across and within the clusters. Using

         existing Knowledge Transfer Network models as 

         a framework, cluster delivery groups would help

         clusters to form networking groups on both the

         national and regional level.

Every year the
UK papers and
periodical industry
generates more
than £6.9 billion

Source – Office of National Statistics, 2004
     Evaluation                                                    Next steps

     We propose to put in place a system of evaluation that        This document has set out a framework for a marketing
     will not only enable the effectiveness of the programme       programme for the creative industries sector and
     to be monitored but also allow return on investment to        proposed a list of candidate activities. The next step is
     be assessed, given its importance for the support and         to refine these, taking account of industry and regional
     commitment of both public and private sectors.                knowledge and expertise, so as to arrive at a final
                                                                   strategy which is adequately resourced and to which
     We propose that evaluation takes place on two levels:
                                                                   all are committed.
     performance of specific marketing activities and
     performance against core objectives of the strategy           We are therefore establishing an International
     as a whole.                                                   Marketing Strategy Board for this purpose. Members
                                                                   will include representatives from the main creative
     Details of evaluation techniques are still to be developed,
                                                                   industries, and other public sector partner bodies.
     but are likely to require both quantitative and qualitative
                                                                   It will also be charged with the implementation
     research, for example to capture changes in perceptions
                                                                   of the strategy, once agreed.
     resulting from activity under the strategy. Development
     of measurement tools will draw on work already under          The Board will aim to finalise the strategy by
     way in UK Trade & Investment to develop a system for          March 2008.
     measuring the reputation of the UK economy overseas.

                                                                                                    Established & Sons exhibition
                                                                                                    at the Milan Furniture Fair 2006
     In the UK, companies, including many of the world’s          UK Trade & Investment is the government organisation
     major corporations, plug directly into the heart of global   that helps UK-based companies succeed in an
     finance, global creative and professional services, global   increasingly global economy. Its range of expert
     media and global talent. They enjoy access to world-         services is tailored to the needs of individual
     class science and academia and link into a wide network      businesses to maximise their international success.
     of smaller enterprises, many of which are also world         We provide companies with knowledge, advice and
     leaders in their fields.                                     practical support.
     A unique multicultural and entrepreneurial economy,          UK Trade & Investment also helps overseas companies
     the UK is at the hub of international business, bringing     bring high-quality investment to the UK's vibrant
     the world to a company’s door. In short, it is the gateway   economy – acknowledged as Europe's best place
     to the globe.                                                from which to succeed in global business. We provide
                                                                  support and advice to investors at all stages of their
     You too can be at the heart of global crossroads.
                                                                  business decision-making.
     Start by talking to UK Trade & Investment.
                                                                  UK Trade & Investment offers expertise and contacts
                                                                  through a network of international specialists
                                                                  throughout the UK, and in British Embassies and
                                                                  other diplomatic offices around the world.
                                                                  For further information about how the Creative and
                                                                  Media Team at UK Trade & Investment can help you
                                                                  visit: or telephone
                                                                  +44 (0)20 7215 4759


     Image credits
     p4    Rogers Stirk Harbour and Partners, 

           copyright Manuel Renau/AENA

     p7    Eley Kishimoto, copyright Kumi Saito

     p8    Selfridges
     p9    London Design Festival
     p10   mediacity:uk
     p13   BBC
     p17   Kaiser Chiefs
     p21   Manchester International Festival/MEN Syndication
     p25   Established & Sons

Whereas every effort has been made to ensure that the information
given in this document is accurate, UK Trade & Investment or its
supporting Departments, the Department for Business, Enterprise
and Regulatory Reform, and the Foreign and Commonwealth Office,
accept no responsibility for any errors, omissions or misleading
statements in this document and no warranty is given or
responsibility is accepted, as to the standing of any individual,
firm, company or other organisation mentioned in this document.

This document is printed on material which uses 75 per cent
post-consumer waste.

Published July 2007 by UK Trade & Investment
Crown Copyright © URN 07/1197

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