Part 2, Item 8.1, Appendix 2
Marketing Communications Brief
ACTIVATION - BRAND LONDON
July 2005 – March 06
Strictly Private and Confidential
Date: 20th May 2005
Part 2, Item 8.1, Appendix 2
1. London has achieved substantial success in two areas of its strategic promotion:
i. In the last three years London has thoroughly reorganised the
international and domestic promotion of its tourist industry through the
transformation of the London Tourist Board into Visit London. In this period
London has gained world market share at a time when major rivals such
as Paris have been losing it, and London has reversed the trend whereby
for several years London was suffering from the tendency of all majority
destinations to lose market share.
ii. London’s bid for the Olympic Games, the outcome of which will be known
on 6 July this year, has greatly raised the profile of London internationally.
It is the intention of the Mayor that the excellent results in these fields should be
extended to the other areas of the strategic promotion of London – including
inward investment, attraction of foreign students, promotion of London as
Europe’s leading cultural city, reinforcement of the position of London as the
world’s leading financial centre and Europe’s business capital. This brief is for a
lead agency to deliver this strategic promotion of London.
The Necessity to Prepare for the post 6 July Situation in the Strategic Promotion of London
2. London’s Olympics bid, in addition to its own self-evident importance, has acted
de facto as a key aspect of the general strategic promotion of London. The
beginning of the large scale international and domestic UK strategic promotion
of London has so far proceeded down two major avenues - with additional, and
less coordinated, activities taking place in parallel with these:
i. The major upgrading of tourism promotion involved in creating Visit
London has been extremely successful – tourism recovery last year was
worthy £770 million to London’s economy or ten per cent of economic
ii. The excellence of the Olympic bid itself has enormously raised London’s
international profile in addition to London’s direct desire to stage the
iii. Activity has also been undertaken by Think London on inward investment,
on a small scale by London Higher for foreign students, cultural promotion
of London in other key world cities has begun to be developed etc. These
latter aspects have, however, not yet been developed on a large scale
or been fully integrated into the overall strategic promotion of London.
3. If London secures the Olympics on 6 July it will be necessary to take advantage of
the immediate post victory situation to promote the city. If the Olympics were not
secured it would be necessary to put in place alternative strong means for
strategically promoting the London. Therefore whether the Olympics is secured or
not will affect the form in which the strategic promotion of London takes place
but it will not alter the necessity to strongly increase such overall strategic
Part 2, Item 8.1, Appendix 2
London - the leading world city at the beginning of the 21st century
4. London operates in a context in which the world economy is, and will increasingly
be, dominated by the process of globalisation – both of capital and labour. In
such an era of globalisation the promotion of London abroad, and to a lesser
extent within the UK, that is the systematic explanation of the key advantages
London has to offer in the global market, is an issue of the greatest strategic
importance for the city’s economy.
• London is the world’s most important international financial centre, and
Europe’s business capital, but one which is constantly subject to international
competition and the challenge of the emergence of major new market
economies, particularly in Asia, that will not necessarily automatically look to
London as a decisive contact point for their relations with the international
economy in the absence of substantial promotional activity by the city.
• Output by foreign firms accounts for 23 per cent of London’s GDP, over
500,000 jobs, with a significantly higher than average labour productivity.
• London’s exports are worth £37 billion, a quarter of its total output.
• Tourist recovery in London last year, both foreign and domestic, was worth
£770 million, 10 per cent of GDP growth - London receives 27 million overnight
visitors adding £15 billion to its economy.
• Reflecting globalisation London is the most internationalised and multicultural
city in the world, a quarter of its population is from ethnic minorities, over 300
languages are spoken in it and a quarter of its new top management in
financial and business services comes from abroad.
• The entire growth in London’s labour force over the next 15 years, 600,000
jobs, will come from ethnic minorities and women.
• London is one of the world’s greatest centres of high technology and science
based industry and of scientific and technology research.
• London receives the largest number of international students of any city in the
• London is the international and UK city that has most completely achieved
the transition to a globalised service dominated economy.
London, in short, is today already the world’s most globalised major city. As
globalisation will merely deepen, in reality London shows the rest of the world its
future. But London is substantially ahead of all other major cities both in the
advance and scale of this development. Therefore, both in its character and
above all in the manifestation of trends of development, London is objectively
the leading world city of the beginning of the 21st century - the city that most
shows how the world will develop. The material in Newsweek on 25 April, ‘Going
Global, While Europe Dithers London Opens its Doors to the World’ shows that this
strategic message promoted by the Mayor is getting through to a number of
journalists but the development of promotion of this strategy on a very large
scale, reaching all decisive international and UK domestic business and
economic circles, is required.
Part 2, Item 8.1, Appendix 2
Strategic framework for the promotion of London
5. The Mayor has developed an integrated strategic approach to both the
development of London and its promotion. The strategic task is to place London
within the inevitable framework of the development of globalisation, to maximise
the advantages for London in this framework, to deal with any negative
processes created by this process of change, to set as the determining goal a
constant improvement in the quality of life of London’s inhabitants, and to ensure
such development is sustainable through constant attention to issues of climate
change and the environment. London therefore decisively accepts and
understands the implications of the process of globalisation, both of capital and
labour, in a way that gives it a crucial strategic advantage compared to its
To take as contrast, the approach of some of London’s European competitors
may be summarised regarding globalisation as ‘your money is welcome but
please leave your culture behind you.’ London’s approach is ‘your money is
certainly extremely welcome but you will inevitably bring your culture with you –
and this will add to the dynamism and creativity of our city.’ London’s economic,
social, and cultural policy is therefore an integrated one responding to the
globalisation process and drawing on the relative competitive advantages of the
London therefore bases itself on the inevitable process of globalisation whereas a
city such as Paris engages in economic and cultural King Canutism. This gives to
London both a decisive competitive advantage and a greater life experience
and quality of life for its inhabitants.
Multiculturalism and globalization
6. London’s explicitly multicultural cultural framework is therefore an integral and
decisive part of its strategic insertion into globalisation, and the two are reflected
in the strategic frameworks of the Mayor.
• The Economic Development Strategy presents a clear strategic perspective
that the only way forward for London is in high value added, high productivity
and therefore increasingly globalised, industries – e.g. financial and business
services, creative industries, media, entertainment, leisure services, the new
environmental technologies, high value added manufacturing.
• To create the physical planning framework to enable this development the
London Plan facilitates a large scale build up of financial and business
services in central London, together with decentralised leisure, retail and
other services linked to very large scale housing development across the
whole of the city and the strengthening of areas of new science based and
environmental industries. Within that overall framework a decisive area of
transformation is that of ‘new London’ – the Thames gateway from the City of
• The Transport Strategy flowing from this framework establishes dominance of
public transport in the high volume transfers into the business districts in central
London, aided by world leading policies such as the congestion charge,
coupled with a decentralised public transport network in outer London.
• The high productivity/high value added industries which represent the
strategic future of London require constant upskilling and improved
Part 2, Item 8.1, Appendix 2
education of London’s work force. Simultaneously one hundred per cent of
London’s 600,000 new jobs in the next 15 years will be filled by women and
ethnic minorities - making the fight against all forms of discrimination not only
a moral but also a direct economic necessity for the city.
• The sustainability implications of this entire process are dominated objectively
by climate change and are also reflected subjectively in the increasing
environmental improvement and protection demanded by Londoners.
Underinvestment and improvement in London in the previous period
7. From World War II until 1981 London continued to decline in population – due
both to economic pressures of this period and to the official policy of dispersal
pursued by governments. This lessened the pressure on key aspects of London’s
infrastructure. Since the early 1990s this process has decisively reversed with
London adding 600,000 inhabitants.
Despite its success in adapting to globalisation such extremely rapid economic
and population growth in London from the beginning of the 1980s onwards, was
initially not accompanied by an adequate or corresponding level of investment
in the city, leading to substantial shortages in a number of areas - in transport,
policing, housing, skills, environmental enhancement and protection etc. The
objective difficulties caused by such underinvestment, from the 1980s until the
end of the 1990s, were reflected in the appearance of some negative features in
the international perception of London at the end of the 1990s.
Such deficiencies are now being tackled through very large scale investment
programmes – public investment in transport alone is now at the highest level
since World War II and the combination of public and private investment
between Tower Bridge and the Royal Group of docks is probably the largest
development project anywhere in the world outside China. This has resulted in
the last five years in improved objective measures in areas such as transport, the
environment, and policing, and in the last two years in opinion polling showing
further increases in satisfaction with quality of life in London and the overall
assessment of living in the city. However, although London continues to be rated
as Europe’s top city for business, such improvements, which polling shows are
already perceived and appreciated by Londoners, have not yet been sufficiently
marketed and promoted abroad or in other parts of the UK – with the partial
exception of in the tourist sphere.
Additionally, in general different aspects of London (tourism, inward investment,
higher education, entertainment etc) have been marketed separately without
sufficient integration with each other and, in the worst instances, contradictory
messages being projected by different sectors or agencies (e.g. tourism was
marketed for a long time on the basis of heritage while business requires a cutting
edge approach). In general the promotion of London was extremely
inadequately resourced and integrated. A substantial turn round has started with
tourism promotion but this has not yet been extended to other key economic
areas for London.
Challenge of new large emerging market economies
8. Within the above process of globalisation, the structure of the world economy, which
London confronts as the world’s premier globalised city, is undergoing significant
change. In particular the rise of the Asian or Asian based economies - most
powerfully China, Russia and India - will increase in impact throughout the next
Part 2, Item 8.1, Appendix 2
decade. The Asian economies will continue to grow more rapidly than either Europe
or the US throughout the coming period. London therefore faces an international
challenge to make sure it remains, or becomes, the most natural point of entry into
international financial markets, and international or European business, for these
economies in the face of competition from New York, Tokyo, Hong Kong, Singapore
and other European centres. London thus requires substantial promotion in China,
India, Russia, former eastern bloc countries such as Hungary, Czech Republic and
Poland, as well as South America.
• The potential for tourism and inward investment to grow from this region to
increase is huge due to enhanced economic growth in the region (China,
Singapore, Malaysia and South Korea have all experienced % GDP increased
1992-2003 of 6% and over), plus an increase in personal earnings (between 30%
• The potential for London and the UK to exploit the recently signed China ADS
agreement is huge. The UK’s share of the China outbound market is currently 0.7%
(68,000). Visitor departures from China alone are estimated to be 50m by 2010
and there is obvious potential for our inbound traffic to grow year on year.
London’s specificity within the UK
9. London is entirely specific compared to other major cities and regions of the UK.
In particular it is uniquely globalised – London is not a ‘larger Birmingham’ or a
‘larger Manchester’. It is a uniquely globalised international city both in terms of its
scale and of its range of insertion in the international economy. London’s success,
and therefore the prosperity, jobs and quality of life of its inhabitants, above all
depends on its ability to compete in this globalised market place.
Failure to understand this specific character of London can however lead to
unnecessary misunderstandings with other parts of the UK that are damaging to
both - other parts of the UK may fail to understand the uniquely globalised
character of London, thereby suggesting policies for it that may be appropriate
elsewhere in the UK but which are damaging for London, or London may
inappropriately project policies that are necessary for it but which cannot be
applied in the same way outside the context of its uniquely globalised character.
It is therefore important that the specific character of London, and its reciprocal
independence with the rest of the UK, is promoted within the rest of the UK and
accurately understood by both.
Promotion of London to Londoners
10. International and UK domestic promotion of London cannot be separated from
the inhabitants and businesses of London themselves having information about
the advantages offered to them by their city. The 7.4 million inhabitants of
London, and the dense network of foreign companies and their employees, are
one of the most powerful means of transmitting positive (or negative) messages
For example in last year’s tourism recovery it was highly important that there was
a change in Londoners perceived perception of the importance of tourism to the
city. The promotional campaigns undertaken towards Londoners secured and
maintained a strong consensus for the marketing efforts undertaken outside
Part 2, Item 8.1, Appendix 2
London. The allocation of around 10-15% of Visit London’s budget to promoting
London’s visitor attractions to Londoners, for example, is appropriate and reflects
this. Furthermore it is vital that on such crucial issues for London’s economy and
society as the importance of skills, where to obtain these, health in food,
sustainable development and environmental protection etc information is
conveyed to Londoners and they are actively involved in tackling such issues in
Mature international markets
Activity needs to highlight those aspects of London that are unique and differentiate the
capital from other global cities – especially European cities. Activity must continue to
challenge outdated perceptions of London, shifting image from traditional to
contemporary in Germany, France, Ireland, Italy, Spain, Benelux and Nordics.
As above, target audience – metropolitans in key cities:- New York, Washington, Boston,
Chicago, Philadelphia, Los Angeles, San Francisco, Houston, Dallas, Miami.
Media and advertising promotion
12. Given the scale of the market into which London is selling, essentially the entire
world economy, it is evident that no conceivable volume of advertising spend,
even if advertising alone were sufficiently effective (which it is not), can by itself
achieve the projection of London as the leading world city of the 21st century that
is required. Only use of the means of mass communication, which means
essentially strategically important programme and editorial copy, can reach the
necessary scale of audience. Therefore London requires strategic promotional
activity, including marketing and events, of much wider scope than, the
absolutely necessary role of advertising. While the outcome of the Olympic bid
will significantly alter the form of such promotion and strategic marketing it will not
affect the necessity for it.
Integrated strategic promotion of London – ‘Brand London’
13. At present a number of organisations and agencies project London abroad and
domestically – Visit London, Think London, UK Trade and Investment London,
members of the London Higher Education Consortium to name some of the most
significant etc. Some of these interrelate with national organisations (Visit Britain, UKTI)
that also project London as part of their more overall work.
Until very recently such promotion was uncoordinated and in consequence in a
number of cases even mutually contradictory branding or campaigns were
projected (e.g. Visit Britain project London virtually exclusively on heritage which
contradicts the cutting edge and up to the minute image required for inward
investment, individual London colleges promoted themselves almost without
reference to the overall advantages of London although it is known that the most
important issue for student choice was London as a place to study itself etc).
An inevitable consequence is that overseas research shows that the brand and
image of London is entirely inadequately promoted in a whole range of markets
ranging from Europe through to China. In particular the ‘brand’ of London which
Londoners most appreciate and which most corresponds to the requirements of its
Part 2, Item 8.1, Appendix 2
economic success – a dynamic, business cutting edge, creative, diverse, culturally
rich, global city, in which heritage is integrated as a part of that mix – is not being
adequately projected. The significant improvements and investments in London that
have occurred in the last four years, and which polling shows are highly appreciated
by Londoners, have not yet been adequately promoted and marketed to growth
markets abroad. Research shows London’s image in emerging markets is still too
dominated by fogs, bowler hats, an unchanging image etc - the result being that,
outside specific business sectors, the image of London promoted is in an important
number of cases years, or in some cases decades, out of date. This is extremely
unsatisfactory from the point of view of the strategic development of London.
A successful recent example of the promotion of the London brand has been in
tourism. Visit London exploits a brand model that has been devised to reflect the
dynamic nature of London’s product. The model was developed to be utlised by a
number of sectors including Tourism, Education, Sport Business and Culture. The brand
platform is designed to translate to each sector in the most relevant way. This
diagram below is designed to illustrate the foundation of all future promotion of
London under all London identities.
London’s core brand personality is “a world leader, guaranteed to surprise, stimulating at
first, seductive over time, full of contrasts and hidden depths”.
Part 2, Item 8.1, Appendix 2
London’s Values in more detail:-
London’s longevity is founded on a deeply-rooted tradition of inventiveness. London
continues to intrigue, acting as inspirer and developer of creative thought and action.
People draw on the city’s immense richness of experience, finding new ways to explore
commercial, cultural and learning opportunities.
Evolving in resourceful ways
London is never daunted by change; it lives in a state of flux, confident of its ability to
keep moving forward. The city thrives on the strength it draws from continuity and the
freshness it gains from renewal.
Celebrating difference and diversity
London is open to ideas and individuality, accepting not judging, always willing to take a
The feel of London is vibrant, crackling, alive with the
spark of possibilities.
This model is utilised by all sectors when they are talking about London to an international
audience either abroad or at home; are working with private/public sector organisations
and need a common London banner; want to present a shared point of view on
London’s qualities and stories need to use an apolitical London identity.
Requirements for strategic promotion
14. Any successful tenderer for strategic promotion of London will have to have the
expertise and capacity to promote London as the most successful world-city both in
the event of London securing the 2012 Olympic Games and in the event the games
are awarded to another city. The requirements for such a successful tender, with their
ultimate client as the Mayor, would be that it has the ability:
• To work with the GLA Group on developing strategy for the promotion of
London as the leading world city along the strategic axes indicated above.
• To draw up with the GLA group a strategic communications approach
promoting London as the most successful world city.
• To understand the complexity of, and integrate within an overall strategy,
such different aspects of promoting London as inward investment, tourism,
student promotion, cultural activity etc and to work with a range of
organisations to deliver this (Think London, Visit London, UK Trade and
Investment, London Higher, the Corporation of London etc).
• To identify key target audiences, internationally and within the UK, and
determine the most effective means to reach these.
• To have the capacity to promote London internationally (including all
markets), domestically and to Londoners themselves.
• To work effectively with the GLA and Visit London in the planning, organising,
and (where appropriate) delivering of large-scale events, and to manage the
interface with the organisation and marketing of, and communication about,
large-scale events organised by other organisations, to ensure that these
maximise the promotion of London as the most successful world city.
Part 2, Item 8.1, Appendix 2
• The capacity to undertake a strategic approach to world media.
• To advise on the best use of the communications of the GLA group itself and
to work with the Mayor and functional bodies regarding strategic use of all
media assets of the GLA group.
• Where required to work with the GLA and the Mayor’s media and marketing
director and advisers in advertising and promoting of London.
• To set timetables for specific goals
• To provide regular status and evaluation reports.
• Other tasks in the strategic promotion of London as required.
This task determines at least the following resource requirements:
• In order to understand the requirements of the series of bodies involved in the
GLA Group, and those involved in the promotion of London, the successful
tender would have to provide at very senior full-time account manager(s),
acceptable to the senior staff of the GLA, to oversee all activity related to the
GLA Group and related bodies.
• Given the scale of the goal of promotion of London as the leading world city
access must exist, when required, for the Mayor and senior officials of the GLA
Group to all levels of resources (including the most senior) within the
successfully bidding company for involvement in strategic discussions
regarding the promotion of London.
• Where required the GLA Group must be able to draw on all required
resources of the successfully bidding company – which itself must be able to
provide, or subcontract, with it taking responsibility for the quality if such
subcontraction, all media, event organisation, advertising advice, and other
requirements for successfully strategically promoting London.
• The successful tender must be able to operate, by itself or with partners
acceptable to the GLA Group, in all relevant international markets.
• In order to internally co-ordinate and direct such strategic international and
domestic UK promotion of London a high level steering group, reflecting
clearly that the Mayor is the ultimate client, will be established. The nucleus of
the type of steering committee that is required has been seen in the Global
Cities group that has been established. This is chaired by John Ross, Mayor’s
Director of Economic and Business Policy (chair), and attended by Marc
Stephens LDA Executive Director for Business and Skills, Lurene Joseph, LDA
Director of Communication, Michael Charlton, Chief Executive of Think
London, James Bidwell, the Chief Executive of Visit London, David Train,
International Trade Director for London.
Part 2, Item 8.1, Appendix 2
Whilst the pitch is being handled by COI from our roster, the contract will be passed over
to the GLA or Visit London.
The purpose of the pitch is to recruit one lead agency for London to develop and
implement activities across all territories.
Once the lead agency is appointed, they will be briefed on specific projects as required
without a further pitch.
The chosen agency will be required to handle the following campaign activities in
addition to creative strategy development: campaign implementation, creative
executions, media relations, stakeholder engagement, online activation and campaign
It will be the agencies’ responsibility to ensure that their creative proposals have not
already been used in campaigns for other cities around the world.
o We are asking pitching agencies to prepare a strategy document covering the
immediate period 6th July 2005 – 31st March 2006 plus an outline of an approach
to the longer term positioning of London.
o Your proposal should cover the following :-
o Overall marketing communications strategy for London.
o A more in-depth and detailed implementation plan for ONE territory –
Russia - to demonstrate how you would activate your plan on territory.
Agency proposals submitted should also include:
o Agency credentials (including international capabilities/agency partnerships)
o Team structure to deliver the project
o Approximate budget breakdown and fee proposal including an element of
performance related remuneration.
o Campaign success measures.
There are no creative constraints (other than those under ‘Mandatories’ above) – we are
looking for outstanding ideas to promote the existing brand properties of London.
Examples as to how this success could be measured include:
• Brand awareness - please advise us how you would monitor this.
• Extent of PR exposure of key messages/coverage in key publications
• Actual incremental leads and business confirmed through stakeholders.
• Quantitative research undertaken amongst consumers that respond directly to
campaign mechanics which determine if our activity has persuaded them to take
The maximum budget for this project will be £2.5million.