Marketing_part_1 Is marketing for everyone

0:00
I think marketing ultimately is the bringing together of a consumer offer that is relevant and attractive
to consumers.

0:08
So whether you talk about that from the point of view of brand marketing, product marketing,
marketing services that the offer the shop off, the offer in store, ultimately it's about bringing together
an offer that is relevant.

0:21
Most of the home appliance markets are saturated and therefore consumers are looking for more
sophisticated appliances.

0:28
They're looking for better designed appliances, things that add some value to their home.

0:32
They're no longer simply saying, OK, I'll have a dishwasher because I've never had one before.

0:37
And so in that respect, it's important that we understand what their needs are.

0:42
You know, does a, does a product that we are offering give some unique feature that the, the feeling
can be sort of, you know, wow, how did Electrolux know I needed that?

0:53
Because it really does solve my problem.

0:55
I think marketing is, as its essence is understanding consumer needs, understanding whether you can
satisfy those consumer needs and then presenting yourself in the marketplace through the principles
of the four PS price, product promotion and place and getting those activities entirely focused on
what the consumer is demanding and how you can meet those needs.

1:16
For me, marketing is all about positioning your brand and your product correctly.

1:21
It's about developing, building desirability, which really does take away the need for the selling
process.

1:29
It builds the desirability of a product, so people want it and it builds loyalty.
1:33
So for me it's desirability.

1:34
It's about handling the customer in the right way, making him actually him or her proud to be
associated with the brand, proud to be associated with the product which he or she has purchased
and want more of that in the future.

1:49
That's what good marketing is.

1:51
Our marketing is undoubtedly affected by the way that we make things.

1:57
A very good example of that is a tradition that was laid down by Joseph Hudson, our founder, who
like many founders of businesses, was perhaps a little eccentric and a very determined individual.

2:10
One of the things he used to do was personally blow every whistle before it left the factory.

2:17
Well, with the production now of about 6 million a year, that of course isn't possible.

2:22
But we still do test every single one.

2:26
We don't batch test 5 percent, 10%.

2:29
Everything is blown today.

2:31
Of course it's plugged into an airline.

2:34
Nobody is sitting down there blowing whistles.

2:37
But everything that leaves this factory is, as we say in our marketing literature, individually tested and
guaranteed.

2:46
So if you're one of our many customers around the world in Japan or Mexico, and you buy 20,000
whistles for the Mexico carnival, you know that every single one of them is going to work.
2:59
You're not going to be thinking now, how do I get 500 of these back to those people who made them
in Birmingham, UK?

3:06
There are rejects, but we find them, not the customers.

3:11
Successful marketing for me.

3:14
He's linking together all the resources of the company with the demand of the customer so that
everybody within this place, right down to the cleaners, know what the customer wants and
understand that keeping the machinery clean and the floor space around it clean is yet another way of
making sure that the plating isn't contaminated or the solder isn't contaminated.

3:38
So the whistle looks better, lasts longer.

3:41
Have we really driven that through every bit of our business?

3:45
And when you have all that lined up properly, then I think you have a great story to tell, great
marketing and a business that's truly tuned into its customers.

3:56
Our ultimate aim is to make sure that that very famous brand name Acme and our product linked with
it is obligatory for the buyers of whistles that such is the demand by the customer that they can't
afford to not carry that product.

4:14
And to that extent we educate our entire workforce from the cleaners all the way through to those
who are dealing with sales calls on what the customer wants, why the customer wants it, how they
want it.

4:29
So that we're filling up that chain all the way from the very bottom right through to the customer.

4:34
And the whole company is focused on that customer making our product the best you can possibly
get the one they've got to have.

4:43
I think like any city we we're in a a global competitive environment and because of the size and the
scale of of this city we do operate globally.
4:54
You know, we have the largest event and conference sector, probably per head of population in
Western Europe.

5:01
That means that we're competing for business not only with Paris, Detroit, Barcelona, the conventional
conference centres, but now also with Johannesburg, Dubai and increasingly it will be China and the
Asian subcontinent, the South Asian subcontinent.

5:22
Ultimately for me, marketing's about informing people's view.

5:30
It's about increasing their propensity to buy and it's about doing that in a profitable way.

5:38
Now that's no different When it comes to the marketing of cities, whether you're in Liverpool,
Newcastle, London or Birmingham, we're all in the same business.

5:47
My job, I suppose, is to increase here people's propensity to visit Birmingham and to do it cost
effectively.

5:55
We're not a profit making business, but we very much require resources with financial and human
capital to promote the city.

6:06
Fundraising is just in in in a corporate environment you'd call it sales and that's you know it's exactly
the same as that.

6:14
It's about you know generating the revenue for your organization.

6:18
So in in my past I worked for American Express in direct marketing.

6:22
So I came from a very strong brand organization with quite a history and heritage of of direct, quite
sophisticated direct marketing techniques and that is exactly the sort of ways a lot of charities will
raise money.

6:35
The skills that you develop in, in a marketing function in a company are completely transferable to to
charity work for an example.
6:45
The communications team is responsible for the brand and what the brand means and how we live
the brand and the kind of words that we use to describe ourselves.

6:53
Fundraising is a hugely competitive place, so there are hundreds and hundreds of charities competing
for funds.

7:01
Here at VSO we are marketing the opportunity for people to make a difference first hand and also to
have the experience of a lifetime.

7:10
We're looking for professionals to volunteer overseas for anything up to two years, working with a
partner organization in a developing country and together with the local community, they're working
to change people's lives and really tackle poverty in the country where they're working.

7:28
I think marketing for volunteer recruitment is quite a special kind of marketing.

7:34
Really what we're asking people to do is give up up to two years worth of their lives and commit that
to us at VSO and the communities that are trying to help.

7:45
We need to be very targeted in reaching the right kind of professionals, because if we don't have the
right kind of opportunities for somebody to actually do their work and make a difference with it,
there's no point us sending them out there.

8:00
In a more conventional charitable organization, people be really looking to attract funds from the
general public.

8:08
They'll be calling on emotive type of motivations and topics and trying to show people how their
money could be used and why they should be giving money.

8:19
The marketing we're doing here at VSO to recruit volunteers is totally different from that because
we're appealing to people's professionality, their professional skills.

8:29
Previously I'd worked at Hampton Court and near the Tower of London and the the basic product that
we have is very similar in certain terms of we are competing with the the same with we we're trying to
attract the the same audience, the same market.
8:49
Tourists are coming to London for short breaks essentially now and they're most probably in London
for two or three days.

8:58
They might set aside one day to do attractions and the most probably want to have two or three visits
within that day.

9:10
And we need to make sure that we are actually within the the radar to be able to ensure that they
come to us on that particular day.

9:22
One of our greatest competitors is our exterior image and we need to ensure that they know about
what there is to do and see inside.

9:31
My role of marketing manager is to try to ensure that we get as many people inside the building as
possible.

9:38
It's clearly important for the the income generation because we need to be able to have enough
money to keep this great building going and we only do that by getting them inside.

9:53
We don't have a huge marketing budget and therefore we need to be rather clever and with our use
of with of the the the resources we've got we we don't advertise in the the sort of conventional sense.

10:10
We're adopting much more subtle approach in talking to the tour operators, the group leaders, the
sort of people that are putting on educational visits so that we can then influence them, tell them of
the benefits of Saint Paul's, how we can work with them and the how we can enhance their the
packages that they're putting together.

10:40
We've developed our website and that is now becoming a good sort of effective marketing till we
have our marketing leaflets that we produce in the sort of hundreds of thousands that are distributed
around all of the sort of tourist, tourist information centers and hotels.

11:03
We attend a number of trade fairs where the the World Travel market, British travel trade fair
excursions to be able to again just get that message out to the wider market.

11:19
I think marketing has become more relevant and since the London has become a much more
competitive place.
11:29
Up until seven or eight years ago we could just open our doors and people would flock in even
though that we were charging.

11:37
Now that we've got the three museums, it's become a much more crowded marketplace and therefore
we have got to make sure that we hold on to our market share.

11:48
We're such an iconic building.

11:50
We've also got a relationship with people all over the world.

11:53
We're one of the top 20 most recognised buildings in the world along with the White House and the
Taj Mahal.

11:58
So we've got those kinds of constituencies to think about when we're thinking about how the building
relates to other people.

12:06
We can't pick one and just target that market.

12:09
If I can use that kind of language, we can't just say we're going to describe ourselves or even sell
ourselves to one particular type of person.

12:20
It just doesn't work like that.

12:22
We're very conscious of our history, and I suppose what we would say is that we're part of the cultural
memory of the UK and of Christianity in particular, which is a worldwide religion.

12:33
Our core activity is the services that we hold and providing what we might call sacred space within a,
you know, a 24/7 modern city like London.

12:44
All of the visitors who come and pay and all of our marketing will be to support that core business.