1. business and industrial

LONDON & PARTNERS
2013-14 BUSINESS PLAN
1
Introduction ........................................................................................................................................... 4
Section 1: Building London’s Reputation .......................................................................................... 5
1.1 Introduction .................................................................................................................................... 5
1.2 Objectives ...................................................................................................................................... 5
1.3 Strategic Approach ........................................................................................................................ 5
1.4 Activities ........................................................................................................................................ 6
1.5 Key Milestones .............................................................................................................................. 8
1.6 Key Performance Indicators .......................................................................................................... 8
Section 2: Operating the Top Level Domain for London .................................................................. 9
2.1 Introduction .................................................................................................................................... 9
2.2 Strategic Approach ........................................................................................................................ 9
2.3 Activities & Key Milestones.......................................................................................................... 10
Section 3: Delivering Economic Benefit ........................................................................................... 11
3.1 Investors ...................................................................................................................................... 11
3.2 Exporters ..................................................................................................................................... 15
3.3 Meetings Organisers and Business Tourists ............................................................................... 17
3.4 Major Events Organisers and Goers ........................................................................................... 21
3.5 Leisure tourists ............................................................................................................................ 24
3.6 International Students.................................................................................................................. 28
Section 4: Developing an Economic Legacy from the London 2012 Olympic Games ................ 31
4.1 Introduction .................................................................................................................................. 31
4.2 Objectives .................................................................................................................................... 31
4.3 Strategic Approach ...................................................................................................................... 31
4.4 Activities ...................................................................................................................................... 32
4.5 Key Milestones ............................................................................................................................ 32
4.6 Key Performance Indicators ........................................................................................................ 32
Section 5: Operating Effectively & Efficiently .................................................................................. 33
5.1 Operational Effectiveness and Efficiency .................................................................................... 33
5.2 Key Objectives ............................................................................................................................. 33
5.3 Strategic Approach ...................................................................................................................... 33
5.4 Milestones ................................................................................................................................... 33
5.5 Key Performance Indicators ........................................................................................................ 34
5.6 Growing Commercial Revenue ................................................................................................... 34
5.7 Key Objectives ............................................................................................................................. 34
5.8 Milestones ................................................................................................................................... 35
5.9 Key Performance Indicators ........................................................................................................ 35
5.10 Ways of Working ....................................................................................................................... 35
Section 6: Budget and KPIs ............................................................................................................... 37
6.1 Summary Key Performance Indicators & Targets ....................................................................... 37
6.2 Budget ......................................................................................................................................... 39
6.3 Staffing ........................................................................................................................................ 40
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6.4 Risks ............................................................................................................................................ 41
Section 7: Review of last year............................................................................................................ 44
7.1 Introduction .................................................................................................................................. 44
7.2 Building London’s Reputation ...................................................................................................... 44
7.3 Leveraging the 2012 games and its legacy ................................................................................. 44
7.4 World capital of business............................................................................................................. 45
7.5 Leading visitor destination ........................................................................................................... 45
7.6 Attracting talent and creativity ..................................................................................................... 45
7.7 Developing our capacity .............................................................................................................. 46
7.8 Performance against KPIs ........................................................................................................... 46
3
INTRODUCTION
Introduction
We published our three year strategy for the promotion of London in March 2012 and the
analysis on which our strategy is based remains valid. This business plan sets out our
activity for the second year of that strategy 2013-14. It is written in seven sections:
• Section 1 Building London’s Reputation describes our activities to further
enhance London’s reputation on the back of the 2012 Games
• Section 2 Operating the Top Level Domain (TLD) for London provides an
overview of how we will capitalise on this opportunity
• Section 3 Delivering Economic Benefit sets out our activities to attract key
audiences to London: Investors; Exporters; Meeting Organisers and Business
Tourists; Major Events Organisers and Goers; Leisure Tourists; International
Students
• Section 4 Developing an Economic Legacy from the London 2012 Olympic
Games describes how we will follow up from the summer
• Section 5 Operating Effectively & Efficiently sets out how we will use our grant
effectively and maximise additional resources
• Section 6 Budget & KPIs contains our targets and our budget
• Section 7 Review of Last Year reflects on our performance in 2012-13
Our high level Corporate Objectives for the year ahead are:
1. Secure an Olympic legacy: Maximise the benefits of, and demonstrate the return on
investment from London 2012 (joint with GLA, LLDC and HMG)
2. Build/ evolve London’s reputation:
- update perceptions of London in US, China and India as a leading centre for science
and Tech (joint with GLA)
- update perceptions of London in US, China, Western Europe, Gulf Countries and
Nordics as a centre for culture and creativity (joint with GLA)
- position London as a “top of mind destination” for congresses and major events to
international events’ organisers
3. Deliver additional economic value: Attract foreign direct investment, leisure tourists,
business tourists, congresses and conventions, major sporting and cultural events and
international students which deliver £226m additional gross value added (GVA), create
4000 jobs and support 26,500 jobs.
4. Support GLA and business stakeholders’ efforts to maintain and enhance London’s
long-term attractiveness for international capital, talent and visitors
5. Help 100 London businesses (including SMEs) to export to international markets (joint
with GLA, UKTI and LCCI)
6. Bring together London and national organisations to secure 4 ‘high value opportunities’
(HVOs) for London (joint with GLA and UKTI). HVOs might include, for example
- a city-to-city and/ or institution-to-institution collaboration, for example in areas of
education, healthcare, governance, or regulation
- a significant overseas investment into London infrastructure and/ or land
- a significant “consumer facing” investment, such as a new tourist attraction
- the relocation of, or significant investment by, a S&P500/ equivalent company
- a large scale overseas procurement contract, e.g. major infrastructure, manufacturing
and engineering, big supply chain
7. Grow income: Grow commercial revenue to £3.6m, an increase of £1m on 2012/13
8. Manage the London TLD: Create and operate the London TLD profitably and in the
public interest
9. Manage stakeholders: Build London & Partners’ reputation as an organisation with
which it is desirable to partner.
4
BUILDING LONDON’S INTERNATIONAL REPUTATION
Section 1: Building London’s Reputation
1.1 Introduction
As set out in our strategy, London & Partners was created to position London with a single
voice to key international audiences. The 2012 Games has provided the platform and we
now have the opportunity to update perceptions and reach new audiences. In the coming
year we will be allocating more resources to this area – investing for future jobs and growth.
To ensure London continues to attract investors, visitors and students we have been
developing a consistent set of key messages. These will flow through all of our work
ensuring that audiences hear the same messages time and time again. This approach will
enhance London’s reputation and will lead to increasing numbers of visitors, businesses and
students which will in turn lead to jobs and growth for London.
Underpinning our key messages is a core promise, what reward and enrichment audiences
get from London – ‘London is where great things start. It breeds curiosity, fuels ambition and
equips you to take on the world.’
Our approach is not about general messaging for London. We will be targeting specific
priority audiences around specific themes. In this way we will have a measurable impact on
the key perceptions which make a difference to individuals and businesses choosing London
as a place to invest in, trade with, visit or study.
1.2 Objectives
1. Promote London’s strengths and build London’s reputation, making a measureable
difference to perceptions in target markets:
- in science (specifically R&D); technology; innovation and creativity (US, China, India)
- as a cultural tourism destination (US, China, Western Europe, Nordics, Gulf)
2. Combat negative perceptions about London, making a measureable difference to
perceptions on two key issues:
- visas (for tourist and students in India, China)
- cost perception (for leisure and business tourists in Western Europe, India, China)
3. Create three ‘spikes’ from our activity each quarter which achieve high profile press
coverage in international markets
4. Achieve a measurable increase in perceptions of London as a ‘top of mind destination’
for congresses and major events to international events’ organisers
5. Use the newly developed key messages (aligned with the Mayor’s 2020 vision) in all our
PR, marketing and sales activities and to begin the process of London promoting itself
with a single voice:
- use consistent messages in our joint promotional activities with the GLA
- use consistent messages in joint activity with 10 major organisations/institutions
6. Use the legacy from the games to promote London, leveraging Olympic venues,
welcome/city volunteers and enhanced infrastructure (Western Europe, USA, Australia,
BRICs, Gulf) and to demonstrate how London’s economy is benefitting from the legacy
of the Games
1.3 Strategic Approach
Very targeted to ensure we can achieve measurable results
Engage with specific audiences (e.g. journalists/ editors, financial analysts, travel trade
industry, families who educate their children overseas, etc.) in a small number of target
5
BUILDING LONDON’S INTERNATIONAL REPUTATION
markets on specific aspects of London in order to shift perceptions from where they are now
to our desired position.
Integrated to maximise use of resources
Using our newly developed key messages, an integrated multi-channel approach combining
research and insights, content development, marketing, communications, external
partnerships and stakeholder relationships.
In partnership to multiply our impact
We will have a clear focus on developing strategic partnerships with organisations where
there is strategic alignment and who wish to work with us take our messages to audiences in
our target markets.
Themed to provide time-bound focus and opportunities to generate ‘spikes’
Priority messaging will continue through the year, however, in order to generate maximum
impact we propose a themed based approach for partners to be able to engage and plan
through a theme/ regional activation calendar and to capitalise on the opportunities for
international activation provided by Mayoral trade missions.
Proposed themes are:
• Olympic Legacy – lead up to park opening in July and Ride London event in August
• Science & Tech – developing value proposition in Q1 & 2 with partners and highlighting
in Q3 & 4
• Culture & Creativity – build-up of activity and spotlight around ‘cultural season’ in the
autumn
• Focus on China – all-encompassing programme with focus on maximising Mayoral
mission in Sept/Oct
• Gulf – new infrastructure opportunities, maximising Mayoral mission in April
The combating of negative perceptions around visas and cost will be integrated across
channels and activities and targeted at appropriate audiences. A ‘spike’ approach is not
favoured as it risks being counter-productive by highlighting negative issues.
1.4 Activities
Activity
Olympic Legacy
- on-going stories showcasing benefits
from the Games building up to July park
event
- significant comms programme around
park opening & Ride London
- close working with GLA comms and
policy teams
Science & Tech
- develop London's R&D proposition for
global science and tech sectors
- market London's distinct Science &
Tech proposition as a global city
- work in partnership with GLA,
Sciences & Tech LEP working group,
TCIO, Research institutions, One
Target markets /sectors
/audiences
When the activity is
Venues and city welcome –
Western Europe, USA,
Australia, BRICs
Enhanced infrastructure – Gulf
Run up to park opening
with peaks in July and
August
Olympic benefits - Londoners
Business – FDI, trade and
business tourists
US, India, China
Building proposition
and partnerships during
Q1 & 2 with activity to
highlight in Q3 & 4
6
BUILDING LONDON’S INTERNATIONAL REPUTATION
Nucleus, AHSCs/AHSNs, NHS Global,
RCUK international offices (inc SIN),
GlobalHE, London Medicine, GMEC,
London Academic Forum
- communications programme,
symposium, host major global
events/festivals to put London on the
global R&D investment map, awards,
press coverage and speaking
opportunities, work with GLA to
strengthen Mayor's voice
Culture & Creativity
- segmentation and publishable insights
into London’s offer
- close working with GLA cultural team
and creative & cultural sectors
- comms programme including press
trips, road shows
- comms & marketing programme
bringing new messaging to life at
international trade shows, business
receptions and in-market events
Focus on China
- activities around Mayoral mission
including China Business Network
(CBN) conference
- China Business Network (CBN)
programmes and conferences
- new online presence
Gulf
- maximising the opportunity of Mayoral
trade mission
- promoting new infrastructure
opportunities
Combatting negative perceptions
- benchmark research on visas and
cost/value
- partnerships with London First, VB,
UKTI, LUIP, Universities UK, content
providers and distributors
- communications programme through
digital, social and mainstream media
Consistent messaging
- continued messaging and asset
development for use by staff and
external partners
- developing strategic partnerships
where we use the key messaging in
joint initiatives
Working with GREAT campaign
- joining the GREAT Programme Board
and delivery meetings
- share plans and activities and work to
Leisure tourists – US, China,
Western Europe, Nordics
Business tourists – US, Western
Europe, China
FDI – US, China, EU
Build up during year
with a specific focus in
September and
October for London’s
major cultural festival
season
Across the business:
FDI and Trade – science and
Tech
Business tourism
Leisure tourism
Students
September and
October – pre and post
Mayoral mission
Business investors - Gulf
April and follow up
Visas – India & China; leisure
and business tourists, students
Cost/value – Western Europe
(business tourists); Western
Europe, India, China (leisure
tourists); India, China (students)
Throughout the year
London & Partners
to collaborate with others and
use clear and consistent
messaging for London
Partners who can support the
themes for the year
Q1 will see completion
of core messaging. Q2
roll out through all
London & Partners
Q3-4 will be roll out
with partners
All our target markets and
sectors
Aligning plans for
Mayoral missions in
April & Sept/Oct
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BUILDING LONDON’S INTERNATIONAL REPUTATION
align and capitalise on GREAT
opportunities
- working closely with Visit Britain and
UKTI comms & marketing teams in
target markets
Redeveloping online business
marketing channels
- creating engaging content and
redeveloping digital channels to
showcase London
Identifying opportunities
during Q1 to be taken
forward in Q2-4
FDI and Business tourists – all
target markets
Main redevelopment
between April and July
Content throughout the
year
1.5 Key Milestones
Quarter
Milestone
Q1
Mayoral Gulf mission – pilot use of London key messaging programme (ideally aligned
with GREAT campaign) (April)
Q2
QEII Olympic Park opening July 2013 - a number of positive media stories in run up to
opening and positive event coverage/promotion in target markets
Mayoral China mission – use of London key messages throughout programme aligned
with GREAT campaign (Sept/Oct)
China Business Network conference (Sept/Oct) *Subject to partners’ funding
Cultural tourism – positioning London’s cultural festival season through integrated
marketing and communications activities (July-Oct)
Launch of redeveloped business digital channels (Sept)
Measure reputation’s indirect impact on jobs and growth – correlation between shifts
in perception and behaviour (Sept)
Q3
Launch of new China specific business digital channels (Dec)
Using World Islamic Economic Forum (WIEF) to deliver messages around culture &
creativity, science and tech and reach Gulf audiences (Oct)
Q4
Positioning of London’s science and tech offer through an integrated marketing &
communications campaign (Jan-March)
Measurement of perceptions in target markets to assess initial impact (March)
1.6 Key Performance Indicators
KPI
2013-14 target
Increase in perception of London, amongst target
audiences, as:
Three year target to be set in April 2013.
We are working with the Reputation Institute on a
measurement framework. Baseline
measurement expected by March 2013. We will
then set a three year target and measure
progress annually each March
a place for science and tech
a cultural centre
good value vs. expensive
an easy vs. difficult place to visit regarding
obtaining a visa
New measure for communications to replace
Advertising Equivalent Value (AVE) and % press
activity carrying key messages
•
•
•
•
To be set in April 2013
We are working with media measurement
agencies to develop a better measure. This is
expected to be in place before the end of March
2013
8
OPERATING THE TOP LEVEL DOMAIN FOR LONDON
Section 2: Operating the Top Level Domain for London
2.1 Introduction
In July 2012, with the support and agreement of the GLA, London & Partners submitted an
application to ICANN to operate the top level domain for London - .london.
.london will be operated in the public interest and for the benefit of London and Londoners. It
will allow Londoners, businesses, community groups and government agencies to register
website urls and use email addresses ending in .london. For example: theatre.london,
shopping.london, brandname.london, yourname.london. The London TLD will place London
firmly on the map as a pioneering digital city.
.london will be operated on a commercial basis and if successful will provide a revenue
stream for international promotion in the capital enabling a reduced reliance on public funds.
A wholly owned subsidiary of London & Partners (Dot London Domains Ltd – DLD) has been
established to contract with ICANN and with a Registry Services Provider (RSP), Minds &
Machines. The subsidiary will produce a business plan for the year which will cover the detail
of how the application process with ICANN will be completed, plans for operating the
registry, policies, governance, contracting arrangements and financial projections. It is
expected this business plan will be available by the end of March 2013.
Therefore this London & Partners’ overall business plan only sets out our overall approach
and top level milestones for operating the top level domain for London.
2.2 Strategic Approach
.london will enhance the positioning of London
A successful launch of .london, high levels of take up and association with major brands will
contribute to London & Partners’ objectives to showcase London and enhance London’s
reputation in international markets. Businesses and organisations will also generate
enhanced promotional and branding opportunities for themselves and the city by using
.london domains.
.london will generate benefits for Londoners
We will generate benefits for London and Londoners by providing .london domains to
individuals and organisation interested in disseminating information, selling goods and
services who wish to associate themselves or identify with London.
To ensure community input and buy-in to the operation of .london, we will establish a
consultative forum consisting of representatives from key stakeholder groups and experts
from: business, higher education, public services, community groups and Internet bodies.
.london will generate commercial benefits for reinvestment
We will operate the .london domain on a fully commercial basis, seeking to maximise the
returns generated in order for them to be reinvested into the promotion of London to support
economic growth and job creation.
.london has a clear governance framework
The subsidiary DLD Ltd has a Board currently consisting of three London & Partners Board
members and a GLA representative. In addition there will be two key governance structures:
– a Steering Group consisting of DLD Board members and representatives nominated by
the RSP qualified to advise on technical, financial and marketing
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OPERATING THE TOP LEVEL DOMAIN FOR LONDON
–
a Marketing Committee including representatives from DLD, the RSP and a GLA
representative
2.3 Activities & Key Milestones
At the time of last year’s business plan, projected timings were for our initial evaluation by
ICANN to be completed in November 2012 and a potential earliest go-live date of May 2013.
There have been on-going delays to ICANN’s process and therefore it is still not possible to
be accurate about when ICANN will have completed our evaluation and be ready to contract.
ICANN are currently processing applications in order of drawing from a ballot and we are
635th out of almost 2,000 applications.
All timescales below are therefore indicative estimates.
Activity
Expected timescales
Work with ICANN on clarifications through the assessment process
Jan – June
Identify and recruit required staff
Feb - July
Develop and approve policies on domain names – reserved, blocked,
premium, trademarks
Feb - April
Contract with ICANN
Put in place governance and operational structures as set out in agreements
with GLA and Minds & Machines
July – Sept
Feb – Sept
Oversee and ensure Minds & Machines are putting in place technical and
marketing aspects of operation
Feb - Sept
Develop clear plans for successful commercial launch (sunrise, land rush
and general registration periods)
Feb – May
Develop clear plans for using dot.london to enhance promotion of London
and integrating with other London & Partners activities
Feb – April
Test phase pre-launch
October – December
Dot London launch
December
10
DELIVERING ECONOMIC BENEFIT: INVESTORS
Section 3: Delivering Economic Benefit
3.1 Investors
3.1.1 Introduction
Foreign Direct Investment (FDI) is a £500 billion global business which, after a decline in
2010, is growing at about 5% per year. Latest global figures recorded 14,000 projects which
created, or safeguarded, 2.2 million jobs. The trend is for the number of projects to increase
but the number of jobs created to remain static or fall slightly – a reflection of the shift to
technology and service driven FDI that creates lower numbers of higher value jobs.
The UK remains the number one destination for FDI in Europe, attracting 1,000 projects in
2011. The biggest investors in terms of capital and job creation are the USA, China, India
and Japan but the UK remains attractive to the majority of global investors. Germany is the
largest investor in other EU countries and presents a growth opportunity for London. Some
375 of UK projects came to London and London & Partners were involved in about 220.
We have developed granular value propositions for FDI into London across our key sectors
and we are actively working with the Boroughs to develop and market their offer. The
Mayor’s office has also outlined the large regeneration and infrastructure projects for which
we should be hunting for competitive foreign sources of investment and development
expertise. And the continuing reputational spike created by the Olympics provides the
platform to capitalise now.
3.1.2 Objectives
1. Attract FDI projects to deliver £85m GVA and create 4,000 jobs and enhance London’s
position to continue to attract FDI over the longer term:
- At least maintain market share in mature markets – US, Canada, France, Spain,
Ireland, Scandinavia, Benelux, Japan, Korea, India
- Grow by increasing market share in growing markets – China (including Hong Kong),
Germany, Australia
- Invest for the future in emerging markets – Malaysia, Turkey, UAE, Brazil, Mexico,
Israel, by building reputation of London
2. Identify a pipeline of 12 High Value Opportunities (HVOs) in FDI, regeneration,
infrastructure, science & R&D through specific targeted focus and close working with
the GLA and using opportunities created by Mayoral overseas visits. Secure four
projects
3. Maximise the benefits of London hosting the 2012 Games:
- Attract investors by promoting London’s new and prospective infrastructure,
developments and regeneration
- Secure £15 million GVA and 600 new FDI jobs during this year from the Games-time
Hosting Programme
4. Update and improve perceptions of London in key target markets as a city of Science &
Tech, Creativity and Innovation:
- Develop cross functional working through the Cluster Teams identifying two High
Value Opportunities and increasing our pipeline of projects in these sectors by 5%
5. Develop our plans for Year 1 investor support (Business Lounge), including a series of
measurable outcomes and if start-up funding is agreed launch fully by end Quarter 2
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DELIVERING ECONOMIC BENEFIT: INVESTORS
3.1.3 Strategic Approach
Maintain our sector and regional approach
We will continue to focus on high value sectors where London can attract projects to deliver
the most value to the economy. We will maintain investment from financial and business
services, seek to grow investments from ICT, energy, environmental and creative sectors,
continue to attract European Headquarters and invest in future returns from life sciences and
R&D. We will maintain our focus on markets that provide the highest return i.e. both east and
west coasts of the USA and Texas; China, India, Japan and Australia and in Europe we will
put more resource into the German market continuing to work across EMEA on the highest
value opportunities.
Increase focus on High Value Opportunities and growth markets
We will create a virtual team that coordinates our work across FDI, Trade and other business
lines and works closely with GLA. We will identify which opportunities warrant the most focus
and coordinate activity and resources to seek to deliver. Additional resources this year will
be focussed on those markets identified as growth – China, Australia and Germany.
Work in partnership on new priorities
For the promotion of infrastructure and regeneration opportunities and in developing our
science & technology clusters we will seek to maximise the use of our resources by working
closely in partnership with others. For infrastructure and regeneration this will include
working with LLDC to bring investors in i-City and onto Queen Elizabeth Park, and with the
GLA to develop propositions and market internationally. For science, again we will work
closely with the GLA, with one nucleus, ‘connectome’ and a range of London institutions.
Continue to strengthen London’s reputation with investors
There is an urgent need to join up the stakeholders behind our marketing and reputation
work. Our sales team will dedicate time to this, taking to market granular business
messaging and linking with our strategic marketing and PR plans. Levering the GREAT
campaign is key and we will use our participation in the LBAC, IBAC, LEP and close
relationships with UKTI to join up London stakeholders behind consistent messages.
Connecting businesses for increased jobs and growth
We are developing an initiative, working title ‘Business Lounge’, which aims to help nurture
growth for clients by opening up opportunities to connect with the London business scene
and enable further growth in the UK and internationally. It will do so by creating an
ecosystem and framework that will allow our current and past clients to take full advantage
of the information, networks and opportunities that London & Partners can access. Helping
new investors to succeed in London secures our jobs and GVA outcomes. We intend this to
be self-financing through a fee structure.
3.1.4 Activities
Activity
Target markets /sectors
/audiences
When the activity is
North America
High GVA campaigns in the key
markets across North America levering
visits by Executive, Board
members/GLA
ICT, Creative industries and Life
sciences with Director T&I. FS
with CEO. Audience is media,
US business, multipliers
May 2013
Autumn 2013
Deliver two ‘shopping trips’ by North
ICT, Fin tech and Creative
12
DELIVERING ECONOMIC BENEFIT: INVESTORS
American venture capital and angel
communities into London
Identify and recruit small network of
influential, senior advisors in North
America
EMEA
EMEA conference/ road show with
partners & stakeholders
Industries
Across All priority sectors
By mid-year
All priority sectors
Increased involvement in third
party/multipliers’ organised events /
conferences / Trade missions / inbound
delegations / Task forces
Asia Pacific
Ten sectoral focused sales campaigns
Two dedicated EHQ campaigns
Four Asia Pacific (or individual country)
themed Business Growth events in
London
Positioning London
Increased use of marketing, PR, press
and social media to reach audience
Legacy, Infrastructure, Regeneration
Games Time Hosting Programme
(GTHP) follow up
Support LLDC to secure investments on
the Park
Develop prospectus of key
infrastructure and regeneration
projects/prospects. Identify and engage
with key strategic target list of investors
or developers
London Borough engagement
programme
Sector & Clusters
Develop cross functional Cluster
Groups
Strategic Account management – using
sectors knowledge
Life Sciences outward mission of key
experts/ambassadors to showcase
London
Seeking joint funding (GLA may partfund):
June 2013
November 2013
Conference June 2013.
Roadshow Sept/Oct
2013
Throughout the FY
ICT, creative, environmental
tech, and life sciences sectors in
India, Australia, China, Japan
and Korea
Japanese, Chinese and Indian
companies
Throughout the year
May 2013
January 2014
One per quarter
All target markets (5-10% of
team resources)
Throughout the year
All sectors
Throughout the FY
Aimed at South East Asia, Gulf
and US markets
By end of quarter 1
From Q1
On-going
ICT, Creative, FS, Life sciences
and Environmental Technology
Early Q1
As above
Early Q1
Life sciences
Second half of FY
ICT, Life sciences, Creative,
By mid-year
13
DELIVERING ECONOMIC BENEFIT: INVESTORS
- science and tech 'R&D specialists’
- deal maker/sealer to act as a
representative for LS for London
High GVA Opportunities
Identify with stakeholders a list of the
most likely candidates and then
establish projects teams across
functions to deliver
Business Lounge
Pilot limited year one service for
investors with full roll out as commercial
viability proven
Energy/Environmental
technology
Life sciences
By mid-year
All sectors. Depends upon the
value of the project in terms of
jobs and GVA
By end Q1
All sectors, all markets
Soft launch in Q1,
extensive roll out by
mid-year
3.1.5 Key Milestones
Quarter
Milestone
Q1
A major announcement about a business transaction per day on the Mayor’s trip to
the Gulf (April)
One high profile investment per month which can be publicised by us and with the
Mayor’s office (April, May, June)
One HVO (June)
GTHP Legacy – One year on target of 35 completions and 600 jobs and £15 million
net GVA (July)
One high profile investment per month which can be publicised by us and with the
Mayor’s office (April, May, June)
One HVO (Sept)
A major announcement about a business transaction per day on the Mayor’s trip to
China (Oct)
One high profile investment per month which can be publicised by us and with the
Mayor’s office (Oct, Nov, Dec)
R&D program established in conjunction with the GLA by mid-2013 (Oct)
One HVO (Dec)
One high profile investment per month which can be publicised by us and with the
Mayor’s office (Jan, Feb, Mar)
One HVO (Mar)
Q2
Q3
Q4
3.1.6 Key Performance Indicators
KPI
2013-14 target
Additional GVA from FDI attracted to London
£85m
Jobs created (year 1 as per GLA definition)
(Jobs created and directly attributable to London
& Partners activities)
4,000
(720)
Landed/ completed HVO
4
Proportion of leads that are contestable
75%
Conversion target from project to completion
32%
14
DELIVERING ECONOMIC BENEFIT: EXPORTERS
3.2 Exporters
3.2.1 Introduction
We have a key role to play in assisting the Mayor to provide support to London businesses
to export. We are submitting a proposal to the GLA for additional grant funds to increase our
work in this area. This business plan covers what we intend to achieve with current proposed
grant levels.
UKTI provides extensive support and advice to UK business, particularly SMEs. This
includes developing export readiness, provision of bespoke market intelligence, business
opportunity alerts and participation at selected trade fairs and trade missions. UKTI’s London
Regional Team is co-located with London & Partners and we work well together, for example
on the Mayor’s visit to India in November 2012. In addition there are other providers of
quality services to potential exporters including the London Chamber of Commerce and
Industry (LCCI), The Corporation of London, CityUK, industry specific trade associations and
private sector consultants with whom we work closely.
We do not seek to duplicate UKTI’s or any other organisation’s services or compete with
them. Instead our model is to collaborate and lever each other’s resources and skillsets, in
particular the credibility associated with the office of the Mayor, to provide the best support to
all London businesses seeking to export.
3.2.2 Objectives
• Assist 75 recent inward investors to London to increase their export potential through
facilitating their access to UKTI’s trade services and as well as other providers.
• Assist 25 London based business to access supply chain opportunities within our FDI
client base and through our overseas networks of companies
• Develop a pipeline of 10 HVOs in overseas markets that can be secured for London
based business through a high level engagement process including the Mayor on his
overseas visits. Support the conversion of one/two successes by end of the year (as
part of overall target of 4 HVOs)
• Collaborate with UKTI’s Regional Trade Team in London, the City of London
Corporation and the London Chamber of Commerce, amongst others, to develop 4 joint
vertical trade and inward investment missions, to be an integral part of the Mayor’s and
Deputy Mayor’s overseas visit programme to create opportunities for London based
business
3.2.3 Strategic approach
Cross Team Working
Our FDI team is increasingly identifying opportunities for London based business to exploit
overseas and identifying potential investors who will grow their exports from London. The
role of the trade team is to turn this opportunity into actual business levering their links with
the range of providers of trade services in London.
Mayoral Visits Overseas
The Mayor will travel overseas in support of London’s exporters and to lead and participate
in trade missions of London companies. The trade team will co-ordinate this activity in
collaboration with the GLA, UKTI and other mission organisers.
The team will also recruit high level business delegations to accompany the Mayor in
particular where there are high value opportunities to be won and design appropriate
programmes to deliver business success on their behalf.
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DELIVERING ECONOMIC BENEFIT: EXPORTERS
Communicating the strengths of London’s businesses
The trade team will lever the Mayor’s overseas visits to communicate London’s strengths as
a city of competitive and reliable business partners and suppliers of expertise thus building
London’s reputation and encouraging more London based companies to seek export
opportunities
3.2.4 Activities
Activities
Target markets/
sectors/audience
When the activity is
Develop a pipeline of strategic
companies’ deliverables and
announcements we can draw on for
the mayoral visits programme
London based companies with
high level interest in GCC States
and China
April for GCC States
Sept/Oct for China
Deliver successful mayoral trade
missions
GCC States and China
April for GCC States
Sept/Oct for China
Assist London businesses (including
SMEs) to export to international
markets (jointly with GLA, UKTI and
LCCI)
Bring together London and national
organisations to secure ‘high value
opportunities’ (HVOs) for London (joint
with GLA and UKTI)
Business led, cross sector
assistance focused on London
based business
Throughout year
A city-to-city and/ or institutionto-institution collaboration, for
example, in areas of education,
healthcare, governance, or
regulation
A large scale overseas
procurement contract, e.g. major
infrastructure, manufacturing and
engineering
Identification in Q1
Plans to target
opportunities Q2
onwards
Successes by year end
3.2.5 Key Milestones
Quarter
Milestone
Q1
Business delegation for Gulf trip ready for April Mayoral trade mission (April)
Target list of HVOs developed in conjunction with GLA and UKTI (June)
Deputy Mayor to lead a trade mission to Turkey
London & Partners to join Lord Mayor visits to Russia and Japan/Korea
Q2
Deputy Mayor visit to USA or Japan (one visit either Q2 or Q4)
London & Partners to join Lord Mayor mission in China and Hong Kong
London & Partners to potentially join Lord Mayor visit to Mexico
Q3
Business delegation for China trip ready for Oct Mayoral trade mission
Q4
Deputy Mayor visit to USA or Japan (one visit either Q2 or Q4)
Secure one/two HVOs
3.2.6 Key Performance Indicators
KPI
2013-14 target
Number of London businesses that developed
their international trade potential and/or accessed
international markets
100 for the year
HVOs secured
One / Two
16
DELIVERING ECONOMIC BENEFIT: MEETINGS ORGANISERS AND BUSINESS TOURISTS
3.3 Meetings Organisers and Business Tourists
3.3.1 Introduction
Business Events are currently worth over £6 billion to the London economy, and not only
support the tourism industry, but also enhance the reputation of London as a centre of
business, ideas, innovation, and creativity. Delegates to events also have the propensity to
stay on, or return as leisure visitors in the future.
The legacy of the 2012 games, regeneration of East London, access to the Queen Elizabeth
II Olympic Park and new capital investment across the city give us great positioning to win
new events for the next few years. This year, we will use the messaging around new
product, perceptions, people and pipeline, to increase our business reach across the globe.
3.3.2 Objectives
1. Attract business visitors to deliver £25m GVA and support 1,200 jobs and enhance
London’s position to continue to attract business visitors over the longer term:
- Maintain market share in mature markets – North America, EU, increase value per
visitor and disperse negative perceptions of London
- Grow by increasing market share in growing markets – Asia Pacific, update
perceptions and disperse negative perceptions of London
- Invest for the future in emerging markets – China, Hong Kong, Taiwan, MENA, Latin
America by building reputation of London
2. Win 3-5 significant high profile corporate events or product launches which enhance
London reputation as a centre of science, technology or creativity (HVOs)
Win 6 large congresses with more than 1,000 delegates
3. Position London as top of mind destination for congresses and business events
amongst event organisers in order to win more future business
- Maintain 7th place in ICCA rankings (with a view to improve to top 5 in 2014)
4. Maximise the benefits of London hosting the 2012 Games – attracting events by
promoting London’s new infrastructure, improved city-wide operations and enhanced
venue capacity offering to event organisers
5. Increase the additionality of our work by targeting contestable opportunities and
continuing to develop our measurement methodology which will result in increased
benefit-cost ratios
3.3.3 Strategic Approach
Target our sales and marketing efforts to maximise additionality and impact
We will deliver increased additionality and impact by continuing to sharpen our targeting:
• ensuring we identify and focus our time on opportunities that are international,
contestable and where we make the difference to an event coming to London
• using a targeted sales approach to corporate and association business which continues
to provide a platform for our partners but targets opportunities which deliver most GVA
and jobs for London
Use appropriate strategies for mature, growth and invest markets
• Maintain markets – targeting key corporate and association accounts; utilising
exhibitions and trade shows as key sales vehicle; sales missions; and positioning
London’s offer with marketing & PR
• Growth markets – working in partnership with larger venues/hotels, destination
management companies and industry bodies to maximise resources; increasing
awareness of London’s offer with marketing and PR
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DELIVERING ECONOMIC BENEFIT: MEETINGS ORGANISERS AND BUSINESS TOURISTS
• Invest – leading with marketing & PR to increase awareness; working with key partners
and involvement with industry associations and cluster groups
Work in partnership to counter issues and challenges
We will engage a wide range of city stakeholders who can add to the city offering through a
business tourism advisory board. This will enable us to deliver a more complete city offering,
lever third part resources and overcome a number of negative areas regarding London’s
business tourism proposition – visas, air passenger duties, cost of hotels, lack of larger
venues, currency fluctuations, transport costs, pharma code.
3.3.4 Activities
Activity
Exhibitions
London presence with partner venues, at all major
meetings industry trade shows - Imex USA, Imex
Europe, EIBTM, AIBTM, UK Meetings Show, BNC
Show UK, CIBTM, MEEDEX Paris. Pre-arranged
client appointments, hosted buyer group destination
presentations, press conference, networking event
and speaker opportunities
Client Forums
London presence at relevant industry forums which
attract our key client groups – namely corporate
and association meeting planners, incentive
bookers, congress organisations. These to include
international events such as:
Incentive Travel Exchange, Meeting Planners
International WEC, PCMA Medical Forum, Society
of Incentive Travel Executives EMEA, SITE Global,
One to one client meetings, group presentations
Sales Missions
In conjunction with relevant venue partners
targeting specific key corporate accounts and
pipeline events.
5 European, 3 Association, 5 USA/LH
Sales meetings with the top 200 target clients
Business Events
Industry Engagement – events to connect with the
major organisations in the sector
Ambassadors annual cocktails
Business Tourism Steering Group dinners
Attendance at Trade Association events &
memberships
Association HQ Event
Sectoral Clusters/Events
Familiarisation Trips
Organised showcase opportunities of London for
specified, targeted clients for future business
6 formal Familiarisation Trips
30 client site visits for potential events
Target markets /sectors
/audiences
When the activity
is
North America, EU, China
Throughout the
year with pre-and
post-activity
North America, EU, UK
Calendar of
activities
Each forum will
also have pre and
post follow up
event
North America, EU, Latin
America
Calendar of
activities
Each mission will
also have follow
up post event
Sales meetings
across the year
UK, USA
Calendar of
activities
developed across
territories and
cluster sectors
North America, EU
Calendar of
activities
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DELIVERING ECONOMIC BENEFIT: MEETINGS ORGANISERS AND BUSINESS TOURISTS
Research & Marketing Campaigns
On-going ICCA statistics collation, AC Forum
targeted event pipeline, US association research,
Major Event Pipeline, Experiential activities and
companies
Marketing campaign to attract new incentive and
corporate hospitality business to London
China campaign with in-market partner to promote
London as a business meetings destination
Cross organisational sector working
Sector groups with FDI, Trade & HE
ICT/tech, Creative/Culture, Life Sciences,
Energy/Environmental
Identify a joint pipeline of High Value Opportunities
Identify and nurture relationships with key strategic
accounts, partners and stakeholders
PR and Marketing
Positioning London to industry and events
organisers at trade shows, maintaining and raising
profile of London as a major events destination new product, case studies, opinion pieces
Speaker opportunities, build profiles and feature
pieces in MGI markets
Shared comms with key international stakeholders,
such as FCO, VB, and trade publications.
On-going PR and marketing to target audiences
Service delivery
Continued move to digital service for smaller
business through Business Meetings Online
Global
Throughout year
ICT/tech,
Creative/Culture, Life
Sciences,
Energy/Environmental
Throughout the
year
China, Latin America &
Europe
Calendar of
activities
throughout the
year
All markets
Increasing
proportion
serviced online
each quarter
3.3.5 Key Milestones
Quarter
Milestone
Q1
IMEX – use major European Trade Show to launch new London messaging to the
international meetings market (May)
th
Announcement of 2012 ICCA Rankings – London maintaining 7 place in rankings
(with a view to improve ranking to top 5 in 2014) (June)
Sales meeting arranged with identified 10 key accounts in each territory – to include
high profile corporate events or product launches (June)
Q2
PCMA Meeting of Medical Minds – London &Partners/ExCeL joint collaboration to
work with major medical congress owners showcasing London as a centre of Life
sciences (July)
London supporting major New show launch at Olympia - UK Meetings Show welcoming 1000 international meeting planners (July)
2 major congresses confirmed with minimum of 1000 delegates (Sept)
Launch delegate app/ web portal to generate leisure spend for delegates/spouses,
and to encourage extenders (Sept)
Q3
IMEX USA – launch of new messaging to US meetings market (October)
EIBTM – London sponsorship of Corporate planners Forum, new addition to show
activities (Nov)
Launch of New Association Buyers Guide - match fund project showcasing London's
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DELIVERING ECONOMIC BENEFIT: MEETINGS ORGANISERS AND BUSINESS TOURISTS
association expertise and capabilities to the market (Nov)
2 major congresses confirmed with minimum of 1000 delegates (Dec)
Q4
Buyers Network Club Global Event Show – 1,000 corporate buyers (Feb)
2 major congresses confirmed with minimum of 1000 delegates (Feb)
Business Meetings Online – 250 leads generate (Mar)
3.3.6 Key Performance Indicators
KPI
2013-14 target
Additional GVA from business events attracted to
London
£25m
Jobs supported by spend from business events
delegates and organisers assisted by London &
Partners
(Jobs supported by spend from business events
delegates and organisers directly attributable to
London & Partners)
1,200
New leads
750
Proportion of enquiries that are contestable
75%
Conversion target from enquiry to event held in
London
30-40%
Match funding and BIK attracted
£550K
(450)
20
DELIVERING ECONOMIC BENEFIT: MAJOR EVENTS ORGANISERS AND GOERS
3.4 Major Events Organisers and Goers
3.4.1 Introduction
Festivals, music, sporting and cultural events staged in London comprise around one-sixth of
the UK market, which is forecast to rise to over £48 billion over the next decade. Sports
Tourism is the fastest growth sector in the global tourism industry.
London’s range of world-class venues and connectivity make it an attractive place to hold
major events and its offer is greatly enhanced by the success of the 2012 Olympic and
Paralympic Games, the Queen Elizabeth Olympic Park, its venues and supporting
infrastructure. It is vital that London secures clear and substantial returns from its Olympicrelated investments, at a time when global competition for major events, especially from
emerging markets, is increasing rapidly.
Evidence suggests that cultural events have a key role to play in attracting visitors to the city
and international visitors are more likely to visit for a cultural event than anything else.
Therefore, whilst sporting events therefore remain a key focus our team will increase its work
on cultural events this year and moving forward.
For events which animate the city, in addition to individual venues, organisers require
support to co-ordinate activities with local authorities, police, roads authorities, transport
providers and park managers. Part of our role is therefore to connect private and public
players and to coordinate their activities in order to secure major events which deliver shared
economic benefit.
3.4.2 Objectives
1. Attract major events and event goers to deliver £14.5m GVA and support 700 jobs and
enhance London’s position to continue to attract major events over the longer term:
- Maintain market share in mature markets – US Sports, events popular in Europe (e.g.
cycling, swimming)
- Grow by increasing market share in growing markets – identifying and developing
potentially significant high-value events (e.g. annual Formula E)
- Invest for the future in emerging markets – identifying relevant cultural opportunities
(e.g. Indian Film Academy Awards, Rio Carnival partnerships)
2. Position London as top of mind destination for major sporting and cultural events within
the sport, major events and sponsorship sectors in order to win more future business
3. Maximise the benefits of London hosting the 2012 Games through securing 3 worldclass events for the Olympic Park venues alongside LLDC
4. Identify signature home-grown new event propositions with major international exposure
for London which can deliver long-term income streams for London & Partners
- progressing 1-2 propositions this year towards a new event(s) starting in 2014/15
5. Develop a major new consumer facing digital marketing platform to market new event
opportunities (building on the LOCOG database) which becomes an asset to enable the
city to secure and successfully deliver events over the coming five years
3.4.3 Strategic Approach
Target, bid for, and retain relevant international events
Secure and support a programme of major sporting and cultural events that will further
increase London’s international profile and generate significant incremental economic and
PR benefits to London. This will include a strategy that brings world class events for the
venues within the Olympic Park – targeting NFL, NBA, ATP Tennis, Euroleague, UEFA
Champions League/Euros.
21
DELIVERING ECONOMIC BENEFIT: MAJOR EVENTS ORGANISERS AND GOERS
Develop and create new major event opportunities for London
Identify sustainable business models for new annual major event opportunities relevant to
London. Explore opportunities including building on London 2012 Cultural Festival activities,
encouraging investment in globally recognised cultural institutions/brands and growing
existing London festivals/events (e.g. Fashion Week, music festivals) using independent
external expertise to explore costs and benefits from such opportunities. Manage existing
London & Partners investment in RideLondon to maximise benefits to the city.
Market to targeted consumers and investors to support relevant major events and
wider economic growth
Undertake targeted marketing activity to B2B audiences (maximising reach of digital
channels) to build London’s reputation for the staging of major events and encourage new
investment from rights-owners and sponsors.
Create, manage and grow a digital platform to market London’s major events offering to
consumers interested in attending events and use this to cross-market events and offer
genuine additional benefits to rights owners.
Create and fund major brand exposure opportunities around existing major events which
build London’s reputation amongst investors and consumers.
Provide co-ordination amongst public and private agencies to support the creation of
new major event activity
Lead strategic planning for future major event activity in London amongst the GLA family and
wider city stakeholders ensuring that London offers a diverse, dynamic and inspirational
programme of major events without impacting on the day to day running of the city. Ensure
on-going Event Calendar (LECC) co-ordination and integration of GLA Volunteering
programmes for existing and new major events.
3.4.5 Activities
Activity
Target markets /sectors
/audiences
When the activity is
Target/bid/retain international major
events
Independent event cost assessments,
lobbying activity, production of bid and
presentation materials, event
delivery/PR support for key accounts
(e.g. NFL)
Develop/create new major event
opportunities
Independent external feasibility,
promotional activity to encourage
investors around agreed future plans
Targeting markets of high value
for travelling tourists and
opportunities in markets which
capitalise on London’s
reputation from the 2012
Games, inc. specific Olympic
venue opportunities
Bid milestones
throughout year
2013 event specific
milestones
Targeting markets relevant to
wider London & Partners
business activities, examining
FDI growth markets and priority
sectors where relevant
consumer (as well as business)
focused activity can be
established
Feasibility work
completed at
milestones throughout
the year
New delivery
agreements in place
subject to agreement to
proceed
Market to investors
Advertorial within key publications,
funding exposure at key events
Targeting decision makers in
consumer-facing major event
activity and peripatetic events in
particular (e.g. sport federations)
Key publications and
conference milestones
throughout the year
Market to consumers
External development and data
acquisition for new digital assets,
Targeting consumers interested
in the 2012 Games
(international, UK & London) to
grow a “critical mass” of
New digital product in
place by start of
2013/14
22
DELIVERING ECONOMIC BENEFIT: MAJOR EVENTS ORGANISERS AND GOERS
funding delivery of LOCOG database
programme with Sport England/UK
Sport
consumers which is recognised
as valuable by external event
organisers and decision makers
Key activity during
Summer/Autumn 2013
Event specific
milestones
Market to consumers (brand
exposure)
High value brand exposure at key
events
Targeting TV audiences in
markets key to specific event
opportunities, particularly areas
strong in sports tourism, e.g.
Europe and North America
Event specific
milestones (e.g.
Euroleague May,
RideLondon August,
World Triathlon Sept,
NFL October)
Co-ordination private and public
stakeholders
LECC reinitiated
Volunteer programme in use
Steering Group active
Industry research published
Targeting internal stakeholder
event organising community
within London plus wider private
sector event specialists
Simplified LECC
process implemented
by Summer 2013
Regular Steering Group
meetings
New research
published early 2014
3.4.6 Key Milestones
Quarter
Milestone
Q1
Programme of data acquisition for a minimum of 50,000 major event goers to the new
London & Partners virtual event community (April)
Roll out of reputational work including branding or publications at SportAccord
International Convention and conference of global Sports Ministers (May)
Revised London Event Co-ordination Calendar in place and operational (June)
Q2
Minimum of 1 new international event opportunity secured for London and the QEII
Olympic Park (July)
Minimum of 30 media outlets hosted for targeted RideLondon coverage (Aug)
Significant London branding opportunities secured for a minimum of 3 events over
Summer 2013 with specified global media exposure (Sep)
Q3
Annual Global Sport Leaders dinner delivered with a minimum of 20 potential future
sponsors/event organisers in attendance (Oct)
Feasibility of key major events trends and new opportunities research delivered and action
plan agreed (Nov)
Minimum of 5 major publications/speaker opportunities completed or agreed across the
year (Nov)
Q4
Launch of London & Partners reactivated virtual event community (Jan)
Media launch of key findings from external research on London and the global major event
database (Feb)
3.4.7 Key Performance Indicators
KPI
2013-14 target
Additional GVA
£14.5m
Jobs supported by spend from major events
attendees and organisers assisted by London &
Partners
(Jobs supported by spend from major events
attendees and organisers directly attributable to
London & Partners)
700
1
(250)
1
Methodology updated based on more robust evidence. To compare across years, using new methodology we forecast
£14.0m GVA for 12/13 vs this £14.5m target for 13/14.
23
DELIVERING ECONOMIC BENEFIT: LEISURE TOURISTS
3.5 Leisure tourists
3.5.1 Introduction
London is one of the world’s leading visitor destinations and attracts 7.6 million international
and 3.7 million domestic visitors who come to London as leisure tourists each year. The
Leisure Tourism industry is worth £5.1bn to the London economy, £4.1bn of which is
generated from overseas visitors.
Forecasts estimate that London could receive 1.1m additional visits generated by the
success of the 2012 Games over the next five years and London & Partners’ consumer
marketing and digital channels will play a key part in driving these additional visits.
Our activities will broaden London’s reach and enhance London’s reputation in mature,
growing and emerging markets. This will result in additional GVA for the London economy,
generate commercial revenue to be reinvested in promoting London, and lay the foundations
for growth in years to come.
3.5.2 Objectives
1. Attract leisure visitors to deliver £90m GVA and support 22,300 jobs and enhance
London’s position to continue to attract leisure visitors over the longer term:
- Maintain market share in mature markets – US, France, Germany, Italy, Spain,
Australia, UK – increase value per visitor and disperse negative perceptions of London
- Grow by increasing market share in growing markets – Netherlands, Canada, Norway,
Denmark and T1 Indian cities such as Delhi and Mumbai – update perceptions and
disperse negative perceptions of London
- Invest for the future in emerging markets – Brazil, Russia, China and T2 Indian cities
such as Pune and Ahmedabad – by building London’s reputation
2. Maximise the benefits of London hosting the 2012 Games and promote London’s new
and improved leisure offering and infrastructure to tourists and the travel trade industry.
- Use the positive coverage London gained during the games to counter negative
perceptions and convert viewers to visitors
- Lever the relationships forged with organisations and media to increase our reach and
push out key London messages
3. Increase reach and audience engagement
- Increase unique visitors to visitlondon.com by 10% to 24.2 million
4. Increase digital revenue from visitlondon.com by 15% to £1.05milllion
3.5.3 Strategic Approach
Activating our new key messages
We will capitalise on legacy across all consumer-facing work by activating our new key
messages for London.
Amplifying our messages by working in partnership
Working in partnership, we will amplify promotion of London by leveraging our network:
media, trade, overseas representatives, tourism partners, partner brands, stakeholders, Visit
Britain and Visit England.
Creating advocates for London
We will improve customer satisfaction and loyalty, which will turn visitors into advocates who
share their experiences and visit again. We will do this by listening to, learning from and
engaging with our audience and by providing relevant content, useful tools and appealing
24
DELIVERING ECONOMIC BENEFIT: LEISURE TOURISTS
channels. We will optimise the customer experience, greatly improve audience engagement
via social media and ensure our content can be accessed via 3rd party channels.
More bang for our marketing buck
Our marketing activities will target the highest-value markets and audiences – volume,
highest ROI, repeat visits, luxury travellers – to deliver maximum GVA through our marketing
activity and products.
Delight the customer and sell London
We will increase conversion (bookings on and off site and registrations) by improving the
user experience on our owned channels, promoting selected third-party channels and
content and building consumer trust.
3.5.4 Activities
Activity
Position London and Legacy
Roll out the new positioning and new London product
across all consumer facing digital channels.
Strengthen the London brand and enhance London’s
reputation.
NB Shared target to be set by SB&C
Ensure our digital channels are optimised
Leisure tourism and travel trade digital channel
optimisation: visitlondon.com, social media and email
Increased engagement with high value audiences by
providing an improved user experience (e.g. targeted
content, optimised booking journeys, enhanced
experience for travel trade etc.) resulting in in additional
traffic, engagement, direct bookings and GVA. See KPIs.
Focus on international, non-English speaking
audiences
Improved channels and content for high value
international leisure audiences, especially non-English
speakers
Digital FL channels have historically underperformed in
comparison with English language channels, therefore we
aim to achieve a significant uplift in international traffic,
engagement, direct bookings and GVA
Use our rich content to market London
Evolve and deliver a robust consumer-facing content
strategy. Use marketing methods and channels to extend
reach, focussing on social media and key messages.
Support cultural tourism high value customer groups.
Use mobile channels to reach customers at additional
touch points on the customer journey
Increase our reach by working closely with Visit
Britain and others industry stakeholders
Develop a clear MOU and productive working relationship
with Visit Britain personnel at all levels.
Target markets
/sectors /audiences
When the
activity is
All target markets
Q1 and Q2
All target markets
Throughout the
year
France, Germany,
Italy, Spain, China,
potentially Russia
Foreign
language sites
redevelopment in
November
USA, France,
Germany, Italy,
Spain, China, UK
Throughout the
year
US, EU, Russia,
China, India
Throughout the
year
25
DELIVERING ECONOMIC BENEFIT: LEISURE TOURISTS
Maintain and develop relationships with key tourism
stakeholders and the tourism industry, identifying
opportunities to work together, maximise promotion of the
London offer and increase reach
Leverage travel trade and industry relationships
Identify and equip travel trade with the appropriate tools
to better promote and increase sales to London
Strengthen London and Partners’ influence within key
organisations and enhance our reputation through their
endorsement. Generate greater reach for our London
messages through stakeholder and industry campaign
activity
Consumer marketing activity – ‘always on’ and
tactical
Target high volume and high value consumers in key
‘maintain’ markets during prime consideration and
booking periods, via digitally led marketing activity
Agreement with
Visit Britain in Q1
USA, UK, EU, China,
India, Russia, Brazil,
Canada
USA, France,
Germany, Australia,
Italy, Spain
UK – SEM only
Work with partners (i.e. carriers) to push London short
break CTAs. Influence EU and east coast US travellers to
make last minute London bookings
Maximise the impact of L&P’s media spend though
rd
3 party business in kind (BIK) and match funding
Maximise the reach of London’s key messages in
consumer campaign activity via internal, partner and
stakeholder channels, BIK and Match funding increase
reach of marketing spend by 40%
Generate commercial income
Increase revenue from direct bookings, channel
advertising and sponsorship of digital assets (primarily
visitlondon.com).
Q1 and on-going
Potential
continued postgames campaign
Q1
New campaign
development Q1,
Q2
New campaign
delivery Q3, Q4
SEM / SEO Q1-4
USA, France,
Germany, Australia,
Italy, Spain, UK
Throughout the
year
All target markets
Throughout the
year
3.5.5 Key Milestones
Quarter
Milestone
Q1
New positioning for visitlondon.com and headline content review for key messages
(June)
Social media rollout - B2B and B2C (April)
Strategic agreement with Visit Britain (May)
Travel Trade - development of a 3 tier approach in key markets (April)
Q2
China Showcase Website Launch (Aug)
Launch Cultural Tourism – September fashion and shopping promotion (Aug)
Implement shopping cart on visitlondon.com - Phase 1 (Sep)
Leisure Marketing - campaign delivery I (Sep)
Q3
November Foreign language sites redevelopment (Nov)
Q4
Implement shopping cart on visitlondon.com - Phase 2 (Jan)
Leisure Marketing - campaign delivery II (Jan)
26
DELIVERING ECONOMIC BENEFIT: LEISURE TOURISTS
3.5.6 Key Performance Indicators
KPI
2013-14 target
Additional GVA
£90m
Jobs supported by spend from tourists exposed
to London & Partners activities
(Jobs supported by spend from tourists and
directly attributable to London & Partners
activities)
22,300
2
(1,600)
Unique visitors to vistlondon.com
24.2m
Digital commercial revenue from vistlondon.com
£1.05m
Match funding and BIK attracted
£800k
2
Methodology updated to include all digital activities attracting leisure tourists. To compare across years, using new
methodology we forecast £90m GVA for 12/13 vs this target of £90m GVA for 13/14.
27
DELIVERING ECONOMIC BENEFIT: INTERNATIONAL STUDENTS
3.6 International Students
3.6.1 Introduction
In 2010/11, London was home to 108,000 international students, from 214 nations,
contributing over £2.5 billion in gross expenditure and £1.3 billion GVA to the economy.
London has one of the largest and highest ranked clusters of universities and higher
education colleges in the world. We are the number one city for international student
numbers and we have more top universities in the global league tables than any other city.
Study London works with London’s universities to promote the breadth and depth of the
city’s higher education sector overseas to attract more international students and ensure we
remain number one. The Study London website is a one-stop-shop for international
students, simplifying the application process to London universities and emailing clean
student referrals to university admissions teams.
3.6.2 Objectives
1. Attract international students to deliver £11.5m GVA, support 2,250 jobs and enhance
London’s position to continue to attract international students over the longer term:
- Maintain market share in mature markets – North America, India
- Grow by increasing market share in growing markets – China
- Begin work (Digital, PR) to attract students from two or more emerging markets
following research into opportunities in Brazil, Turkey, Nigeria, Malaysia and Saudi
Arabia
2. Position London as the best study destination in the world, where you will gain a worldclass education in a world-class city:
- Increase unique users to Study London Website from 900,000 in 12/13 to 1,180,000 in
2013/14
- Grow our database with 24,000 new registrations over the year
- Refer 9,350 students to London’s universities during the year
- Deliver relevant stories/content in key international mainstream media and social
media (North America, India, China and potentially emerging markets)
3. Collaborate with London Universities to connect with alumni and deliver messages
about London as a place to invest and trade with:
- Seek to collaborate with all of London’s universities by getting our messages into one
piece of communication to their alumni this year
3.6.3 Strategic Approach
Cost effective digital delivery
We have worked hard in the last two years to strip out all unnecessary costs from the Study
London campaign. Our focus has shifted almost entirely to digital delivery, developing the
website and focusing on social media. This has allowed us to reduce our costs while also
increasing the ability to directly measure our impact.
Media and PR
We will use media and PR to begin to shift perceptions in markets where evidence suggests
we are no longer first choice for students (e.g. China & India) and those emerging markets
we identify as strong opportunities. We will be undertaking media and PR to promote the
benefits of studying in London and to dispel the myths and misinformation around student
visas. Our activity will be aimed at both educational and mainstream media and social media
where appropriate to market.
28
DELIVERING ECONOMIC BENEFIT: INTERNATIONAL STUDENTS
Working in partnership with London’s Universities
We will continue to work closely with the London Universities International Partnership
(LUIP) to collaboratively promote London’s brand as an educational destination in key
markets of India, China and the USA and drive traffic to the website and social media
channels. We will investigate opportunities in other emerging markets such as Brazil and
Turkey – undertaking activity where there is appetite amongst partners to do so. We will
collaborate with all London’s HEIs to reach their alumni.
3.6.4 Activities
Activity
Target markets /sectors
/audiences
When the activity is
Online promotion to international
students via www.studylondon.ac.uk;
social media and email marketing in
existing target markets
US, India, China
Daily updates of social
media
Weekly blog postings
Monthly newsletter
postings
Working with London Universities
International Partnership
Showcase event during India Fashion
Week to showcase culture & creativity
and London HEIs
Event (tbc) in China
US, India, China
Potential event in India
for India Fashion Week
and potential event in
China to coincide with
Mayoral visit
Specific focus on China
- part time China representative
- translation of material for Chinese
market
- study brochure in for Chinese market
- attendance at trade fairs in China
China
Materials in Q1 and
activity focussed
around Mayoral visit in
Sept/Oct
London Alumni
Work with London’s universities to put
content into their communications with
alumni
Work with GLA and seek initial content
to be from Mayor
All London Alumni
Research, partnering
and agreement with
GLA Q1
Material into alumni
publications Q 2 -4
Expansion of activity to new markets
Journalist trips, digital activity in
language, SEO/SEM
Brazil, Turkey and potentially
Nigeria, Malaysia and Saudi
Arabia
Q1 research and
agreement of target
markets
Q2 -4 implementation
Working with English Language
schools
Support their website and
dovetail their marketing activities
with Study London
Annual updating of their
website in January
Working with FE colleges and other HE
providers
A new set of relationships – to
include, where appropriate, new
degree providers on the Study
London website
Starting April and
running throughout the
year
29
DELIVERING ECONOMIC BENEFIT: INTERNATIONAL STUDENTS
3.6.5 Key Milestones
Quarter
Milestone
Q1
Chinese material translated and produced
Research market potential for new markets, identify targets and develop
implementation plans (May)
Agreements with universities for content to go into alumni publications (June)
Q2
LUIP event in China (subject to Mayoral visit) (Sept/Oct)
First content into alumni publications (Sept)
Q3
Potential LUIP event in Delhi for India Fashion Week (Oct)
First activity in each of new target markets (Oct)
Q4
Seminar presentations at major Chinese education fairs in Beijing and Shanghai
3.6.6 Key Performance Indicators
KPI
2013-14 target
Additional GVA
£11.5m
Jobs supported by spend from students using
Study London website
(Jobs supported by spend from students using
Study London website and directly attributable to
the website)
2250
Unique web visitors
1,180,000
Registrations
24,000
Referrals to universities
9,350
3
(200)
3
Methodology updated based on more robust evidence. To compare across years, using new methodology we forecast
£11.0m GVA for 12/13 vs this target of £11.5m GVA for 13/14.
30
DEVELOPING AN ECONOMIC LEGACY FROM THE LONDON 2012 OLYMPIC GAMES
Section 4: Developing an Economic Legacy from the London 2012 Olympic
Games
4.1 Introduction
The success of the Games helped to ensure that our work to promote London during the
summer – particularly though the London Media Centre and the Games Time Hosting
Programme (GTHP) – was similarly a great success. However the work is not done and we
must continue to focus on ensuring we deliver the full benefits of the games for London.
In our plan for 2012-13 we set out that post-games we would:
• have a clear plan in place to capitalise on media exposure to potential leisure visitors for
the period immediately after the Games
• follow up all relationships built during the games with business, media and wider
stakeholders
• capitalise on the expertise and relationships we have developed through our
involvement in the games to support future major sporting, business and cultural events
• work with stakeholders on proactive activity to promote East London
• work closely with LLDC to ensure the success of the park through attracting major
events to its venues, businesses to its commercial district and tourists to its attractions
• promote the benefits of new transport links that will open up opportunities for new
business investment
4.2 Objectives
1. Convert viewers into visitors to ensure that London achieves an estimated 1.1m
additional visitors due to the Games over the next five years
2. Convert FDI projects from attendees of the GTHP and one year on from the Games to
achieve 35 completions, 600 jobs, £15 million net GVA
3. Bring international investment into infrastructure and property opportunities (2-3
significant investors) and anchor tenants into regeneration/redevelopment areas (10
tenants)
4. Increase our reach and capacity to position London through the media by utilising media
relationships and the London Media centre database
- to include creating two media partnerships which result in significant, sustained
coverage which contains our messaging
5. Promote London’s new product (QEII Park, venues, transport, welcome) to win 3 new
events for park venues and enhance our proposition to all audiences
6. Maintain relationships with Olympic sponsors, ensuring that a number continue to
contribute resources to aspects of legacy as defined by the Mayor
7. Publicise success stories resulting from the Games so that Londoners recognise the real
benefits that the overall £9bn investment has brought
4.3 Strategic Approach
Our approach next year is not to continue to have a dedicated 2012 team but to integrate
these objectives into our business lines and teams. In doing this we will use the following
approach across the business to ensure we capitalise on the Games and deliver the benefits
we set out:
Focus our efforts on conversion
Our leisure, communications and digital teams will ensure we convert viewers into visitors
via their campaign activity which will use the intelligence gained from the London Media
31
DEVELOPING AN ECONOMIC LEGACY FROM THE LONDON 2012 OLYMPIC GAMES
Centre to target activity at specific markets. Our FDI team will be actively following up clients
from the GTHP to convert them and support their set up in London.
Make best use of new product, offer and assets
We will actively promote the QEII Olympic Park, the venues and the new infrastructure in
East London. In addition we will ensure we make best use of the Media Centre database
and relationships developed with journalists and are submitting plans to LOCOG (in
partnership with UK Sport) to be the on-going custodian of the LOCOG database.
Take the best from the Games into our key messages for London
Our new key messaging for London takes the best from the Games in order to capitalise on
what viewers and those attending saw of London last summer. In particular it will enable us
to highlight the welcome that was characterised by the volunteers, the creativity seen in the
opening ceremony and the new spirit of partnership that London has shown to the world.
Working in close partnership with others
We will build on the relationships and partnerships that were established during the Games.
This includes those with businesses and journalists but also with London stakeholders –
enabling us to better coordinate city activity for major events and congresses or closer
working with the GLA group, business organisations and London Boroughs.
4.4 Activities
These are contained within the appropriate sections of the business plan as they are
integrated across our activities.
4.5 Key Milestones
Quarter
Milestone
Q1
One new media partnership established (June)
Q2
A number of success stories/announcements in media between April & one year event
in July (April – July)
Minimum of 1 new international event opportunity secured for London and the QEII
Olympic Park (July)
Q3
First investor into infrastructure and property opportunity (Dec)
Q4
4.6 Key Performance Indicators
KPI
2013-14 target
Completions, jobs and net GVA secured from the
GTHP Legacy – One year on
35 completions, 600 jobs and £15m net GVA
World-class events secured for the Olympic Park
venues alongside LLDC
3
32
OPERATING EFFECTIVELY & EFFICIENTLY
Section 5: Operating Effectively & Efficiently
5.1 Operational Effectiveness and Efficiency
Good progress has been made since London & Partners was formed in identifying
efficiencies, driving down costs and fostering a culture of continuous improvement.
In 2013-14 we aim to continue this and achieve a further saving of £135,000 in our
operational budget. In addition, we aim to find ways to reduce our property costs by further
desk-sharing and bringing in additional sub-tenants, generating an income of £130,000 this
year. A full review will also determine whether capital investment in re-configuring our office
would allow us to reduce costs and increase income further in future years.
5.2 Key Objectives
• Reduce our back office costs by £135,000 (5%) from savings across IT, facilities,
finance and HR
• Generate income of £130,000 from sub-letting desk-space and meeting rooms whilst
balancing the need to meet staff requirements and showcase London
• Review opportunities to generate further income in future years to off-set our property
costs through capital investment
• Maximise the investment made into new systems over the past year (notably CRM and
knowledge management) leading to greater efficiencies and more informed decision
making
• Ensure the organisation has the right skills, capability and levels of resource to adapt to
changing needs and develop of a robust succession plan
• Review and implement changes to our overseas offices by mid-year to improve their
effectiveness and their capacity to take on a broader remit across business lines
• Ensure the organisation is cost effective and efficient through continuous process
improvement, regular budget reviews and robust procurement
5.3 Strategic Approach
The following strategies will be adopted to achieve these objectives:
• Build on the foundations created to date to streamline further operational functions to
allow a greater focus on providing added-value services to the business
• Focus on the core areas of in-house excellence and supplement these with external
expertise when required in order to provide a comprehensive service
• Review and monitor the changing needs of the business at regular intervals to adapt the
support plans for each area and focus resources in key areas
• Enhance collaboration across operations’ functions utilising expertise and integrating
delivery (e.g. on knowledge management, culture development, flexible working)
• HR to focus on roll-out of a comprehensive learning and development strategy,
leadership development, culture development and internal communications
5.4 Milestones
Quarter
Milestone
Q1
Implementation of enhanced flexible working arrangements (May)
Staff Engagement Survey (May/Nov)
ISO 9001 quality management standard audits (May/Nov)
Implement findings of review of London office to determine whether capital
investment will generate longer term efficiencies and income (June)
33
OPERATING EFFECTIVELY & EFFICIENTLY
Q2
Audit of Annual Accounts and GLA Grant (July)
Implement recommendations from overseas office review (July)
Identified additional sub-tenants for London office (July)
Upgrade of CRM functionality (Sep)
Complete implementation of overseas offices review (Sep)
Completed review of IT systems to identify opportunities for further integration and
efficiencies (Sep)
5.5 Key Performance Indicators
KPI
2013-14 target
Overall staff satisfaction
> 80% overall rating from staff survey
Reduction in operations costs
£135,000 reduction in expenditure vs previous year
Income from Board room bookings and subletting
£130,000 income
Improvement in informed decision making due
to new CRM system
70% of staff agree that there has been an
improvement
Improved staff satisfaction around Learning &
Development offer
>80% satisfaction on L&D from staff survey (from
75% currently)
5.6 Growing Commercial Revenue
Given the continued squeeze on public sector funds a new commercial strategy has been
developed to maximise commercial opportunities. Our long term aim is to match the GLA
grant with non-grant income by sweating existing assets and developing new income
streams. A sub-group of the London & Partners Board has been set up to oversee this
activity.
5.7 Key Objectives
• Grow total commercial revenue to £3.6m, an increase of nearly £1m on 2012/13
• Increase our revenue from existing partnerships and digital income streams from £2.4m
to £3.25m by developing a digital shopping basket and adapting our partnership
schemes
• Review our partnership models to ensure they are relevant and valued, resulting in 90%
partners’ retention and >80% partners’ satisfaction
• Evolve and develop our in-house capability including developing an entrepreneurial
ethos by training our staff and putting in place a sponsorship opportunities document
• Identify commercial opportunities in the private and public sector and demonstrate that
the private sector view London & Partners as commercial and entrepreneurial by driving
£200k of additional income
• Work with the GLA family, including TfL, Metropolitan Police and London Fire Brigade,
identifying areas of mutual interest with a plan to progress commercial income streams
of at least £50k this year (with significant future growth potential)
• Identify events that provide a long-term income and reputational benefit to London
& Partners, evaluating the market and opportunities by July and progressing 1-2
propositions this year towards a new event(s) starting in 2014/15
• Identify and evaluate other public funding options or grants by engaging suitable
advisors in Q1 with the intention of raising a further £50k in funding this year
The following set of principles has been developed to guide this work:
34
OPERATING EFFECTIVELY & EFFICIENTLY
• The activity should enhance the reputation of London and deliver economic benefit for
the city
• The private sector could not deliver the activity by itself and therefore we should not risk
being accused of using Government funds to compete unfairly
• London & Partners to have a degree of control of any joint commercial activities and
benefit from future revenue streams
• Avoid conflicts of interest with our remit, partners or existing income streams
• Avoid undue financial or reputational risk
• Commercial ventures to be fully assessed and robustly modelled
5.8 Milestones
Quarter
Milestone
Q1
Implement recommendations from review of merchandising (June)
Full programme of sponsorship opportunities distributed to partners (May)
New shopping basket functionality on visitlondon.com fully operational (June)
Q2
Identification and evaluation of London & Partner owned event(s) (July)
Evaluation of other public funding opportunities (Sep)
Q3
Evaluation of commercial opportunities across Londonandpartners.com sites (Oct)
All affiliates integrated into the shopping basket (Oct)
5.9 Key Performance Indicators
KPI
2013-14 target
Commercial revenue including:
TOTAL: £3.6m (including £2m partnership fees)
Breakdown:
£50k* (GLA family commercial collaborations)
£200k* (private sector collaboration)
£50k* (other public funding)
- Identify 1-2 projects in collaboration with
GLA and pilot
- Pursue 1-2 opportunities for strategic
deals in the public and private sector and
activate
- Identify 1-2 public sector funding
opportunities (other than core GLA grant)
*Note: £300K of new income streams in 2013-2014,
with the view to increase those to £5.8 million by 2016
Renewal rate for both FDI and tourism
partners
90%
Identify 1-2 potential event(s) - feasibility
study completed, decision secured, project
implementation plan developed
Q4
5.10 Ways of Working
Partnership working
A critical focus this year will be to continue to develop and deliver London & Partners core
proposition, evident in our name, of partnership and collaboration. We recognise that with a
limited budget and a broad remit we will only be successful by collaborating with other
organisations to help us extend London’s reach internationally. This means strengthening
our links and relationships with both the private and public sector at a national and local
level.
35
OPERATING EFFECTIVELY & EFFICIENTLY
Key constituencies include:
• The Mayor and GLA with our plan being clearly aligned with the Mayor’s economic
priorities of jobs and growth and Vision 2020. To improve collaboration in key areas we
have agreed to provide hot-desking facilities for GLA staff at our office and for our team
at City Hall. In addition, regular meetings between both organisations at all levels and
our attendance at LEP and London Business Advisory Board meetings will ensure there
is both strategic and operational alignment with an increased two-way flow of
information and knowledge
• Our 1,100 partners who provide valuable product for us to promote, sectoral expertise,
business acumen and advocacy in addition to financial and in-kind support
• National agencies of Visit Britain, Visit England and UK Trade & Investment. We will
look to enhance our already strong relationship overseas by co-locating with UKTI and
Visit Britain teams within FCO overseas posts wherever possible. We will also align our
positioning of London with the GREAT campaign and collaborate on opportunities
• Business and trade bodies also help inform our strategy and we will provide evidence
from our audiences which they can use to lobby for changes to policies that impact
London’s international competitiveness
• Sub-Regional agencies and local authorities provide valuable content to support our
propositions and can assist with local delivery for our FDI clients
• Higher Education and London’s Cultural Institutions not only support our work on
encouraging more businesses, students and visitors but have a much wider role in
supporting our work in enhancing London’s reputation as a leading world city
Cross-organisational Projects
During business planning we have identified three areas of activity that cross-cut existing
business lines and departments. Two relate to how we will build London’s reputation in the
specific sectors of Life Sciences and Culture. The third is focused on a particular market,
China, and how we leverage our resources to enhance London’s reputation across all of our
audiences in this key growth market. To ensure these projects are effective we will establish
virtual project teams from across the business and each project will sponsored by an
Executive Director.
36
BUDGET AND KPIs
Section 6: Budget and KPIs
6.1 Summary Key Performance Indicators & Targets
Audience
Key Performance Indicators
2013-14 Targets
Building London’s
International Reputation
Increase in perception of London, amongst target audiences, as:
Three year target to be set in April 2013.
We are working with the Reputation Institute
on a measurement framework. Baseline
measurement expected by March 2013. We
will then set a three year target and
measure progress annually each March
•
•
•
•
a place for science and tech
a cultural centre
good value vs. expensive
an easy vs. difficult place to visit regarding obtaining a visa
New measure for communications to replace Advertising Equivalent Value
(AVE) and % press activity carrying key messages
To be set in April 2013
We are working with media measurement
agencies to develop a better measure. This
is expected to be in place before the end of
March 2013
Additional GVA from FDI attracted to London
£85m
Jobs created (year 1 as per GLA definition)
(Jobs created and directly attributable to London & Partners activities)
4,000
(720)
Landed/ completed HVOs
4
Number of London businesses that developed their international trade
potential and/or accessed international markets
100 for the year
Delivering Economic Benefit
Investors
Exporters
Meetings Organisers and
Business Tourists
Major Event goers &
organisers
Additional GVA from business events attracted to London
£25m
Jobs supported by spend from business events delegates and organisers
assisted by London & Partners
(Jobs supported by spend from business events delegates and organisers
directly attributable to London & Partners)
1,200
New leads
750
Additional GVA from major events attracted to London
£14.5m
Jobs supported by spend from major events attendees and organisers
assisted by London & Partners
700
(450)
37
BUDGET AND KPIs
Leisure tourists
International Students
(Jobs supported by spend from major events attendees and organisers
directly attributable to London & Partners)
(250)
Additional GVA from leisure visitors attracted to London
£90m
Jobs supported by spend from tourists exposed to London & Partners
activities
(Jobs supported by spend from tourists and directly attributable to London &
Partners activities)
22300
Additional GVA from international students attracted to London
£11.5m
(1600)
Jobs supported by spend from students using Study London website
2250
(Jobs supported by spend from students using Study London website and
(200)
directly attributable to the website)
Total GVA attributed from delivering Economic benefit across all audiences: £226m
Total number of jobs created or supported from delivering economic benefit across all audiences: 30,450
Operating Efficiency &
Effectively
Reduction in operations costs
£135,000 reduction in expenditure vs
previous year
Commercial revenue
£3.6m (including £2m partnership fees)
Client satisfaction rate
80%
38
BUDGET AND KPIs
6.2 Budget
Funded by
Budget for the year ending 31 March 2014
Funded by
Budget
Budget
Forecast
Forecast
Grant
Incom e
Total
Grant
Incom e
Total
2013/14
2013/14
2012/13
2012/13
2013/14
2013/14
2013/14
2012/13
2012/13
2012/13
£'000
£'000
£'000
£'000
£'000
£'000
£'000
£'000
£'000
£'000
2,794
0
2,794
2,236
0
2,236
2,546
Incom e
Grant funding - GLA
CY
12,400
Grant funding - GLA
PY
149
Total Grant funding - GLA
13,495
261
12,549
Other grants
Ring-fenced revenue
Commercial income
13,756
0
122
810
1,193
3,618
2,667
Office rental
130
225
Benefits-in-kind
921
964
Interest
Total incom e
10
10
18,038
18,937
2,794
2,236
Expenses
Building London's International Reputation
Strategy, Brand & Communications
Delivering Econom ic Benefit
Meetings organisers and Business Tourists
Major Events organisers and attendees
Leisure Tourists
International Students
2,491
2,546
1,346
1,145
2,491
1,865
681
576
546
546
30
576
546
0
546
4,597
4,702
2,901
1,696
4,597
3,930
772
4,702
451
475
391
60
451
196
279
475
Investors
3,264
3,251
2,464
800
3,264
2,923
328
3,251
Exporters
66
66
0
66
51
0
51
0
0
0
718
337
1,055
Delivering an econom ic legacy from the London 2012 Olym pic
51
11,445
11,571
0
1,055
Gam es (included in other lines in 2013)
Operating m odel
Commercial
836
552
0
836
836
0
552
552
Operations
3,206
3,227
2,042
1,164
3,206
1,291
1,936
3,227
0
111
0
0
0
0
111
111
18,280
18,752
12,549
5,731
18,280
13,756
4,996
18,752
Central fund to be allocated in Q4
Total expenses
Result for the year
Tax
Result for the year after tax
Surplus reserves brought forw ard (forecast/actual)
(242)
185
0
(44)
(242)
141
447
801
Transfer to w ind-dow n reserve proposed (Year 3)
(495)
(495)
Surplus program m e reserves carried forw ard
(290)
447
(excl ringfenced reserves)
39
BUDGET AND KPIs
6.3 Staffing
The chart shows our proposed staff resources and structure for next year. This is the same level of staff resources as 2012/13 although it includes converting
some current fixed term posts into permanent roles.
CEO
Executive Assistant
Director of Strategy,
Brand & Communications
Director of Conventions &
Major Events
Comms team (x7)
Business Tourism
(London x10
Overseas x2)
Brand team (x2)
Major Events team (x5)
Business Marketing team
(x4)
Events team (x2)
Strategic Partnerships
(x2)
Strategy team (x7)
Director of Consumer
Marketing & Digital
Channels
Director of Trade &
Investment
FDI & Trade team
(London x24
Overseas x13)
COO/DCEO
Digital team (x14)
Finance team (x5)
Consumer Marketing
team (x7)
HR & Facilities team (x5)
Commercial Director
Commercial team (x6)
IT team (x3)
Development team (x5)
Business Improvement
(x1)
Project Management (x1)
40
BUDGET AND KPIs
6.4 Risks
Risk area
Risk identified
1. Strategy
Alignment of Strategy with GLA and other stakeholders
Risk
Owner
CG
Impact
(Trend)
4 - Critical
Probability
(Trend)
2 - Unlikely
Cause: London & Partners has a wide range of stakeholders
in national and local government as well as the private
sector that it works with and who will have an influence on
the organisation’s strategy and direction.
Mitigation strategy
Wide ranging consultation over Business plan
with stakeholders prior to start of Financial Year.
Regular meetings with GLA to ensure strategy
continues to be aligned with any changing
Mayoral priorities.
Risk: That London & Partners is unduly influenced to adapt
its strategy to suit one or more of its constituents which
upsets the balance and causes it to become misaligned with
other key stakeholders.
Regular communication with stakeholders to
keep them informed in delivery of the plan and
how it supports their objectives.
Impact: Potential loss of revenue, reputation or ultimately
loss of mandate if strategy is not closely aligned with GLA.
2. Reputation
Management
External events impact on London’s reputation
CG
Cause: one or more events have a significant impact on
London’s reputation with potentially adverse effects on
tourism and business.
3/4 Significant/
Critical
(depending
on event)
3 - Possible
Maintain and regularly review a crisis
communications plan to allow rapid response to
major events that may have a negative impact
on London’s reputation.
Risk: That London & Partners focus on shifting perceptions
of London in target markets relating to key issues is
significantly impacted by other events which have a much
more widespread effect on London’s perception in the world.
Need to be flexible and adaptable to stop activity
in certain markets or switch resource to react to
specific events.
Impact: The significance of the impact will vary due to the
nature of the event but may render all of London’s work in
building reputation in certain areas worthless until the
specific issue has been resolved.
3. Olympic
Legacy
Secure an Olympic Legacy
Cause: Without a dedicated team focused on Olympic
Focus engagement with specific audiences in a
small number of target markets on specific
aspects of London.
GI
3 - Significant
2 - Unlikely
Clear handover of responsibilities with L&P
Overall responsibility for legacy rests with the
41
BUDGET AND KPIs
Risk area
4.
Stakeholders
Risk identified
Risk
Owner
Impact
(Trend)
Probability
(Trend)
Mitigation strategy
Legacy across London & Partners, the organisation may
lose focus in delivering this important work stream.
CEO with all Exec members having legacy
activities within their objectives.
Risk: That the legacy work is not co-ordinated across the
organisation resulting in sub-optimal delivery.
London & Partners to actively participate in the
Cabinet Office and GLA London Legacy Groups.
Impact: The work we put into delivering the Olympics and
developing a legacy strategy delivers lower returns than
envisaged.
Maintain close working relationship with LLDC to
deliver the agreed activity programme for the
year.
Stakeholder Management
CG
5 - Critical
3 - Possible
Develop a comprehensive stakeholder strategy.
Cause: The company is reliant on achieving its results
through working closely with a broad range of stakeholders.
Regular meeting with key stakeholders and
programme of monthly reporting in place.
Risk: By not working in true partnership with stakeholders
London & Partners is unable to realise its ambitions and
becomes discredited/ineffectual.
Maintain close liaison with UKTI and ensure
MOU is put in place.
Maintain close liaison with Visit Britain as it
implements its new strategy.
Impact: Could have a significant effect on performance and
reputation.
Continue to sit on the GREAT programme Board
to ensure London is reflected in the GREAT
campaign.
5.
Operational
Capability and Capacity
Cause: The business plan requires new ways of working
and skills in project management and matrix working to
ensure its success.
Risk: Staff are not equipped to deliver the plan or do not
have the capacity to deliver cross-functional activities.
Impact: Some projects may not be fully delivered or are not
as effective as they could be.
AC
3 - Significant
2 - Unlikely
Prioritise key systems to be integrated and use
experienced project manager to develop project
plan.
Training is arranged for relevant staff in project
management, matrix working etc.
Clear ownership of cross-cutting projects with an
Executive Sponsor and Project Lead with regular
reviews on by the Executive.
Central project management resource monitors
progress, drives forward the projects as well as
flagging risks.
42
BUDGET AND KPIs
Risk area
Risk identified
6. Dot
London
Dot London
Risk
Owner
JC
Impact
(Trend)
3. Significant
Probability
(Trend)
3. Possible
Mitigation strategy
Careful
stakeholder
management
with
close
liaison with the delivery partner.
Cause: London & Partners is reliant on ICANN for the roll out
of Dot London and does not have experience in running top
Early development of a business plan to deliver
level domains.
the project which identifies skills and capacity
issues with a plan to bring in the necessary skills.
Risk: London & Partners is not in total control in the timing and
Closely review progress and risk register for the
project.
roll-out of dot London and does not have the capacity and
capability to deliver the project.
Work with other cities applying for gTLDs to
resolve common issues.
Impact: Financial and reputational loss.
Regular Board meetings of Dot London Domains
Ltd to consider whether any strategic changes to
the project are required.
7. Financial
Commercial Income
OL
3. Significant
3. Possible
Commercial Sub-group closely monitors the risk
and reward of new commercial ventures.
Cause: Changes in economic circumstances, lack of staff
capacity/capability to identify new income streams, or delays in
Relevant experience is either developed in house
progressing new initiatives impacts on the company’s ability to
or brought in externally to deliver new commercial
raise additional commercial revenue.
ventures.
Risk: London & Partners is unable to deliver its commercial
Monthly reviews of income budget by Executive to
income targets.
monitor progress and determine whether budget
adjustments are required.
Impact:
Financial loss which leads to programme activity
needing to be cut.
43
REVIEW OF LAST YEAR
Section 7: Review of last year
7.1 Introduction
2012 was a year like no other in London's calendar. The Queen's Diamond Jubilee and the
Olympic and Paralympic Games gave London & Partners the unique opportunity to work with
the Mayor of London and our partners to showcase the capital and enhance the reputation of
London in the eyes of the world.
We set targets for jobs and growth in terms of the additional economic benefit to London.
And we have exceeded those targets, in some areas significantly. Overall we are forecasting
to achieve £230m additional GVA against a target of £108m, to create 3,500 jobs from FDI
and to support more than 25,000 jobs from our other activities. Our performance against
each of our KPIs can be seen in the table below.
7.2 Building London’s Reputation
In our strategy published in April 2012 we set out to build London’s reputation internationally
and promote the city as the world capital of business; the world’s top visitor destination and
the world’s leading international centre of learning and creativity. The Games and the
Jubilee presented a golden opportunity to attract investors through the business hosting
programme and welcome journalists from across the globe in our dedicated media centres.
Crucial work to evolve London’s key messages and build a new framework to promote the
city was undertaken this year. Roll-out of these key messages in early 2013 will bring
greater consistency and offer a platform from which we can collaborate more effectively with
businesses, stakeholders and key London influencers in building the city’s international
reputation.
7.3 Leveraging the 2012 games and its legacy
Our collaborative approach, working through city wide partnerships, helped us deliver two of
our most impactful and influential reputational projects.
The London Media Centre welcomed the world’s media with 7,500 journalists coming from
102 countries. The 600 events, press conferences, website, films and interviews told
London’s varied and compelling story to the world and gave us the chance to influence key
global audiences on an unprecedented scale.
The Mayor of London’s 2012 Business Programme engaged with almost 200 companies - 77
of which now intend to set up a business in London or grow their existing presence within 18
months. The projects are estimated to create between 3,000-5,000 jobs for Londoners and
economic benefit of at least £500m for the capital.
London is already starting to see legacy benefits and is poised to be the capital for major
global and cultural events. We have secured major sporting events in London every year to
2017 including the city’s successful bid to host the 2017 IAAF World Championships. We
have also created and launched RideLondon - a major new sporting event that is forecast to
generate at least £5 million for the London economy.
We continue to work with the Mayor and London Legacy Development Corporation (LLDC) to
secure a lasting economic legacy for London by attracting tenants and creating new sporting
and cultural events for the Olympic Park.
REVIEW OF LAST YEAR
7.4 World capital of business
London & Partners made a real difference to London's economy by attracting and helping to
establish high value foreign direct investment projects in the city which generated £85m
additional GVA and created 3,500 jobs. As part of this work we helped attract global
companies such as Shionogi, who expanded their global business to London and are a
significant addition to London's growing life sciences sector.
In November, alongside the GLA, we facilitated the Mayor's first overseas trade mission to
India. This saw us engage 1,100 potential investors, identify 15 new potential London
investments and open doors for London companies to export opportunities.
The regeneration of East London continues to create one of the world’s fastest growing
creative and tech hubs. New investments in Tech City such as Brit Services, a Brazilheadquartered software company, Spanish marketing company Footfall 123 and New Yorkheadquartered Kaltura, the world’s leading video platform, are just three creative and tech
companies that London & Partners has recently helped set up in the capital.
London's standing as an international congress city also continued to rise. The city was
propelled up the rankings to 7th place to become one of the world’s most popular
destinations for international conventions and conferences. The Games showcased the
amazing venues and event spaces across the city and this year contributed over £32 million
to the London economy. We also announced London as the host of a number of major
conferences, including the European Society of Cardiology Congress in 2015, which will
bring 35,000 medical professionals to London generating £15m in additional GVA.
7.5 Leading visitor destination
As millions of viewers around the world saw London on their television screens, we saw
London’s reputation as a leading international destination continue to grow. London was
named the world’s best destination by Trip Advisor, the world’s largest travel site, decided by
millions of travellers. It was a well-timed triumph for the capital and kept the visitors coming
and spending in the capital this year.
Our international tourism activities were twofold - coordinating the city’s response to possible
visitor displacement before and during Games time and converting the global viewing
audience into future visitors.
Our targeted nine month long pre-games campaign, Limited Edition London, aimed to drive
the number of leisure visitors to the capital in the lead-up to the Games. The campaign
returned £3.70 in terms of GVA (or ~ £9 additional spend) for every £1 invested. Our postgames campaign London: Now See It for Yourself exceeded targets by generating over
£900,000 in private sector participation and a total media reach of 120 million.
The growth of the new look visitlondon.com website is also exceptional. The new site was
visited by over 2 million people in its first month. New features include improved search, an
itinerary builder and a more attractive design.
7.6 Attracting talent and creativity
London & Partners focussed on the capital’s ability to attract, retain and develop talent and
build London’s reputation in academic and creative excellence. We actively promoted the
‘London degree’ and the capital as a leading study destination, particularly in the Indian,
Chinese and US market.
45
REVIEW OF LAST YEAR
In a challenging year for the higher education sector the Study London website attracted
nearly 20,000 new registrations and to date, 6,147 subsequent referrals to London's worldleading academic institutions. Our activity to promote studying in London represents
outstanding value for money – returning £14 for every £1 spent.
A collaboration with 16 of London’s leading universities brought about the creation of the
London Universities International Partnership (LUIP). Working with London & Partners the
partnership is designed to help London retain its position as the world’s most popular student
city in an increasingly competitive market and promote the city’s world-class higher education
activities and facilities.
7.7 Developing our capacity
With a real focus on the organisation’s capacity to deliver we have significantly grown our
non-grant funding (including business in kind) to £5 million, boosting our core funding. Our
on-going programme of making efficiencies and monitoring performance across the business
is showing good results and will yield significant changes in the forthcoming year.
Following a restructure this year, we are confident that London & Partners’ current structure
is fit for purpose. 2013 will see us sharpen our priorities, extend our reach and maximise
opportunities from this unique year to provide jobs and growth for London and position
London globally as the best city to study and invest in, experience and visit.
7.8 Performance against KPIs
Activity Area
Key Performance
Indicators
2012-13 Targets
Achievement
Positioning
London
Globally
The volume of media
coverage with key
messages
Figures to be reported in
April
World Capital
of Business
Direct GVA potential of FDI
project successes
£6m of advertising equivalent
value per quarter (Q3,4) and
increase of 5% which contain
key messages by Q4
Secure an estimated £50m in
additional GVA for London
Yr 1 Jobs created from FDI
Direct GVA potential of
confirmed business events
3,500
Secure an estimated £20m of
additional GVA for London
London businesses who
have developed their
international trade potential
and/or accessed
international markets
Direct GVA potential from
additional overseas
students
Direct GVA potential of 1112 and 12-13 targeted
activity
Direct GVA potential of
confirmed major events
100 businesses
Centre of
Talent &
Creativity
Leading
Visitor
Destination
Leveraging
the 2012
Games
Developing
our Capacity
& Capability
Journalists and investors
influenced with key
messages
Commercial revenues
Cost efficiency
Generate an estimated
£12.5m of additional GVA for
the London economy
Secure an estimated £18.5m
and £17.5m of additional
GVA
Secure an estimated £8m of
additional GVA for London
6,000 journalists and 500
investors
Raise £4.1m of revenue from
private sector sources
Real saving of 5% of
Forecast £85m in
additional GVA for
London
3,500
Forecast £35m in
additional GVA for
London
Forecast 100 businesses
Forecast £11m in
additional GVA for
London
Forecast £90m in
additional GVA for
London
Forecast £9.2 in
additional GVA for
London
7500 journalists. Investors
figures to be reported in
April
Forecasted to be
achieved
Saving of 9%
46
REVIEW OF LAST YEAR
Stakeholder feedback
discretionary overheads
Stakeholder satisfaction 80%
Stakeholder survey to be
conducted in March 2013
Important note on GVA and Jobs measurement
a. Our evidence base is significantly stronger than 12 months ago and many of our evaluation methodologies are more
accurate. For example, the GLA Economics team has recognised our new methodologies to determine the impact of
our leisure tourism and higher education activities, as “best practice”. They were also fully involved in agreeing the
methodology for our major events activities and have recently received the first evaluation report.
b. We still need to make assumptions where our evidence base is limited. In almost all cases, we have made the most
conservative, reasonable assumption.
47