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Minutes:
The Chair noted first that at the recent Lancashire Enterprise Partnership (LEP) Board meeting, the Board recognised the importance of Enterprise Zones to the LEP and to Lancashire, and that the Enterprise Zone Governance Committee is ideally suited to allocate opportunities to the different Enterprise Zone locations in a way that best serves Lancashire.
It was noted that the Lancashire Advanced Manufacturing and Energy Cluster (LAMEC) may not be the strongest brand to serve the Enterprise Zones, as it excludes Enterprise Zones from certain sectors and restricts opportunities in jobs and academia. The committee considered the prospects of the current LAMEC marketing strategy, which is heavily based on the original idea for the Enterprise Zones forged in 2011.
The committee noted:
i) That the LEP Board discussion had been driven by a view that the Enterprise Zones should not be restricted, because it was unknown what the future economic recovery might look like, and that opportunities could be missed as a result of the current LAMEC branding.
ii) The need to find a balance between not limiting the Enterprise Zones whilst remaining focussed on their selling points and promoting the sites as unique.
iii) That this was an opportune time to re-consider the LAMEC marketing strategy in order to maximise opportunities available to the Enterprise Zones, and that it was the committee's role working with the EZ lead authorities to provide clarity to achieve this.
iv) That reports and updates to date had not emphasised the purpose and selling points of the Enterprise Zones. To move forward it would be helpful to establish why Enterprise Zones exist and what they aim to achieve.
Rachel McQueen, Chief Executive of Marketing Lancashire, presented a private and confidential report which provided the committee with proposals to consider for the LAMEC marketing strategy of 2021-22.
The report highlighted: the need to question whether the brand's language was still effective, or whether it had become restrictive and long-winded; the need to maximise LAMEC's role in future economic growth; promoting inward investment; the potential for collaboration and cross-promotion with Lancashire businesses; and strengthening the LAMEC narrative.
It was noted that the report did not clarify the target audience of the Enterprise Zones, nor whether the overall brand required a refresh.
The committee proposed a workshop to clarify the 'big picture' of the marketing strategy and to build collaborative proposals for the purpose of the Enterprise Zones. It was noted that the strategy's key messages needed to be determined so that the committee could move towards 2021 with more activity planned.
The committee recognised that the ambition and momentum expressed at the start of 2020 still existed, despite an unexpected year, and that this should be carried forward.
Sarah Kemp, Chief Executive of the LEP, highlighted: that the committee needed to provide support to any rebranding of the Enterprise Zones; that the primary driver of businesses' decision-making is the availability of skills and talent, rather than location; and that it is necessary to step away from the Enterprise Zones to understand the ecosystem (including universities, for example) in which they operate.
The committee noted the need to bring a wider group of people into the discussion in order to understand the target audience of the Enterprise Zones and to determine the new marketing strategy.
The committee heard that the current LAMEC branding was not an inhibitor to interest in the Blackpool Airport and Hillhouse Technology Enterprise Zones, but it was noted that most enquiries at the sites continue to be from local companies. It was noted that the LAMEC branding was not key to attracting investment, rather that people and companies in particular sectors are already aware of the sites and their uses.
The committee heard that the current branding was not an inhibitor to interest in the Samlesbury Aerospace Enterprise Zone with several active enquiries being pursued proactively by the county council. It was also noted that the marketing of this site is due to be increased over the coming months.
The committee noted:
i) The differences and unique selling points of the four Enterprise Zones and recognised the danger of developing one, unified brand for all sites that does not best serve any of the sites.
ii) That future branding had to serve multiple audiences and ensure the different Enterprise Zones are not competing for interest but work together.
iii) That Lancashire's business offer is not considered to be as strong as that of Greater Manchester or Liverpool and that a proactive approach to rival other regions is required, rather than a reactive approach.
iv) That the previous work of Marketing Lancashire on the Lancashire Narrative would be important to carry forward.
Resolved:
i) That the Enterprise Zone Governance Committee continue to work with Marketing Lancashire and the leading authorities delivering the Enterprise Zones to develop collaborative proposals for 2021-22.
ii) That Sarah Kemp, Chief Executive of the LEP, support the organisation of a set of workshops to discuss the future of the LAMEC branding and to identify:
a) The main selling points of Lancashire and the Enterprise Zones to prospective businesses; and
b) The best marketing strategy to adopt, knowing the discriminators of the Lancashire offer and the competition across the North West and the country.