Situation
- Lack of (PCS) clear portfolio strategy.
- Station shifted from a rock format servicing a declining market to a popular music format station servicing a broader youth market.
- Aggressive targets set for the acquisition of new listeners with no clear marketing strategy or research or evaluation mechanism. (Acquisition process was successful but lacked well structure foundation.)
- Whilst station is still financially sound, the new format lacked support and understanding by the key stakeholders thereby, sustainability.
Project Scope
- Development of a (PCS) portfolio strategy with clear market segmentation so as to identify gaps and integrate brands with corporate brand vision and values.
- Development of a brand Strategy with a well defined and sustainable target segment.
- Assess current brand positioning to ensure alignment with portfolio and corporate brand strategy.
Approach
- Business strategy overview using the ‘Conversation Model’ to identify key business issues – business SWOT and redirect portfolio.
- In-depth interviews with key internal and external stake holders.
- Analysis of all available research – qualitative and quantitative (data analysis).
- Analysis of brand image and competitive set.
- Identify current target market demographically and psychographically.
- Impact analysis of strategic positioning options.
Results
- Roadmap for a well defined commercially viable portfolio strategy.
- Finalisation of Value Proposition and Brand Positioning Statement linked to corporate brand vision and strategy.
- Recommendations for a psychograpically driven target market definition, de-emphasising racial background.
- Recommendations for a research driven marketing strategy.
- Implementation framework for roll-out of the new VP to all internal and external stakeholder groups.
