Case Study: Lloyd’s Maritime Academy

Case Study: Lloyd’s Maritime Academy

LLoyd’s Maritime Academy

Taking control and leveraging the brand


Lloyd’s Maritime Academy, a subsidiary of Informa Plc, offers an enormous portfolio of online training to maritime professionals around the world.

New to the business and leading a marketing team of six, Veronica Araujo’s prime remit is performance marketing, centred around generating leads to fill the hundreds of courses that Lloyd’s Maritime Academy delivers around the world.


The brand was being marketed under a sub brand ‘KNect365 Learning’ creating confusion and dilution. Veronica and her team had become aware that the business was not only operating in silos but was functioning on a tactical level rather than a strategic one and as a result, this world-famous, prestigious brand was not being leveraged to full effect.

In an ever-increasing competitive landscape, it became clear that a more targeted and focused approach to its marketing and communications activities was needed to ensure Lloyd’s Maritime Academy stood out from the crowd.


Veronica had already initiated a quantitative brand perception study amongst customers when she asked EC-PR to design and deliver a branding programme. The purpose of which was to clarify how the brand was perceived by its critical stakeholders, as well as develop a communication strategy to provide clarity of approach.

Utilising both the quantitative study and qualitative engagement conducted by EC- PR, the strategy would include the value proposition, industry prioritisation, persona development, positioning statements and messaging. It would form the backbone to inform and guide all marketing communications moving forward, including the Public Relations activity for which EC-PR would also take responsibility.


“The Communication Strategy development programme EC-PR delivered returned control and authority to the marketing team. We feel a greater sense of brand ownership and appreciate the enormous value of the Lloyd’s name, which had become lost amidst delivering everyday tactics.

As a marketing team, we are better aligned and empowered, and externally, we are working hard to put our clients back at the heart of everything we say, do and develop.

We now know exactly what we need to say in order to support our different target audiences at different stages of the buying cycle. The clarity and structure of the communication strategy which EC-PR provided us with, has given us a set of tools and a plan which makes everything we do make so much more sense. It is still very early days and I look forward to reporting on the impact the new strategy has on our business.”

Veronica Araujo

Head of Performance Marketing, KNect365 Learning


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Six reasons why you need a communication strategy

Six reasons why you need a communication strategy


Marketing plays an integral role in the business’s growth, but without a clear communication strategy, money is being wasted and it’s impossible to be consistent and efficient.  CMO’s are expected to deliver whilst working in a vacuum.

In our experience, CMO’s with a communication strategy can lead the business with greater confidence and authority.


1.    Enables you to lead your business

As a CMO you need a comms strategy because it will make your job easier and more rewarding, it will also help you to lead the business and perform your duties at a higher level altogether.

The nature of being responsible for a company’s marketing means you must respond to multiple demands from the business. This can lead to a kind of tactical myopia. Your colleagues in sales will demand qualified leads – and rightly so – but if you haven’t got a mutually agreed understanding of your target sector priorities and a tight definition of your target personas, then the likelihood for disagreement or disappointment is almost inevitable.


2.    Provides focus and efficiency

Low hanging fruitA well-formed comms strategy keeps you both focussed and aligned. It ensures you are more efficient, by focussing your time and money on the strategic priorities. The natural optimism, energy and opportunism characteristic of salespeople means that they can be distracted by whoever or whatever appears to be a quick win. That’s not to say low-hanging fruit shouldn’t be picked if it falls outside the specified target – but it must be recognised for what it is and should not distract everyone from the wider strategic intent.

A comms strategy provides a yardstick by which every effort and initiative can be assessed for efficacy. Everyone needs to understand when the pursuit of low hanging fruit has turned into an unhelpful distraction and drain on resources. If you own a comms plan, this will be as clear as the nose on your face.


3.    Results in more effective messaging

Your audience is ...article quoteYour target audience will rarely comprise a disciplined cohort equipped with all the information they need to select your products and services. Your audience is most likely made up of broad groups of people, with similar sets of responsibilities, who are at different stages of the buying cycle. They are probably ill-informed, confused and/or insecure in their knowledge or options. Creating typical, representative personas helps to focus attention and effort. Furthermore, understanding that your target persona will be at different stages of the buying cycle enables you to develop messaging which talks to their individual information needs, while addressing their fears, motivations and irritations. This approach, which respects your target audiences’ differences, will be more persuasive because you are telling them things that matter to them in a way that helps them to move along their buying journey.


4.    It forearms you

Your comms strategy captures your sales needs, sector priorities, personas, positioning and messaging. It provides you, and your extended team and colleagues, with many of the essential tools you need to enable you to deliver your business objectives. I’m a great believer in active decision-making. The process of formulating your comms strategy will enable you to identify knowledge gaps. Then, you can decide whether you need to secure the missing information or not.  It’s important to recognise and understand the implications of your action or inaction so that outcomes don’t come as a surprise – forewarned is forearmed.


5.    Brings clarity of purpose

a communications strategy quoteWhatever your objectives and whatever your requirements, a communication strategy just makes the process of getting there more efficient, more effective and the journey so much more rewarding. Having clarity of purpose also allows you to lead the business, fend off unnecessary or irrelevant requests and direct your resources with intent.


6.    Enables effective PR

So, where does PR fit into all of this and why am I writing this article? My view is that the most effective type of PR is PR that is fully integrated; it is wrapped around the marketing activity to create impact and effect. The most effective type of PR follows a clearly defined plan, speaking to people about the things they care about in a tone that engages and persuades. We can only do this properly if there is a clearly defined comms strategy…and so, we arrive full circle.

Read about our latest communication strategy project featuring Lloyd’s Maritime Academy

If your marketing is operating on a tactical level instead of a strategic one, EC-PR can help your marketing team regain control of your brand and marketing strategy.

Please get in touch to see if we can help you.

EC-PR specialises in helping Science, Technology and Engineering companies create clearly defined comms strategies and fully integrated PR solutions.

Type 31e: Two’s company, three’s a competition

Type 31e: Two’s company, three’s a competition

Does our defence procurement process need to be more flexible and agile?

The end of this week marks the deadline for industry to submit their proposals for the design phase of the UK Royal Navy’s Type 31e frigate requirement.  As much as you can understand the reasons for pausing the programme in the summer which, according to MOD, was due to ‘inadequate competition’, you do wonder whether the delay will indeed make any difference.   Or, whether the uncertainty around Brexit is having an impact.

Unfortunately, our choices are limited if we are to align with the National Shipbuilding Strategy and maximise UK capability to deliver this programme.  Step back in time to the 1970’s and yes, it would have been a very different story but, competition from Japan, South Korea and China has taken its toll.  Sir John Parker who provided the recommendations for the National Shipbuilding Strategy, was quoted saying that the UK failed to spot the big opportunities in the 80s, so the words “too little, too late” do spring to mind.

Couple these concerns with the cynicism that surrounds the price tag of these ships and it’s hard not to think that the programme is doomed to fail before it’s gained any real traction.  Budget cuts are a very real issue facing the MOD however, we still need to manage expectations and question whether $328 million per ship, is a realistic figure.

Encouragingly, we wait with anticipation to see if Atlas Elektronik U.K. and Thyssenkrupp Marine Systems become the MOD’s 3rdoption.  Will that then mean there is now ‘adequate competition’ for the programme to go ahead to the next stage?   Only time will tell but rapid decisions will need to follow if there is any chance of industry meeting the delivery deadlines.

With Euronaval just around the corner, we’ll be looking forward to walking the floors, meeting clients and prospects and keeping our ear to the ground for any big defence announcements.


SMM Fair 2018: What I learnt in 25,000 steps

SMM Fair 2018: What I learnt in 25,000 steps

Whilst preparing for SMM Fair 2018, I was fully aware that it was a big show; you only need to look through the exhibitor list to understand that. But it’s only once you’re there and in the thick of it that you truly appreciate the sheer magnitude of what is certainly the largest trade event I’ve ever been to.

Liz at SMM Fair 2018

Liz at SMM Fair 2018

25,000 steps over 1.5 days and there were still people I didn’t get a chance to catch up with, but it was a fantastic couple of days and a great opportunity to spend time with clients, journalists, as well as meet some new and interesting people who clearly have a passion for this industry.  The blisters were totally worth it!

What did I learn?

The IMO Ballast Water Convention and Global Sulphur Cap 2020 were still the main discussion topics, as was the ‘green drive’ and maritime security. Of course, none of these are quick wins and they will all have a major impact on how the industry operates in the future.  What’s clear is that there needs to be a much more agile and flexible approach to the formation and implementation of regulations if we stand any hope of keeping up, never mind getting ahead, in an ever-changing world.

Our preparation for Posidonia, earlier this year, was spot on so we didn’t change anything for this show. Despite only being able to commit to 1.5 days, with nifty preparation and planning, I had 18 meetings plus several drop-ins. No other show will give you such an opportunity to see all the major industry players in one place.  If I was to give advice to anyone attending this show for the first time, I would say:

  1. Plan your meetings hall by hall to avoid feeling frustrated and exhausted.
  2. Taxis are impossible to secure after 4pm – research public transport and the different ways to get around Hamburg. Nearly 2 hours waiting for a taxi is an experience I’m hoping never to repeat.  If it wasn’t for the kindness of two executives travelling in my direction, I may never have got to my hotel that night.
  3. Dedicate at least three full days to attend and work SMM, so that you can be more systematic in your approach, i.e. 1st day – A Halls, 2nd day – B Halls, 3rd day – any stands you’ve missed.
  4. Leave the heels at home – being an absolute lover of heels, I can’t quite believe I’m saying this but I’m also still trying to nurse my feet back to normal and haven’t been out of my trainers since I got back.  So, next time it’s flats all the way.

What will we do differently in 2020?

In all honesty, not a lot.  The timing of these events is critical.  Whilst Posidonia was fantastic from a BD perspective, we then quickly entered ‘silly season’ and so, we faced two or three months of following up and nurturing these relationships at a time when quite frankly, very few people are looking to seriously engage.  That said, we’re now seeing our hard work paying off and SMM last week has reinforced our passion and commitment to working in an industry that plays a crucial role in driving the global economy.  Roll on Norway for Nor-Shipping 2019.  It’ll be interesting to see how much the industry has moved on and what investments are made over the next year.  Given the conversations I’ve been privy to recently, we should be seeing a flurry of activity which can only be good news for the industry.

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