To understand how this magazine could fit into their wider strategy, I conducted a full SWOT analysis of Age UK Plymouth’s marketing and communications approach. The results made one thing clear: to fulfil their commitment to inclusivity and supporting older people across a variety of needs, their marketing strategy had to be equally inclusive. While digital platforms remain invaluable, there was a significant audience—older people, in particular—who needed information, advice, and stories in formats beyond the internet or social media.

The magazine would provide a vital medium to engage with this audience and support the charity’s wider mission.

In September 2022, I launched the first edition of the magazine as a litmus test, with an initial print run of 2,000 copies. The content drew from a variety of sources, including the blog posts, news stories, press releases, and social media updates I had written for Age UK Plymouth since April of that year. I also integrated national campaigns from Age UK, their national brand partner, to offer a blend of local and national relevance.

The magazine covered a range of topics, from good news stories and updates from Age UK Plymouth’s venues to advice and information. It also served as a platform to promote fundraising efforts and opportunities for readers to engage with the charity’s work.

Creating the magazine was just the first step—the real challenge was getting it into the hands of the people who would benefit most.

In a landscape where marketing heavily relies on digital analytics to track demographics and behaviours, distributing a printed magazine presented a unique challenge. How could we ensure it reached the right audience?

I began by building a network of over 150 drop-off points across Plymouth, balancing quantities between touch points where multiple people might read the same copies and stacks to be taken home. We were jammy with timing, as public locations were just starting to take print again after pausing due to the Covid pandemic. By developing strong relationships with local businesses, community hubs, and other organisations, I secured ongoing agreements to stock the magazine. For the first three editions, I hand-delivered copies to ensure they reached their destinations and reinforce the relationships with each of the distribution points.

Recognising the need for a sustainable solution, Age UK Plymouth’s fundraising team were able to establish a partnership with the local SKY cohort. These corporate volunteers utilised their annual social value hours to help deliver the magazine. Each quarter, I created an evolving distribution map and briefed the volunteers to ensure smooth delivery. This partnership proved invaluable, allowing us to expand the magazine’s reach while keeping logistics manageable and costs down.

The SWOT analysis revealed that a quarterly format would best meet the needs of Age UK Plymouth’s audience. This frequency allowed us to strike a balance: balancing the lag between the quick turnover for those accessing digital articles and those waiting for the physical publication.

The content strategy was carefully crafted to ensure that the print and digital formats worked together rather than competing. This approach ensured that older people who preferred physical materials remained informed and engaged, while digital users continued to receive real-time updates.

The magazine would provide a vital medium to engage with this audience and support the charity’s wider mission.

Over the two years I managed the magazine, we never missed a deadline. Each edition was meticulously crafted, featuring stories from across Age UK Plymouth’s venues, advice from their expert teams, and updates on the charity’s wider reach in the city. The magazine became an outlet for:

Fundraising initiatives: Showcasing opportunities to support the charity’s vital work.

Good news stories: Celebrating the positive impact of Age UK Plymouth on the community.

Practical advice and information: Including guidance on accessing the charity’s team responsible for unlocking £3.2 million in support for over-50s in Plymouth in 2023 alone.

Beyond its content, the magazine became a powerful tool for fostering engagement and building relationships with the local community.

After two years, I transitioned the magazine to Age UK Plymouth’s growing in-house marketing and communications team. Along with the content, I handed over key assets, market analysis, and a newly brokered partnership with an advertiser. This partnership set the stage for the magazine to become a cost-neutral exercise, supported by meaningful and well-considered relationships with advertisers.

Launching and managing Age UK Plymouth’s magazine was a unique and rewarding challenge. It demonstrated the importance of meeting audiences where they are—whether that’s online or offline—and finding innovative ways to engage with them.