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Challenges and opportunities for russian city brands
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Challenges and opportunities for russian city brands

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Dr. Keith Dinnie presentation on Moscow Business Success Forum by OPORA RUSSIA. Publication on this channel is approved by Dr. Keith Dinnie. More information about Keith visit to Moscow: Подробности: …

Dr. Keith Dinnie presentation on Moscow Business Success Forum by OPORA RUSSIA. Publication on this channel is approved by Dr. Keith Dinnie. More information about Keith visit to Moscow: Подробности: http://citybranding.ru/brending-goroda-identichnost-vovlechenie-kommertsializatsiya-itogi-wcf-davos-moscow/

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  • 1. Keith Dinnie, PhD Head of Destination Branding GroupBreda University of Applied Sciences, Netherlands
  • 2. Branding nations, cities, and regions 2
  • 3.  Complexity of city brands Wide range of stakeholders A spectrum of fundamentally different target audiences 3
  • 4. 1. Sustainability of the city brand a) Adequate budget allocation b) Long term commitment c) Specific objectives2. Sustainability of the city itself a) Creating new green spaces within urban environments b) Roof gardens, vertical gardens, rivers and urban bays 4
  • 5.  Clarifying identity and image Importance of tangible evidence Hosting events Partnership working Creativity, innovation and boldness Repositioning the city brand 5
  • 6.  Domestic and international markets Internationally, Russian cities can offer something new and exciting to potential audiences Little existing awareness of cities except Moscow, Saint Petersburg and more recently Sochi (Winter Olympics) Architecture, cuisine, cultural events 6
  • 7.  A brand partnership should be taken seriously as the main body that is tasked with developing, implementing and managing the brand of an area, a city, a region or a country When this is the case, it is essential that the partnership is effective and does not waste time infighting with other institutions or plastering the city with logos or slogans 7
  • 8.  Inclusive and representative Long term commitment Shared vision Trusting each other Communicate progress and achievements Willingness to evaluate impact and effectiveness 8
  • 9.  Destination Edinburgh Marketing Alliance (DEMA), a multi-stakeholder organisation Edinburgh ‘Inspiring Capital’ Brand launched May 2005 £1.8m invested in Brand over five year period 2003 to 2008 Promoting Edinburgh globally as a place to visit, invest, live, work and study 9
  • 10. 10
  • 11. Visit Invest•The world’s greatest stage for the world’s •A global financial centregreatest festival •Knowledge & R&D = innovation capital•Boutique city – high class, independent, •‘In good company’ (with the world’s mosthuman scale successful companies)•You’ll never have the same experience twice •Creative, competitive, & connected•Real, authentic people and place • A skilled - talented workforceLive & Work Study•A dynamic career in one of the most liveable •World class academic pedigreecities in the world •Graduate job opportunities in a diverse•An active city embracing world class knowledge economyheritage, culture and sport •Vibrant, friendly student life•Compact and cosmopolitan •Compact and accessible•Full of green spaces and with easy reach of •Culturally diversecountryside•A place to love and raise your family 11
  • 12.  ‘Knowing our customers’ - market intelligence Maximisation of digital platforms for building customer database, relationships and communication Leading destination promotional messaging and cross-selling Building effective collaboration, facilitating and co-ordinating 12
  • 13.  Selection process for citizen ambassador programmes: Who should be invited to participate? How to reach those individuals? Role specification for citizen ambassadors: What should the citizen ambassadors be asked to do? What interaction should occur between the citizen ambassadors and the campaign organisers? Evaluating the effectiveness of citizen brand ambassador programmes: What metrics could be appropriate? 13
  • 14.  Citizens have been directly involved as brand ambassadors People from Berlin are encouraged to contribute their own personal story of Berlin, as a ‘City of Change’, and to become ambassadors for the city At the centre of the campaign is a large online portal, www.sei.berlin.de 14
  • 15. 15
  • 16.  All participants had to submit a story to Berlin Partner GmbH in which they demonstrated how they had changed Berlin in one way or another The stories can be accessed and evaluated through the online portal Although this network allows consumers to engage with the branding campaign, it does not serve as a means for internal interaction or communication within the ambassador network 16
  • 17.  Lack of focus ◦ Few brands can be truly global; targeting of specific markets is required Unhealthy obsession with logos and slogans ◦ A city brand is more than simply its visual design Failure to collaborate ◦ Different departments, organisations, and individuals work isolated from each other 17
  • 18.  Limited insight ◦ Little or no research conducted into understanding the target audience Internal rather than external focus ◦ Excessive attention given to the city’s attributes and not enough attention given to the values and beliefs of target audiences 18
  • 19.  Russian city brands should avoid making the same mistakes as cities in the West Put less emphasis on logos and slogans Put more emphasis on quality of life, visitor experience, stakeholder collaboration, and targeted communications Establish customized, flexible metrics to evaluate what works and what doesn’t 19
  • 20. THANK YOU 20

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