AGENDA1.Why we need Brand Cape Town2.The goal for Brand Cape Town3.Brand Cape Town process 2001 to 20114.Building the Brand
“With the World Cup having come and gone, we find ourselves in a brandvacuum. It is a dangerous place to be in the light of tough competition, aworld still battling through a recession and ever-changing consumer trends.Cape Town is iconic, complex and multi-faceted. Her incredibly richoffering and diversity is our greatest opportunity as much as it is also ourAchilles Heel. We cannot depend upon the next big event to give direction towhat Cape Town’s brand position should be.Although Cape Town is considered as one of the new cities to watch for 2020,we are at a tipping point where we can either sink into insignificance ortake our place as Africa’s greatest city and one of the top citydestinations in the world to live, work, visit, study and invest in.”– Mariette Du Toit Helmbold, CEO, Cape Town Tourism
BRAND CAPE TOWN IS NOT A LOGOWhen we say brand, we do not refer to a new logo or a clever strapline, we are talking about a stand-out position and values that willresonate strongly with our own citizens and the world, and will bebased on tangible and believable evidence that underpins thepositioning.Brand Cape Town should be an inclusive, all-season brand with a strongbusiness, academic, investment and domestic tourism focusalongside a well-capitalised, authentic international leisure offeringthat goes beyond natural beauty, sea and sand to embrace culture,our urban identity and our knowledge economy.
“Today’s world is an extremely competitive place. Differentiation is key;Cape Town cannot just be the same as everyone else.We need to create a brand positioning that is recognizable andunderstandable, and very importantly believable. We must also ensurethat we can deliver on the promise of the brand.Perhaps most importantly, the Cape Town brand must be able toencompass business and study, amongst other things, in addition tosimply leisure and beauty, on which we are currently overly reliant(which adds to our significant seasonality problem).It also must avoid raising the position of one sector and inadvertentlykilling off another.”– Guy Lundy, CEO, Accelerate Cape Town
BEYOND BEAUTY IN 2010 WE SHOWED THE WORLD A NEW VIEW OF CAPE TOWN
BRAND PROCESS2001 to 2008 – Around R6 million has been invested in various brandinitiatives to date; JMI (regional marketing strategy), Accelerate CapeTown (business brand) and Cape Town Tourism (destination brand).No consolidated brand positioning for Cape Town agreed but excellentfoundations laid.October 2009 – Cape Town Tourism mandated by City of Cape Townto take the brand process further, following a high-level Brand ThinkTank attended by key public and private sector stakeholders includingbusiness, tourism and the creative industries.September 2010 – Cape Town Tourism appoints brand strategistsColey Porter Bell and Ogilvy to consolidate previous brand developmentwork and facilitate the process of reaching agreement on a final brandpositioning through stakeholder consultation.
BRAND PROCESSOctober 2010 – Brand workshop with Cape Town stakeholders from allsectors to arrive at a limited number of potential brand positioning ideas.Three possible positioning ideas considered and tested.January 2011 – Process of stakeholder engagement undertaken to testthe proposed brand positioning and its relevance to all sectors.February to March 2011 – Tourism industry stakeholdersunanimously support proposed positioning at Cape Town Tourismindustry engagement session. Proposed brand positioning presented toCity of Cape Town Portfolio Committee and unanimously supported.April 2011 to June 2011 – Ongoing stakeholder engagement withbusiness, academia, medical sector, creative industries and partneragencies. Brand rollout commences through stakeholder alignment withbrand positioning messages.
A TALE OF TWO CITIES South Africa’s most expensive residential propertiesContinuedhousing deficit of410,000 units
UNTAPPED ACADEMIC BRAND GLOBAL RANKUCT the highest ranked African university in the Times Higher Education rankings.UCT’s Graduate School of Business rated the best value-for-money MBA in theFinancial Times (FT) of Londons Global MBA Top 100 Ranking. Source: Times Higher Education QS World University Rankings
CHALLENGER BRANDSCape Town is not comparable with traditional city brands likeLondon and Paris. We are one of the emerging players, likeMelbourne, Rio de Janeiro and Barcelona – cities that presentpossibility, INSPIRATION, freedom, freshness, transformation anda vision for the future routed in an interesting and imperfect past.Challenger brands harness the power of:• Authenticity• Locals first• Emotional pull• Storytelling (Word of Mouse)As people search for authenticity and meaningful experiences, the weband social media have made it possible for challenger destinationslike Cape Town to compete head on with established destinations.
2030 VISION – Africa’s Global City Iconic & Emulated Global African Gateway Creative & Cultural Green & BeautifulConnected & Vibrant Welcoming & Caring Safe & Efficient Educated & Trained
BRAND CT ICONIC ELEMENTSRESULTING SPIRIT OF THE DESTINATION
Hubs of Higher Colour & Diverse Robben Cultural Food & Table Bio-Diversity Sports & Innovation, Education Light Leisure Mountain MICE Pillars Island + Diversity + Wine & Coast Creativity,Pillars Range and & Skills Activities Heritage CBD’s Vibe Enterprise & Cape of Training Stories Government Good Hope
Table Hubs of Higher Colour & Diverse Robben Cultural Food & Bio-Diversity Sports & Mountain Innovation, Education Light Leisure MICE Pillars Island + Diversity + Wine Range and & CoastPillars Creativity, & Skills Activities Heritage CBD’s Vibe Cape of Enterprise & Training Stories Good Hope Government OUR CULTURAL ADVANTAGE OUR GREEN ADVANTAGE OUR URBAN ADVANTAGE Competitive Advantages OUR LOCATION ADVANTAGE OUR LIFESTYLE ADVANTAGE OUR BUSINESS ADVANTAGE ESCAPISM INDIVIDUALITYMacro Trends AUTHENTIC VALUE SUSTAINABILITY KNOWLEDGE ECONOMY INTERNET-TECH SOUTH SOUTH TRADE
INSPIRATION Organizing Idea Table Hubs of Higher Colour & Diverse Sports & Robben Cultural Food & Bio-Diversity Mountain Innovation, Education Light Leisure MICE Pillars Island + Diversity + Wine & CoastPillars Range and Creativity, & Skills Activities Heritage CBD’s Vibe Cape of Enterprise & Training Stories Good Hope Government Competitive AdvantagesMacro Trends
One of the winning design for the 2010 “Re-Imaging Cape Town” Competi
Stakeholders Define Brand’s to explore Create Gain Refine & Integrate into key strategic Define and relevant Develop brand ‘Partnership of stakeholder select verbal CT Economic objectives, key establish opportunities guidelines andBRAND support and alignment and visual positioning Dev Strategy, Competitive the Willing’ to drive adoption of the brand & touch points and outline appropriate mechanisms & incorporate basic toolkit that can be Track and measure success for for Brand Study and opportunities for measuring Brand CT into used by all CT approach Cape Town EDA Process get necessary funding for stakeholders success 2011 marketing parties plans Cape Town 2011 marketing Adapt and Facilitate and Tourism to Ensure plan activities Finalize & introduce Track and provide co- adopt this alignment of establishes CTT ordination support for positioning as the destination CTT Objectives with those of implement destination score card new destination brand CT across relevant collateral and measure success against Score Card partnership brand for Cape Brand Cape brand campaigns Town positioning
1.What are the proof points in your business or industrythat show we can live up to the brand promise – City ofinspired and innovative business?2.We need images that reflect Cape Town’s businessinnovation and inspiration.3. What’s missing in Cape Town – what do we need towork on/build in order to deliver on the business brand?