Location Brand Equity Model - Dissertation

An Assessment of City Branding Techniques used
in London & Barcelona Olympics Campaign–
For the Development of the Location Brand Equity Model
By Susanne Jeppsson 12830921
BBUS612: Dissertation
WBS _Supervisors: Frank Auton and Richard West - Due 28 Apr 2014 – Word Count: 4993

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ABSTRACT
Purpose – The purpose of this study was to identify and evaluate the strategic and tactical
differences between the London Olympic Campaign 2012 and the Barcelona Olympic Campaign
’92 to develop the Location-Brand Equity Model.
Design/methodology/approach – An interpretive qualitative approach was undertaken with 20
respondents from the foreign student stakeholder group. They answered two questions
electronically: (1) “what comes to your mind when you think of this city?” and (2) “what was
the main reason for studying in this city?” to reveal the held city identity of London.
Findings – Primary findings reveled that city identities could be divided into objective and
subjective categories. The dominant objective views associated London to historical and iconic
buildings, related to its use in the London Olympic campaign. Dominant subjective views
identified it as the European capital for educational standards.
Practical implications – Held city identities established a certain expectation level that must be
met or surpassed to generate satisfaction and loyalty. This links together the stages of brand
loyalty and salience, which breaks down the hierarchal structure into a circular process. This
implies that cities must always measure the expectation levels of various stakeholders and form
a combination of tactics to reinforce the city’s objective and subjective city identities.
Originality/value – Findings have proposed a newly developed Location-Brand Equity model
that better represents the brand building-and evaluation process of successful cities. It
emphasises the vital area of expectations-and satisfaction levels that has previously been
neglected. It additionally suggests city campaigning tactics and explains that the effectiveness
of city branding campaigns depend on the successful execution of individual tactics. This
presents city brands with an insight that creative combinations of initiatives can lead to equity,
which deviates from the previous model that stipulates a bottom-up flow of effects.
Research limitations/implications – The study only examined two Olympic campaigns and one
stakeholder group. Due to time and resource restrictions, future research is encouraged to
involve more stakeholders and compare findings to other city branding initiatives.

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TABLE OF CONTENTS
1. Introduction ....................................................................................................................3
2. Theoretical Foundations .................................................................................................4
2.1 Literature Review........................................................................................................5
3. Research Focus................................................................................................................6
4. Research Objectives........................................................................................................7
5. Methodology...................................................................................................................7
6. The London Olympic Campaign 2012..............................................................................8
6.1 London Evaluation of Campaign Success..................................................................11
7. The Barcelona Olympic Campaign 1992........................................................................12
7.1 Barcelona Evaluation of Campaign Success.............................................................13
8. Summary of Key Campaign Elements............................................................................14
9. Summary of Main Primary Findings ..............................................................................15
10. Detailed Analysis of Findings.........................................................................................16
10.1 Brand Salience ........................................................................................................17
10.2 Brand Associations..................................................................................................19
10.3 Brand Resonance....................................................................................................23
10.4 Brand Loyalty..........................................................................................................23
11. Theoretical Implications................................................................................................24
12. Research Limitations.....................................................................................................26
13. Future Research Opportunities.....................................................................................26
14. Conclusion.....................................................................................................................27
15. References ....................................................................................................................28
16. Bibliography ..................................................................................................................33
17. Appendices....................................................................................................................35
Appendix I: Population Density in Europe ..........................................................................35
Appendix II: Collected Respondents’ Answers ....................................................................35
Appendix III: Collected Respondents’ Answers ...................................................................37
Appendix IV: Political Contributors to Barcelona ‘92............................................................38
Appendix V: London Olympic Games Budget Breakdown (LOCOG)........................................38

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1. INTRODUCTION
City branding as a field of study is considered a newly emerged term in the urban management
and marketing industry (Kavaratis, 2004, Dinnie, 2011). It integrates concepts from product-
and corporate branding, tourism destination marketing, place-and event branding as well as
city planning (Hankinson, 2001; Kavaratzis, 2007). The practice sprung in the midst 1900s when
cities became more urbanised and increasingly competed against each other by attracting
companies across Europe (Bailey, 1989). These were to generate manufacturing jobs (Bailey,
1989) with the ultimate aim of stimulating economic growth (Kotler et al. 1999). This practice
of “city boosterism” (Gold and Ward, 1994) is therefore of importance as financially resilient
cities become key drivers for increasing employment, social progress, creating improved life
standards and attracting talent (Florida, 2008). They also increase creativity, innovation and
cohesion as well as foreign businesses investors that sustains the urban developments (EU,
2013; Rehan, 2013; JRF, 2014). Since the 1900s, the discipline has evolved to focusing primarily
on the application of city branding (Rehan, 2013). Initiatives have often been related to mega
events that provide considerable international exposure (Beriatos and Gospodini 2004,
Kavaratzis, 2007). The question often raised is what makes good city branding and how can its
success be evaluated?
In order to understand the practice of city branding, it would first be appropriate to describe
what makes a city. Often defined as an administrative unit with a certain population density
(EU, 2013), it can also be the accumulative perceptions of urban lifestyles and specific
cultural/social features that drive economic activity and exchanges (EU, 2013). This has
repeatedly highlighted the question of “who” a city is and what it stands for (Florida, 2008).
More than 66% of Europeans today (Appendix I) and 50% of the total world’s population now
live in urban areas (EU, 2013). This worldly figure is predicted to grow in 2025 to 75% (UN,
2012) which highlights cities’ need to proactively shape and sustain a competitively advantaged
image or identity.
The difference between an imageless city and a city brand is the unique composition of
elements that provide a differentiation and relevance to its various target audiences (Dinnie,
2008: 15). These cities use marketing efforts on a national, regional and governmental level
(Papadopoulous, 2004:36) to form campaigning strategies and manage its resources,
reputation and image to favourably position them in face of European integration and
globalisation (Ashworth and Kavaratis, 2005, Dinnie 2011). From the point of utilising
campaigns, this thesis aims at introducing the London 2012 and Barcelona 1992 Olympic

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campaigns and evaluate their effectiveness against primary research. Focusing on the foreign
student stakeholder group, findings will be incorporated to develop one of the most common
models for evaluating city campaign success (Pike, 2008: 56): the Location Brand Equity Model.
The final section will conclude with the importance of findings and recommendations for cities
that will host promotional city campaigns.
2. THEORETICAL FOUNDATIONS
The subject of evaluating city campaigns has been under much debate due to lacking research
regarding measurable and effective destination brand models (Hankinson, 2001; Boo and
Busser, 2009). This in turn has led many researchers to question what theoretical frameworks
are most appropriate for building successful city brands (Qu et al, 2011, Hankinson 2004). The
most predominant were the network approach (Dinnie, 2011), stakeholder theories
(Merrilees et al, 2005) match-up models (Xing and Laurance, 2006), classical product-based
branding theories (Hankinson 2004, 110) and corporate branding models (Kerr, 2006). The
mentioned network theory argues that public and private sector organisations must
collaborate to form a coherent brand (Hankinson, 2004). This is elaborated on through the
stakeholder theory that argues the network approach is too simplistic because the stakeholders
that collaborate all hold conflicting interests. It therefore suggests that the variety of
stakeholders’ interests must be met to form a strong city identity. A combination of various
models have subsequently been used to “match-up” what individual models lack (Xing and
Laurance, 2006). Apart from this, many researchers settle with viewing cities as corporates and
therefore resolve to corporate branding models (Kerr, 2006).
Common opinions are that cities are deemed complex and multi-dimensional by nature (Dinnie,
2011; (Kavaratzis 2004; Rainisto 2003; Trueman et al. 2004). This leads to the argument
whether one single framework can be developed to measure different cities. It is worth
considering that perhaps one framework can be utilised for cities that share similar
characteristics such as size or features. In support of this argument, Keller (1993) developed
the Consumer-Based Brand Equity Model as a measurement for building strong brands across
various products. From its wide acceptance as a reliable measuring business tool (Andersen
and Nielsen, 2009), it has been adapted for destinations and locations (Xing and (Leurance,
2006; Konecnik, 2007, Pike, 2008; Boo et al, 2009) – establishing the Location-Brand Equity
Model. This framework has been used in recent city branding studies (Tasci et al, 2007;
Konecnik, 2007; Pike, 2008; Qu, 2011; Garcia et al, 2012) and is considered in need of further

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developments by Hankinson (2001) and Garcia (2012). This provides validity for using it in this
particular thesis.
2.1 LITERATURE REVIEW
From reviewing researchers’ opinions and use of various frameworks, it becomes clear that the
most common conclusion is that the practice of branding cities is complex and considered
distinctive in its own nature (Trueman et al, 2007:23). As mentioned above, several researchers
draw it parallel to corporations to simplify the understanding of its practice (Trueman et al,
2007:22, Kavaratzis, 2004). This involves expressing the city’s visual, verbal and behavioural
attributes through its core values, beliefs, culture and overall design (Simoes and Dibb, 2001;
Knox and Bickerton, 2003). However, Dinnie (2011) argues that most cities have no defined
value, belief or identity that is shared across its wide audience, ranging from independent and
competing businesses, communities, tourists, residences, students, governmental bodies or
organizations (Merrilees et al, 2005). This audience is characterised as a multifaceted
compilation of stakeholders with no shared city identity (Trueman et al, 2004; Merrilees et al,
2005). Merrilees et al (2005) therefore emphasises the importance of applying a “filer concept”
that encourages practitioners to see the city through stakeholders’ eyes, implying that each
stakeholder group has one common city identity.
Other researchers disagree and argue that a strong city brand must form a coherent identity
by seeking consensus across different stakeholder groups (Skinner and Croft, 2004; (Hankinson,
2007). Others have added that this might be an impossible task (Friedman and Miles, 2002;
Fitchett, 2005; Murtagh et al, 2008; Dennie, 2011). Without consensus, cities are considered
obliged to form promotional strategies that deliver several messages (Nandan, 2005). This risks
creating an incoherent city brand (Shiva, 2005), meaning that people cannot relate to it or find
it attractive in comparison with other cities. What has been overseen in literature is whether
one identity can be established across stakeholders by communicating it through different
messages. It can also be argued that communicating several messages will turn ineffective as
people can belong to more than one stakeholder group simultaneously, i.e. being a business
owner, resident and student all at once. This means that different messages communicated
towards one person risks being lost – making a city branding campaign ineffective. From this
viewpoint, Dinnie argues (2011) that city brands have no a “one-size-fit-all” solution which is
agreed upon among researchers.

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Noticeably is a certain level of confusion among academics and practitioners alike regarding
what makes successful branding to cities (Anholt 2006; Hankinson 2004; Hauben et al.
2002; Kavaratzis and Ashworth 2005; Rainisto 2003; Trueman et al. 2004). However, the holistic
approach of the multi-stakeholder theory has provided most current directions for tailoring
communications which clearly deviates from previously used methodologies (Merrilees et al,
2005; Lo Piccolo and Schilleci, 2005; Warnaby et al, 2004). The role of city image and identity
has therefore become more important together with the construction, communication and
management of the general city perceptions through campaigns (Karavatis, 2004). These range
from visual identity tactics, creation of landmarks and various types of events (Karavatis, 2007;
Florel et al, 2006; Greenberg, 2009; Thonick, 2014).
Several tactics have been recommended but with little indication of individual cities’ identities.
There is also lacking information regarding what tactics form a city identity and how other cities
can use these tactics to reach a desired positioning. These research gaps will be filled by
conducting a comparison study between the London 2012-and Barcelona 1992 Olympic
Campaigns. As it is considered mandatory on researchers to assess whether current
frameworks and practices for city branding are appropriate (Skinner and Croft, 2004:4), this
thesis will evaluate their branding initiatives to develop the Location-Brand Equity Model (Pike,
2008). This will demonstrate a better representation of the building-and evaluation process of
successful city brands.
3. RESEARCH FOCUS
Selecting cities that hosted the Olympics Games was deemed fitting as cities generally utilise
major events for generating resources that facilitates extensive city branding initiatives (Greg
and Wilson, 2004, Smith, 2008; Immler, 2014). As the purpose is to develop the Location-Brand
Equity Model, it was deemed fitting to select award-winning cities based on their campaigns.
London in particular has often been excluded from investigations due to its size, prominence
and extensive use of media (Hankinson, 2001). However, it was awarded “The Best City in The
World” (Anholt’s City Brand Index, 2013) and used Barcelona’s City Model as a tool, which
provided a rejuvenation blue print for East London (Moore, 2002, Thornley, 2013). This model
was created as part of Barcelona’s Olympic campaign in 1992, which was awarded “The Most
Successful City Campaign” (Dinnie, 2011). This provides a linkage between the two cities under
study and allows Barcelona’s success story to be used as a relative measure.

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4. RESEARCH OBJECTIVES
I. To identify commonalities and contrasts between the London Olympic Campaign
2012 and the Barcelona Olympic Campaign 1992.
a) To evaluate the effectiveness of their individual strategic and tactical
differences.
II. To identify London’s city identity through primary research among the foreign
student stakeholder group.
a) To determine the implications of current city perceptions on the Location-
Brand Equity Model
III. To incorporate primary and secondary findings for the development of the
Location-Brand Equity Model for future city branding practices.
5. METHODOLOGY
Secondary research will support the majority of findings for the analysis, ranging from up-to-
date governmental publications, journals, books and reports. This will however be incorporated
with primary research findings. As the research area of city branding and particularly in relation
to city campaigns has been limited, the primary research takes on an interpretive methodology
for generating richer data. To ensure a broad bases sample, the non-probability judgement
sampling technique was adapted which involved attaining student respondents from different
foreign countries. Intentionally selecting the most appropriate respondents was for this
research purpose deemed most appropriate (Marshall, 1996; Patton, 2005).
The sample size of 20 was restricted to answer two open-ended questions electronically: (1)
“what comes to your mind when you think of this city?” and (2) “what was the main reason for
studying in this city?” as recommended by Dinnie (2011) in his book City branding: Theory &
Concepts. Respondents were identified by name and email and their data held in a secure and
password protected database before collecting individual responses into tables (Appendix II).
Repeated wording and statements were identified to specify emerging themes. Full quotes will
be used in the analysis but has due to data protection purposes been anonymised. This will
reveal the held city characteristics of London (Dinnie, 2011) and assist in relating it to the
evaluations of the London Olympic campaign and the development of the equity model. The
London Olympic campaign will therefore become the focus under study, supported by the
Barcelona campaign.

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6. THE LONDON OLYMPIC CAMPAIGN 2012
The London Olympic branding strategy initiated from the idea of transferring the Games
beyond sports to creating a sense of citizen inclusion. This lead to the promotion of “Total
London Campaign” (Girginov, 2013) that communicated the following key messages:
1. Hope of a better world
2. Dreams and inspiration/enthusiasm
3. Friendship and fair play
4. Joy in the effort
Tactics divided into different initiatives: (1) The Look and Feel Programme, (2) The Spectaculars
Programme, (3) Your London 2012, (4) The Look of London, (5) The London Live 2012, (6) London
Outdoor Touring Festival (GLA, 2011).
Its main aspect “The Look and Feel Programe”, aimed at collaborating with GLA and LOCOG to
rejuvenate London’s image and create a distinct and consistent look of the Games that would
deliver an exciting experience throughout all London boroughs (Girginov, 2013). From this
objective, the campaign utilized London’s most famous landmark destinations that stretched
across the Olympic Park, Excel, Greenwich Park, Woolwich Barracks, Earls Court, Wimbledon,
Lords, Hyde Park, Victoria Park, Trafalgar Square, London borough of Tower Hamlet, Wimbley
and Central London (including West End, City, Southbank, Museum Quarter and Kings Cross)
(Girginov, 2013).
(Source: Wired, 2014: The Olympic Park & the ArcelorMittal)

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The majority of resources were invested into building the Olympic Park and organizing the
venues, which became the centerpiece for regenerating East London. A complex network of
organizations had overlapping responsibilities and accountabilities for raising the standards at
boroughs in which events and constructions were held. “The Spectaculars Programme” for
example aimed at creating a consistent visual, feel and creative experience by dressing up the
city with flags, banners, colours and planting schemes (Girginov, 2013). Other activities involved
improving the transportation network and emphasizing the “feel concept” from multiple
stakeholders in the public and private sector through the “Streb” and “Circus Circus” initiatives.
(Source: Enews, 2012: Streb dancers at London 2012 Festival) (Source: The Guardian, 2012: Piccadilly Circus Circus)
(Source: Skyscrapercity.com, 2014: Regent Street Decoration)

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Areas such as Oxford Street, Regent Park, House of Parliament and Wimbledon were used to
attract visitors by featuring the “Look of London Festival”. The purpose was to use historical
locations and iconography to reinforce the London brand image in relation to history, culture
and future (Girginov, 2013). Placing the five interlocking rings at London Bridge and promoting
the ArcelorMittal inside the Olympic Park increased visitation and tourism. This type of
symbolism was later deemed positive as it remained in visitors and residences memories.
Another feature that people remembered was the engagement of local communities through
“Your London 2012” (Girginov, 2013). This dealt with enhancing the green spaces in boroughs
through environmentally sustainable sourcing (Dabbs, Kiely and Stanford, 2012). The purpose
was to add to the “look and feel concept” in the aim of becoming the greenest hosting city for
the Games (DEFRA, 2013). Volunteer ambassadors were also seen as memorable for improving
the experience of participators who reported increased satisfaction levels (Girginov, 2013).
The final initiative was The London Live 2012 which aimed at creating inspiring spaces to share
Olympic highlights, the atmosphere and celebration (GLA a, 2011). Working together with
promoters such as Live Nations, cultural activities could be achieved using digital content, music
concerts, sport activities, interactive exhibitions, outdoor art events.
(Source: The Guardian, 2012: Olympic Rings at London Bridge)

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6.1 LONDON EVALUATION OF CAMPAIGN SUCCESS
Governmental documents relating to the net economic growth reveal that the UK economy
benefitted from the increased tourism streams, generating £600m from local consumptions
and ticket sales (Gov.UK, 2013). Although employment within the active areas increased with
893,000 over the period and trigged socio-economic change in East London, it is stated that
the Games approximately broke even with the Olympic investments (Thornton, 2013). Totalling
the Olympic budget to £8.921bn (Gov.UK, 2013; The Guardian, 2012) represented 101%
overspending from £4.2bn estimates in 2005 (University of Oxford, 2011). This classified
London as hosting the most costly Olympics ever, implying a lacking spending accountability
and acknowledgement whether the benefits surpassed the costs.
There has been limitations of obtaining real figures and the Olympic Delivery Authority (2012)
only reveals examples of Key Performance Indicators (KPIs) that were visualised in form of
Programme Dashboards. These were divided into main themes of Olympic Programmes,
Venues and Infrastructure, Athletes’ Village and Transport, Park Transformation, Park
Operations and finally; Design – Health – Safety – Environment (HS&E). These including metrics
such as Progress via Earned Value, Key milestones & Public milestones, Anticipated Final Cost
against Budget and Priority Themes (ODA, 2012). Reviewing several governmental reports and
from Olympic organisers, the evaluation methods were not considered highly effective as they
lacked figures of how the Olympics met interests and expectations of various stakeholders
(Gov.uk, 2013; ODA, 2012; University of Oxford, 2011). It additionally failed to reveal what
areas of the execution was determined successful or unsuccessful against specific economic
indicators.
(Source: Hello Yorkshire, 2012: London Live Festival)

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7. THE BARCELONA OLYMPIC CAMPAIGN 1992
Part of Barcelona’s first major transformation began with the hosting of the Olympic Campaign
in 1992, later classified as one of the most successful city branding campaigns in the world
(Calavita, 2000; Monclús, 2000). This was reflected in the city’s first Strategic Metropolitan Plan
(Botella, 1995: 99) that supported the following aims of the campaign:
1. Stimulating the transformation of the city
2. Involving all citizens in the collective city project
3. Show the redesigned city and its differential attributes to the world
4. Demonstrate Barcelona’s capacity for organizing and managing this mega event
5. Optimize the development of infrastructure for the future benefit of its citizens
(DInnie, 2011, p 121).
The main aspect of the campaign was the rejuvenation of the city’s image, positioning it as a
differentiated contemporary yet historic centre; being innovative, welcoming, daring and
initiative-taking to stimulate the local economy and urban developments (Botella, 1995). The
strategy was to place Barcelona as the economic hub of southern Europe with a vibrant
cosmopolitan feel and with a rich cultural heritage (Monclús, 2000).
Emphasis was therefore placed on symbolism by restoring architectural heritages such as
Gaudi’s Sagrada Familia and Park Guell as well as building photogenic monuments such as the
Fish Sculpture Gehry and the Communication Tower (Balibrea, 2001). These initiatives
generated increased publicity in international media and improved Barcelona’s reputation.
(Source: Arch Daily, 2014: Gaudi’s Sagrada Familia) (Source: vegijudit , 2014: Park Guell)

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This Strategic Metropolitan Plan was enabled through collaboration with conflicting
governmental groups; the socialist party that controlled the Barcelona City Council & the
Provisional Council as well as the Convergence and Union Party that controlled the Generalitat
(Botella, 1995, p 139-48; Appendix IV). The four Olympic sites (Montjuic, Diagonal, Vall
d’Hebron and Marina Park), the new neighbourhood Diagonal Mar (including high-priced
housing, hotels, leisure facilities, commercial outlets) and other restoration projects outside
the region was thus created. The tactics combined allowed “the Capital of the Mediterranean”
and the “Quality of Life” identity to emerge, positioning them as one of the leading European
cities (Thornley, 2011).
7.1 BARCELONA EVALUATION OF CAMPAIGN SUCCESS
The total spend mounted up to $9.4 billion (Appendix III), including rejuvenating constructions
outside the Games (Brunet, 1995). The noticeable strategy behind spending was that only
38.5% of total investments were focused on Barcelona, the remaining 61.5% was allocated
towards building work outside the city (Brunet, 1993). The impact of change was therefore
spread towards the outer regions, which was reflected to the perceived benefits and optimism
levels within as well as outside Barcelona. The general measurements undertaken by the
Spanish government were satisfaction levels of various stakeholders against ROI on
organisational and direct investments (representing 85.5% of Olympic expenditures) and
economic KPI related to local consumption by non-resident visitors (estimated at 46,090 million
pesetas; Brunet, 1993b: 105). Despite the ambiguity regarding whom the campaign benefitted
(Source: People’s Daily, 2014: Fish Sculpture Gehry) (Source: Sovibrant, 2014: The Communication Tower)

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most (Moragas and Botella, 1995), there was a noticeable increase of tourist visits via Barcelona
airport (domestic and international), employment rates and revenue streams from commercial
origin (investments of private/public enterprises) (Brunet, 1995). Surveys also indicated raised
expectation levels, street atmosphere, sense of security, access to facilities, public
transportation and traffic, life standard perceptions of Barcelona as well as foreigners’ city
impression rates (Brunet, 1993b: 109-110). Barcelona’s evaluation methods were considered
in better alignment with its activities and shows a greater priority towards its people.
8. SUMMARY OF KEY ELEMENTS
The purpose of highlighting the commonalities and contrasts in London’s and Barcelona’s city
branding campaigns is to identify and evaluate the features that might be relevant for the
development of the Location-Brand Equity Model.
The main contrast between the two campaigns was the intended mission behind the strategies.
Barcelona had clearly formulated a message to become “the Capital for the Mediterranean”
and the center for “Quality of Life”. London on the other hand mainly intended to spread
feelings of enthusiasm and inspiration during the Games. This meant that whilst London
focused on providing memorable events for citizens and visitors to participate in, Barcelona
utilized most of their resources to rejuvenate their city – thus focusing on historical buildings
and creating a certain feel or atmosphere from its built environment. Both however used the
opportunity to improve their city’s image and reputation as well as drive traffic into popular
and iconic areas. This highlights their use of iconography and symbolism. Creating a memorable
experience through stimulating the “senses” were detected in both but more in London in
relation to the human interaction provided by its ambassadors. Collaboration between
stakeholders enabled both cities to achieve their individual goals.
Finally, Barcelona’s evaluation methods were considered more aligned with their objectives. It
related it to various stakeholders (citizens, tourists and businesses) and to their perceived
benefits/satisfaction levels against economic improvements. London however seemed to focus
more on the key milestones and effect of increased visitor traffic and how these influenced the
UK economy.

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9. PRIMARY FINDINGS
When asking the first question “what comes to your mind when you think of this city?” the most
emerging theme was tourist locations, including historical icons such as the Big Ben and the
London Eye as well as places that drive cultural activities i.e. theatres. This was then followed
with the second strongest theme of London being a multicultural city – thus encapsulating a
lifestyle of the capital. Although these were mentioned most across varying respondents, the
final emerging theme: emotional attributes, which could be referred to as the city’s personality
traits (Kaplan, 2010), was only referred to once among all respondents. This shows that
collectively, people have created an image of London, which does show a correlation with
London’s Olympic initiatives as discussed in the analysis. However, in relation to the city’s
image, there was no unified personality trait across respondents, indicating an ineffective
communication approach in relation to the campaign.
Q1. EMERGING THEMES SUB-CATEGORIES
1. Tourist Locations Historical buildings
Monuments
Architecture style
Cultural heritage
2. Multicultural city Hub
Diversity
Social life
3. Emotional Attributes Inspiring
Solidarity
Generosity
Respect
Fun
Freedom
Dynamic
When asking the second question “what was the main reason for studying in this city?”
respondents showed more shared reasons or stakeholder interests; breaking down into the
quality and value of a London education, to learn English and the range of opportunities offered
by the city. The discussion of how these interlink with the London Olympic Campaign
effectiveness will be discussed in the analysis with the use of quotes.

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Q2. EMERGING THEMES SUB-CATEGORIES
1. Quality and Value of Education Central city in Europe in regards to education
London universities known worldwide
Educational system quality
Reputation of courses
Value of a London university’s certificate
2. To learn English London’s proximity to other European
countries
Build a future
3. More Opportunities Range of companies
The people and cultural lifestyles
Allows an adaptation of different cultures to
work in better conditions
10. DETAILED ANALYSIS OF FINDINGS
Analyzing the commonalities and contrasts between the two campaigns helps to identify what
areas within their approaches support or weaken the location brand-equity model. It also
identifies what initiatives were deemed more effective against others. Using the model as a
structure to evaluate the main campaign features allows the formulation of a more
contemporary and sustainable model for building a strong city brand.
The consumer based-brand equity model was first developed by Kevin Lane Keller (1993) and
explains from the perspective of the individual consumers that a brand must successfully
achieve the underlying building blocks before reaching the most desirable state for generating
brand loyalty. The adapted destination brand-equity model (Pike, 2008) below demonstrates
the differential effects of brand knowledge on stakeholder’s response to the marketing of that
brand. A strong city-brand equity thus occurs with brand familiarity and with favorable, unique
and memorable associations.

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10.1 BRAND SALIENCE
The model starts from building strong “brand salience”, defined as the degree to which a city
is carefully thought about when making a “purchase decision” (Daye, 2010). The decision of
what city to travel to, invest, study or live in reflects its ability to establish an unaided top-of-
mind presence with the target audience (Pike, 2008). According to Carmen et al (2004), this
begins with forming a unique city identity from a message. Here it becomes important to
distinguish cities’ image and identity –the first being created by marketers and the second: the
actual image held by stakeholders (Keller, 1993).
London’s messages of “hope for a better world, dreams and inspiration, friendship and fair play
as well as joy in the effort” (Girginov, 2013) were emotional by nature. These are effective for
building connections and increase perceived value between the brand and its audience (Brian
and Nowak, 2000). Utilizing this so-called associative learning principle is considered to
establish positive memories that are projected onto the city, making people remember them
fondly. This indicates London’s use of cause-related marketing (Brian and Nowak, 2000), which
provides the city with certain personality traits as revealed from several respondents:
(Source: Pike, 2008: 56)

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“When I think about London I think about an inspiring city”
“/…/ the first things that come into my mind are: Respect, multicultural, dynamic, advance.”
“/…/solidarity and generosity”
These personality traits relating to human qualities are transformative (Hendon and Williams,
1985) and enables the audience to relate the city to their own self-concept. This is deemed
effective for brands that have difficulties communicating a distinct benefit appeal and therefore
use emotions that are relevant across different stakeholders (Immler, 2014). However, three
out of the twenty respondents mentioned these personality traits, which shows its lack of
dominance. As they additionally were not shared between each other, London is considered to
have developed an incongruent identity among the student stakeholder group. It can however
be explained by the messages lack of correlation with the campaign’s most central features.
Adell and Burke (1987) therefore argue that an informative approach is more effective as it
ensures that the desired identity is created across a wide audience. It provides more control
for shaping the city image as it becomes communicated through tangible assets, i.e.
promotional material, slogans and even building work such as restorations of cultural heritages
(Dervin, 1981; Adell and Burke, 1987).
Barcelona’s messages were in relation to this argument much more aligned with its desired
positioning and execution, having the slogan “Capital for the Mediterranean” being
emphasized. This is an example of a city that in contrast to London stimulated its “feel” by the
newly built cosmopolitan atmosphere, which indicates several benefits i.e. economic growth,
improve life standards, reputation etc. Although these appeals relate to many stakeholders’
interests (IpKin and Dioko, 2013) it is worth considering that the preferred approach relate to
past events that have altered stakeholders perceptions. This becomes important because
campaigns can then utilize the opportunity as a crisis management to directly change its image
(Calavita, 2000).
London for example experienced the riots in 2011, which damaged the capital’s reputation
among 80% of businesses and 73% of firms believed it would trigger civil disorder upon hosing
the Olympics (BBC, 2011). Even China reported worries regarding London security system (BBC,
2011). Due to citizen’s behavior, London formed an identity of being violent, out of control and
lacking of standard (The Guardian, 2011) which helps explain the effort of utilizing the
campaign to change the attitude and morale of the inhabitants through inspiring events.

19
10.2 BRAND ASSOCIATIONS
The second layer of brand building is achieved from the quantity and quality of memory
structures (Vieceli and Alpert, 2002) This means that a city must subject its audience to a great
deal of favorable brand associations and ensure that these are relevant enough to be
remembered long-term (Romaniuk and Sharp, 2004). Primary research findings demonstrate
that London is mostly associated with tourist/historical places and iconic buildings.
“It's silly but the first thing I (still) think of are the monuments: Big Ben and the Tower Bridge.”
“The first thing I thought about was the historical buildings and the countryside…I think that
was from movies like Pride & Prejudice I used to watch back home”
“Big Ben and London eye...I guess tourist places because London is mostly a tourist place.”
“I think about the tourist aspects…I think mainly the famous buildings and the typical
architectural style…I just love it.”
This is directly reflected upon the utilization of symbolism and iconography, defined as the
intangible representation of images, places or objects through attached meanings (Cosgrove
and Daniels, 1988). This was effectively used in both campaigns where all events drew visitors
together to experience the cities unique physical attributes. The dominant associations among
respondents can be explained from two premises. People form an understanding from first-
handedly “meeting” the city brand (Crang 1998). Experiencing the built environment including
architecture, statues, monuments and new constructions is the first and most solid indication
whether London delivered on its promises (Holloway and Hubbard 2001). The second relates
to representations of London through films, novels, paintings, news reports etc. (Kavaratzis,
2007). It becomes apparent that respondents from the first and second quotes had formed
previous perceptions of London before visiting the city. Importantly, past sources may have set
expected benefits, which in turn may impact satisfaction levels when experiencing the city
(Vargo and Lusch, 2008; Ipkino and Dioko, 2013).
Promoting famous locations in London will create a “collective hallucination” (Keller, 1993) that
is a false representation of the reality. London is in fact divided into individually branded
boroughs with contrasting environments (Hankinson, 2011). This forms various sub-brand
associations, which risks disappointing visitors that experience London for the first time.

20
Barcelona gained its more successful adaptation towards various expectations from spreading
its city rejuvenation project outside its borders (Dinnie, 2011). This is how it managed to
provide hedonic value (Smith, 2005), forming “a coherent representation/meaning of the city,
one that is easy and pleasant to consume” (Balibrea, 2001: 189) from the outside in. The
contrasting initiatives of London and Barcelona are visualized through adapting the Social
Network Model of Scott, Cooper and Baggio (2007).
(Source: Your London, 2014)

21
Considering that successful city branding extends beyond city borders deviates from the
current ideas that initiatives should remain within a city. The main reason besides its impact
on expectations and satisfaction levels is that visitors and citizens cannot see clear lines for
when they enter the city domain. This means that even though they are geographically outside,
they may perceive it as being part of the city. This aspect was highlighted within Barcelona’s
City Model (see model on next page), where 63% was spent on rejuvenating the outer regions
which clearly had an economic impact.
(Source: Scott, Cooper and Baggio, 2007 –
Adaptation of the social network model to the case of Australia)
London: central branding
activities
Barcelona: holistic
branding activities

23
10.3 BRAND RESONANCE
Brand resonance represents the willingness to engage with the brand (Keller, 1993; Pike, 2008)
concerning the city as a whole or locations within. London was deemed most effective in this
regard, having more engaging events than Barcelona where the Olympic Ambassadors would
guided and supported visitors (Dinnie, 2011). The Ambassadors were a major asset to the
campaign and functioned as the physical representations of the city. The selected candidates
had the enthusiasm, inspiration, kindness and respect for others that matched London’s
desired brand emotions (McKean, 2003; Poynter and MacPury, 2009). These personality traits
were detected among respondents within brand salience. Allowing human interaction with a
brand adds uniqueness and memorability (McKean, 2003; Poynter and MacPury, 2009) which
becomes a source of successful brand-image creation (Widler, 2007).
10.4 BRAND LOYALTY
The previous mentioned stages of brand building were aimed at establishing an identity,
association and judgment towards the brand. This final stage of “brand loyalty” represents the
desired behavioral change of the audience. This usually translates into repeat visitations and
actively referring the city to reference-groups (Pike, 2007). Similar to the first stage of brand
salience, this too is directly linked with brand satisfaction. If the stakeholders’ perceived
benefits are met, it automatically translates into high levels of satisfaction (Vargo and Lusche,
2008). When asking respondents the second question regarding their reasons for choosing
London as a place to study, the main perceptions were for its educational reputation.
“Because London in my opinion has been a central city in Europe in regards to education. They
have a higher quality in that universities in London are known worldwide. I am even
considering taking my masters here.”
“I came to London to learn English and decided to stay to study at Uni as the English system
focuses on practical aspects combining them with useful theories.”
“My aim was to receive a complete and valuable education in a stimulating environment.”
“People, the cultural lifestyle and because of the top Unis that are located in London.”

24
“I really valued the quality and reputation of the courses and universities in London. If I were to
go back, I think would be better off than the others looking for a job”
As observed from the first quote, London’s repuation as the European capital for educational
standards encourage loyal behavior among the foreign students, i.e. studying a master’s degree
in the same city.The correlation between the first and second question (1) what comes to your
mind when you think of this city? and (2) what was the main reason for studying in this city? is
that London can be categorized into holding an objective and subjective city identity. The
objective identity may be similar across various stakeholder groups, which allows future city
branding campaigns to communicate one common city identity. If a branding campaign aims
at targeting a specific stakeholder group, the effective approach to trigger loyal behavior is to
communicate the particular audience’s subjective city identity. The communicated identity
forms expectation levels that needs to be satisfied even after the campaign. If these
expectation levels are not met, then their perception and image of the city will change. This
alters the hierarchal Location Brand-Equity Model into a circular process as explained below.
11.THEORETICAL IMPLICATIONS
The brand building model has previously been visualized as a hierarchy (Pike, 2005), stipulating
that an upper building block cannot be realized without a successful completion of lower blocks
(Keller, 1993). Although it provides a structural approach for measuring performances of
branding initiates (Pike, 2005), it has been defined as an unrepresented model for the building-
and evaluation process of successful city brands. The analysis identified a relationship between
expectation-and satisfaction levels (Vargo and Lusche, 2008; Ipkino and Dioko, 2013), which
was most important between brand salience and loyalty. This developed model connect the
lowest and highest blocks, which form a circular model where expectation levels set a
benchmark for assessing new city experience. That bond becomes a point of risk or opportunity
for either strengthening or weakening the brand.
As mentioned previously, stakeholders form expectations of the city image from various
sources (past experiences, news/films etc. or from visiting the cities outer regions). Meeting or
surpassing these expectations increases satisfaction levels, leading to loyalty and economic
benefits for the brand. If however the city campaign fails to reinforce the objective or subjective
city identity, a new city perception will be formed that will subsequently affect associations,
resonance and loyalty levels.

25
The amended model has attempted to categorize branding tactics for each building block in
relation to the generated effect on the audience. Noticed throughout the analysis was however
the difficulty to place branding tactics and their effect into distinct building blocks - showing
that the reality of city branding and identity-creation is a combination of various tactics that
stretches across the building blocks. This means that achieving brand equity depends on the
skillful execution of the individual tactics.
2. Knowledge & Liking
3. Purchase & Preference
1. Awareness
BRAND LOYALTY
BRAND SALIENCE
BRAND ASSOCIATIONS
BRAND RESONANCE
Unique & consistent message
Informative approach
Comm. of physical assets
Strong media relations
Network approach
Iconography & Symbolism
Urban rejuvenation
Neighbourhood restorations
Outside city-boarder branding
Local engagement & participation
Use of sensory attributes
Brand ambassadors “human touch”
Multi-stakeholder collaboration
Reinforcement or
reformation of city identity
HIERARCHY OF EFFECTS
(Originator: Jeppsson, 2014)

26
12. RESEARCH LIMITATIONS
The selected methodology and sample was considered appropriate and convenient due to the
time restrictions and limited resources. Being geographically restricted towards respondents in
London additionally prevented primary findings about the city identity of Barcelona, which
would have provided a more comprehensive analysis. However, no attempt was made to
include more than one stakeholder group as comparing findings between stakeholders was
outside the purpose of this study.
Moreover, it is acknowledged that the development of the Location Brand-Equity Model
encompasses findings from one stakeholder group and therefore recommends that further
research aims at expanding findings across other audiences. It additionally only provide tactical
insight in relation to the Olympic campaigns where objectives, strategies and tactics may be
different from other city branding initiatives.
The developed location brand-equity model does however becomes representative of the
stated stakeholder group and selected campaigns. Its wide acceptance as a reliable measuring
tool additionally provides validity for using it in this particular thesis.
13. FUTURE RESEARCH OPPORTUNITIES
It is encouraged that a comparative study is conducted with other stakeholder groups to
confirm findings. Another area of future investigation is to examine the implications on city
branding messages and strategies for stakeholders that exhibit more than one city brand
identity or meaning. To generalise the findings it is additionally worthwhile to conduct in-depth
interviews with city branding managers at council levels or branding agencies to identify their
individual branding processes and perceptions of their city.

27
14. CONCLUSION
The London Olympic Campaign 2012 was been compared with The Barcelona Olympic
Campaign to evaluate their effectiveness for the development of the widely used brand
performance framework: the Location-Brand Equity Model. Secondary research findings
identified that the London campaign focused mainly on emotional messages, the utilization of
historical locations and stakeholder engagements. Barcelona on the other hand used most
resources for rejuvenating the city and extending its construction work beyond the city borders.
They managed to improve the city life standards and position themselves as the “Capital of the
Mediterranean”. Whilst identifying London’s city characteristics, findings revealed that its
identity could be divided into objective and subjective city identities. The majority of objective
views associated London to its iconic buildings whilst the minority identified it in relation to
personality traits. The subjective identity was correlated to the foreign students’ interest and
therefore developed the identity of London as the European capital for educational standards.
For communicating its desired identity, cities need to consider the relationship between brand
expectations formed at the salience stage and satisfaction levels at the loyalty stage. This
perspective modified the hierarchal model of Location-Brand Equity into a circular process that
demonstrates a better representation of the building-and evaluation process of successful city
brands. It implies that cities must consistently meet or surpass stakeholders’ expectations as
failing to do so will impact the identity held and therefore alter associations. Cities’ success are
consequently dependent on the skillful execution of identified branding tactics.
The importance of findings and theoretical developments is related to the lacking city branding
evaluation techniques against economic impact. It provides more understanding of what makes
successful city branding through identifying effective tactics and strategies and provide clearer
guidelines for future brand building practices.
Future Olympic hosting cities should consider identifying the objective and subjective city
identities held by various stakeholders and attempt to meet these through a combination of
various tactics. The informative approach to communications was evaluated as most effective,
utilizing slogans, a brand-representation from Olympic Ambassadors and utilization of urban
iconography. Extending city branding initiatives beyond the city borders is important and
differentiates from the current ideas that initiatives should remain within the city boundaries.

28
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17.APPENDECIES
APPENDIX I: Population Density in Europe 2013 (EU, 2013)
APPENDIX II: Collected Respondents’ Answers
Q1. What is the first thing that comes to your
mind when you think of this city?
Q2. What was the main reason for studying in
this city?
Respondent 1
Sweden
Hub London has everything I need
Respondent 2
Egypt
Freedom I know that the unis in London were going to
provide me with the education to give me a
proper job. You have a better chance of having
a good career if I study in London than if I
studied alone. I also wanted to experience
another culture and learning English.
Respondent 3
Algeria
Fun Lots of opportunities.
Respondent 4
Pakistan
London eye Quality of education and the importance of a
business degree.
Respondent 5
Iraq
Big ben and London eye...I guess tourist
places because London is mostly a tourist
place.
Because of the value of certificate and
education. In my country, I would get a good
opportunity for getting a job with this
qualification.

36
Respondent 6
Germany
Fashion and shopping The course I wanted to study wasn't available in
my home country so I decided to go to London
Respondent 7
France
It's silly but the first thing I (still) think of are
the monuments: Big Ben and Tower Hill.
The main reason I chose to study in London is
because it was very accessible from Paris but
still I could learn English like if I was in the US or
Australia, you see what I mean.
Respondent 8
Thailand
A city with loads to do with loads of
(multicultural) people.
Was born and raised in a capital and didn't think
any other city in England than London that
would have the same to offer
Respondent 9
Italy
Opportunities and multicultural
environment
I came to London to learn English and decided
to stay to study at Uni as the English system
focuses on practical aspects combining them
with useful theories. My aim was to receive a
complete and valuable education in a
stimulating environment.
Respondent 10
Vietnam
Multicultural People, the cultural lifestyle and because of the
top uni's that are located in London.
Respondent 11
America
Cockney accents I just fell in love during a study abroad
programme
Respondent 12
Bangladesh
I think of all the experiences that you can
have in the city, there is so much to do here
from the different markets, vintage shops,
the theatres, the bars where you can listen
to live music and the amazing places to eat.
There is just so much that can be do, no one
will ever get bored.
It’s one of the greatest cities in the world and
the only place where I feel most at home.
Respondent 13
Romania
Diversity Quality and content of courses
Respondent 14
Spain
When I think about London I think about an
inspiring city
The main reason for choosing London as a place
to study was because I wanted to continue my
studies in English as I believe the study method
is more practical (more theory put in practice)
compared to the Spanish study method and
because I love London, I believe this to be an
amazing city
Respondent 15
Iran
When thinking of London I see a small
world, very touristic. The city itself is
beautiful, very attractive with lots of
distractions but also with lots of
opportunities. As a capital, lots of large
companies have their headquarters there.
It’s a good place to start your life, learn
English and make great contacts. Especially
for European students since its closer than
the US.
I chose London for its proximity to France and
my family, and because I wanted to be
surrounded by different nationalities and
culture ...my boyfriend being Italian. Nowadays
it’s important to open yourself to the world and
adapt yourself to different cultures because
companies employ more and more people from
all around the world and it’s important to be
able to adapt yourself to it in order to work in
better conditions
Respondent 16
Portugal
When I think about London the first things
that come into my mind are: Respect,
multicultural, dynamic, advance.
I chose London because the teaching system is
more practical and the degree is worldwide
recognised.
Respondent 17
Denmark
The first thing I thought about was the
historical buildings and the countryside…I
I really valued the quality and reputation of the
courses and universities in London. If I were to

37
think that was from movies like Pride &
Prejudice I used to watch back home.
go back, I think would be better of than the
others looking for a job.
Respondent 18
Greece
I think about the tourist aspects…I think
mainly the famous buildings and the typical
architectural style…I just love it.
The education in London is much better than
that in Greece and now is my chance to build
my future.
Respondent 19
Norway
Theatres and the fact that it’s one of the
world’s major metropolitan cities, it’s so
multicultural.
I chose London because there are so many
more opportunities here. Both in relation to
education and employment.
Respondent 20
Latvia
Richer social life and lack of social service,
solidarity and generosity
Because London in my opinion has been a
central city in Europe in regards to education.
They have a higher quality in that universities in
London are known worldwide. I am even
considering taking my masters here.
APPENDIX III: Financing the Barcelona Games

38
APPENDIX IV: Political Contributors to Barcelona ‘92
APPENDIX V: London Olympic Game Budget Breakdown (LOCOG)

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