A good presentation to understand with the example of Lyon (city located in France) how to brand a territory from a marketing point of view. The development of territories and cities as a marketable product has led to competition between them for inward investment and government funding. It is often manifested in the attempts by cities to attract international sporting events, funds, business and people. This work has been done by Arianna Guiliodori and Mohamed El asri during the executive MBA Paris-Sorbonne University program in 2014.

1. Arianna GIULIODORI - Mohamed EL ASRI
21st November 2014
Executive
MBA 9
1

2. ONLYLYON International Marketing Strategy
Executive MBA Paris-Sorbonne University – 2014/2015
Case study realized by :
2
Mohamed EL ASRI
Director of International Sales and Distribution
m.elasri@yahoo.fr
Arianna GIULIODORI
Policy Advisor
arianna.giuliodori@coldiretti.it

3. Agenda
1. Introduction
2. Context and Definitions
3. Lyon Background Information
4. Marketing applied to the City of Lyon and its Internationalization strategy: ONLY LYON
5. The festival of lights to shine up on the international scene
6. ONLY LYON today and tomorrow
7. Open Questions
Annexes
3

4. 4

5. I have the strong conviction that the national and local environment plays a central role
in the companies competitiveness.
Each country has characteristics which allow its companies to create and to maintain
comparative advantages in certain fields. This is called the competitive advantage of nations.
These characteristics do not only depend of the local companies behavior
but on the national and local public strategies and policies.
Michael Porter ‘’The competitive advantage of nations’’ April 1990
Introduction
5

6. 6

7. City Marketing
City : Public space
Public good, belongs to every citizen
City is not a good and must represent everyone
Marketing : Business space
Markets anc customers needs inderstanding
Business, profits, margin…
The city marketing is an approach which applies marketing techniques to the promotion and valuation of cities.
In the globalized world and with the increasing importance of metropolisation phenomenon,
the stake for cities consists in attracting people, companies and capital to consolidate their growth and create value.
Definition of city marketing
More on City Marketing in Annexe
7

8. Importance of city marketing
8

9. Importance of city marketing
9

10. Definitions : Internationalisation Strategy for a town
In order to remain competitive and continue to improve the quality of life and well-being for all residents,
local and regional leaders need to see that :
• their greatest competition may not be with each other but with other cities around the world,
• investments in core regional assets, such as education and infrastructure, are critical,
• small businesses can be a vital source of economic growth,
• institutions of higher education and students can enable powerful global connections and
• foreign investors can be effective development partners.
The solutions rest in the ability of city and regional leaders to enable a competitive business environment at home
and to foster meaningful linkages with the rest of the world.
Source: Strategies for Globally Competitive Cities - National League of Cities - Washington DC - 2011
10

11. 11

12. Lyon Background Information
- Capital of Rhône-Alpes region
- Second largest city of France
- Lyon intra-muros : 468 300 habitants
- Lyon area : 2,6 millions inhabitants
- Rhône-Alpes region : 6 millions inhabitants

13. Lyon Background Information
Lugdunum is the Gallo-Roman name of Celtic origin of the current city of Lyon,
established officially in 43 BC by Lucius Munatius Plancus
Lyon was capital of Gaulle Kingdom under the Roman empire
The city kept an importing architectural heritage coming from the roman time and the Renaissance century.
Old Lyon districts, Fourvière hill, the Peninsula and the slopes of Croix-Rousse are on the UNESCO world heritage list.
Fourvière hill Old Lyon district Croix-Rousse Peninsula

14. Lyon : silk capital in the Middle Ages
European Silk road in the 15th century
Silk factory in Lyon
(15th century)
Lyon Silk products

15. Lyon Background Information
- 1 500 companies decision centers : Sanofi Aventis, bioMérieux, Seb group, Renault Trucks,
Bayer CropScience,… and many others.
- International worlwide institutions: Interpol, Euronews, International Research Cancer
Institute, OMS, un des deux seuls laboratoires P4 en Europe.

16. Lyon Background Information
Jean Paul Bocuse chef
Lyon G7 summit in 1996Jean Paul II in Lyon (1986) Guignol theatre
Traditionnal restaurant
‘’Bouchon Lyonnais’’
Best food city in the world

17. Lyon rival French cities
Paris / French capital
French riviera
Lyon has been hidden for long time by Paris and Cannes
Lack of notoriety on international plan 17

18. The awareness
The awareness took place in 2006 during the American biotechnologies trade show in Chicago
Lyon city mayor did two reports during this event :
- Lyon is not or little bit known on international plan
- All Lyon’s institutional and entrepreneurial key people were present in a big disorder :
(Each with its banner, its logo, its name, its figures and its own international development strategy)
Gérard Collomb / Lyon city Mayor
Gerard Collomb ambition was :
- To Increase Lyon’s notoriety on international plan et make people coming to Lyon (Tourists, decision makers, businesses…etc)
- Lyon must ‘’play’’ with the biggest cities as London / Berlin / Barcelona / Milano or Amsterdam
2007 : Set-up of a structured strategy for Lyon and all the stakeholders
18

19. 19
19

20. ONLY LYON
• Concerns and Challenges
• Only Lyon Ecosystem: the partners
• TSP process: targeting, segmenting, positioning
• The Marketing Mix
• Management: The role of Aderly
• Only Lyon brand’s range: Only Vins, Invest In Lyon, BoostIn Lyon
• Competition
20

21. ONLY LYON: concerns and challengs
21
• ONLY LYON, created in 2007, is the answer to the need of building Lyon’s
international reputation.
• It includes a set of strategic objectives:
• Make Lyon better known
• Generate appreciation for Lyon
• Bring people to Lyon
• It is at the same time the BRAND and the INTERNATIONAL MARKETING
PROGRAMME

22. ONLY LYON Ecosystem: the partners
22

23. ONLY LYON: TSP process
23
The focus is on people who travel at least four times a years for personal or professional
reasons and who come from one of the following geographical regions:

24. Traditional 4P :
• Product
• Price
• Placement
• Promotion
•City Marketing: «7P+I » Rethinking the marketing mix in the
sense of the right « territorial mix » to improve the town’s attractiveness
• Product
• Price
• Placement
• Promotion
• Political Power
• Public Opinion
• Client’s Pleasure
• Influencer
24
City Marketing Mix: 4P or 7P+I?
Articulating the Offer to
potential Clients
Source: Réussir son Marketing Territorial en 9 étapes, Gollain, CDEIF
Stimulating Results in
terms of Attractiveness
Tools to indirectly
increase demand

25. ONLY LYON: the marketing mix
25
Product Price Placement Promotion
• An attractive place to live
in
• The right place to work, to
set up one’s own business
and invest
• The right destination for
leisure and business travels
• More attractive than Paris
and Geneva for companies
to set up (ex. price per m2,
start up accelerator
BoostinLyon, Lyon World
Economic Center, …)
• More interesting for
people to settle in (schools,
family facilities, …)
Aderly (projects and
location team) action:
facilitating and advising the
establishment of companies
in the Lyon region.
Office of Tourisme:
attracting leisure and
business travelers
How ONLY LYON is
communicating about the
project, how it brings to
their targets the right
information for a successful
nternationalization strategy
See upcoming slides
Political Power Public Opinion Client’s Pleasure Influencers
Elected Representatives:
establishing long term
relationships with other
territories and cities, to
open up business
opportunities (Ex. Dubai)
• « Addicted to Lyon »
campaign externally and
« Accro to Lyon » internally.
• Ambassadors network:
taking Lyon next to people
living abroad
Improve loyalty through
listening and exclusive
partnerships:
• Private Partners Initiative
• The Sky Room
Integrating the strategic
network of Chambers of
Commerce, Embassies,
Internationalization
institutions in the OnlyLyon
strategic programme.

26. ONLY LYON: the marketing mix – Focus on the 4th P - PROMOTION
26
• Communication strategy and campaigns
With the launch of the new “Addicted to Lyon”
communication campaign in 2012, the image of
Lyon is now represented by the cosmopolitan
faces of people who have come from all over the
world and who have chosen Lyon for their work,
business, studies or simply for its quality of life.

27. ONLY LYON: the marketing mix – Focus on the 4th P - PROMOTION
27
• Public Relations
• Series of events in key areas:
• North America (Canada and USA),
• Dubai,
• Asia and particularly China, Japan and Korea,
• Brazil
• Only Lyon On Tour 2012 through 9 major European Cities
(Barcelone , Madrid, Rome, Strasbourg, Geneva, Paris, Frankfurt,
London, Brussels)
The strategy aims at capitalizing on the very good synergies created
around these international delegations between ONLYON partners and
their overseas partners, with this “knowledge-sharing” approach being
a key element of the ONLYLYON ecosystem and to build new relations
above all in Asia.
Watch the video

28. ONLY LYON: the marketing mix – Focus on the 4th P - PROMOTION
28
•Media Relations
• 1st strategic axis to have been put in place
when the ONLYON programme was created
• The ONLYLYON press strategy aims to
create international media status by
promoting Lyon through the world’s key
media outlets, thus bringing a solid
reputation and legitimacy.

29. ONLY LYON: the marketing mix – Focus on the 4th P - PROMOTION
29
•Ambassadors
• A way to boost Lyon’s international profile.
• 15,000 members
• Whether ‘Lyonnais’ by birth or adoption, living
in the city or elsewhere, they contribute to
Lyon’s international reputation through their
activities and attachment to the city by
organising promotional initiatives involving
personal or professional contacts.

30. ONLY LYON: the marketing mix – Focus on the 4th P - PROMOTION
30
•Social Networks

31. ONLY LYON: the marketing mix – Focus on the 4th P - PROMOTION
31
•Spin-Off Products
Only Lyon On Line Store
Branding of spin-off products is an essential
marketing tool.
Whether with regard to souvenirs aimed at tourists
or business gifts, ONLYLYON took up the challenge
in 2012 of harmonising its communications with
the range of spin-off products for sale to the
greater public.

32. ONLY LYON management and coordination: the role of ADERLY
• Aderly is the Lyon Area Economic Development Agency.
• Founded and composed by:
32
;;;;;

33. ONLY LYON management: the role of ADERLY
33
Since 2007, Aderly manage and coordinates the ONLYLYON programme through a dedicated team:

34. ONLY LYON brand’s range
34
•Invest in Lyon: Aderly - Business Development Agency
•BoostIn Lyon: Start Up Business Accelerator
•Only Lights – Festival of Lights
•Onlymoov: traffic information
A flexible brand able to adapt to several initiatives, actors, activities:

35. 35
An evolving brand
A communication
that evolves and
adapts itselfs to
new challenges
« Ces nouveaux messages viennent exprimer la diversité de l'offre du territoire, de ses acteurs […]
Peu de villes arrivent à mettre en musique sur une même partition une telle diversité : c'est ce que nous voulions mettre en avant »
Jacques de Chilly, Directeur Aderly

36. ONLY LYON: Competition
36
Business Competitors:
Geneva
Frankfurt
Tourism Competitors:
Amsterdam
Barcelona
Brussels

37. 37

38. Culture as internationalisation leverage
1643 : Lyon’s authorities (religious and political) asked Virgin Mary protection from plague
1852 : Set-up of the first light festival (religious celebration originally) to thank the Virgin Mary
for having protect the city of Lyon in the Middle Ages from the plague which struck South of France
38

39. Culture as internationalisation leverage
1989 : Lyon launched is first lighting plan (political, technical and artistic approache)
Enlighting of Lyon city with lighting of more than 250 sites
Target : Light is a full component of the town planning turned to the esthetic and the well-being
(light as art and not only safety)
1999 : The city of Lyon decided to set-up a light festival every December 8th during 3 days
39

40. Culture as internationalisation leverage
Nowadays Lyon lighting festival is :
80 lighting projects in the city and Lyon area
47 private partners
1,8 million euros yearly budget
4 millions visitors from all over the world
All hotels in Lyon and region fully booked during these 3 days festival
Turn-Over multiply by 3 for all bars and restaurants
A worlwide recognition of Lyon’s know-how in lighting
40

41. Culture as internationalisation leverage
Lyon capitalizes on the cultural recognition generated by the lights festival to attract lighting professionals and
strengthen its expertise on an international level :
1996 : Philips set-up an experimental research and development center (North Est Lyon) of 47 000 square
meters to test all kind of external lighting (2500 visitors / year from 30 countries)
41

42. Culture as internationalisation leverage
Since 2002 : Lyon welcomes every year the ‘’lighting
professionnal meetings’’ and ‘’Lumiville’ first
professionnal exhibition specialized in lighting and
external lighting (14 500 visitors from 37 countries)
2002 : Set-up of the light cities network ‘’LUCI : Lighting
Urban Community International, real worldewide
window of Lyon excellence in external lighting know-
how(70 members / 54 cities)
2008 : Set-up of the first ‘’lights cluster’’ that federate
300 entreprises and 10 000 jobs in Lyon area.
42

43. Culture as internationalisation leverage
Lyon companies are recognized all over the world for their outside lighting know-how
Lighting of Twin Towers Kuala Lumpur (Malaysia)
Lighting of Ermitage Museum Saint-Petersburg (Russia)
Lighting of Corcovado Rio Janeiro (Brasil)
43

44. Culture as internationalisation leverage
Lyon is now exporting its Festival of Lights to Dubai !
44

45. 45

46. ONLY LYON today …
46

47. … And tomorrow : future developments
•Deeper focus on :
• How to increase the private participation to Only Lyon activities
• How to improve the Ambassadors network and make it more « professional »:
• How to recruiting ‘’independent and spontaneaous’’ ambassadors
• How to reward them
• More regional approach (including Saint-Etienne or Grenoble in the project)
• Stronger accent on CULTURE
• Leveraging the SMART CITY concept to create a new competitive advantage on the international
scene:
• Exemple: Leading the Opticities European project for smart mobility
• Further development of INNOVATIVE TECHNOLOGY START-UPS
• Recent « French Tech Metropole » label (November 2014)
47
On-going discussion on the Action Plan 2015-2017
(should be approved in March 2015)

49. OPEN QUESTIONS FOR THE DEBATE
What are the main differences between a
company and a town Marketing Mix?
49
What are the key elements for a successful
city town approach according to you?
Which are the towns that are best
positioned in their city marketing activity
according to you?

50. Arianna and Mohamed
21st November 2014
Executive
MBA 9

51. 51

52. List of Annexes
1. Interview with Aurélie Moretto
2. Context: the role of cities – selected studies by the OECD and the European Commission
3. More on City Marketing – Marketing urbain
4. Videography
5. Bibliography
6. Web Sites
52

53. Interview: Aurélie Moretto, Communications Manager Only Lyon
Entretien avec Mme Aurélie Moretto
Responsable Communication Only Lyon
Entretiens réalisés les 8 et 9 Octobre 2014
moretto@onlylyon.com
Arianna et Mohamed : Dans le plan d’action ONLYLYON 2012/2014 la CIBLE a été précisée[1]: quels critères de segmentation ont été
retenus? Comment la cible a-t-elle évolué dans le temps?
Aurélie Moretto : La marque Only Lyon a été créée en 2007. Depuis, une équipe opérationnelle établie par les 13 fondateurs travaille sur la
définition de la cible.
Le premier critère utilisé concerne les villes et les profils déjà ciblés par les entités fondatrices ouvertes à l’international (principalement
l’Aderly, l’Aéroport Lyon Saint-Exupéry, l’Office du tourisme et la ville de Lyon).
Ces acteurs ont également mis en évidence les secteurs économiques clés pour la ville et son agglomération: les sciences de la vie, les
écotechnologies et les nouvelles technologies au sens large.
Ensuite un cabinet spécialisé a élaboré les profils des gens, sur la base des atouts de la ville, dans le but de trouver un dénominateur
commun à tous les partenaires.
Pour ce qui concerne la Cible n.1 (Cercle 1 : Paris, Londres, Francfort (et/ou Munich), Amsterdam, Milan, Bruxelles, Dubaï[2]), elle a été
logiquement déduite des relations existantes et a donc un intérêt à court terme.
La Cible n.2 (Cercle 2 : Boston, New York, Montréal[3], Shangai, Canton, XIan, Sao Paulo, Séoul, Tokyo, Istanbul) représente la dimension
géographique à fort potentiel à moyen et long terme.
[1]“Le focus concerne les personnes voyageant au moins 4 fois par an pour raison personnelle ou professionnelle et originaires” de 2 zones géographiques: Cercle 1 (Impact à CT et MT): Paris, Londres, Francfort (et/ou Munich),
Amsterdam, Milan, Bruxelles, Dubaï; Cercle 2 (Impact à MT et LT): Boston, New York, Montréal, Shangai, Canton, XI an, Sao Paulo, Séoul, Tokyo, Istanbul”.
[2] Par exemple, Lyon a exporté à Dubaï la fête des Lumières, sur la base d’un partenariat avec la ville de Lyon.
[3] Par exemple, une délégation de la ville de Lyon était en mission à Montréal et New York pendant le déroulement de l’entretien (9 octobre 2014) pour assurer la promotion de la ville de Lyon. Le focus thématique de la visite étant
les “smart cities” (Le quartier de la Confluence étant à l’avant garde en France sur ce sujet) et l’innovation technologique liée au web.
53

54. Interview: Aurélie Moretto, Communications Manager Only Lyon
Entretien avec Mme Aurélie Moretto
Responsable Communication Only Lyon
Entretiens réalisés les 8 et 9 Octobre 2014
moretto@onlylyon.com
Arianna et Mohamed : A’ l’approche de l’année 2015, est-ce que vous pouvez nous expliquer quelles sont les grandes lignes
stratégiques futures pour ONLYLYON à l’international ?
Aurélie Moretto : La réflexion sur les nouvelles lignes stratégiques 2015-2017 est en cours, après avoir conduit une action de
benchmark. L’approbation est attendue pour le mois de mars 2015.
Parmi les pistes de réflexion figurent le crowd-sourcing pour Only Lyon, afin de créer de nouveaux liens avec les entreprises et
favoriser l’installation de nouvelles entreprises et de start up.
On souhaite également continuer dans l’élargissement des thématiques d’intérêt: au début le focus était totalement économique
(notamment nouvelles technologies et tourisme). Ensuite on a élargie à la culture[1] et au sport. D’autres options sont donc à l’étude.
[1] L’orchestre de Lyon a récemment promu l’image de la ville lors d’un concert au Japon, à travers un événement organisé à l’ambassade de France, accompagné d’une conférence de presse.
54

55. Interview: Aurélie Moretto, Communications Manager Only Lyon
Entretien avec Mme Aurélie Moretto
Responsable Communication Only Lyon
Entretiens réalisés les 8 et 9 Octobre 2014
moretto@onlylyon.com
Arianna et Mohamed : Question portant sur le réseau des Ambassadeurs. Quel est le fonctionnement du réseau au niveau des
différents relais pays, de la coordination des activités, des “obligations”?
Aurélie Moretto : Le réseau des ambassadeurs se base principalement sur une action bénévole de Lyonnais qui ont quitté la ville de
Lyon pour s’installer à l’étranger, souvent dans un contexte de métiers de la communication à l’international. Il n’y a pas d’unicité
d’approche, car tout dépend de l’engagement de ces personnes.
Les événements organisés sont surtout du networking et de l’afterwork.
Quand une délégation de la ville est sur place, on essaye de créer des synergies.
Une réflexion est en cours sur comment professionnaliser ce réseau, le structurer et permettre aux ambassadeurs d’être plus actifs
(par exemple en gérant les invitations aux événements en direct).
On se pose aussi la question d’une éventuelle rémunération des ambassadeurs, qui pourrait être utile pour monter en puissance.
55

56. Interview: Aurélie Moretto, Communications Manager Only Lyon
Entretien avec Mme Aurélie Moretto
Responsable Communication Only Lyon
Entretiens réalisés les 8 et 9 Octobre 2014
moretto@onlylyon.com
Arianna et Mohamed : Comment convaincre les entreprises de s’installer à Lyon? Quels sont les arguments utilisés?
Aurélie Moretto : Les arguments sont variés et nombreux :
•Le prix par mètre carré est beaucoup moins cher qu’à Paris
•2ème centre d’affaires de France
•Ville située au cœur de l’Europe
•Infrastructures de transport très développées (à 2 heures de Paris en TGV)
•Dynamisme des start-up
•La qualité de vie
•130 000 étudiants
•élue ville préférée de jeunes cadres
56

57. Interview: Aurélie Moretto, Communications Manager Only Lyon
Entretien avec Mme Aurélie Moretto
Responsable Communication Only Lyon
Entretiens réalisés les 8 et 9 Octobre 2014
moretto@onlylyon.com
Arianna et Mohamed : Quelles sont les villes concurrentes? Barcelone, Genève, Milan? Pourquoi?
Aurélie Moretto : Concernant l’attractivité économique, la ville est en concurrence directe avec Francfort ou encore Genève située à
1H30 de Lyon. Toutefois Lyon entretien une relation particulière avec Genève qui est à la fois concurrente et ‘’cliente’’. En effet, de
nombreux habitants et visiteurs de Genève viennent régulièrement à Lyon pour de courts séjours dans le cadre de tourisme d’affaires
ou en privée.
Pour ce qui concerne le tourisme, Lyon est en concurrence directe avec Barcelone, Amsterdam et Bruxelles.
Arianna et Mohamed : Quelle est la part des investisseurs privés dans le capital d’Only Lyon ?
Aurélie Moretto : réponse mail du jeudi 9 octobre 2014
La participation des partenaires privés dans le capital d’Only Lyon est de 10 %.
57

58. Context : the role of cities
• The Urban Paradox - The acceleration of urbanisation has strengthened the weight of large cities, or metropolitan regions. Today, more than half (53%) of the
total OECD population lives in predominantly urban regions. […] A number of factors explain the advantages of large agglomerations in generating higher
output per capita and productivity: Agglomeration economies, concentrate R&D activities and generate innovation , greater endowments of capital (human
and physical). Yet the growth capacity of metro-regions should not be overestimated, as metro-regions are not always synonymous with success: exclusion,
poverty, congestion costs, negative externalities. The combination of economic advantages and difficulties posed by the rise of metro-regions presents a
number of strategic choices or dilemmas that confront policy makers. Source: OECD Territorial Reviews , Competitive Cities in the Global Economy, 2006
• Economic globalisation and the subsequent intensification of inter-city competition have caused a profound change in the governance of cities. It is the change
in the mode of policy planning from managerialism, which is primarily concerned with effective provision of social welfare services to citizens, to
entrepreneurialism, which is strongly characterised by proeconomic-growth strategic approaches, risk-taking, innovation and an orientation toward the private-
sector . […] Urban entrepreneurialism involves fundamental change in the attitudes towards, and relationship with, the private sector, being both proprivate-
sector and willing to collaborate with it. Strategic alliances were formed between the public and private sectors, and public-private partnership provides the
essential institutional framework for cities to compete in the global market by combining private resources and expertise with local governmental powers. […]
The essence of urban entrepreneurialism is to apply innovative thinking to policy planning in a strategic way, based on long-term vision. Such attitude is an
essential property not only of competitive private enterprises in the global market, but also of competitive cities in inter-city competition on a global scale.
Urban entrepreneurialism should manifest itself in identifying and building up unique local assets, in harnessing “old policy tools” with totally new perspectives,
and in mobilising the collective potential of all the actors in the local economy by motivating and empowering them. Source: OECD Territorial Reviews,
Competitive Cities: A New Entrepreneurial Paradigm in Spatial Development, 2007
• A city is not only a ‘space of place’, but with the rise of global interactivity it increasingly becomes a ‘space of flows. Cities can be regarded as nodes in global
networks of multinational firms. Some European cities play more prominent roles as hubs. They not only have stronger business links to other European and
non-European cities, but are also positioned higher in the hierarchy of these networks in terms of control of decisions and investment flows. Through their
firms, these cities have the advantage of a stronger and more direct connectivity with global financial and technological centres. […] A city’s position in global
networks is highly path dependent and often anchored through positive historical circumstances, long-term private and public investments, location-based skills
etc., making them difficult to replicate or modify. A key challenge for cities is to understand the role their firms play in international networks and how their
positions may be strengthened. Good connectivity is of primary importance for this – connectivity to markets and to technological and financial resources, but
also connectivity to cultural trends Source: European Commission, Cities of Tomorrow, 2010
58

59. More on City Marketing (Marketing Urbain)
• Le marketing territorial est l'effort de valorisation des territoires à des marchés concurrentiels pour influencer, en leur faveur,
le comportement de leurs publics par une offre dont la valeur perçue est durablement supérieure à celle des concurrents.
•Il s’agit d’un outil au service de la différentiation des territoires à travers la construction et la gestion d’une image singulière à
partir de leur identité et qui sera diffusée sur un marché mondialisé. Ainsi, le marketing urbain est utilisé par les territoires en
réponse à leur besoin d’accroître leur compétitivité et leur attractivité . Il est un outil du management territorial et suppose
donc, par son action, le principe de gouvernance territoriale
• Le marketing urbain, en tant que nouvelle discipline, ne peut se cantonner à de simple transposition d’outils du secteur privé et
se doit d’adapter et de construire des pratiques en adéquation avec la nature et la complexité de son objet sous-jacent à savoir
le territoire.
• «l’ensemble des analyses, stratégies, actions et contrôles conçus et mises en œuvre par l’autorité de gestion urbaine et par les
organismes qui dépendent d’elle dans le but, d’une part, de mieux répondre aux attentes des personnes et des activités de son
territoire, d'autre part, d'améliorer la qualité et la compétitivité de la ville dans son environnement concurrentiel »
• Il a pour finalité stratégique d’accroître l’attractivité et d’augmenter la compétitivité du système métropolitain en créant des
éléments d’identification et de différenciation afin de se rendre visible et lisible sur un marché mondialisé.
59

60. Videography
Le film ONLYLYON : Lyon, la ville idéale pour s'implanter, étudier, innover, créer, vivre !
https://www.youtube.com/watch?v=nhrHSKIL7mk
ONLYLYON in action 2014
https://www.youtube.com/watch?v=ya4l7wARGI0&list=UUYUC3EBGEUTrdtY92dypv3Q
ONLYLYON : nouvelle communication ! 2012:
http://www.youtube.com/watch?v=ZPoYLd7TIuc
ONLY LYON, tourisme 2009
http://www.youtube.com/watch?v=o233BLKNmec
Lyon internationally (1ère édition concours ONLYLYON Buzz clôturée), 2012
http://www.youtube.com/watch?v=ZADGwYtPTkA
ONLYLYON on Tour 2012
http://www.youtube.com/watch?v=miT8qjJslrE
Fête des Lumières Lyon 2014 – Teaser officiel
https://www.youtube.com/watch?v=yJh1QqEdick
Lyon French Tech story
https://www.youtube.com/watch?v=EehQuDM1-_M
60

61. Bibliography
- Le marketing des villes : un défi stratégique pour l’environnement (Patrice Noisette et Franck Vallérugo),
éditions d’organisation, 1996
- Un monde de villes, Le Marketing des territoires durables (Patrice Noisette et Franck Vallérugo), éditions de
L’Aube, 201
- Stratégies d’internationalisation (Jean-Paul Le Maire), éditions Dunod, 2013
- Cities of Tomorrow, European Commission, 2010
- Marketing Places (Philip Kotler, Donald Heider, Irving Rein), The free press editions, New York, 2002
- Etat des lieux et perspectives du marketing urbain Une approche par la littérature (Maëva CHANOUX, Sarah
SERVAL)
- Lyon, ville internationale : La métropole lyonnaise à l'assaut de la scène internationale, 1914-2013 (Renaud
Payre)
- Local and Global: management of cities in the information age (Jordi Borja, Emmauel Castells) , Earthscan
Publications, 1996
- Les marques capital de l’entreprise (Jean-Noel Kapferer ), Eyrolles éditions d’Organisation (p.126 à 130)
- Les Tableaux de bord de la communication (Thierry Libaert, André de Marco), éditions Dunod ( p. 115)
- Réussir son marketing territorial en 9 étapes (Vincent Gollain), Le Club des développeurs économiques d’Ile
de France, www.cdeif.org
61

62. Web Sites
- ONLY LYON
- ADERLY
- Office du Tourisme, Lyon
- Cluster Lumière
- Fête des Lumières
- Boostin’ Lyon
- Only Moov
- Only Lyon Online Store
62