This document discusses the concept of city branding and identity development as essential strategies for cities to compete in international markets. It emphasizes the need for a collaborative approach among city governments and stakeholders to create cohesive brand narratives that resonate across various audience segments. Key challenges in branding efforts, such as stakeholder engagement, consistent messaging, and understanding customer perspectives, are outlined, along with factors that contribute to successful city branding initiatives.

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November 2012 - City Branding
Greg Clark, Moderator, MIPIM World Cities Blog.
This month’s blogs have covered city branding and identity building. We have seen some amazing examples
from Nordic cities, Glasgow, Vienna, Sydney, New London, Singapore, Hong Kong, Tokyo, Barcelona and
Aarhus. We have heard from Simon Cotterall about the importance of real brand execution, from David Adam
about city brand commercialisation, and from Juan Carlos Belloso on how image and identity must be fused
with authenticity.
Stimulating demand side interest in cities remains an important challenge for many cities, and so the
enthusiasm for brand strategies continued.
Cities increasingly compete in contested international markets for a wide range of beneficial assets,
opportunities, and investments that help the city to develop and generate opportunities and resources for
their citizens. Increasingly, cities are using thoughtful promotional brand strategies to better project their
advantages, and to foster a clear identity and reputation, that will help them win the competition for mobile
opportunities over time. These identities and reputations are much more than logos or strap lines, they
communicate a ‘whole story’ about the value added that the city can offer to mobile activities that have a
choice where they locate. The purpose of the brand is to provide an authentic and aspirational message about
the city.
Increasingly, city governments are investing in building the brand platform of their cities so that a consistent
set of messages, and style of messaging, can be used to reinforce the positive elements of the city’s offer. City
governments are also fostering partnerships with private companies and institutions within their city to jointly
invest in and communicate the same messages through a shared brand platform. The brand platform becomes
the property of the whole city, not just the city government, although the city government will often provide
leadership to the brand partnership. When done successfully this enables the city government to leverage
resources and investment from other parties into the brand platform thus enhancing its scope and reducing
the proportion of the costs paid by tax payers.
I think of cities as having 4 different realms in which brand and identity exist. These are:
i. The visitor brand
ii. The citizen or resident brand
iii. The investor or business brand
iv. The leader or innovator brand
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Investor/Business
Visitor Brand
Brand
Common Identity
and Story
Resident / Citizen Innovator / Leader
Brand Brand
These different ideas about the brand story have to work together and have a means to support each other. It
is a significant leadership task to do that. It is also difficult to build these different aspects of brand together.
For example it is quite common for visitor brand to dominate and reduce the space in which other brands can
operate. It is also common to have brand stories that are not compatible across the different realms. This is
also problematic.
City branding efforts have emerged from less sophisticated forms of city marketing. The marketing of urban
places has been practiced, at least, since the nineteenth century, although cities have only tended to rely on
marketing methods in the latter decades of the twentieth century, when competition for inward investment,
tourism revenues and residents at various spatial scales has intensified. In particular, the rise of the so-called
‘entrepreneurial city’ allowed city marketing to become one of the defining features of urban governance from
the 1970s.
The shift from city marketing to city branding has largely taken place due to a growing recognition that image
formulation and communication play a key role in the city marketing mix. The manipulation of city images,
cultures and experiences has arguably become the most important part of the political armoury of urban
governors and their coalition partners in the entrepreneurial era. Since branding endows a product with a
specific and more distinctive identity, and that is, in many ways, what city marketing sought to do for cities, it
is only appropriate that city authorities have increasingly moved towards creating a recognisable city brand,
rather than a more generic city marketing mix.
The key difference between marketing and branding is that marketing uses consumer wishes and needs as its
guiding principle for the operations of an organisation, while in the case of branding, a chosen vision, mission
and identity play that role.i
When and why do city brands fail?
Bill Baker, President, Total Destination Management, has prepared a summary of the key reasons behind the
failure of city branding exercises. These are identified and make sober reading:
1. Insufficient understanding of branding: a branding partnership that has an understanding of brand
management, and the concepts and techniques needed for a brand strategy, has a much better chance of
defining its strongest positioning and brand elements. Briefings should be built into the planning phases
to ensure that stakeholders are well informed about the strategic nature of branding and its benefits.
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Central to this is an understanding that branding is much more than a new logo, slogan or advertising
campaign.
2. Lack of stakeholder buy-in: sustaining a brand once it is launched requires the broad adoption and correct
use of the brand by all stakeholders who have an influence over its most important points of contact with
customers. If the brand is only used through advertising and stationery, its impact will be limited. The
most effective approach is to build stakeholder buy-in from the earliest stages of the planning process
and then maintain regular communications with those stakeholders.
3. Failure to grasp the scope of branding: also referred to as ‘logo and tagline fixation’. Many communities
forget to ensure that they are able to orchestrate outstanding visitor experiences before they roll-out a
publicity and advertising campaign. This is vital, since branding is about delivering on a promise and is
based on differentiation, focus, and organisation. Supporting this idea is a statement by Paul O’Connor,
Executive Director, World Business Chicago, who has stated that:
‘the greatest piece of advice I can give to other cities is to accept taglines only as a last resort. A
tagline passes for branding, but it is not the same thing. Taglines are fragile, limited or too
broad. They do not represent who you really are. A brand is the DNA of a place, what it is made
of, what it passes from generation to generation. It is authentic and indicates what makes a
place different from others.’ ii
4. Focusing on short-term results: ‘heads in beds’ is vitally important to the viability of cities and their
tourism partners. However, setting brand objectives focusing on short-term traffic alone is unlikely to
support the long-term health of the city’s brand image. An over-emphasis on tactical and price driven
initiatives restricts the communication of the core brand messages which shape perceptions and
positioning - it takes time to build positive awareness, associations, name recognition and reputation.
5. Forgetting the customer’s view: insufficient customer focus and undue political influence and self-interest
will mean the brand is almost bound to fail. The preference by some political and opinion leaders to
adopt risk averse, parochial, inclusive, self-interest, or popular positions can run counter to the best
interests of a city trying to promote its competitive edge. The focus should be on distilling the single
strongest competitive advantage that will resonate with the external customer. Too many city branding
efforts fail because they are based on what locals like and how they see themselves, rather than on what
will be meaningful and valued by their external customers.
6. Not agreeing what is being branded: what are the spatial boundaries of branding? Is it just the downtown
or the entire city? Is it the overarching brand for all marketing efforts on behalf of the city? There is a
delicate balance in the geographical and political scope of a brand. If the brand tries to cover too wide an
area and address too many different audiences, it may become diluted. All stakeholders should be clear
from the outset about the parameters of the assignment, ensure the correct problems are being solved,
and be prepared to pay attention to the underlying issues.
7. Insufficient or irrelevant research: research, particularly consumer attitudinal research, will provide an
insightful view in determining perceptions and the strongest competitive positioning. Importantly, cities
need to understand how prospective customers view the city compared to competitor cities.
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8. The ‘we have it all’ trap: cities should not try to be all things to all people. Claiming that a city ‘has it all’
may appease various local groups and avoid difficult positioning decisions, but will invariably lead to very
weak positioning. Failing to base the brand on its strongest and most distinctive benefits from the
customer’s perspective will result in a weak and irrelevant proposition. In support of this concept, CEOs
for Cities notes that target audiences need to be minimised in number and prioritised based on
importance.iii
9. Not following the strategy: when no-one has been given the responsibility to actively manage or protect
the brand, the effort can be patchy and will usually stray from the prescribed strategy and guidelines.
Successful brands are closely managed and protected, but responsibility for this is sometimes not well
defined. If the guidelines are not closely followed, the brand will be presented in an ad hoc and
inconsistent manner. A significant part of city branding is about change management and transitioning to
a more effective focus for leadership, messages, resources and behaviour.
10. The lure of ‘bright shiny objects’: advertising is important, but designing a brand with an over-emphasis
on an advertising theme is a recipe for failure. CEOs for Cities suggests that rather than spending limited
resources on an expensive advertising campaign, integrating grassroots tactics such as events, city tours
and PR success stories as ways to build awareness and word of mouth
11. Forgetting about the brand experience and the city’s ‘reality’: a city brand is a promise of the city’s
performance. It must be grounded in truth and reality; if the city does not live up to the promise, the
brand will be weak and unsustainable.
12. Unhelpful mindsets: cities which are prepared to ‘think outside the box’ are the most likely to develop
potent brand positioning and outcomes. Creating community-based brands is most effective when
participants have an open and collaborative attitude in contributing to the common good.
13. Brand fatigue: it is an old marketing truism that marketers get tired of marketing long before customers
do. Some organisations depart from their brand strategy a small step at a time because they get tired of
it, and over a year or so, become considerably off-strategy. An important key to successful place branding
is to maintain consistency in all creative executions and in delivering the brand experience. Branding is
long-term and cumulative. It is an ongoing organising and management principle that needs continued
focus to shape and deliver the brand over time.
14. Making brand planning a ‘DIY’ project and not engaging specialist skills: even though engaging
professionals means paying more, the overall results for the city’s reputation will more than pay for itself.
An outside agency or consultant can guide the city branding partnership through the difficult analysis and
decisions that may be overlooked by individuals without specialist skill and previous experience.
i. European Institute for Brand Management website (http://www.eurib.org/en/home.html)
ii. cited in ‘Branding Your City’ CEOs for Cities (March 2006)
(http://www.globalchicago.org/reports/pdf/CEOsforCitiesBrandingYourCity2006.pdf)
iii. ibid
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Discover this month’s articles:
October 15, 2012
City Branding: The seven habits – Page 7
The Seven habits of highly effective cities: providing urban leaders with the magnet that
combines people and institutions together in a common identity and purpose.
October 23, 2012
Glasgow: Where more really means more – Page 11
Conference and major event organisers are increasingly choosing Glasgow as they discover
that it’s a great place to do business and a city which keeps its word…
October 24, 2012
City Brand Success: Vienna – Page 13
In the year 2009 the Vienna Tourist Board carried out a relaunch in the wake of an extensive
survey and analysis of about 11,000 guests. This resulted in the development of an
advertising strategy that sets out to convince not only at a rational level using side-by-side
evidence, but also at an emotional level.
October 30, 2012
Commercialisation of place brands – 16
Cities must build active marketing partnerships and go beyond extensive product lines in
order to better exploit the city brand.
October 31, 2012
City Branding in Nordics: A framework of success factors– Page 18
Analysing the success factors and road map of the city branding programs of Helsinki,
Stockholm, Copenhagen and Chicago.
November 5, 2012
Executing a City Brand Strategy – Page 21
The need for developing a city brand is understood, the difficulty lies in bringing that brand to
life in the most physical way possible.
November 5, 2012
Hong Kong: Asia’s World City – Page 23
‘Asia’s world city’ slogan is defined by its core values: free, enterprising, excellence,
innovative and quality living.
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November 6, 2012
Singapore: A City in a Garden – Page 25
Singapore will find global success by promoting Singaporean science, know how, firms,
services, and products, in addition to its strengths as a location and destination.
November 9, 2012
New York City: The Big Green Apple? – Page 27
New York needs to continue to promote the city internationally as an ideal place for start-up
ventures, while ensuring that public policy continues to be pro-business.
November 12, 2012
Sydney: Asia Pacific World City – Page 28
Sydney must leverage its inherent strengths as a visitor destination to build a broader
business and knowledge offer.
November 12, 2012
Tokyo: Identity and Reputation and a Resilient Brand, but is Tokyo an
Open City? – Page 30
Tokyo intends to promote its brand to the world, “presenting the world with a vision of how
cities should be.”
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City Branding: The seven habits
The Seven habits of highly effective cities: providing urban leaders with the magnet
that combines people and institutions together in a common identity and purpose.
By Greg Clark
Image: Flickr-Ed Coyle Photography
This month series of blogs will cover city branding. makes investors and firms reluctant to leave us
There is now a global conversation on cities and even when competition is fierce. A city identity
branding that is worthwhile reviewing. We know helps people to embrace the soul of the city and to
that cities have reputations and identities that they become a friend, not just a customer.
want to protect and enhance, but does this mean
that city branding will work? And is city branding a Twenty five years ago we thought that cities needed
different activity from product or company brands largely in order to attract tourists. But now,
branding? in 2012 we realise that much more of the content
of what makes up a city is mobile, and is contested
Building a lasting city identity and reputation is through international competition. For example,
one of the profound, but often mysterious goals these days it is not just tourists, but also students,
that city leaders face. If we can build a city identity researchers, innovators, investors, entrepreneurs,
that is attractive, powerful, commanding affection knowledge workers, institutions, sports and
and wonder with a sense of belonging, confidence business events, film shoots, festivals, summits,
and trust, that identity will help us to solve many of technology facilities and a host of other activities
the other challenges that cities face. A positive that are mobile. Cities do compete to win or retain
identity can give us the ‘benefit of the doubt’ when such activities. It is not enough for a city to have a
choices are made; it can maintain outside interest in brand that attracts tourists, cities must have an
our city even when we go through rough times and identity that reaches across different markets and
compel people to help us even without evidence of customers and tell a unifying story about the value
their own likely return. A positive identity also the city can add to the activity that is looking for a
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home. We cannot tell one story to the students and want to show what the city can do as well. Without
another to the business people, for example, a common city identity there is only the individual
because the students may become business people, stories of each separate organisation or each
and the business people sometimes also study. We individual, and this is too diffuse to communicate
need an organising story across many markets, not with confidence. Cities need one song even if they
just a sales campaign within one of them. have many voices.
Looking at the competition to host Olympics So what do the successful cities do to find and to
Games and World Cups is very instructive. communicate their identity. What are the habits of
Increasingly we hear that: ‘the city with the best success that make cities winners in the personality
technical bid was not the winner’. The untold rule is war that happens between cities, often
that the technical bid is only part of the process. unnoticed? Steven Covey’s wonderful
The identity and story that the bidding cities book[i] taught us that here are always seven laws
present are also a major part of the communication. of success, and here they are:
At the heart of this is always how effective the cities
are in aligning their own identity with the identity of 1. Prioritise city identity and reputation
the event itself. The cities that win demonstrate and Almost obviously, cities must prioritise this kind of
communicate shared values, aspirations, concerns, thinking, and way of communicating and relating
and priorities with the event organisers, not just with the rest of the world. Deciding to build an
through technical submissions, but also through identity and a reputation is an important step that
personality. moves cities away from simply providing services
and infrastructures into the realm of ‘winning
London won the Olympics for 2012 without the best friends sand influencing people’.
technical bid. Barcelona did not make a strong case This is difficult to do because media, political
to be Capital Secretariat of the Mediterranean opposition, and citizens are sometimes sceptical
Union but was given the role anyway, despite a about the value of city identity. City mayors face
strong bid from Marseilles. Once Brazil bid for the ‘trial by headlines’ if they spend too much on a logo,
FIFA 2014 World Cup, the others realised they a strap line, or hosting an expensive event. But
could not win. Some places simply have such strong prioritisation of this way of working also means
identities that they have a head start in doing things the right way and doing them well. It
competitions of this kind. requires deep thinking, analysis, and wisdom. There
are good ways and bad ways to do it and you must
Having a clear identity means that a city can align its know the difference. The bad ways are an expensive
identity with the identity of others and create a waste.
powerful sense of alliance, compatibility, and Singapore and Abu Dhabi have invested decisively
shared destiny. So, without a clear identity it is hard in building globally appealing identities that have
to win the contests for mobile activities. won them extensive popular interest and support,
because their identities are based on deep self
This does not just go for hosting global events. knowledge and a rigorous assessment of what the
Exporting a city’s business products, attracting world wants now and will seek in the future.
inter-governmental funding, and becoming the
location for a film shoot or summit are also subject 2. Know our city deeply.
to the basic and primary law of relationship The first task for a city leader is to know our city, to
building, and the emotional communication that know ourselves. This means connecting past,
goes with it. present, and future and understanding the origins
of the city, the journey it is on, the people who have
A city identity can also be a collaboration made it, the decisions that were taken, the values
mechanism for the many stakeholders in a city that and vision that led the city in the past, and the role
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the city has played, and can play, in the lives of the are the ingredients for successful pharmaceutical
people who live here, or visit. The unique story of locations and we see an example of the science of
the city must be clear and be well told. understanding both the global demand, and the
Many cities have more than one story, cities have global best practice.
the ability to simultaneously be different things,
they can offer great ‘alternatives’ in unique 4. Build a family for the city
combinations. They can accept and integrate A city is a dispersed network of different
ambiguity. Consider Jerusalem or Istanbul. organisations that make up its governance and its
It is essential to be honest and robust, to see history stakeholders. The city government is one of these,
fully, and to know precisely, the unique but does not have a monopoly over resources or
characteristics that our city has. We must celebrate assets, and it must therefore be a good leader of
the city in order to see what lies behind the the others. The city government must build a family
history. We have to know and articulate the DNA of organisations where each have their own identity
of the city. but are a part of the collective identity that is the
Cape Town hosted the 2010 FIFAS World Cup along family. This is not easy, key organisations and
with other South African Cities. Despite a history of stakeholders are also part of other families (like
colonisation and racial strife, Cape Town emerged global firms, national or regional governments,
as a distinctive and diverse city with great spirit and sectored institutions, etc). They have other loyalties
purpose, and an extraordinarily diverse population too. They use different ‘surnames’ and cannot see
and appeal, well placed to leap forwards in the next themselves as members of the city’s family too
20 years. easily. But they must be ‘adopted’ and this often
means that the city must also become part of their
3. Know other cities very well other families too, making a contribution to success
Knowing ourselves also means knowing others very of that family into the bargain.
well, and being willing to be humble; to see that Amsterdam and Berlin have built ‘partners clubs’ to
others are better than us in some respects and we manage their identity and brand. Amsterdam
have to learn. Unless we deeply understand the Partner and Berlin Partner own and manage the ‘I
strengths of other, it is hard to see our weaknesses. Amsterdam’ and ‘Be Berlin’ identities on behalf of a
City leaders often say that reading the many city large family of followers. These organisations co-opt
rankings and indexes is partly about seeing how ‘partners’ into their city identity family and share
their city is doing compared to others, but also, resources with them.
importantly, it is about seeing which other cities are
making progress and doing well, so that we can 5. Make the city’s promise personal
learn from them. Once a clear identity emerges and is crystallised,
Knowing and understanding the strengths of other and we know what the outside world is looking for,
cities is key, but it is also essential to know what it is essential to make it personal for people we
mobile investors and talents want. What does the want to attract, or retain, in the city. Institutions
demand side really tell us? What do they need, how and companies and events are led by people. This
can we communicate our offer? For many cities, the means knowing what part the city cam play in their
failure to understand their offer from the informed success or wellbeing and showing how effectively
perspective of understanding global demand is the we can add value to them. Our city might be a place
big weakness: they cannot see themselves ‘from of opportunity, a melting pot, a junction box, or an
the outside in’ because they do not know what ‘the open city with freedom of thought, or it might have
outside’ is thinking. deep entrepreneurial spirit, or a place of invention,
Our Swiss Cities have learned a great deal about a sanctuary or haven, a seat of learning. It may be
what makes a successful location for advanced many of these things. The city’s personality comes
industries by studying what others are doing. Look to life when we describe what it can offer to
at the work that Basel has done to understand what others in ways that are meaningful to them. How it
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can be a friend to them? How can the city help that their part in history is secure if they move the
them fulfil their potential or aspirations? city forwards.
Barcelona’s initiative ‘Do it in Barcelona!’ is not just Turin has had two great leaders since it fought back
a way to attract entrepreneurs, it is way to suggest against the industrial crisis in the early 1990s.
that Barcelona provides a special platform for Both Valentino Castellani and Sergio
entrepreneurial success. Champiarino have built the city identity and
renewed its offer, and those who follow will do the
6. Renew the city and align the experience with same. Turin is on a long term road to recovery that
the identity. will take several business cycles to complete. So it is
The fabric of cities can get worn or depleted. People too with emerging cities. Sao Paulo can be the most
grow tired of tourists or the road and rail networks important city in the Southern hemisphere, but it is
become over used, or the service goes bad. This is not there yet, so patience will be required.
normal, and to be expected. But once we have city Overall, we know that city identity can be an
identity, we have also made a promise that our city essential asset for city builders, and it is not
will be the way we say it is. It is essential therefore possible to succeed if we ignore it. But getting there
to consistently upgrade, renew, and refresh the requires great skill and a willingness to work hard at
experience that people have of our city. Identity it consistently.
and reputation will help us get the extra good will One big challenge that cities face comes from the
we need for a while, but in the end the experience dominant role of national governments. In the last
of city must be aligned with our story. We need the century, Nation States offered an important identity
whole family to help us do that. for making choices between competing alternative
We must therefore solve problems rigorously as locations for mobile activity. In this century, we
they arise and get the point where we prevent know that cities and metropolitan regions offer the
problems from emerging because we know we are competitive platform that nations need, and yet
protecting our identity from corrosion or sabotage. some confusion between national identities and city
Maintaining a good climate, having open access, identities abounds. Is Hong Kong a Chinese city or
and good infrastructure will all require consistent not? How English is London? Is Milan part of Italy or
attention. We cannot just focus on promoting the a reaction against it? Will Mumbai or Delhi be
assets; we must keep the climate good. India’s great business city? These ambiguities have
When New York fixed its crime problem in the to be finessed so that National Governments can
1990s, it was renewing its identity as a great city for help to build and promote city identity, and
people and entrepreneurs, and it has not looked reinforce the promise that they make, and the
back since. dividend they provide to the country as a
whole. Aligning national and city identities is a key
7. Build of the next generation of the city with challenge for our next decade.
integrity and consistency. A city identity is not enough to succeed on its own,
Building a city identity is a long term game. The but it is an essential ingredient. Cities must also
rewards come in the longer term but they build up have ambitious and capable citizens, good services,
over time. So city leaders must be recognised for healthy governance, efficient infrastructure and
the ‘lap they have run’ and not be encouraged to resource management and a good climate for
try to win the gold medal before the race is investment. These things have to be brought
over. ‘Quick wins’ must never be taken at the together with wise strategy and a strong base of
expense of long term gains. Because a city identity support.
builds up over time, it is a legacy that is given to the Cities have to manage change, adjust to dynamic
next generations, and city leaders should be judged, trends, and shape the future. But without city
not by whether they got immediate return, but by identity this is much harder to do, and the outcome
whether the identity and reputation improved is less effective. The key point is this, identity does
under their leadership. City leaders can rest assured not just sell our city, it is also critical to shaping and
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building our city, providing for city leaders the the deep story of how the cities can be the leaders
magnet that can combine people and institutions of the 21st Century, as they were in centuries past,
together in a common identity and purpose. What can we discover their future role in leading nations
we call city leadership is a more pressing imperative and citizens to the next frontier.
than most of us are willing to say. Only by narrating
Glasgow: Where more really means more
Conference and major event organisers are increasingly choosing Glasgow as they
discover that it’s a great place to do business and a city which keeps its word…
By Scott Taylor
Image: Flickr-Rupert Brun
We are entering a key period in Glasgow’s events. Glasgow entered the sporting limelight five
economic history; one where it is important to years ago when we won the right to host
forge ahead during challenging times by building on the Commonwealth Games in 2014. And while the
the city’s many strengths and the opportunities that global focus is now turning towards those Games in
are coming our way. the wake of London’s successful Olympics and
Paralympics, as a city we are continuing to work
A real strength is the resilience of Glasgow’s hard at attracting more major events beyond 2014.
tourism sector which continues to lead the city’s
economic resurgence, thanks in part to our strategy This process really began two years ago when we
of attracting a diverse portfolio of international became the first city in the UK to launch a
conferences and major sporting and cultural formal Major Events Charter, which guarantees the
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provision of support for organisers considering London’s 02 Arena. When an artist lands in the UK
bringing major sporting and cultural events to they will come to The Hydro, and to Glasgow. As
Glasgow. We followed on from that earlier this year a UNESCO City of Music, Glasgow stages an average
when we unveiled our specific Major Sports Events of 130 music events every week. We’re a very lively
Strategy, which is aimed at positioning Glasgow as city, which is probably a result of our very youthful
one of the world’s leading destinations for sport population.
through to 2018 – reflecting our bid to host the
2018 Youth Olympic Games. As well as acting as a magnet for young people,
Glasgow’s five universities also drive forward the
Our ambitions were recognised at this year’s Sport city’s reputation as a world-leading centre
Accord Convention in Quebec, Canada, when for academic excellence and quality research,
Glasgow was named one of the world’s top 10 particularly in the fields of medicine and life
sporting cities ahead of major destinations sciences –we’re currently building Europe’s largest
including Paris, Tokyo and Moscow. We also hospital. It’s little wonder then that conventions are
retained our position as the number one city in the intrinsic to our events strategy. Business tourism
world in terms of sports marketing and secured over the past seven years has been worth
branding. As well as the 2014 Commonwealth more than £800 million to the city’s economy;
Games, Glasgow will host the 2012 UCI Track generating three million conference delegate hotel
Cycling World Cup in November; the 2013 IFNA room bookings – and we’re on target to achieve
World Youth Netball Championships; the 2013 UCI the £1 billion milestone in 2013.
World Junior Track Cycling Championships;
the 2015 IPC European Swimming In the first seven months of the current financial
Championships and the 2015 World Artistic year alone (April to October 10 2012), 324 new
Gymnastics Championships. conferences have been won – securing around
425,000 hotel delegate room nights – which are
It’s a virtuous circle. As a city, we have invested worth £131 million. Looking ahead, we have
some £300 million in infrastructure for sporting confirmed conference business on our books
facilities and we have developed a reputation for through to 2021 and we’re bidding for new
hosting major events, which then gives us the conventions business as far out as 2024. In winning
capacity to specifically, and deliberately, bid for this business, Glasgow has beaten off strong
some of the biggest events in the world, like the competition from San Francisco, Tokyo, Paris,
Youth Olympics. Rome, Bucharest and Berlin.
Alongside our packed schedule of sports events is Today, conference delegates account for one in five
an equally vibrant calendar of cultural events. The hotel beds sold in Glasgow, underscoring the
new Scottish Hydro Arena – or ‘The Hydro’ as it has importance of conventions to the city and further
become known – is currently being built as part of strengthening our reputation both as
the Scottish Exhibition + Conference Centre the conference capital of Scotland and a major
(SECC) in Glasgow in partnership with AEG. With a player within the international conventions
total capacity of 13,000, this impressive venue will market. One of the keys to this success is a clever
open next September and play host to around 140 approach to sponsorship. It can be difficult for our
events every year, from national and international conference clients to raise sponsorship revenue
music mega stars to global entertainment and around their events, particularly within the medical
sporting events –injecting approximately £131 sector. So what we’ve done in Glasgow is come up
million into the city’s economy. Moreover, it’s with a series of sponsorship platforms for our
expected to be in the top five busiest indoor music clients, all based on opportunities we either create
arenas in the world, alongside such iconic venues or leverage within the city. As a result, we recently
as Madison Square Garden in New York and generated a seven percent share of the
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sponsorship revenue for one of our major UK We’ve also learned how to negotiate with the
conference clients. hospitality industry for the benefit of conference
and event organisers. We’re not here to make a
At the Diabetes UK professional conference in profit out of organisers; they can be secure in the
Glasgow earlier this year, for example, sponsorship knowledge that their brand equity, their revenue
support was secured from a medical company streams and their client base are considered
through a bespoke conference iPhone app; a paramount.
product which was initiated and developed Glasgow recognises that by making the city an
by Glasgow City Marketing Bureau. We’ve found attractive place to do business then conference
that you can make yourself quite a popular and event organisers will return. The Glasgow
destination if you can create innovative revenue business model is based on service and loyalty – the
streams that previously did not exist for event city’s reputation is built on delivering on our
organisers. promises!
As well as maximising revenues, Glasgow offers
reduced cost. Global financial adviser Mercer’s Scott Taylor is Chief Executive of Glasgow City
2012 Cost of Living Survey found that the city was Marketing Bureau (GCMB) – Glasgow’s official
one of the least expensive to visit, ranking 161st in destination marketing organisation. As custodian of
the world. Unashamedly, Glasgow is a price fighter the Glasgow: Scotland with style brand, GCMB
in Europe, and the cost of our accommodation, works to position and promote Glasgow across
visitor attractions, restaurants, museums and national and international markets as one of
galleries provide excellent value. The price points of Europe’s most vibrant, dynamic and diverse cities in
our restaurants are geared towards a younger which to live, work, study, invest and visit. For more
audience and with 40,000 covers you can dine information, visit www.seeglasgow.com.
extremely well for not a lot of money.
City Brand Success: Vienna
In the year 2009 the Vienna Tourist Board carried out a relaunch in the wake of an
extensive survey and analysis of about 11,000 guests. This resulted in the
development of an advertising strategy that sets out to convince not only at a
rational level using side-by-side evidence, but also at an emotional level.
By Norbert Kettner
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A framework without constraints However, this presupposes a frank and critical
Brand leadership is not a grassroots democratic attitude towards one’s own strengths and
process, but is based on the free / standing leg weaknesses. As a city, it does help to be the best in
principle. The resulting activities are based on at least one area (and this applies to Vienna in
careful analysis of the facts. Once the basic many respects!). But a city and its marketers should
guidelines have been developed, calculated and at least be familiar with their weaknesses, too, and
carefully controlled deviations from these know how to deal with them. There is nothing more
guidelines offer a mature and self-confident access dreary than ill-considered clichés presented in a
to the theme of brand leadership in accordance mistakable way – both for the general public and
with the motto: you can break any rule as long as for oneself.
you know it. To this extent, Vienna does not view
the resulting brand process as a constraint, but as a  Vienna’s standing leg: brand analysis
framework within the confines of which the Brand image can only be controlled to a limited
occasional “transgression” is admissible. extent, and is nothing more or less than a prejudice,
ideally a positive one. If many people share the
Without such transgressions, one rapidly ends up same prejudice about a thing – such as a
in an international branding no man’s destination, for instance – then we can already
land, depending on which branding philosophy refer to a “brand”. However, as the individuals
(“guru”) the city places its faith in. We are all green, responsible for advertising for the destination
modern, creative and cool. So far, so mistakable. Vienna, there are only very few instances in which
However, the uncoolest thing of all is to claim that we can control the factors leading to image building
one is green, modern, creative and cool. All this can – and in point of fact this never works with a large
be proved entirely by facts or the manner in which metropolis. And this is a good thing, too, since it is
one does things. The observer’s emotions are then precisely this uncontrollability that gives a city its
involuntarily aroused. charm.
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However what we can certainly do is to know the characteristics belonging to the “imperial
image of our destination and the concrete factors Vienna” brand module. Vienna is also perceived as
underlying it; in other words, the characteristics of a world capital of music and culture. The underlying
the destination that produce a correspondingly factors here include the variety of classical concerts,
positive resonance. The important thing is to focus three opera houses, world-famous theatres, and
on these in one’s communication. This is more the Vienna Boys’ Choir. However, the city of Vienna
productive than simply racking one’s brains over a also stands for a unique “lifestyle”: the culture of
new logo, putting out a new image brochure, or enjoyment and Viennese “savoir vivre”. This image
pumping financial resources into a new advertising is underpinned above all by a unique and very
campaign. special coffee-house culture, the city’s viniculture
with its heuriger wine taverns, and by Viennese
In 2009, the Vienna Tourist Board conducted an cuisine – from wiener schnitzel to Sachertorte and
extensive market analysis in order to establish what gugelhupf. Moreover Vienna is regarded as a very
the destination brand Vienna stands for clean, safe, walkable, friendly and clearly arranged
internationally, what its success factors are for city – in other words, as a smoothly functioning city,
tourism, and the concrete measures that should be which is an important factor in city travel for
taken to successfully position the destination tourists the world over. And finally, Vienna has a
Vienna. As part of a new marketing strategy, this very high proportion of parks and gardens – the
international study did not involve looking at the fifth brand module. Parks, gardens, recreational
question of “old, traditional Vienna” versus “new, areas such as the Danube Island and the Prater and
modern Vienna”, but focused instead the vineyards give the city a harmonious balance of
on understanding the destination in its entirety, urban and green areas.
interpreting it as a brand, and defining the most
important elements of its identity. The results of  From marketing analysis to advertising
this analysis provided the basis for Vienna’s concept: VIENNA – NOW OR NEVER!
worldwide tourism advertising line and for Thanks to our brand analysis, we also know both
marketing activities designed to reflect the the factors that create a positive Vienna image, and
destination optimally in tune with the times. the weighting of the individual modules and brand
drivers. This makes the Vienna brand “manageable”
 Vienna’s brand modules – and hence we were able to clearly define the
A total of 11,000 guests and potential guests in nine commission for our advertising agency, with the
different countries were asked about their reasons following result: the newly developed logo (the
for taking a Vienna vacation – in other words, about design of which evolved from the previous one, but
their positive prejudices. The result can be stripped down and in a more modern style) and the
condensed into a total of five brand images (also “VIENNA” lettering together with the new claim and
referred to internally as brand modules): web address are placed inside a square, though the
 Imperial heritage red typeface on a white background has been
 Profusion of music and culture retained. As far as the claim is concerned, we came
 Viennese “savoir vivre” to the realization that the city’s manifold
 Functional efficiency attractions and activities cannot be reduced to a
 Balance of urban and green areas single statement. This would inevitably be abstract
Vienna is a city with an impressive imperial and ineffective. Instead, with the new claim the
heritage. Especially in the historic city centre, this is basic strategic challenge is to transform Vienna
what characterizes the streetscape. There are from a “once in a lifetime” destination to a “now
several factors determining this image behind the and forever” destination, condensed in a saying
first brand module: the brand drivers. For that is common in languages around the world and
example, Schönbrunn Palace, the Ringstrasse that every toddler learns is a call to action: “NOW
boulevard and the Imperial Palace are OR NEVER!” In order to achieve greater
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differentiation and recognisability, we also they could be experiencing in Vienna “at this very
developed a new imagery incorporating elements moment”. A comparison of these two situations is
such as image detail, perspective, light, colouring, the structural element that is rounded out by the
choice of theme, etc., which at the same time claim: “VIENNA – NOW OR NEVER!” It is therefore a
presents Vienna as a modern, cosmopolitan, comparison of moments: “At this very moment, you
international and living metropolis. The images are missing…” The campaign incorporates a
show exciting perspectives with a modern persuasion strategy built on facts. Because it is
photographic aesthetic that does not look artificial. infinitely variable, the strategy behind it can be
used and extended in many different ways. At this
 The persuasion strategy very moment, you can experience something more
We were clear about the development process for exciting in Vienna than you can at home: a visit to
the Vienna brand: since each brand component and Schönbrunn Palace, to the Vienna State Opera or a
the communication goals formulated for it festival, a glass of Viennese wine at a heuriger wine
represents a claim that has not been verified, some tavern, a slice of guglhupf at a coffee-house, etc.
persuasion is also needed. Proof is needed to
persuade the public that our claims are true. Our At b2b.wien.info/en/media/pictures, you can form
strategy is designed to cause consumers to think an impression of the way in which Vienna advertises
they have come up with the desired ideas and attempts to persuade visitors to come here. I
independently and of their own accord. A variety of hope that you, too, will come to the conclusion that
different strategies are used to this end. Side-by- your (next) visit to Vienna had better be “NOW OR
side evidence is one such persuasion strategy NEVER!”
deployed in Vienna’s new advertising line.
Consumers can form their own opinions based on Further information:
an objective, observable comparison: they can B2C website: www.wien.info
B2B website: b2b.wien.info
compare their current situation with what is Vienna brand: b2b.wien.info/en/brand
available in Vienna at the same time. Around the
globe, people in everyday situations can see what
Commercialisation of place brands
Cities must build active marketing partnerships and go beyond extensive product
lines in order to better exploit the city brand.
By David Adam
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 Can a city brand make money and pay for expansion is almost like a franchise as it is now
itself? moving into previously independent toy lines such
The commercialisation of place brands is in its as ‘GoGos’, Top Trumps, and classics such as
infancy. If we look at the commercial sphere – Monopoly. The extent of the franchise and the
where branding is at its most sophisticated – and ease with it forms commercial partnerships
compare a city to a product such as MindCandy’s demonstrates the true power of the brand.
Moshi Monsters or a famous personality like David
Beckham, it is clear in both instances that both But there are few places, cities or regions that have
‘brands’ stretch across multiple products and have a truly set out on a strategy to commercialise and
sprawling brand architecture which grows exploit their brands and those that have are still in
seemingly effortlessly into all that they touch. the early stages of their approach. New York has
actively pursued an approach of commercialising
Beckham’s is the exemplification of the modern- its brand and brand logo, carefully taking an
day branding strategy in that the brand came first inventory of its assets – and where possible creating
and the commercialisation followed, forming brand product lines such as NYPD and FDNY hats and
partnerships with major labels such sweatshirts. This has been much more difficult of
as Adidas and Pepsi as well as creating new course with the classic I ♥ NY symbol being owned
independent products such as his own brand of by New York State. But maybe the city of New
men’s fragrance. York’s greatest success is not in logo
commercialisation but in the spirit and heart of
Anyone in the UK with young children will be New York being alive and seen in every film that is
familiar with Moshi Monsters – originally a digital produced there. What bigger commercialisation
pet based in an online world – and its extraordinary success can be achieved by a city than to be
expansion into multiple product-lines. It’s usual for portrayed in films such as the Spiderman franchise
a brand like this to reach the school lunch-boxes where an active marketing partnership exists?
and duvet covers, but the brand’s continued
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London has made some forays into this area of  Commercial Partnerships of the Future
product brand lines, with various product lines On the matter of commercial partnerships however,
created by Visit London to try and exploit the cities are trailing. Not in comparison with each
natural desire of every tourist to prove they’ve other, but failing to match the speed at which the
visited a major world city. But in the area of private sector is exploiting city brands. Nowhere
commercial partnerships, surely the most effective can this be seen more than in the case of Olympic
method to gain visibility, by leasing the brand and Games. Cities are yet to truly win from this holy
letting the commercial partner undertake the grail of a brand partnership in which the power of
marketing, London now has the architecture and the Olympic Rings, the power of global brands and
approach in place. The marketing organization the power of the city brand come together. That’s
London & Partners was created specifically to build why most commercial brands are willing to pay an
brand and commercial partnerships and has now ‘entry fee’ of $70m before even beginning to build
put in place a series of brand ‘kite marks’ to work advertising and product marketing campaigns to
with tourism and business partners offering services plaster the city and reach consumers.
to tourists or inward investors which enable them
to exploit the power of the London brand and Yes, cities have got wise and are creating extensive
capture the benefits of ‘officialness’. London & product lines which exploit the city brand and go
Partners benefits as its inward investment or towards paying for the Games – London will prove
tourism promotion is undertaken directly by a to have been extraordinarily successful in this
partner. strategy when the post-Games reckoning is
complete – but no-one has yet been able to ensure
London has not been able to develop this model as that when THE greatest commercial circus arrives in
swiftly as Berlin, where Berlin and Partners has town, they have created immediate economic
created a brand architecture which allows lead benefit for the city – not just funding the Games but
partners such as Siemens or even foreign-owned paying for city legacy projects – or have built long-
BAE Systems to co-brand in the “ich bin ein term economic partnerships that will ensure lasting
berliner’ campaign thereby showing the specialist brand partnerships with mutual benefit. Imagine
sectors that the city can host and enabling the the multiple advantages for the city that might grow
commercial partner to set themselves as the leader from a structured commercial brand system like
in that sector. Berlin’s. There is still time for Rio to be a trailblazer
in this field.
City Branding in Nordics: A framework of success factors
Analysing the success factors and road map of the city branding programs of Helsinki,
Stockholm, Copenhagen and Chicago.
By Dr. Seppo K. Rainisto
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marketing. World Business Chicago (WBC) as a
public-private (non-profit) partnership had actively
sought this status, with aggressive promotion for
the region. CopCap, B.A.S. and GHP (HRM) are
This framework is based on the analysis (2003) organised in a form of a private firm.
about inward investment marketing and city
branding programs of the Helsinki, Stockholm, THE FRAMEWORK OF SUCCESS FACTORS
Copenhagen metropolitan regions
and Chicago (USA). In Finland the cities of Espoo, The study can be found online here!
Salo and Sastamala and the network of 50 regional
The framework has three “dimensions” of success
towns have carried out a city brand-road-map
factors. The elements in the inner part (planning
process (2008-2012) using this framework and
group, vision and strategic analysis, place identity
having the author as an outside advisor.
and place image, public-private partnerships and
Stockholm and Copenhagen had organised their city leadership) represent the core building stones in
marketing according to the quite similar constructs. place marketing practices. The elements on the
In Stockholm, there were two responsible sides of the “prism”, (political unity, global
organisations: Business Arena Stockholm (B.A.S.), marketplace, local development and process
as the official foreign inward investment agency for coincidences), meet the challenges in the
the Stockholm Region, and the Economic network and in the macroenvironment where the
Development Agency of the City of Stockholm place marketing practices are performed. The
(S.N.K.). Copenhagen Capacity (CopCap) is the new “how and ability” factors – strategic
official foreign inward investment agency of the exploitation, organising capacity, presence of
Greater Copenhagen Region. In Helsinki Greater substance, measurement and follow up – bring
Helsinki Promotion (GHP) coordinates the regional additional strain to the challenges of place
marketing (after Helsinki Region Marketing Ltd marketing. All these “how and ability” factors need
HRM). The organisations of place marketing are in to be present when practicing place marketing. In
the Chicago Region complex, and there was not a fact, all the success factors of the framework are
single organisation responsible for regional connected and interacting with each other
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supporting the process of successful place measure” is also true in place marketing and
marketing practices. branding.
There must be enough organising capacity for the Central in place branding is building the identity
management of the strategic part of the process, as for the place, which is the active part of
well as for the operational implementation of the management in the process. Strategic alliances with
programmes. Organising capacity comprises the other locations can decisively increase the joint-
capabilities of the management and the resources value of all the partners, who all could be in a win-
of the place suggesting that political unity is also win-situation. Professionalism comes along with the
needed to achieve the necessary organising work, as a positive “process coincidence”, and an
capacity for the place. active effort is always better than putting one’s
future in the hands of the keen place competition.
A NORDIC BRAND ROAD-MAP-MODEL
A city brand process is worked out in five phases.
First, the place branding project needs to get
organised. Then the planning group starts the
research phase, when a SWOT-analysis is made in
order to know how the place is perceived by the
target groups. Based on these study results in the
strategic phase, conclusions will be made, and the
place identity built. After the strategic work, the
implementation and action phase starts. This phase
can typically last 5-10 years, and the follow-up and
feed-back reporting steers the process
simultaneously.
The phases and the process include:
1. Organising Phase: Managing Group/Action
Group- Coordination, Financing, Overall-strategies,
Public-Private Partnerships.
Presence of substance is also linked to the 2. Research Phase: Strategic Analysis (SWOT):
organising capacity. Presence of substance is Homework of the place. Qualitative and
the “state of affairs” that has been reached by Quantitative Studies.
means of, for instance, organising capacity and the
3. Strategic Phase: Forming the Identity-
process of the systematic strategic
Conclusions from the Research Findings: Target
analysis. Strategic exploitation of individual core
Markets. Core Idea. Value Promises. Forming the
issues in place marketing is essential. Without
Strategic Plan: Constructure of the Offering.
strategic thinking, the operative actions bring
Segmenting. Positioning (Place Soul). Visualisation,
success only by accident – or good luck. Also, both
Graphics, Slogans.
the strategic work and the implementation on the
operative levels are needed for success. The 4. Implementation and Action: Phase Activity
strategic work is the only demanding part of the Programs. Time Tables. Budgets. Responsibilites.
place marketing challenge. Without measurement Coordination.
and follow-up, no place marketing programme is
executed in an ideal way. “You get what you 5. Follow-up, feed-back, reporting.
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The organising phase takes 1- 4 months, the What place? (Marketing language based definition)
research stage 3-5 months, the strategy phase 3-5  Mission and vision
months, altogether about 7 – 13 months before  Values
starting the long implementation stage combined  Strategy supporting Peaks
with systematic simultaneous reporting and follow-  Picture –vision 2020
up. In the cities normally three half-day workshops  Target groups
with the stakeholders were organised: a kick-off  Umbrella-key messages
seminar in the beginning of the process and before  Story Implementation, follow-up,
the research stage, a research work-shop when the measurement
study results were available and analysed in the  Enclosure materials (supporting the core
middle of the branding process, and the closing presentation)
seminar to publish the results. The residents and
own people are “ambassadors” of the brand of the The brand road map can be used also distributed
location, when they honestly accept the chosen in paper copies and placed on the site web-pages
identity elements and marketing message. of the city. The planning group coordinates the
 Place brand road map: content designing of the road-map during the sessions of
This new technique to create a brand road-map “in the branding process. The picture-vision has proved
a nut-shell” was developed during the pilot cases to be very useful. The group prepares 9 pictures to
with Finnish cities. The target is to present the illustrate how the place looks today, and another
brand strategy practically, with a power-point slide set of pictures illustrating the ideal identity of the
presentation. With some 20 slides it is possible to place in 2020. Also, short marketing oriented texts
illustrate the most important brand issues in a “open up” the meaning of each picture.
convincing way. The titles and contents of this road-
map presentation are the following:
Executing a City Brand Strategy
The need for developing a city brand is understood, the difficulty lies in bringing that
brand to life in the most physical way possible.
By Simon Cotterrell
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More than ever, there’s a race between cities for Look to the commercial world and you’ll find great
financial and human capital. Businesses, students, brands like Apple and Virgin who focus their brand
tourists and employees increasingly have the building efforts on experiences. The minimalism of
freedom to choose where in the world they make the iPod interface, the commitment of Virgin
their mark. If your city’s not on their map, you Atlantic to deliver ‘entertainment in the sky’
won’t get a look in. As a city’s profile becomes ever through every single touch point. Big or small, it’s
more important, ‘standing out’ by standing for the physical things that work hardest to deliver. If I
something is becoming the essential objective for tell you I’m funny you might believe me, if I make
city leaders the world over. you laugh there’ll be no doubt about it.
But if the need for developing a city’s brand is So if you’ve taken the time to distil a single-minded
understood, how to go about developing a city’s city strategy, make sure your next steps serve to
brand continues to be an area for debate. pour that strategy into every aspect of city life, not
Mistakenly, many people believe that a city’s just to write it on the label.
branding can be solved with little more than a new
logo. Google “city positioning” and you’ll find a By way of example, last year we were engaged
rogue’s gallery of trite, clichéd icons that attempt, by Aarhus, Denmark’s second city, to help them
and fail, to encapsulate all the little, intangible develop their city’s brand. As Greg will have no
things that make a city great. doubt discussed at some point in this blog, the need
to create an idea for the city based on the
Don’t get us wrong, brand identity can be collective truths of its residents was at the heart of
tremendously powerful – it’s hard to put a figure on our approach. We interviewed members of the
the huge value of ‘I heart NY’ for example – but municipality, the university, businesses and citizens
relying on this alone to deliver city differentiation is alike to get a true flavour of what rational attributes
somewhat misguided. Identity serves to announce and emotional values might set the city apart.
change but it does not deliver change itself.
What came to the surface was a city that held
innovation and collaboration at the top of its list of
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virtues. Now, at this point you’re probably thinking staff, access to experts further up and down the
to yourselves that these qualities are hardly the supply chain – with a small army of highly intelligent
most differentiating, and, if we’d stopped there and and creative collaborators meeting you off the
made a logo and a tagline about innovation and plane, suddenly intangible concepts like innovation
collaboration, you’d probably be right. But what we and collaboration could become unmissable.
did instead was to explain to the city that if they
were going to create something differentiating In the case of Aarhus, therefore, the role of brand
around these qualities, that they’d have to bring communication was less to announce the brand to
them to life in the most physical way possible. the outside world, and more to give confidence to
the city’s citizens that they could deliver on their
So, as well as the visual identity and a snappy new promise, a couple of examples of which we’ve
tagline – “Aarhus. Danish for progress” – we spent included below.
the majority of our effort helping them establish a
mechanism to activate their positioning. Our Activating a brand idea, within a company, is a
premise was simple: if you’re to be known as a complex task that requires people from across the
hotbed of innovation through collaboration, you’d organisation to work together in new ways. Put
need to create a vehicle where newcomers, such a task on the scale of a city and you’ve a
especially businesses, would be able to fast track different league of complexity. But with clarity of
their immersion into these skillsets. The big purpose, clear leadership, considered
activation idea was what we called “the city wide processes and, most of all, lots of exemplars of
innovation network”. This was effectively an on- what you want people to do, it’s definitely not
boarding system for start-up businesses to give impossible. We live in an experience economy
them access to the best of the city. Imagine arriving where the difference between doing what you say
somewhere to be given accommodation, access to you’re going to do, and merely saying it, is what
the municipality, access to the university, access to matters most.
Hong Kong: Asia’s world city
‘Asia’s world city’ slogan is defined by its core values: free, enterprising, excellence,
innovative and quality living.
By Greg Clark
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While the reunification of the former British colony conceived as an umbrella brand and a brand
with the Chinese mainland, in 1997, was seen by platform through which the city’s brand can be
many at the time to be as a precursor to the end of communicated to all sectors. The tourism and
the city as an international investment hub, the business brands are seen merely as sub-brands.
Hong Kong brand has played an integral part in the
city’s dynamic and continued prosperity. According  Brand leadership and custodian
to ‘Location branding 2012’, published by Public The rights to the use of BrandHK are owned by
Affairs Asia and Ogilvy PR in September 2012, the Hong Kong Government, while it is supervised
Hong Kong has the second strongest brand in the and managed by the Information Services
Asia Pacific region. Department, in particular the Brand Management
Unit (BMU) of the External PR Division. There is
BrandHK was developed and launched in 2001, also close cooperation between the BMU and
with a revitalisation of the brand, including the Invest Hong Kong (IHK), Hong Kong Trade &
updating of its core values, attributes, brand Development Council (HKTDC), and the Hong Kong
platform and visual identity, taking place in 2010. Tourism Board (HKTB).
The brand’s ‘Asia’s world city’ slogan is
underpinned by its core values, developed through The BMU works with its partners to ensure that
consultation with stakeholders and the public: free, BrandHK is communicated consistently across the
enterprising, excellence, innovative and quality globe. While anyone, whether from the public and
living. Hong Kong’s attributes are: cosmopolitan, private sector, can apply to use the brand, they
secure, connected, diverse and dynamic. must follow a strict set of guidelines set out and
monitored by the BMU.
The two main objectives of BrandHK are
to position Hong Kong in the international arena Specific campaigns include the web
and for identity building purposes. Rather than platform, myhk2020.com, which was launched in
having multiple brands, BrandHK has been 2008 as a means of allowing Hong Kong’s citizens
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25. Urban Intelligence by
Each month : an analysis from a Cities expert  A compilation of all articles related to the Cities topic of the month
to express their vision in text, photos, that brand strategy should now more explicitly
drawings and videos. In addition, the ‘Faces of work towards attracting talent, students, and
Hong Kong’ campaign describes the lives of some innovators, and garnering the support of locals by
of the city’s residents as a means of giving meeting their needs more fully. While the
international visitors and businesses an insight reconsolidation of BrandHK that took place in 2010
into the ‘Asia’s world city.’ went someway to addressing these issues, such is
the opportunity for Hong Kong in today’s global
 The next step markets that it needs to solidify local support and
The next step for BrandHK is to broaden the engagement and to develop a story that is broader
appeal of the city in wider markets and to address than economic opportunity and address liveability,
the needs and desires of the people of Hong Kong sustainability, and cultural offers more
more explicitly. While investors and businesses emphatically.
have been given much focus, it is widely believed
Singapore: A City in a Garden
Singapore will find global success by promoting Singaporean science, know how,
firms, services, and products, in addition to its strengths as a location and
destination.
By Greg Clark
Image: Flickr-AndyLeo@Photography
Singapore’s remarkable story, and journey can be the platform to contribute to success for
to success from an impoverished colony in 1965, to business, people, investors, and communities.
a world leading city in 2012 offers a strong
organising narrative for any brand strategy and ‘Location branding 2012’, published by
presents many examples of how a successful place PublicAffairsAsia and Ogilvy PR in September 2012,
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26. Urban Intelligence by
Each month : an analysis from a Cities expert  A compilation of all articles related to the Cities topic of the month
recognises Singapore as the strongest brand in the which focuses on using the internet and extensive
Asia Pacific region. Singapore also finished 29th in social media, as well as the more traditional TV and
the People section of the 2011 Anholt-GfK Roper hosted advertising campaigns.
City Brands Index, while it also has the distinction of
being one of only five cities in the overall top 30 The concept of the ‘Garden City’ has long been an
Index list that is outside of North America, Western intrinsic part of Singapore’s brand. Koh Buck Song,
Europe, and Australia. author of Brand Singapore, argues that the city-
state, in recent years, has made the transition to a
 Singapore’s brand platform ‘City in a Garden’; a concept which ‘redefines
The city-state of Singapore is an important case. It the idea of an urban landscape in a natural
exists as a city and a nation, projecting itself to the setting while aligning with the global trend of
world as an Asian megacity, while also benefitting growing environmental consciousness.’
from many of the aspects associated with
nationhood. Either way, it is a city-state which, with At the government level, the city’s ‘Renaissance
the assistance of strong branding, has catapulted City Plan’ is also dedicated to creating a world-class
itself from a Third World to a First World City in cultural and entertainment district. More
only 47 years. Brand Singapore has helped to specifically, the most recent phase of the plan, RCP
attract the investments, business, trade, tourism III (2008-2012), “seeks to develop distinctive arts
and talented human resources that have made and culture institutions and content, nurture a
Singapore such a success. dynamic arts and culture ecosystem, and cultivate
culture-loving audiences, supporters, patrons and
Singapore’s branding has Government led, more partners.”
specifically by the Prime Minister’s Office. External
marketing is undertaken by the Singapore Tourism  The next step
Board (STB), but the overarching Singapore brand Singapore’s success at attracting international
message of the government is disseminated by a firms, investors and talent will continue. Its next
whole host of boards, state-owned companies and step is to balance this with more attention on
community associations. mobilising Singaporeans behind the next steps in its
global success and to promote Singaporean science,
Singapore has employed a richly diverse set of know how, firms, services, and products, in addition
initiatives to promote its brand over the last 30 to its strengths as a location and destination.
years, including tourism campaigns, the hosting of
major international events such as the Formula One Koh Buck Song, author of Brand Singapore,
Grand Prix, the opening of integrated resorts, and furthermore argues that the city-state should focus
exporting expertise to other Asian countries such as its attention on Singaporeans and how they
China. perceive the Singapore brand. Song says that in
order for the world’s image of Singapore to change,
“Uniquely Singapore” was a campaign designed as a the reality has to change, arguing that the city-state
means of demonstrating the “warm, enriching and needs to focus more on embedding Richard
unforgettable” nature of Singapore to the rest of Florida’s three Ts, talent, technology and tolerance,
the world. After five successful years, the campaign while simultaneously working to clarify and distil its
was replaced by “YourSingapore” in 2010, an all brand message.
encompassing, visitor-centric, media campaign
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27. Urban Intelligence by
Each month : an analysis from a Cities expert  A compilation of all articles related to the Cities topic of the month
New York City: The Big Green Apple?
New York needs to continue to promote the city internationally as an ideal place for
start-up ventures, while ensuring that public policy continues to be pro-business.
By Greg Clark
Image: Flickr -kaysha
New York City has one of the strongest brands of any  Investment attractiveness
world city. The city finished fourth in the 2011 New York promotes its brand to potential investors
Anholt-GfK Roper City Brands Index, which measures through the New York City Economic Development
the image of 50 cities, based on Presence, Place, Pre- Corporation (NYCEDC). The NYCEDC is New York’s
requisite, People, Pulse and Potential, based on economic development driver, charged with the
interviews conducted with 5,105 participants. mission of leveraging the city’s assets to drive
The city has successfully transformed its image over growth, create jobs and to improve the quality of life
the last 35 years through a rebranding process which for New Yorkers.
has its roots in Milton Glaser’s iconic “I Love New The organisation uses its expertise to develop,
York” logo and campaign, forged in 1977. While the advise, manage and invest to strengthen businesses
city’s brand has continued to strengthen over the and help neighbourhoods thrive. By developing a
last three decades, branding has ultimately strong physical infrastructure, investing in its people,
represented not only an image makeover, but also a and creating a strong entrepreneurial and business
more business-friendly restructuring of political and environment, the city has made itself attractive to
economic relations in the city. Urban sociologist Dr. investors.
Miriam Greenberg asserts that, “branding Specific programmes such as World to NYC are
transformed New York’s image from that of a gritty designed to help global entrepreneurs and
working-class city to one that is business and businesses leverage New York City’s resources and
tourist-friendly.” economic opportunities. The programme sees New
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28. Urban Intelligence by
Each month : an analysis from a Cities expert  A compilation of all articles related to the Cities topic of the month
York host business delegations from cities around businesses, emphasised by New York City’s selection
the world as a means of promoting trade and by President Obama as the only city to be
investment between New York City and the global represented on the country’s new 11-member
economy. national tourism board.
In terms of tourism, New York must continue to
 Tourism branding make headway in non-English speaking
New York City’s primary means of communicating its markets. Plans are already afoot to develop visitor
tourism brand to the world is through the efforts of guides, available on nycgo.com, in seven different
NYC & Company. The organisation conveys, “New languages, targeted at eight different markets. In
York City’s energy, excitement and diversity to a addition, the city is looking to push its brand further
global audience.” through an extensive social-media strategy, with
The organisation works tirelessly to promote the city additional international Facebook pages and
through its award-winning website, nycgo.com, translated visitor guides, to reach a total of 13
social-media channels, a mobile site and markets.
publications, such as the NYC Official Visitor Guide, The key change in the past 10 years has been the
NYC Official Travel Planner and NYC Official Meeting promotion of a new kind of urban liveability in New
& Event Planner. These various media channels are York. The PlaNYC document provides the framework
used to disseminate information about events, for radically improving New York’s green credentials
offers and travel opportunities throughout the five and human amenities. Projects like the High Line
boroughs. provide tangible and visible progress in promoting
New York’s liveability and walkability.
The city hosts a wide range of events and
New York City is currently one of the most popular
programmes as a means of attracting both domestic
cities in the world for starting a business. Over the
and international visitors, including NYC Restaurant
last four years, there has been a 40% spike in start-
Week, Fashion’s Night Out, Get More NYC,
up financing in “Silicon Alley”; a larger increase than
Broadway Week, Off-Broadway Week, Comedy
anywhere else in the U.S. A mixture of “luck”, with
Week and Culture Spot.
the financial collapse leading to a dearth of
The work of NYC & Company saw New York welcome
programmers looking for new opportunities, and
an estimated 50.5 million visitors in 2011, a 4%
intelligent public planning and policymaking have
increase over 2010, while the Tourism industry
conspired to create an ideal start-up environment.
supports over 320,000 jobs, generating $32 billion in
New York needs to continue to build on this
direct spending across the City.
foundation, working to promote the city
internationally as an ideal place for start-up
 The next step: liveability and economic
ventures, while simultaneously ensuring that public
diversification
policy continues to be pro-business.
New York has already established itself as one of the
world’s most attractive cities, both for tourists and
Sydney: Asia Pacific World City
Sydney must leverage its inherent strengths as a visitor destination to build a broader
business and knowledge offer.
By Greg Clark
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29. Urban Intelligence by
Each month : an analysis from a Cities expert  A compilation of all articles related to the Cities topic of the month
Image: Flickr - Becky E
Sydney’s efforts to re-position itself as an Asia  Visitor brand
Pacific city have succeeded and it is ready to face The New South Wales (NSW) Government
the next step in building a business brand to rival established Destination NSW (DNSW) as a
its visitor destination identity. statutory authority in July 2011 as a means of
supporting the growth of the state’s tourism and
‘Location branding 2012’, published by events brand. The authority consolidated the
PublicAffairsAsia and Ogilvy PR in September 2012, activities of four previously separate organisations,
sees Sydney as the third strongest brand in the Tourism NSW, Events NSW, the Homebush Motor
Asia Pacific region. The report’s findings are based Racing Authority and the Greater Sydney
on the analysis of responses taken from 300 Asia Partnership.
Pacific communications experts, with over 3,000
years of collective professional experience DNSW is the body charged with devising
between them. and implementing strategies to grow NSW’s
The report highlights the widely held belief visitor economy, with a strong focus on driving
that countries within Asia Pacific, in general, face tourism and acquiring and developing major
a growing struggle to define their brand, but that sporting and cultural events for Sydney and
Sydney is one of the few cities in the region that regional NSW. The organisation is furthermore the
has successfully overcome this hurdle. The city has primary investor in Business Events Sydney, which,
indeed been one of the world’s most dynamic amongst other activities, aims to attract more
performers in a wide range of international international conventions, corporate events and
benchmarking indexes in recent years, although exhibitions for Sydney and regional NSW.
there is still much work to be done. The ‘Location DNSW’s strategy, which is still in the development
branding 2012’ report focuses its research process and is being coordinated by the Visitor
primarily on two aspects of location branding, Economy Taskforce, will receive in excess of $400
namely investment attractiveness and desirability million of funding over the next four years in order
as a visitor destination for tourists. to ensure its effective implementation.
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 Investment attractiveness  The next step
Founded in April 2011, New South Wales Trade & With nearly half of the world’s urban population
Investment is the driver of sustainable economic now living in Asia Pacific, and a majority of the
growth across the State of NSW, of which Sydney is world’s megacities predicted to emerge in Asia
the capital. The newly formed organisation is the over the next decade, the competition for
brand custodian which promotes Sydney and NSW investment and tourism continues to
to the world as a location for doing business. NSW intensify. Given its small size and relatively remote
Trade & Investment do this by working with, and position, Sydney must work hard to consolidate its
supporting, a wide variety of businesses and business brand and communicate effectively with
industries to advance investment, innovation, the world.
activity and improvements. The organisation acts Business operating environment, political stability
as a unifying entity for the efforts of the key NSW and the built environment are the top three
Government economic development agencies, priorities for campaigns to attract business
offices and authorities. investment. Sydney’s cultural offering, the natural
environment, hotel leisure facilities and transport
The organisation’s first strategic plan (2012-2015), are critical in successfully attracting
while complementing NSW 2021,“sets the tourists. Sydney’s task now is to leverage its
overarching direction of the department for the inherent strengths as a visitor destination to build
next four years. It articulates our vision and a broader business and knowledge offering in
values, defines our key results, the intended order to differentiate itself from other Asia Pacific,
outcomes, and the strategies we will put in place and World, cities, while promoting itself through a
to achieve those outcomes.” more diverse range of media-channels.
Tokyo: Identity and Reputation and a Resilient Brand, but is Tokyo
an Open City?
Tokyo intends to promote its brand to the world, “presenting the world with a vision
of how cities should be.”
By Andrew Stevens and Greg Clark
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Cities and National Development
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Image: Flickr -Marufish
The Tokyo city brand is one of the least studied of from 1999 until October 2012, issued a 10 year
all world city brands, although it is also one of the plan in 2006, “Tokyo’s Big Change”, which has the
most embedded. Tokyo has been subjected to intention of improving and enhancing the city by
some of the most destructive natural and human- 2016, the year in which they intended to host the
made disasters in recent years, including Olympic Games. Although their bid for the Games
an earthquake, tsunami and a nuclear accident. was ultimately unsuccessful, these improvements
are still going ahead as planned, with some having
The city’s brand, however, has proven to be being accelerated.
extremely resilient. According to the 2011 Anholt-
GfK Roper City Brands Index study, Tokyo’s brand In the Plan, the Governor highlights Tokyo’s
has seen no significant erosion as a result of these intention to become globally known as a “beautiful
phenomena, finishing 10th among the 50 cities and safe city.” More specifically, the plan
measured in the Index. highlights goals such as: negating certain aspects of
post-war urban development through
Regarding Tokyo’s place in the Index, Simon the increased use of waterfront and greenery,
Anholt, City Brands Index founder, commented, achieving a global reputation for sustainability and
“the stability of Tokyo’s brand image comes as no disaster management, Tokyo becoming
surprise, since the city consistently ranks the ‘cultural hub of Asia’ and ‘attracting people
impressively on welcoming people, amenities, from around the world.’ The plan was formulated
cultural richness, education and business by the Headquarters of the Governor and
climate…the reputations of countries and cities are approved by the Tokyo Metropolitan Assembly.
never affected by acts of god, only by acts of men.”
Tourism Promotion, City Promotion and Sister
 Tokyo’s brand platform Cities relations, as well as the Asian Network of
Tokyo’s brand is promoted externally, and Major Cities 21, are all overseen by various
projected globally, by the Tokyo Metropolitan sections of the Tokyo Metropolitan Government,
Government, through its Governor, formerly while the Tokyo International Anime Fair and
Shintaro Ishihara. The Governor, who was in power
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Each month : an analysis from a Cities expert  A compilation of all articles related to the Cities topic of the month
Tokyo Marathon are also managed by publicly creating a society where anyone can strive for high
owned enterprises. goals, and create a society where everyone can
enjoy sports and provide children with dreams.
In addition to “Tokyo’s Big Change”, and in
response to the challenges facing the city in the  The next step
light of the impact of the tsunami and One of Tokyo’s major brand weaknesses is the
earthquake, Tokyo Vision 2020 has been developed perception of its cleanliness; the city ranks in the
as a means of transforming the city, as part of the bottom half of all measured nations in the 2011
city’s bid for the 2020 Olympic Games. It is through Anholt-GfK Roper City Brands Index. Is Tokyo an
achieving the following eight specific goals open city? There are many aspects of the
that Tokyo intends to promote its brand to the cosmopolitan society in Tokyo but the perception
world, “presenting the world with a vision of how of closed institutions and the city’s reputation for
cities should be”: Achieve a sophisticated disaster- isolationism is an oft cited factor for Tokyo failing
resistant city and demonstrate Tokyo’s safety to to compete with other cities on a regional, as well
the world, create a low-carbon society with a as global level.
highly efficient, independent and distributed
energy system, restore Tokyo to a beautiful city Tokyo recognises both of these weaknesses and is
surrounded by water and greenery, connect land, in the process of addressing them, but whether or
air, and sea to raise Tokyo’s international not they can be overcome and Tokyo can begin to
competitiveness, put Tokyo on a new track to compete with the likes of London, Paris and New
growth by raising industrial power and the allure of York remains to be seen.
the city, build and show the world an urban model
for a society with a low birth-rate and aging Source: Developed with material from www.citymayors.com
population, raise globally competent individuals by
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Read the previous Urban Intelligence issues:
 March 2012 – Cities and sport events
 April 2012 – Urban investment and the new cycle
MIPIM® is a registered trademark of Reed MIDEM. All rights reserved.©2012
 May 2012 – Planning the re-development of the world’s megacities
 June 2012 – Asian Cities and the global growth map
 July 2012 – Retail and cities: a new opportunity?
 August 2012 – Investment in Cities
 September 2012 – Urban demographics and Cities
 October 2012 – Cities urbanization, and national urban policy
 Next issue … December 2012 - City innovations and key events from 2012
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Acknowledgement: Urban Intelligence wishes to thank the Urban Intelligence?
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