IDENTITY AND MARKETING OF CITIES روعة روعة.pdf

IDENTITY AND MARKETING OF CITIES

A version of this paper research has been published as a chapter in the book Information Communication Technologies and City Marketing: Opportunities for Digital Cities around the World, edited by Mila Gasc-Hernndez and Teresa Torres-Coronas; published in IGI Global Publishing, Information Science Reference, Hershey; 2009 New York.

Author: Dr. Norberto Muiz Martnez, Universidad de Len, Spain. [email protected]

Doctor of Economics and Business Administration, Professor of Marketing at the University of Leon, Spain. Diploma in European Union and Foreign Trade by the Polytechnic University of Madrid (Spain); Master Science of Transport & Distribution Management, University of Central England (Birmingham, England); has conducted courses on culture and languages in various universities in Germany and France. Has published papers in academic journals, in books; lecturers in various forums and conferences in Spain and international spheres. Teaches in some master and postgraduate courses, with stays at universities and institutions from Europe, the Americas and Asia. His areas of research are: city marketing and place branding, strategic marketing, international retailing, and new trends in tourism. Conducting international researches, such as a European Union project with the cities of Leipzig (Germany), Bologna (Italy), Ljubljana (Slovenia) and Len (Spain), he has also worked with Medelln (Colombia) and Kuala Lumpur (Malaysia), where he is visiting professor at the Asia-Europe Institute, University of Malaya. He has taught courses on new trends in tourism in Mexico and Colombia, and doctoral courses in Brazil and Venezuela. Founding member of the Latin American association International Network of Marketing and Urban Development (Red Internacional de Marketing y Desarrollo Urbano), which promotes exchange of knowledge and urban experiences.

The global network of urban areas is beginning to give rise to a new geopolitics that seems likely soon to become more important that the geopolitics of nation states (A. Zaera-Polo, director of Foreign Office Architects, 2004).

From being really just run of the mill, which is what cities were at the start of industrialization, western metropolises

have undergone a recycling that presents them as consumer products (V. Verd, sociologist and writer, 2001)

Abstract

Cities are acquiring a key geopolitical importance in the shaping of world-wide flows and exchanges, playing a key part in modern socio-economic relations within the framework of the world order termed globalization. Urban areas are the nodes where networks of various types of interchange come together: economic, social, cultural, communications and interpersonal. While having a leading role in these major relations of world-wide exchanges, cities in addition shape their own interchanges between what they can offer and the demands from the various groups within them. These are principally their citizens, but also investors, tourists and administrative and civil institutions.

Strategic marketing and management approaches have been implemented into the field of countries, regions, and especially cities, which are adopting these approaches to sell what they have to offer, to be manage better and compete more effectively. Marketing provides a conceptual framework and tools for managing these exchange relationships between what cities supply and demand. This research explores these issues, and examines the evolution of city marketing, from emphasizing infrastructures and urban regeneration towards stressing intangible values, such as multicultural integration, urban quality of life, appreciating aesthetics, the design and beauty of a city, a marketing of cities by means of intangible and emotional elements.

1. The Identity of Cities in Socio-Economic Globalization

As an outcome of economic globalization and the growing internationalization of markets, numerous relationships are developing that encourage a multiplicity and mixing of identities, in what Castells (1998) calls a network society. Cities, as the places or centres where these numerous flows of exchanges converge, gradually form an identity for themselves as a function of how these interconnections take shape within them. In this way, the concept of the identity of cities gains prominence. There are some cities that have clear identities relating to certain more or less unusual features that make them well known. Others, in contrast, especially large cities that constitute centres of power or world standards, become famous as an outcome of multiple facets (Table 1).

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Table 1. CITIES WITH INTERNATIONAL REPUTATION ACCORDING TO SOME ATTRIBUTES

Music Music festivals: Bayreuth R. Wagner- (Germany); Salzburg W.A. Mozart- (Austria); Verona G. Verdi- (Italy). Nashville North American folk- (USA); New Orleans Jazz, Gospel- (USA). Great philarmonic orchestras: Berlin (Germany), Viena (Austria)

Theatre

Avignon summer festival- (France); Edimburg Fringe festival- (Scotland, G. Britain); Stratford-upon-Avon festival in W. Shakespeares natal village - (England, G. Britain); classical theatre: Almagro, Mrida (Spain). Theatres of international reputation: Liceu, Barcelona (Spain); alla Scala, Milan; La Fenice, Venice; San Carlo, Naples (Italy)

Cinema Cinematographic industry or festivals (and in some cases also festivals of advertising): Hollywood Los Angeles- (USA); Cannes cinema and advertising- (France); Berlin Berlinale- (Germany), Venice Mostra- (Italy); San Sebastin cinema and advertising - (Spain)

Great museums

Madrid Museo del Prado, Centre of Art Reina Sofa, Thyssen-Bornemisza-, Bilbao Guggenheim-, Valencia Ciudad de las Artes y las Ciencias- (Spain); Paris Louvre, Centre Pompidou- (France); Saint Petesburg Hermitage- (Russia); London British Museum, National Gallery, Tate Gallery- (G. Britain); Berlin Alte National Galeri, Bodes Museum, Altes../Neues Museum, Pergamo- (Germany); New York Metropolitan, Museum of Modern Art (MOMA), Guggenheim, American Museum of Natural History- (USA)

University cities

Oxford, Cambridge England-, St.Andrews Scotland- (Gr. Britain); Heidelberg, Tbingen, Gttingen (Germany); Salamanca (Spain); Coimbra (Portugal); Bolonia (Italy); Princeton, Berkeley (USA)

Events based on cultural singular

assets

Parties and popular

celebrations

Carnival: Rio de Janeiro, Salvador da Baha (Brazil), New Orleans Mardi Grass (USA), Venice (Italy), Valencia Fallas- (Spain); Pamplona Sanfermines- (Spain); Munich Oktoberfest, party of the beer- (Germany); Siena Palio, horse racing- (Italy); Calgary Stampide western parade- (Canada). Holy week religious parades Semana Santa: Seville, Valladolid, Zamora (Spain)

World financial centres New York (USA); London (Gr. Britain); Tokyo (Japan)

Metropolitan cities that are economic centres of international influence

Chicago, Los Angeles (USA); Paris (France); Madrid (Spain); So Paulo (Brazil); Shanghai (China); Seoul (South Korea); Toronto (Canada); Dubai (United Arab Emirates); Johannesburg (South Africa); Singapur(City-State) Cities

economic centres Cities of medium average size that specialize themselves economically and become more important than they are for their sizes

Frankfurt stock exchange, banks, European Central Bank- (Germany), Geneva banks, watches- (Switzerland); Milano economic centre, mode & craft industry- (Italy); Rotterdam Mercantile port activity - (Netherlands)

Industrial cities Cities of industrial tradition that look for new positionings because of the decline or industrial transformation

Manchester, Liverpool (England, G. Britain); Glasgow (Scotland, G. Britain); Bilbao (Basque Country, Spain); metropolitan area of the Ruhr region Dortmund-Duisburg-Bochum-Essen-Dsseldorf (Germany); Detroit, Pittsburg (USA)

Cities with research centres

San Francisco-San Jose Silicon Valley; universities: Berkeley, Stanford- (USA); Boston universities: Harvard, MIT- (USA); axis Stuttgart-Munich high range automobiles Mercedes, Porsche, BMW, Audi- (Germany); Kuala Lumpur (Malaysia) Multimedia Super Corridor-; Bangalore technological parks- (India)

Vanguard forefront cities, trend setting

cities

Barcelona urbanism, architecture- (Spain); Berlin urban renovation, reunification, culture- (Germany); San Francisco forefront social movements, waterfront bay, cosmopolitanism- (USA); Vancouver multiculturalism, natural beauty, waterfront- (Canada); Shanghai urban, socio-cultural and economic change - (China); Amsterdam urban singularity, forefront social tolerance- (Netherlands); Curitiba social and environmental management- (Brazil); Dubai new economic centre, finance and trade, tourism, vanguard architecture- (United Arab Emirates)

Natural beauty Cities, town and villages placed in environments of natural beauty that generate reputation and attract visitors and residents

Sea waterfronts/bays/beaches: Palma de Mallorca, San Sebastin, Santander (Spain); Bay of Naples (Italy); Miami (USA); Mar del Plata (Argentina); Sydney (Australia); Cape Town, Durban (South Africa)

Mountains: Chamonix -Mont Blanc- (France); Zermatt Matterhorn or Cervin- (Switzerland); Innsbruck Alps, Tirol- (Austria). Sky: Calgary (Canada), Aspen (USA). San Carlos de Bariloche Andes-(Argentina)

Coast and mountains: Rio de Janeiro beaches of Copacabana, Ipanema, etc; mount Corcovado- (Brazil); Bergen fiords- (Norway)

Popular destinations of sun and beaches Benidorm (Spain); Rimini (Italy); Acapulco, Cancn (Mexico) Cities specializing in a tourism of coast of elitist nature

Cannes, Nice (France); Monaco (Principality of Monaco); Punta del Este (Uruguay)

Health tourism Baden-Baden (Germany); Evian (France); Budapest (Hungary); Karlovy Vary Karslbad, Marinsk Lazn, Marienbad (Czech Republic) Touristic cities

Urban tourism

New York architecture of skyscrapers, cosmopolitanism, cultural offer, cinema-tographic evocation (USA); Paris urban beauty, monuments, culture, fashion industry (France); Rome old Roman civilization, urban beauty, Vatican (Italy); London cultural offer, cosmopolitanism, monuments, Monarchy (Gr. Britain); Prague architectural heritage, culture (Czech Republic); Singapore and Kuala Lumpur (Malaysia) shopping and financial centres

Big cities of powerful countries; politically, economically and culturally of world reference

New York, Los Angeles (USA); Paris (France); London (Gr. Britain); Tokyo (Japan); Moscow (Russia); Beijing (China) Metropolis or

megacities Urban agglomerations of emerging or developing countries, with over-excited and unplanned growth

Calcutta, Bombay (India); Yakarta (Indonesia); Mexico City (Mexico); So Paulo (Brazil); Cairo (Egypt); Lagos (Nigeria); Karachi (Pakistan); Manila (Philippines)

Cities-state Monaco principality, tax haven, elitist tourism-; Andorra winter and mountain tourism-; Vatican catholic religion-; Singapore financial centre and communications hub-; Luxembourg European crossing of cultures-

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Cities that host international institutions

Brussels European Union, NATO- (Belgium); New York United Nations- (USA); Geneva United Nations, International Red Cross- (Switzerland); Paris UNESCO- (France); Lausanne International Olympic Committee- (Switzerland); Washington D.C. International Monetary Fund, World Bank, Administration of the USA; The Hague some international courts of justice- (Netherlands)

Cities where international treaties have been signed, or international agreements have been celebrated

Kyoto Protocol on Climate Change (Japan); Maastricht Treaty on European Union (Netherlands); Davos annual meeting of the World Economic Forum- (Switzerland)

Cities that host big companies

Eindhoven Philips- (Netherlands); Leverkusen Bayer- (Germany); Wolfsburg Volkswagen- (Germany); Torino FIAT- (Italy); Toulouse aeronautical industry- (France); Ulsan Hyundai- (S. Korea); Seattle Boeing-aeronautical, Microsoft-software- (USA); Detroit automobile industry- (USA)

Annual events

Car racings: Montecarlo Formula 1, Rally (Monaco), Le Mans 24 hours race (France); Indianapolis 500 miles- (USA), Wimbledon tennis (Gr. Britain); Wimbledon tennis- (Gr. Britain); Paris tennis: Roland Garros, cycling: Tour France final stage- (France); St. Andrews golf- (Scotland, Gr. Britain); Augusta golf- (USA)

Oneoff events with long term returns.

They attract investments and boost tourism

Summer Olympic Games: Sydney presentation like one of the best cities of the world - (Australia), Barcelona urban remodelling, world promotion -; Beijing

-presentation and promotion of the city but also of China as a new superpower-. Winter Olympic Games: Salt Lake City (USA), Calgary (Canada), Lillehammer (Norway), Albertville (France), Torino (Italy) Football World Cup: Germany 2006, South Africa 2010.

Cities and places with

sporting events of international

repute

Sports clubs that provide international reputation to the

cities that shelter them

European Football: Real Madrid, FC Barcelona (Spain); Milan, Inter Milan, Juventus Torino (Italy); Ajax Amsterdam (Netherlands); Bayern Munich (Germany); Manchester United, Liverpool (Gr.Britain)

Basketball NBA: Los Angeles Lakers, Boston Celtics, Chicago Bulls (USA) Cities with a

religious significance

Jerusalen Judaism, Christianity, Islamism- (Israel, Palestine); Rome Catholicism, Vatican- (Italy); Santiago de Compostela pilgrim way of Camino de Santiago- (Spain), Mecca Islam- (Saudi Arabia); Varanasi Hinduism- (India)

Singular cities Venice singular urbanism channels- (Italy); New York singular architecture, skyscrapers- (USA); Las Vegas city of the game and gambling in casinos, original architecture of the hotels and casinos (USA); Paris beauty and monuments (France)

Source: self compilation.

These attributes or potentials can be capitalized on by cities taking full advantage of them. In this sense there is a parallel with the approaches of strategic management and marketing in the world of business. These qualities would be equivalent to the concept introduced by M. Porter, competitive advantage, a capacity which if developed by an enterprise would allow it to achieve better results than competing businesses. In the same way, when a city is able to capitalize on its resources and potentials, or is remodelled and promoted, as Barcelona and Sydney were through their organization of the Olympics, then it achieves international fame and reputation that facilitates attracting investments and visitors.

Figure 1. CITIES WITH INTERNATIONAL REPUTATION ACCORDING TO SOME ELEMENTS The Royal Guard, tourist attraction of London

Festival of Wagners music in Bayreuth (Germany).

Front page of the influentialGerman magazine Der Spiegel

Florence, the city of the RenaissanceBenidorm (Spain), massive popular tourism

New Orleans, a city associatedwith the origin of Jazz music

The influence of cinema in the promotion of cities

Anita Ekberg and Marcello Mastroianni into the Trevi Fountain, Rome

Sequences of the film "La Dolce Vita

Tourism in theFontana di Trevi,Rome

The Royal Guard, tourist attraction of London

Festival of Wagners music in Bayreuth (Germany).

Front page of the influentialGerman magazine Der Spiegel

Florence, the city of the RenaissanceBenidorm (Spain), massive popular tourism

New Orleans, a city associatedwith the origin of Jazz music

The influence of cinema in the promotion of cities

Anita Ekberg and Marcello Mastroianni into the Trevi Fountain, Rome

Sequences of the film "La Dolce Vita

Tourism in theFontana di Trevi,Rome

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Brussels, the capital of the lobby

Lobbyists have close ties with the EU authorities

The capital of the Freedom

Mecca (Saudi Arabia),the sacred city of the islamic religion

Copyright: 2001 Der SpiegelLeverkusen , la ciudad sede de la empresa

Sao Paulo: over-excited and unplannedgrowth, favelas and skyscraper

There are no taboos in the heart ofthe Netherlands. The homosexualsseal their love in the court, the old

men die when they do not want to liveany more and the lovers of the

marijuana buy It in the bars. An islandof tolerance of uncertain future

Amsterdam,avant

garde andsingularityurban cityBuilding of the UN

headquarters, New York

Las Vegas imitates landmarks of other cities

EmpireState

Building

Statueof

Liberty

Luxor Hotel, in the shape of pyramidand Gizeh's Sphinx of Cairo in Egypt Imitation of the Eiffel Tower

Imitation of the channels of Venice Hotel New York, New York;imitates its skyline

ChryslerTower

Brussels, the city that host the European Union,European Commission headquarters

Santiago de Compostela (Spain), the historical and religious pilgrim route ofthe Way of Santiago Camino de Santiago -, also attracts much tourism

Russia saves the Kyoto agreementThe Russian Parliament gives final support to the international treaty

Kyoto in theinternational

press dueto the

ClimateChangeProtocol

A city and a football team with the name of a pharmacist

Leverkusen (Germany), a city linked tothe Bayercompany

Brussels, the capital of the lobby

Lobbyists have close ties with the EU authorities

The capital of the Freedom

Mecca (Saudi Arabia),the sacred city of the islamic religion

Copyright: 2001 Der SpiegelLeverkusen , la ciudad sede de la empresa

Sao Paulo: over-excited and unplannedgrowth, favelas and skyscraper

There are no taboos in the heart ofthe Netherlands. The homosexualsseal their love in the court, the old

men die when they do not want to liveany more and the lovers of the

marijuana buy It in the bars. An islandof tolerance of uncertain future

Amsterdam,avant

garde andsingularityurban cityBuilding of the UN

headquarters, New York

Las Vegas imitates landmarks of other cities

EmpireState

Building

Statueof

Liberty

Luxor Hotel, in the shape of pyramidand Gizeh's Sphinx of Cairo in Egypt Imitation of the Eiffel Tower

Imitation of the channels of Venice Hotel New York, New York;imitates its skyline

ChryslerTower

Brussels, the city that host the European Union,European Commission headquarters

Santiago de Compostela (Spain), the historical and religious pilgrim route ofthe Way of Santiago Camino de Santiago -, also attracts much tourism

Russia saves the Kyoto agreementThe Russian Parliament gives final support to the international treaty

Kyoto in theinternational

press dueto the

ClimateChangeProtocol

A city and a football team with the name of a pharmacist

Leverkusen (Germany), a city linked tothe Bayercompany

Zermatt (Switzerland) has its main asset in the beauty of the Matherhorn mountain (in

German language - Cervino in Italian)

Rio de Janeiro, city of great natural beautywith its mountains, bays and beaches

such as Copacabana or IpanemaChamonix (France) joins his name on posters

and postcards with its natural attraction, themountain Mont Blanc

Zermatt (Switzerland) has its main asset in the beauty of the Matherhorn mountain (in

German language - Cervino in Italian)

Rio de Janeiro, city of great natural beautywith its mountains, bays and beaches

such as Copacabana or IpanemaChamonix (France) joins his name on posters

and postcards with its natural attraction, themountain Mont Blanc

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The profile of a city can be influenced greatly by major public works. These can include new airports, as in Hong Kong, or extensions to existing airports, like Barajas in Madrid or London Heathrow; ports as in Yokohama; new museums like the Guggenheim in Bilbao, the area of Arts and Sciences in Valencia, or the Picasso Museum in Malaga, or renovations, such as the Louvre in Paris, the Rijksmuseum in Amsterdam or the Prado in Madrid; facilities for artistic activities, like the Sydney Opera House or the new Alexandria Library in Egypt; buildings for conventions; skyscrapers like Taipei 101 in Taiwan or the Petronas Towers in Kuala Lumpur in Malaysia or the Freedom Tower project at the site of the ill-fated towers of the New York World Trade Center; sports facilities, like olympic parks or stadiums that are innovatory in their technology and design such as the Allianz Arena Munich, or the Olympic Stadium in Beijing; renovation of waterside areas, as in Barcelona, of riverside zones, as in Bilbao, or of historic centres as in Santiago de Compostela, all three in Spain; theme parks like Eurodisney near Paris. These constructions equate in modern times to what cathedrals represented in mediaeval Europe. Many cities commission major works of this sort from star architects who create structures that become new urban icons, symbols advertising the city. Mention may be made of N. Foster, J. Nouvel, R. Koolhaas, R. Rogers, F. Gehry, Herzog & de Meuron, A. Siza, R. Moneo, S. Calatrava.

Figure 2. BIG BUILDINGS and SKYSCRAPERS AS URBAN ICONS and LANDMARKS.

Skyscrapers of the world, landmarks of cities

Petronas Twin TowersKuala Lumpur, Malaysia

AGBAR Tower, new horizon in the skyline of Barcelona Chromatisms of the Agbar Tower at night

New

in

NewSkysrapersIn Shanghai

Taipei 101 (Taiwan),the worlds tallestSkycraper(in 2007)Sears

Tower It has the nameof the city. Itsdesign suggeststhe form ofthe bamboo

Tornado Tower,Doha (Qatar)

A luxury hotel;its design evokes

a sailing shipon the sea,

landmark of Dubai

World Trade Center with its Twin Towers, before its tragic collapse, and the new project

Freedom Tower

Empire State Building andChrysler Tower, two historicskyscrapers and landmarksof New York City

The influence of cinema,movie King Kong

Burj Tower will be the tallest building of the world

Burj Tower,Dubai

World's firstrotating tower

Dubai

BurjAl

Arab

Skyscrapers of the world, landmarks of cities

Petronas Twin TowersKuala Lumpur, Malaysia

AGBAR Tower, new horizon in the skyline of Barcelona Chromatisms of the Agbar Tower at night

New

in

NewSkysrapersIn Shanghai

Taipei 101 (Taiwan),the worlds tallestSkycraper(in 2007)Sears

Tower It has the nameof the city. Itsdesign suggeststhe form ofthe bamboo

Tornado Tower,Doha (Qatar)

A luxury hotel;its design evokes

a sailing shipon the sea,

landmark of Dubai

World Trade Center with its Twin Towers, before its tragic collapse, and the new project

Freedom Tower

Empire State Building andChrysler Tower, two historicskyscrapers and landmarksof New York City

The influence of cinema,movie King Kong

Burj Tower will be the tallest building of the world

Burj Tower,Dubai

World's firstrotating tower

Dubai

BurjAl

Arab

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Figure 3. THEMATIC BUILDINGS THAT BECOME NEW URBAN ICONS

Opera House,Sydney iconand a symbolof Australia

Buildings of artisticmanifestations and museums

Auditorium, Ciudad de las Artes y las Ciencias. Valencia (Spain)

Olympic stadiumof Beijing (China),

popularly calledThe Nest

Allianz Arena (Munich, Germany); Sponsoredby this insurance company. Here the FootballWorld Cup Germany 2006 was inaugurated

New Terminal T4Madrid-Barajas

airport

Big sportstadiums

Innovators in technology and design

Innovatorin design:

quiltedbubble

Tourist attraction in itselfTourist attraction in itself

View from the Aquatic Center,at the Opening Ceremony of

the Beijing 2008 Olympic GamesWavy forms design, which suggest

the the wings of the birds flying

Big international airportsEntry gates to a country and image

of a city; one of the keys to thecompetition among international cities

Innovator in technology: translucent multi-chromatism

Diaphanous and wide spaces,colours, natural light

New Beijing Airport,by Norman Fosters & Partners

by Richard Rogers & Lamela Architects Cabinet

Modern architectureand traditional one

Guggenheim Museum Bilbao,New symbolof this city, thathas changed itsurban positioningand regeneratedits riverside

Museum of Contemporary Art MUSAC. Len, Spain

European Union Prize 2007 forContemporary ArchitectureMies van der Rohe Award

Opera House,Sydney iconand a symbolof Australia

Buildings of artisticmanifestations and museums

Auditorium, Ciudad de las Artes y las Ciencias. Valencia (Spain)

Olympic stadiumof Beijing (China),

popularly calledThe Nest

Allianz Arena (Munich, Germany); Sponsoredby this insurance company. Here the FootballWorld Cup Germany 2006 was inaugurated

New Terminal T4Madrid-Barajas

airport

Big sportstadiums

Innovators in technology and design

Innovatorin design:

quiltedbubble

Tourist attraction in itselfTourist attraction in itselfTourist attraction in itselfTourist attraction in itself

View from the Aquatic Center,at the Opening Ceremony of

the Beijing 2008 Olympic GamesWavy forms design, which suggest

the the wings of the birds flying

Big international airportsEntry gates to a country and image

of a city; one of the keys to thecompetition among international cities

Innovator in technology: translucent multi-chromatism

Diaphanous and wide spaces,colours, natural light

New Beijing Airport,by Norman Fosters & Partners

by Richard Rogers & Lamela Architects Cabinet

Modern architectureand traditional one

Guggenheim Museum Bilbao,New symbolof this city, thathas changed itsurban positioningand regeneratedits riverside

Museum of Contemporary Art MUSAC. Len, Spain

European Union Prize 2007 forContemporary ArchitectureMies van der Rohe Award

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2. Strategic Management in the Running and Management of Cities

This section looks into the advisability of cities basing their management decisions on a broader system of strategic planning that will allow the steering of urban strategies and policies, and the guiding of marketing strategies. The adoption of principles from economics, business and marketing in a city context may be set in a wider framework (Figure 4). An integrated city study should draw on conceptual contributions from a range of disciplines: town planning and architecture, sociology, economics and business, among others. The line being proposed here concentrates on the approaches of Strategic Management and Marketing.

Figure 4. MODEL FOR STRATEGIC MANAGEMENT AND MARKETING OF CITIES

INSTITUTIONS

City Councilsand Town HallsNational State

RegionalInstitutions

Internationalinstitutions

Educational and culturalinstitutions; universitities

The CITY like SYSTEM of EXCHANGES

CITIZENSINTERNAL ANALYSIS

of the city

+ Positive pointsand strenghts-Negative pointsand weakness

for each collective group

EXTERNALANALYSIS

of the city

+ Oportunities- Threats

of each co

llective g

roupEnvironment Socio-cultural Economic Political

Demand

Competitors: to identifyrival cities

Perception of the city on the part of the diverse public groups

Perception ofresidents

Perception ofinstitutions

Perception ofinvestors

Perception oftourists

ANALYSIS of the DIAGNOSIS of a CITY

TOURISTS

Businessvisitors

Urban tourism

Conferenceslinked tourism

Cultural tourism

Shopping visitors

Tourism ofSun and beach

Business andleisuretourism

Neighbourhoodcommunities

Currentresidents

Potential andeventual residents

Resident workersin nearby localities thatmove to diary to the city

Search of the differentiation.To identify the unique anddistinctive features andcharacteristics of the city

INVESTORS

Multinationalcorporations

Localcompanies

Employer associationsand working unions

Publicinstitutions

INSTITUTIONS







of the city

+ Positive pointsand strenghts+ Positive pointsand strenghts-Negative pointsand weakness-Negative pointsand weakness



EXTERNALANALYSIS

of the city

+ Oportunities- Threats+ Oportunities- Threats

of each co

llective g

roup

of each co

llective g


Demand


Environment Socio-cultural Economic Political

Demand

















TOURISTS

Businessvisitors

Urban tourism


Cultural tourism

Shopping visitors



TOURISTS

Businessvisitors

Urban tourism


Cultural tourism

Shopping visitors




Currentresidents





INVESTORS


Localcompanies


Publicinstitutions

INVESTORS


Localcompanies


Publicinstitutions

SYSTEM of URBAN STATISTICAL DATA MEASURE of the IMAGE of the CITY

What the city really isIDENTITY

Current positioning

(perception of every group, of every person)(in relation with the statistical information) defining aSTRATEGIC POSITIONHow do we see the city

COMMUNICATION of the IDENTITYand of the BRAND IMAGE

How we want the city perceivedand to promote it accordingly

The way in whichthe city is perceivedPERCEIVED IMAGE

STRATEGIC MANAGEMENT

andURBAN GROWTH

COMPETITIVE AND

COOPERATIVESTRATEGIES

Model of physical growth: urbanism, infrastructures, collective equipments Economic model: specialization versus diversification Social model: social services, employment, social relationships

Identification of the citys competitive advantages; search for differentiations To create and develop networks among cities to cooperate with; examples:

- Sustainable Cities, committed to urbanisation based on ecofriendly features- CittaSlow network: promote a slow, balanced and Mediterranean type of lifestyle- Metropolis: network of global cities working towards urban planning and development

MARKETINGSTRATEGIES

Definition of the city as a product and a communication strategy Eventual creation of a city brand mark and logo. Some cities turn into brands


defining aSTRATEGIC POSITIONHow do we see the city




Current positioning









andURBAN GROWTH

COMPETITIVE AND







MARKETINGSTRATEGIES

Definition of the city as a product and a communication strategy Eventual creation of a city brand mark and logo. Some cities turn into brands Definition of the city as a product and a communication strategy Eventual creation of a city brand mark and logo. Some cities turn into brands





INSTITUTIONS







of the city

+ Positive pointsand strenghts-Negative pointsand weakness


EXTERNALANALYSIS

of the city

+ Oportunities- Threats

of each co

llective g


Demand








TOURISTS

Businessvisitors

Urban tourism


Cultural tourism

Shopping visitors




Currentresidents




INVESTORS


Localcompanies


Publicinstitutions

INSTITUTIONS







of the city

+ Positive pointsand strenghts+ Positive pointsand strenghts-Negative pointsand weakness-Negative pointsand weakness



EXTERNALANALYSIS

of the city

+ Oportunities- Threats+ Oportunities- Threats

of each co

llective g

roup

of each co

llective g


Demand


Environment Socio-cultural Economic Political

Demand

















TOURISTS

Businessvisitors

Urban tourism


Cultural tourism

Shopping visitors



TOURISTS

Businessvisitors

Urban tourism


Cultural tourism

Shopping visitors




Currentresidents





INVESTORS


Localcompanies


Publicinstitutions

INVESTORS


Localcompanies


Publicinstitutions



Current positioning






andURBAN GROWTH

COMPETITIVE AND





MARKETINGSTRATEGIES

Definition of the city as a product and a communication strategy Eventual creation of a city brand mark and logo. Some cities turn into brands






Current positioning









andURBAN GROWTH

COMPETITIVE AND







MARKETINGSTRATEGIES

Definition of the city as a product and a communication strategy Eventual creation of a city brand mark and logo. Some cities turn into brands Definition of the city as a product and a communication strategy Eventual creation of a city brand mark and logo. Some cities turn into brands





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The principles of economics and business studies can be applied to cities because cities are places, but they are also entities and systems of relations. The complexity of the interchanges and relationships between the various groups (citizens, institutions, investors and tourists of various sorts) justifies studying these approaches with an eye to identifying what is the best possible thing the city can offer, whether internally in accordance with the needs of its citizens and other component groups or externally, meeting the demands of outside groups and markets. This would allow appropriate selling of what can be offered by a city in the more and more complex and internationalized markets in which cities increasingly compete.

Defining and developing Strategic Management and Marketing in an urban context, implies making a diagnosis of the situation of the city, and also requires to be undertaken and should include an internal and an external analysis. The internal analysis would cover the strengths and weaknesses the city may have for each group, so that those involved may differ over this aspect, in the sense that what for one group may be positive may not be so for another. The external analysis should consider opportunities and threats that might arise from various sources (Fernndez Gell, 1997): the surroundings, whether seen from a political, economic or socio-cultural angle, the demands different groups make on the city, and study of possible competitor cities.

Before applying marketing approaches in the area of cities, it is necessary to analyze the concepts of identity and image of the city. The identity has been analyzed in the field of corporate brand (1992). The identity can be defined as the set of traits items and attributes that define the essence of the city, some of which are visible and others are not. The image of a brand is the set of mental representations, both emotional and cognitive an individual as a set of individuals associated with a brand or an organization (Lambin, 1991). Thus, it is very important to link these two concepts, because one will be expressing a defined personality (identity) and another with the perception of that personality (image). In the case of a city, identity is what the city is, and its image is the perception.

The reality of a city can be compared with its image. One step is to investigate what the city is, that is the identity, its objective positioning, by means of a set of urban indicators that allow observation of the relative position of a city as a function of a range of variables. Ideally, rather than being restricted to one given moment, this methodological tool should be able to extend over time, so that it would be a question of a permanent observatory permitting analysis of the evolution of the position cities held. This objective analysis should be compared with study of how the city is perceived, in other words how it is seen by the various groups related to it. In this case it would be a matter of a subjective positioning obtained by measuring the image of the city. Detecting differences between what the city is and how the city is perceived would help in determining the current position of the city and serve as a base for the construction of a future positioning, confirming or modifying previous plans and actions. In its turn, the image of a city may differ from one to another of the groups involved in it. Even the image one person has of a city can come from various sources: stereotypes lodged in the collective imagination, personal experiences, what other people say, information drawn from the mass media (radio, television, the press, the cinema, and similar), opinions formed about national and international events, and so forth.

From these steps it would be possible to define what it is desired a city should be, its corporate philosophy and the strategic principles on which to construct it. All of this is strongly determined by aspects that cannot be adjusted, like the physical geography and location, or the climate, history and socio-cultural values of the city. Strategic approaches and marketing may be applied at three levels. Firstly, a definition for the strategic and growth management of a city would include a model for physical development (town planning, infrastructures, socially owned facilities, services in general, and other features); an economic model, in which it would be possible to choose specialization or diversification of economic and business activities (as may be seen in some sections of Table 1); and a social model, which would include social services and employment and should shape the general pattern of social relationships. Secondly, when

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applying strategies for competition and co-operation, the competitive advantages of the city should be identified; with a view to seeking differentiation both in itself and in relation to the cities that are its most direct competitors. It would be useful at this stage to use the methodological tool of benchmarking (Font, 2003), in other words comparison of cities through the key activities that each city does best, in an attempt to achieve urban improvements in the cities under study. An example would be the comparative analysis carried out in the context of the Eurocities network covering the cities of Antwerp (Flanders) in Belgium, Bilbao (Basque Country), of Spain, Bologna (Emilia-Romagna), Italy, Eindhoven (North Brabant) in the Netherlands, Lisbon in Portugal, Munich (Bavaria) in Germany, Rotterdam (Mouth of the Rhine zone) in the Netherlands and Turin (Piedmont) in Italy (Van den Berg, Braun and Van der Meer, 1999). Networks of Cities: Competition and Co-operation

The challenges of globalization imply major economic, social and cultural changes in the flows of exchanges in the modern world. In this context, cities develop numerous networking relations, either horizontal with other cities (whether competitive or co-operative) or vertical with other institutions (the central state, regional authorities, international bodies, or businesses).

Modern approaches in Strategic Management and Marketing stipulate that besides competing there is a need to co-operate and establish strategic networks so as gain a good position in markets. Some authors (Brandenburger and Nalebuff, 1996) call the converging of relationships of competition and co-operation by the portmanteau acronym term co-opetiton. Among cities it is also increasingly common for networks to be established. While horizontal strategic alliances and networks for co-operation with other cities are set up to defend common interests and collaborate, vertical connections with national authorities and with regional or international institutions are of importance because of the political and financial support they provide for urban management. Collaboration, associations and networks linking cities are of a range of types, as may be seen in Figure 5. Collaboration may take many different forms. Sometimes it is economic in nature, as in the case of the Metropolis network of 81 cities around the world intended to develop solutions for the problems of great world cities, Cities Project, a network for identifying the competitive advantages of the cities forming it, for urban innovations, aiding other cities around the world to spot their strategic opportunities. There is also collaboration of a cultural type, such as, for example, the co-operation on matters of a historical and cultural nature between the UNESCO World Heritage cities in Spain, or the localities that co-operate over the Pilgrims Way to Compostella, promoting tourism and culture. There are networks of cities that concentrate on collaborating to support values, like the group of cities that encourage the creation of music within the framework of cultural diversity, or the network of cities that promote solidarity, backing and refuge for threatened writers from around the world. Alongside the dimension of co-operation, cities compete in many ways: to attract investment; to be the headquarters for institutions or businesses; to organize sports events like the Olympics, World Championships of a particular sport (especially football, but also basketball, athletics, swimming and others), various other sports competitions, or events not of a sporting nature, such as Universal Expositions; to be centres for economic activities (for example, the struggle between Hong-Kong and Shanghai in China to be financial and commercial centres in the Far East), for cultural activities (like the competition among the larger cities of Spain through their museums of contemporary art) or for mixed economic and cultural activities (like the competition between cities in the USA to host the Grammy music awards).

-10-

Figure 5. NETWORKS OF COOPERATION AND COMPETITION BETWEEN CITIES

Amsterdam, Rotterdam (Netherlands)

Zrich, Ginebra, BernBasel, Lausanne, Lucern (Switzerland)

EuropeanCities Tourism

Network which defends theinterests of the tourist

European cities

Budapest (Hungary)

Sevilla, P. Mallorca, ZaragozaTarragona, Lrida, S. Sebastin

La Corua, Mlaga ValenciaBarcelona, Madrid, Bilbao

(Spain)

Reykjavik(Island)

Dublin(Ireland)

Genova, Turn (Italy)

Luxemburg

Bergen, Oslo (Norway)Varsaw (Poland)

Lisboa (Portugal)

Londres, Liverpool, GlasgowBirmingham, Jersey (Gr. Britain)

Aachen, Dsseldorf, LeipzigDresden, Bonn, Heidelberg

Nrenberg, Kln, BerlinMunich, Karlsruhe, Stuttgart

(Germany)

Aix-en-Provence, DijonNiza, Metz, Nantes

Lyon, Paris, St. Etienne(France)

Helsinki, Oulu, Tampere, Turku (Finland)

Dubrovnik, Split, Zagreb (Croatia)

MaltaMnaco Andorra

Bruselas, Gante (Blgica)

Graz, InnsbruckSalzburg,Viena (Austria)

Ljubljana, Maribor(Slovenia)

Sarajevo (Bosnia)

Copenhagen (Denmark)

Olomouc, Praga (Czech Rep.)

Talln (Estonia)

They competed forhosting the America's Cup

Sailing 2007(World's oldest

Sporting competition)

Valencia(Spain)

Marseille(France)

Napoli(Italy)

Lisboa(Portugal)

beat Palma de Mallorcaas the candidate Spain

EurotownsNetwork which promotes

cooperation among European cities between 50,000 and

250,000 inhabitants

Brighton, Telford(Gr. Britain)

Manresa, Gerona, VigoJerez de la Frontera (Spain)

Eskilstuna (Sweden)

Hasselt(Belgium)

SeinjokiMikkeli

Jyvskyl(Finland)

Leewarden(Netherlands)

Postdam(Germany)

Reggio nell Emilia(Italy)

PANELEuropean Network

aimed at rewarding the creation, innovation and business

excellence

Lyon, GrenobleAlpes Maritimes

(France)

Oxford, Cambridge (Gr. Britain)

Munich, Stuttgart, Karlsruhe(Germany)

Milano, TorinoEmilia-Romagna

(Italy)

Madrid, Barcelona(Spain)

Helsinki(Finland)

Stockholm,Southern Swede

(Sweden)

Cities of TomorrowNetwork encouraginginnovations in local

development

London LewishamLiverpool, Braintree (Gr. Britain)

Delft, Tilburg(Holanda)

Mnster, Essen(Germany)

Tby(Sweden) Hmeenlinna(Finland)

Reykjavik(Island)Quebec

(Canada)

Phoenix(USA.)

Mitaka(Japan)

Christchurch(New Zeland)

Madrid(Spain)

Compete because they pointlink between marketsLatin American, the

United States and Europe

Miami(USA)

World triangle ofelectronic music

Berlin (Germany)

Ibiza(Spain)

Miami(USA)

Amsterdam(Ntetherlands)

Viena, SalzburgVorarlberg

Graz (Austria)

Ithaca-CornelLas Vegas (USA)

Cities RefugeNetwork of cities and regionspromoting performances of

solidarity, shelter and supportwriters threatened

in the world

Paris, Besanon, BloisCaen, Strasburg

(France)

Berlin, FrankfurtBonn (Germany) Barcelona, Gijn

Sabadell (Spain)Oslo, Stavanger

Kristiansand(Norway)

VeniceProcida (Italy)

Gteborg(Sweden)

Oporto(Portugal)

Helsinki(Finland)

Lagos(Nigeria)

Mexico CityPuebla (Mexico)

Competed for hostingthe Olympic Games 1992

Competed forhosting the

Olympic Games 2012

Madrid (Spain)New York (USA)London

(Gr. Britain)

Rio de Janeiro (Brazil)

Moscow(Russia)

Paris (France)

Beijing (China)

Competed for hostingthe OlympicGames 2008

Istambul(Turkey)

Toronto(Canada)

Osaka (Japan)Barcelona

(Spain)

Amsterdam(Netherlands)

Belgrade(Yugoslavia)

Brisbane(Australia)

Birmingham(Gr. Britain)

Beat Sevilla asthe candidate Spain

Beat San Franciscoas the candidate de USA

La Habana (Cuba)

Leipzig (Germany)

Citiescooperating

Citiescompeting

Zaragoza (Spain)

They competed tor hosting

the Expo 2008

Thessaloniki(Greece)

Trieste(Italia)

Comptete in the East China for being financial and commercial center

hosting entertainment theme parks

Hong Kong (China)

Shanghai (China)

Compete in Spain for being centers: Headquarters of multinacional companies Trade fairs (Gaud and Cibeles fashion),

sporting events and cultural activities intercontinental air transport

MadridBarcelona

(Spain)

Airport Regions ConferenceNetwork cities committed to theimprovement of major airportsand competing for hegemony

in Europe

Paris (France)

London(Gr. Britain)

Milano(Italy)Brussels(Belgium)

Frankfurt, Munich(Germany)

East-West CommitteeDevelops exchanges

Among European cities40 cities, presides Bratislava

Subnet Telecities drivescooperation with businesses

the information society120 cities, Barcelona chairs

EurocitiesPlatform claimingcities in European

constructionCommittee Culture

promotes cultural exchanges40 cities, presides Stockholm

Economic Development Committee& Urban Regeneration

40 cities, presides over Lyon

Committee Environmentpromotes sustainable development

60 cities, presides over Seville

Subnetwork Access,incentives urban mobility108 cities, chairs Leeds

presides LeipzigCommittee for Social Welfare,

the social cohesion and inclusion30 cities, presides Malm

Cities of SpainWorld Heritage

UNESCOvila

Cceres

Crdoba

Cuenca

SalamancaSantiago de Compostela

SegoviaToledo

San Cristbal de la LagunaIbiza

Baeza and beda

Project Cities

Miami, FiladelfiaBoston (USA)

Curitiba, Rio Janeiro (Brazil)

Medelln (Colombia)

Toronto (Canada)

Monterrey (Mexico)

Montevideo (Uruguay)

Santiago (Chile)

Genova, Torino (Italy)

Bilbao, S.Sebastin, Vitoria(Basque C. Spain)

Lyon (France)Dakar (Senegal)

Dubai(Arab Emirates)Arriyadh

(Saudi Arabia)

ShanghaiHong-Kong

(China)Kuala Lumpur

(Malaysia)

Singapur

Sydney(Australia)

Network to identify competitiveadvantages cities members, urbaninnovations, helping other cities

around the world to identifystrategic opportunities

Project Cities



Medelln (Colombia)

Toronto (Canada)

Monterrey (Mexico)


Santiago (Chile)



Lyon (France)

Arriyadh(Saudi Arabia)

ShanghaiHong-Kong

(China)Kuala Lumpur

(Malaysia)

Singapur

Sydney(Australia)



Santiago (Chile)

Amsterdam, Rotterdam (Netherlands)

Zrich, Ginebra, BernBasel, Lausanne, Lucern (Switzerland)



European cities



European cities

Budapest (Hungary)

Sevilla, P. Mallorca, ZaragozaTarragona, Lrida, S. Sebastin

La Corua, Mlaga ValenciaBarcelona, Madrid, Bilbao

(Spain)

Reykjavik(Island)

Dublin(Ireland)

Genova, Turn (Italy)

Luxemburg

Bergen, Oslo (Norway)Varsaw (Poland)

Lisboa (Portugal)

Londres, Liverpool, GlasgowBirmingham, Jersey (Gr. Britain)

Aachen, Dsseldorf, LeipzigDresden, Bonn, Heidelberg

Nrenberg, Kln, BerlinMunich, Karlsruhe, Stuttgart

(Germany)

Aix-en-Provence, DijonNiza, Metz, Nantes

Lyon, Paris, St. Etienne(France)

Helsinki, Oulu, Tampere, Turku (Finland)

Dubrovnik, Split, Zagreb (Croatia)

MaltaMnaco Andorra

Bruselas, Gante (Blgica)

Graz, InnsbruckSalzburg,Viena (Austria)

Ljubljana, Maribor(Slovenia)

Sarajevo (Bosnia)

Copenhagen (Denmark)

Olomouc, Praga (Czech Rep.)

Talln (Estonia)




Valencia(Spain)

Marseille(France)

Napoli(Italy)

Lisboa(Portugal)





Valencia(Spain)

Marseille(France)

Napoli(Italy)

Lisboa(Portugal)


EurotownsNetwork which promotes

cooperation among European cities between 50,000 and

250,000 inhabitants

Brighton, Telford(Gr. Britain)

Manresa, Gerona, VigoJerez de la Frontera (Spain)

Eskilstuna (Sweden)

Hasselt(Belgium)

SeinjokiMikkeli

Jyvskyl(Finland)

Leewarden(Netherlands)

Postdam(Germany)

Reggio nell Emilia(Italy)

PANELEuropean Network

aimed at rewarding the creation, innovation and business

excellence

Lyon, GrenobleAlpes Maritimes

(France)

Oxford, Cambridge (Gr. Britain)

Munich, Stuttgart, Karlsruhe(Germany)

Milano, TorinoEmilia-Romagna

(Italy)

Madrid, Barcelona(Spain)

Helsinki(Finland)

Stockholm,Southern Swede

(Sweden)

Cities of TomorrowNetwork encouraginginnovations in local

development

London LewishamLiverpool, Braintree (Gr. Britain)

Delft, Tilburg(Holanda)

Mnster, Essen(Germany)

Tby(Sweden) Hmeenlinna(Finland)

Reykjavik(Island)Quebec

(Canada)

Phoenix(USA.)

Mitaka(Japan)

Christchurch(New Zeland)

Madrid(Spain)



Miami(USA)

Madrid(Spain)



Miami(USA)

World triangle ofelectronic music

Berlin (Germany)

Ibiza(Spain)

Miami(USA)

World triangle ofelectronic musicWorld triangle ofelectronic music

Berlin (Germany)

Ibiza(Spain)

Miami(USA)

Amsterdam(Ntetherlands)

Viena, SalzburgVorarlberg

Graz (Austria)

Ithaca-CornelLas Vegas (USA)

Cities RefugeNetwork of cities and regionspromoting performances of

solidarity, shelter and supportwriters threatened

in the world

Paris, Besanon, BloisCaen, Strasburg

(France)

Berlin, FrankfurtBonn (Germany) Barcelona, Gijn

Sabadell (Spain)Oslo, Stavanger

Kristiansand(Norway)

VeniceProcida (Italy)

Gteborg(Sweden)

Oporto(Portugal)

Helsinki(Finland)

Lagos(Nigeria)

Mexico CityPuebla (Mexico)

Competed for hostingthe Olympic Games 1992

Competed forhosting the

Olympic Games 2012

Madrid (Spain)New York (USA)London

(Gr. Britain)

Rio de Janeiro (Brazil)

Moscow(Russia)

Paris (France)

Beijing (China)

Competed for hostingthe OlympicGames 2008Competed for hosting

the OlympicGames 2008

Istambul(Turkey)

Toronto(Canada)

Osaka (Japan)Barcelona

(Spain)

Amsterdam(Netherlands)

Belgrade(Yugoslavia)

Brisbane(Australia)

Birmingham(Gr. Britain)

Beat Sevilla asthe candidate Spain

Beat San Franciscoas the candidate de USA

La Habana (Cuba)

Leipzig (Germany)

Citiescooperating

Citiescooperating

Citiescompeting

Citiescompeting

Zaragoza (Spain)


the Expo 2008


Trieste(Italia)

Zaragoza (Spain)


the Expo 2008


Trieste(Italia)

Comptete in the East China for being financial and commercial center

hosting entertainment theme parks

Hong Kong (China)

Shanghai (China)

Compete in Spain for being centers: Headquarters of multinacional companies Trade fairs (Gaud and Cibeles fashion),

sporting events and cultural activities intercontinental air transport

MadridBarcelona

(Spain)

Airport Regions ConferenceNetwork cities committed to theimprovement of major airportsand competing for hegemony

in Europe

Paris (France)

London(Gr. Britain)

Milano(Italy)Brussels(Belgium)

Frankfurt, Munich(Germany)

East-West CommitteeDevelops exchanges

Among European cities40 cities, presides Bratislava

Subnet Telecities drivescooperation with businesses

the information society120 cities, Barcelona chairs

EurocitiesPlatform claimingcities in European

constructionCommittee Culture

promotes cultural exchanges40 cities, presides Stockholm

Economic Development Committee& Urban Regeneration

40 cities, presides over Lyon

Committee Environmentpromotes sustainable development

60 cities, presides over Seville

Subnetwork Access,incentives urban mobility108 cities, chairs Leeds

presides LeipzigCommittee for Social Welfare,

the social cohesion and inclusion30 cities, presides Malm


UNESCO


UNESCOvila

Cceres

Crdoba

Cuenca

SalamancaSantiago de Compostela

SegoviaToledo

San Cristbal de la LagunaIbiza

Baeza and beda

Project Cities



Medelln (Colombia)

Toronto (Canada)

Monterrey (Mexico)


Santiago (Chile)





(Saudi Arabia)

ShanghaiHong-Kong

(China)Kuala Lumpur

(Malaysia)

Singapur

Sydney(Australia)



Project Cities



Medelln (Colombia)

Toronto (Canada)

Monterrey (Mexico)


Santiago (Chile)



Lyon (France)


ShanghaiHong-Kong

(China)Kuala Lumpur

(Malaysia)

Singapur

Sydney(Australia)



Santiago (Chile)

Project Cities



Medelln (Colombia)

Toronto (Canada)

Monterrey (Mexico)


Santiago (Chile)





(Saudi Arabia)

ShanghaiHong-Kong

(China)Kuala Lumpur

(Malaysia)

Singapur

Sydney(Australia)



Project Cities



Medelln (Colombia)

Toronto (Canada)

Monterrey (Mexico)


Santiago (Chile)



Lyon (France)


ShanghaiHong-Kong

(China)Kuala Lumpur

(Malaysia)

Singapur

Sydney(Australia)



Santiago (Chile)

-11-

3. The Contribution of Marketing to the Management of Cities Identities

Marketing is an area of knowledge within economics and business studies that has the basic philosophy of analysing and managing the relationships of interchange that occur in markets between what firms have to offer and the demand from clients and consumers. Although originally marketing was applied to business sectors alone, its principles later began to be brought into play in non-business environments, non-profit organizations (Amnisty International, Human Rights Watch), environmental concerned organizations: Greenpeace, World Wildlife Fund WWF-), healthy organizations (International Red Cross, Doctors without Borders-Medecins sans Frontiers), sport institutions, and politics. This was on the premise that in all cases there are relationships involving interchanges between one party that is offering something (products or brands, but also ideas or values) and another party that is seeking something or is likely to do so, allowing the principles of marketing to be extended to cover these contexts. Marketing of an urban nature would thus be a matter of cities developing an ability to offer what will match the demands of the various groups within them: citizens, institutions, tourists and visitors, investors.

The marketing of a city must start from its identity. Every city has its own identity: its name, geography, climate, history, culture, infrastructures, installations, monuments, and people. The great challenge for cities is to get different publics to see these elements as of value. From the point of view of marketing, this represents an opportunity, since these individual characteristics mark out and differentiate each city. Marketing can provide its ideas for improving the management of this identity, for meeting the needs and wants of the various groups. A city is what it is because of what politicians and municipal managers decide over the course of time, but also because of the physical and emotional space that it represents, because of the behaviour of residents and firms, and because of what is said about the city, either by those who visit it or by those who do not. All of these contribute to building up and developing the identity of a city. Towards the 1990s the principles of marketing were extended to the context of places and particularly on cities (Ashworth and Voogd, 1990; Kotler, Haider and Rein, 1994; Noisette and Vallerugo, 1996; Rosemberg, 2000). This was because there are also relationships of interchange between what a city has to offer (a place to reside, quality of life, social and economic structure, work, infrastructures and installations, transport and communications, services, leisure and culture, education, events, and so forth) and what is sought by the various publics related to that city: citizens principally, but also tourists, institutions, enterprises and others. Transactional marketing tried to create a supply meeting the profile of the various publics or users; relational marketing attempts to develop stable and satisfactory relationships. Following the latest tendencies in collaborative marketing, cities should concentrate on collaborating with their publics and institutions, building up principles and values. In the modern socio-economic relationships that have been emerging since globalization, cities can also be understood as products competing one against another to attract investments and visitors, or to organize events of various sorts. Managing a business and managing a city can have points in common (Table 2).

Table 2. PARALLELISMS BETWEEN THE MANAGEMENT OF CORPORATIONS and THE GOVERNANCE OF CITIES

Aspects Business companies Cities or towns Ownership Owners, shareholders Citizens and institutions

Top management Boards of directors; executive management City councils Products Manufactured goods or services Public services, diverse offers Clients Consumers Citizens, investors and visitors

Competitors Other business companies Other cities or towns Source: adapted from Fernndez Gell (1997)

Despite the application of such a philosophy of business management and marketing, the governance of cities cannot be directed simply by transferring over these principles. This is because of the social and human function that should guide city management with priority over financial profitability. It is also because of the great complexity of the multiple interchanges that take place in a city. Cities have certain attributes that

-12-

cannot be modified, such as their nature, climate, or geographic situation. They have others which are modifiable, relating to infrastructures, leisure, culture and education, health, economy, businesses and employment, public safety, government and politics, social atmosphere and the development of civil society. Aguilera and Perales (1994) conceive of the city as an open project, developed by public administrations, the private sector and civil society. This view is based on three criteria:

What the city has: natural resources, such as landscapes, or attractive features of the climate, and created items, like green spaces, town planning, historic and artistic treasures, local dishes and so forth.

What the city does: social, organizational and institutional relationships, economic, cultural and educational activities, artistic and sporting events, and the like.

What the city represents: for a given national or cultural identity or for symbols of affiliation (national, iconography, history and legends, famous figures, celebrations and festivals, and similar).

The process of strategic management and marketing should culminate in communication of the urban strategies and policies, which would attempt to broadcast the image of the city among the various groups and markets, whether national or international. A plan for ways and means can be drawn up, which would include publicity, promotion at tourism or business fairs, public relations, and the like. Communication campaigns based on massive publicity reach out a long way and may produce more immediate results. Communication campaigns involving public relations are more direct and credible. Influential figures, such as artists and sportsmen from the city itself or other famous people, transmit a positive view of the city.

One of the principal ways of ensuring external projection and communication of cities is the organizing of events that bring international fame and transmit values. They also have positive effects for the citizens and institutions of the city, since they involve projecting values relating to the pride of belonging to a city or living there, to innovation and change. In a word, they generate collective enthusiasms. Spanish cities are active in this way. Barcelona, Vittoria, Gerona and Santiago de Compostela have received international awards. Besides this, a number of international events have been organized in Spanish cities. These include the World Swimming Championships in Madrid in 1986 and Barcelona in 2003; the Olympics in Barcelona 1992; the Expo in Seville 1992; European Cultural Capital status for Madrid 1992, Compostella 1995 and Salamanca in 2002; the World Athletics Championships in Seville in 1999; the Americas Cup sailing contest in Valencia in 2007; and the Expo in Zaragoza in 2008. Marcos Blanco (1993) considers the study carried out for the Barcelona Olympics in 19921 to be one of the greatest large-scale applications of city marketing, and taking the Olympic Games into a new prestige on a global scale after some previous failures. For this, a great deal of energy was brought into play by citizens and businesses, together with an extensive communication campaign, well programmed in time, for which four types of sector were assigned as the target publics2, and this led to the designation of Barcelona as the site for the Olympics. After this Barcelona 1992 successful Olympic Games, most of the mayor international cities are willing to host this biggest sport event, which bring global reputation, investments, visitors, media attention, etc.

The distribution policy of a city can be conceived of as how it makes available services and brings them closer to citizens and users.

1 Barcelona gained international exposure through the 1992 Olympics. This city is a host to trade fairs, congresses, sports events and urban tourism, as well as being a major stopping point for European and transatlantic cruises (in the Western Mediterranean especially after the 11 September 2001 terrorist attacks). The next major project by Barcelona was the Universal Forum of Cultures in 2004, involving further world-wide promotion of the city, and remodelling of urban areas including prolongation of the renovated seafront beyond what had already been done in 1992. 2 Target Sector I Extraordinarily Important: members of the International Olympic Committee; Target Sector II Important: members of national Olympic committees, international federations, sports federations for Olympic sports, specialist international press, world and national opinion leaders, Olympic athletes; Target Sector III Further Interest: ex-Olympic sportspeople, participants in sports, sports clubs, artists, national and local press; Target Sector IV Associates and participants: professional organizations, businesses, students, citizens of Barcelona, Catalonia and Spain.

-13-

For its part, a price policy of the city as a product may be seen as the set of costs of using the services offered by the city. These comprise the cost of land for residential or industrial use, the price of services (social and municipal, of various sorts), transport, education and culture, health care, sports, leisure and tourism, and so forth. Some of these will depend on decisions taken at a municipal level, others on the market. Many cities already have cards allowing discounts for residents or tourists using public services, similar to what is also done by retail companies with their payment cards that are intended to generate customer loyalty.

Figure 6. CARDS FOR USING URBAN SERVICES Also in recent times, the marketing principles are extending into territories such as countries and regions, to implement strategies in order to market their offerings and compete better. Eventually, a strategic management or governance approach and city marketing process would go into a more or less advanced stage of brand creation in a city or a place or territory, then one also speaks of -place branding-, an emerging concept in recent literature (Dinnie, 2004; Kavaratzis, 2004; Kolb, 2006; Skinner y Kubacki, 2007; Morgan, Pritchard y Pride, 2007; Anholt, 2007; Moilanen y Rainisto, 2009).

This is a consolidating burgeoning academic literature in the last three decades, on marketing cities and more advances stages of branding, either for geographical scope of cities, regions or countries. We may consider these approaches as a natural extension of the strategic management or territorial building planning process. Thus, considering this sequence, and applied to three geographical areas: cities, regions or networks of cities, and countries and international spheres, so the following table embodies some outstanding research in these senses.

Table 3. ACADEMIC RESEARCH ON PLACE STRATEGIC MANAGEMENT OR TERRITORY BUILDING, MARKETING and BRANDING, AT THE GEOGRAPHICAL SCOPE OF CITIES, REGIONS, COUNTRY and INTERNATIONAL LEVEL.

Source: personal compilation.

Urban regeneration, image reconstruction andcity marketing (Paddison 1993)

The Creative City (Landry 2000) La Citt Postmoderna

(Amendola 2000)

Clusters and competitionCompetitiveness of locations (Porter 1998)

Institutional competition andcollaboration California andBaden-Wrttemberg - (Raco 1999)

Region, nation, places: Territories which are intermediatebetween city and country

Country; internationalscope; urban networks: Country or Nation-state strategy International perspective

Con

cept

Geographical scope

Strategic management: policy of good governance

and planning of an institutionalterritory, networking between

public administrations andcivil society (corporations

and other institutionsand groups), to improvecompetitive positions.

Eg.: urban regeneration, buildinginfrastructures, promoting values

Branding nation (Olins 2002)

National and cultural identity, and place branding (Skinner &

Kubacki 2007)

Planificacin estratgica de ciudades (Fernndez Gell 1997/2006)

Tourism Marketing for cities(Kolb 2006)

Marketing des Villes(Noisette & Vallerugo 1996)

European cities in competition(Jensen-Butler et al. 1997)

The Global City (Sassen 1991)

Strategic management-resund region- (Berg 2000)

Urban regeneration-Glasgow and Bilbao- (Gmez 1998)

Creative Class;GlobalcompetitionforTalent (Florida

2005)

Place promotion; Publicity and Marketingto sell towns and regions (Gold & Ward 1994)

Regional marketing (Pellenbarget al. 2005)

Competitive advantageof nations (Porter 1990/98)

Place marketing; NorthernEurope and USA (Rainisto 2003)

Regional strategy and gover-nance (Stephenson & Poxon 2001)

Place marketing; Britainand North America (Ward 1998)

Global networks, linked cities(Sassen 2002)

Branding Cities (Greenberg 2000;Hauben et al. 2002; Mommaas 2002; Jensen

& Richardson 2005)

Branding territory (van Ham 2002)

Brand Wales (Pride 2007)

Gestin de ciudades. Localy Global (Borja & Castells 1997)

Brand 100% Pure New Zealand(Morgan et al. 2002)

Brand Ontario and New Zealand(Lodge 2002)

Museum Brands BritishMuseum, Guggenheim- (Caldwell 2000)

Positioning (also applied to placesplace positionings-) (Ries& Trout 1986)

Brand Management for Cities, Regions and Nations. Competitive identity (Anholt 2007)

Destination branding (Morgan et al. 2007)

From city marketing tocity branding (Kavaratzis 2002)

Brand Louisiana (Slater 2007) Brand lands, hot spots &cool places (Mikunda 2006)

Selling the city. Marketing in urban planning (Ashworth & Voogd 1990)

Marketing Places Europe(Kotler et al. 1999)

Marketing metropolitanregions (Van den Berg et al. 1990)

Marketing turstico de ciudades, regiones, lugares y pases (Chas 2005)

Marketing of Nations (Kotler et al.1997)

Nation Branding (Dinnie 2008)

Thematic partnerships betweencities (national or international)

Strategies of economicinstitutions or business sectors(tourism, industrial clusters)

Marca ciudad(Puig 2009)

Research covering differentgeographical scope

Research relating to variousmanagement concepts,`

place marketing or branding

Related concepts

Marketing de ciudades(de Elizagrate 2003/08)

Branding Cities, Regions and Nations (Moilanen & Rainisto 2009)

Brand Singapore (Seng Ooi 2007)

...attracting foreign investmentMarketing a country... (Wells &

Wint 2000)

Country marketing andbrand management (Kotler &

Gertner 2002)

City, urban ormetropolitan area: City Council / Town Hall Urban institutions orrelated to a city

Urban areas or spaces

Territorios inteligentes(Vegara & de las Rivas 2004)

Capital Cities in Europe (Wusten1993)

Branding: a more or lessadvanced stage for branding a city, a region or a country,

considered as productsor objects of consumption

(being travel destination, improving image awareness,

attracting investments, boosting exports, etc.),

according to their identities

Marketing: processof developing and

communicating urban, regional or national offerings,in its marketing exchanges

(sales, promotion) withthe demands of different

audiences and institutions

Urban regeneration, image reconstruction andcity marketing (Paddison 1993)

The Creative City (Landry 2000) La Citt Postmoderna

(Amendola 2000)

Clusters and competitionCompetitiveness of locations (Porter 1998)

Institutional competition andcollaboration California andBaden-Wrttemberg - (Raco 1999)

Region, nation, places: Territories which are intermediatebetween city and country

Country; internationalscope; urban networks: Country or Nation-state strategy International perspective

Con

cept

Geographical scope

Strategic management: policy of good governance

and planning of an institutionalterritory, networking between

public administrations andcivil society (corporations

and other institutionsand groups), to improvecompetitive positions.

Eg.: urban regeneration, buildinginfrastructures, promoting values

Branding nation (Olins 2002)

National and cultural identity, and place branding (Skinner &

Kubacki 2007)

Planificacin estratgica de ciudades (Fernndez Gell 1997/2006)

Tourism Marketing for cities(Kolb 2006)

Marketing des Villes(Noisette & Vallerugo 1996)

European cities in competition(Jensen-Butler et al. 1997)

The Global City (Sassen 1991)

Strategic management-resund region- (Berg 2000)

Urban regeneration-Glasgow and Bilbao- (Gmez 1998)

Creative Class;GlobalcompetitionforTalent (Florida

2005)



Regional marketing (Pellenbarget al. 2005)

Competitive advantageof nations (Porter 1990/98)

Place marketing; NorthernEurope and USA (Rainisto 2003)

Regional strategy and gover-nance (Stephenson & Poxon 2001)

Place marketing; Britainand North America (Ward 1998)

Global networks, linked cities(Sassen 2002)

Branding Cities (Greenberg 2000;Hauben et al. 2002; Mommaas 2002; Jensen

& Richardson 2005)

Branding territory (van Ham 2002)

Brand Wales (Pride 2007)

Gestin de ciudades. Localy Global (Borja & Castells 1997)

Brand 100% Pure New Zealand(Morgan et al. 2002)

Brand Ontario and New Zealand(Lodge 2002)

Museum Brands BritishMuseum, Guggenheim- (Caldwell 2000)



Brand Management for Cities, Regions and Nations. Competitive identity (Anholt 2007) Brand Management for Cities, Regions and Nations. Competitive identity (Anholt 2007)

Destination branding (Morgan et al. 2007) Destination branding (Morgan et al. 2007)

From city marketing tocity branding (Kavaratzis 2002) From city marketing to

city branding (Kavaratzis 2002)

Brand Louisiana (Slater 2007) Brand lands, hot spots &cool places (Mikunda 2006)

Selling the city. Marketing in urban planning (Ashworth & Voogd 1990)

Marketing Places Europe(Kotler et al. 1999)

Marketing metropolitanregions (Van den Berg et al. 1990)

Marketing turstico de ciudades, regiones, lugares y pases (Chas 2005) Marketing turstico de ciudades, regiones, lugares y pases (Chas 2005)

Marketing of Nations (Kotler et al.1997)

Nation Branding (Dinnie 2008)

Thematic partnerships betweencities (national or international)

Strategies of economicinstitutions or business sectors(tourism, industrial clusters)

Marca ciudad(Puig 2009)




Related concepts




Related concepts

Marketing de ciudades(de Elizagrate 2003/08)

Branding Cities, Regions and Nations (Moilanen & Rainisto 2009) Branding Cities, Regions and Nations(Moilanen & Rainisto 2009)

Brand Singapore (Seng Ooi 2007)

...attracting foreign investmentMarketing a country... (Wells &

Wint 2000)


Gertner 2002)


Gertner 2002)

City, urban ormetropolitan area: City Council / Town Hall Urban institutions orrelated to a city

Urban areas or spaces

Territorios inteligentes(Vegara & de las Rivas 2004) Territorios inteligentes(Vegara & de las Rivas 2004)

Capital Cities in Europe (Wusten1993)

Branding: a more or lessadvanced stage for branding a city, a region or a country,

considered as productsor objects of consumption

IDENTITY AND MARKETING OF CITIES روعة روعة.pdf

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