At the conclusion of a recent presentation on place branding, I was approached by the CEO of a mid-west Chamber of Commerce who lamented that their brand planning had resulted in a bland and uncompetitive outcome. To my surprise, the CEO went on to take the blame himself by saying, “I made the mistake of delegating the project to our marketing manager and not taking responsibility to drive the process myself.” I’m sure that he hasn’t made the admission within his community or to his Board, but it’s commendable that he recognized this as being a major factor in the brand's mediocre result.
The president, executive director, or CEO of the organization leading the effort on behalf of the community must be actively engaged in every aspect of the brand planning and development, and breathe vitality into the assignment. We have found that the only way for the brand to take off is having a leader who “gets it” and has the passion, authority, skills and vision to make it work. If he or she takes a passive role, the brand will almost certainly fail.
Understandably, there may be many legitimate distractions that consume the CEO’s time. However, the brand is at the heart of every activity directed toward the way the place will present itself for years to come, so it is worth every minute that he or she can devote to it. While the CEO may want to delegate aspects of the day-to-day management of the process to others, he must remain intimately involved in crafting and managing the strategy.
Produced by: Total Destination Marketing
Best Selling Book: Destination Branding for Small Cities