Small City Branding Around the World

What’s the Difference Between Branding and Marketing?

We receive many emails from city leaders, practitioners and students around the world. From time to time we share some of the responses with readers. 

I had an email from Sharon at a chamber of commerce on the East Coast of the USA, “Some members of our Board are confused about the difference between branding and marketing a city. I am finding it hard to e xplain. Can you help me?”

Sharon, your Board members are not alone in their confusion because I often hear discussions where the terms “branding” and “marketing” are mistakenly used interchangeably. They shouldn’t be. There are distinct differences.

City branding provides a framework for organizing, differentiating and focusing around your city's competitive and distinctive identity to ensure that its messages and experiences are as distinct, compelling, and rewarding as possible. Most importantly, it’s a promise that must be grounded in truth and reality.

Marketing, on the other hand, comprises the processes and actions for communications, product development, pricing, and promotions directed toward facilitating transactions with end customers. It involves deploying and following elements of the brand strategy such as positioning, personality, core experiences and tone of voice.

We can consider branding as long-term and strategic, while marketing is supposed to be strategic (or at least should be), it is usually short-term and mainly tactical.  Brands are distinctive, where marketing isn’t.

You can consider marketing as being a part of branding. Not the other way around. And marketing alone can’t build your city’s brand. In essence, marketing is what enables you to communicate your brand messages or promise to customers, while branding relates to your competitive identity and how you keep the promise.

A City's Brand Strategy Isn’t a Magic Wand!

I recently had a conversation with the president of Midwest DMO at a conference who was being pressured by some of his lodging partners because the community’s brand strategy, which had been revealed three months earlier, had not generated an increase in business for them. While we at TDM didn’t develop this strategy, it did seem to be a fairly robust and credible brand they had launched.

While there may be some short-term increases in visitation, the real benefits of branding won’t be apparent overnight. If this DMO wanted to increase heads in beds, perhaps they should have invested more in their tactical marketing and sales. Even then, it may take time to break through the clutter of competing messages, build awareness and convert interest into actual bookings, unless they are offering deep discounts.

We are living in an era in which some brands like Uber and Air B&B have become household names virtually overnight. On the other hand, others have soared and then crashed just as quickly. Do you remember World Football League, Webvan.com and eToys.com? Cities are different. Their identity and image has usually been established over a very long period, in some cases hundreds of years. They almost always have small marketing budgets, need to overcome generations of preconceived thoughts and opinions, and must mobilize myriad stakeholders, many of whom are competitors, to adopt and use the brand accurately and consistently.

The benefits from city branding, if done well, are considerable. The article, “What are the Benefits of Place Branding?” provides more insights into why the benefits of city branding do not materialize overnight. From the outset, you must be sure that the objectives are clear and realistic, programs are well funded and that there is an understanding of what branding is and isn’t. This includes ensuring that no one expects a magic wand. And when the brand strategy is finally launched, that’s when the hard work really begins.

Produced by: Total Destination Marketing

Best Selling Book: Destination Branding for Small Cities

 

 

Welcome Signs Show How Many Places Are Out of Touch

Welcome signs can play an important role in the marketing and branding of cities. They not only provide a sense of arrival, but also communicate a welcome to travelers and can signal that the place is ready for them. They can also serve to convey the distinctive identity of the place and why it may be of interest to prospective visitors and new residents. One of the most famous of course is the iconic “Welcome to Fabulous Las Vegas” sign which was erected on what was then the outskirts of The Strip in 1959. 

CityLab has assembled a slide show of some of his favorite welcome signs around the USA. I think that Mark must have quite a sense of humor. Some are funny, some interesting, but unfortunately many of them reflect small towns that are totally out of touch with the needs and interests of prospective visitors and new residents.

At a time when places of all sizes are locked in competition for their economic well-being, I found myself looking at many of the signs and asking “who would care?”  The signs reminded me that cities of all sizes in the next decade will have to work much harder at marketing themselves and developing a competitive identity than they have done in the past. Their audiences are becoming more discerning and demanding and their competitors are increasing and becoming more sophisticated. There are so many other choices.

Produced by: Total Destination Marketing

Best Selling Book: Destination Branding for Small Cities

Avoid a Place Branding Headache: Don’t Hire a Painter if You Need an Architect

I used to think that positioning was the trickiest part of place and destination branding. However, I now believe that getting the RFP or Expression of Interest, scope of work and agency selection processes right in the first place are probably the most problematic and can most easily send a place branding project off the rails from the start.

Many communities do not fully understand the nuances of place branding and are somewhat tentative and imprecise in how they ask for the services required to undertake the process. Or they have been misled into thinking that all they need is a new logo, tagline or advertising campaign theme. This view has been verified in recent months as we notice a steady flow of poor outcomes for communities. They announce weak or bland positioning and cheerleading taglines that are only designed to make locals feel warm and fuzzy, but are doomed to fail with external audiences.

We have seen situations where advertising, web design and communications agencies have successfully pitched for the development of place branding strategies. Unfortunately, few of these agencies have any tourism, placemaking, community development or city brand planning credentials, but that didn’t stop them from being appointed to their first jobs in the field. Branding is strategic!

Yes, creativity and designs are important. But more important is establishing a strategic guidance toolkit to inform your operations, communications and experience delivery. We have even seen cases where cities have simultaneously issued RFPs for web design and brand planning. Of course, they then merged their requirements and selected what they considered to be the best agency to tackle the combined assignments. That’s right. The painter will design the house as well as paint it!

Here is an article in our Library, (Don’t Hire a Painter if You Need an Architect) provides good advice, which, along with the blog by Derrick Daye of the Blake Project provides some valuable considerations for communities about to start their brand planning.

Produced by: Total Destination Marketing

Best Selling Book: Destination Branding for Small Cities

A Name Change Strengthens Travel Lane County

In 2008, Total Destination Marketing developed the brand strategy for Lane County, Oregon.  This large region embraces the Cascade Mountains, the McKenzie River Valley, stretches of the famed Oregon Coast, as well as the cities of Springfield and Eugene in the Willamette Valley.

Research revealed that Lane County was not readily recognized outside of Oregon and the name did not project it as an attractive destination. I recently caught up to Kari Westlund, President & CEO of Travel Lane County to discuss their name change and how it has impacted their branding and community relations.

Q. Why did you feel it was necessary to introduce a new destination name?

The concept of moving from Lane County to Eugene, Cascades & Coast came from our local stakeholders and customer groups. Our client groups of leisure travelers, convention planners and sports event planners did not know where Lane County or Lane County, Oregon was. Time and again it was not until we would reference Eugene, that clients' would say, "Oh, yes, I've heard of Eugene," or "Oh, yes, that's where the University of Oregon is, right?"

Q. How did you know if you had settled on the most appropriate destination name?

It came from our resident and customer stakeholder group focus sessions during the brand planning research, and the top three were tested by TDM.

Q. Did you encounter any resistance? How did you address this?

Yes, community leaders in Springfield were disappointed. Historically, Eugene-Springfield was commonly used, and our organization was originally the Eugene-Springfield CVB. Even though the immediate transition was from Lane County, they had a sense of loss for Springfield not being included. All community leaders are seeking recognition for their cities, so very transparent conversations leveraging recognition of Eugene for everyone's benefit have taken place since the new brand was launched and will probably continue to take place as we all watch the numbers and economic returns grow. It is a situation where it is logical, and everyone understands it intellectually, but it is still a bit painful emotionally for everyone outside of Eugene.

Q. Why does your DMO name differ from the destination name?

Our lodging tax funding comes from Lane County. We transitioned from the Convention & Visitor Association of Lane County Oregon. We wanted to leave a trail of bread crumbs for residents and customer groups, and we wanted to stay connected to our funder.

Q. What advice can you offer for other cities and regions that are contemplating a destination or DMO name change?

The shorter the better. The clearer, the better. The easier to say and type, the better. Our former name was 27 syllables long, but our new destination name, Eugene, Cascades & Coast also is long, and is difficult to type quickly without a mistake. It does speak clearly to our location and the idea that we have the Cascade Mountains and the Oregon Coast. Shorter and simpler might have been easier to implement, however.

Q. What benefits or results have you obtained because of the name changes?

Stronger destination positioning, increased recognition and increased metrics across measurable response mechanisms.

Q. Has the name change enabled you to accomplish things you would otherwise have not been able to realize?

The process of engaging stakeholders in re-naming the organization and re-positioning the destination was very powerful. We initially set out only to work on our organizational name, but also changed the destination name as well. During the first few years we made many, many presentations to local communities to outline our process, positioning, and brand promise – and how it can work for them. The result is that we are now more connected to our destination stakeholders than ever before.

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The Lane County experience highlights the need to thoroughly engage stakeholders at all stages of a name change process. While there is often no perfect solution, those that are transparent and take the time to engage stakeholders will gain traction much faster than those that simply make an announcement and never get to fully engage stakeholders. They soon learn that it’s hard to win the game when you are starting in negative territory.

Produced by: Total Destination Marketing

Best Selling Book: Destination Branding for Small Cities

How Should You Assess a Destination Tagline?

Rarely a week goes by when we don’t see another round of city and destination slogans and taglines announced. Some are pretty good, many are plain lame, insipid and self-congratulatory, and some are just downright infuriating.

A tagline is a word or short phrase that captures the spirit of the brand promise and its essence. It can be a tease, a short descriptor, a call to action or an explanation, and succinctly stated in no more than five words.  Too many destination taglines are simply examples of marketing speak or clichés that do nothing to advance the identity of the place. Many end up with a tagline that is so
esoteric that it needs extensive (and expensive) marketing communications to convey its meaning. Few small cities have the marketing budgets to communicate the meaning and relevance of their taglines through advertising.

All tagline options should be tested before they are approved by gauging the reactions of target audiences through research. However, prior to undertaking that research the following filters may be helpful as you initially assess the various options:

• It captures and dramatizes the brand promise
• It’s ownable and not the same or similar to other places
• It hints at a reward, benefit or experience that customers value and can expect
• It’s short, usually less than five words
• It works with, and enhances, the logo
• It’s credible, sustainable and matches the reality of the place
• It’s easy to remember
• It does not have negative connotations

In a nutshell, a tagline (and logo) should act as a trigger or cue to aid recall of the positive associations that the place is known for. Too frequently, the power and role of a tagline is
over-emphasized, i.e. no one will respond positively to a tagline and then decide to visit a place if they haven’t also been exposed to other compelling stimuli about the place. Let’s hope that in 2013 we see a lot less of the insipid and self-congratulatory efforts and more well-researched and meaningful taglines.

What is the Difference Between an Advertising Agency and a Brand Consultancy?

I have recently seen a flurry of RFPs for “Branding and Web Design”, “Branding and Public Relations” and “Branding and Advertising”. These RFPs came quickly to mind when I read this week’s blog from my friend, Marcus Osborne at FusionBrand in Kuala Lumpur, Malaysia.

Marcus says, “As the consumer landscape changes and consumer habits and the purchase decision-making process evolves, it is imperative that brand owners understand where, when and how to spend their valuable and increasingly limited resources. Historically advertising agencies defined and controlled a brand’s message and through which channels it was broadcast. They would then blitz consumers with intrusive advertising and messages. In the past, branding and advertising used to be elements of marketing. Today, marketing and advertising are now part of branding and it is the brand consultant you should look to if you want to build a brand.”

Marcus then provides nine excellent points outlining the difference between an advertising agency and a brand consultancy to assist brand owners in making informed decisions on who should build their brand.

The first important consideration is to recognize that the brand strategy and implementation are not the same thing. The project should be divided into two stages: (1) the formulation of the brand strategy, requiring strong research, analytical and strategic skills, and in the case of city and downtown branding, a detailed knowledge of tourism, economic development, product development and placemaking, and (2) the strategy implementation, possibly requiring advertising, web design, public relations, and publishing expertise. While some firms will claim to do both, it pays to gain a clear understanding of the depth of their experience. Recruit specialists appropriate to each phase.

We are starting to see an emerging awareness among many cities and destinations, and even their communications agencies, of an increasing appreciation for the specialist expertise needed to address the complexities and demands of brand strategy development. We have experienced this when some advertising agencies have wisely recognized that they were not place brand strategists and hired us to develop the brand strategy component for their clients.

Marcus Osborne makes some excellent points here.

Destination Branding is Difficult and Calls for a Different Approach (Part Two)

This is the second part of the blog I posted Monday. When discussing the differences in branding places and consumer products with friends in advertising agencies, they frequently maintain that there is no difference between the two. To some extent they are correct. However there are differences that have a profound influence on the process. These relate to the complexities of ownership, consultation, decision-making, and product development.

A city has many faces and identities. For instance, it may be known as a destination for medical services, culture, education or shopping as well as being home for residents, each with different levels of political, financial and community support.

While a corporate brand may need approval by a marketing team or Board, a city or downtown brand usually requires endorsement by several public organizations in which the players may never see completely eye-to-eye. Another problem for many city brands is that important leaders frequently do not have strong marketing or branding credentials, nor do they have a customer-focused perspective. Yet they can exert considerable influence over the process and end result. A place brand must overcome enmity and rise above politics. Support from political leaders is vital and their understanding must be nurtured because they may not readily recognize the direct relationship between decisions they make on a daily basis and the reputation and attractiveness of the city.

These community-based brands must withstand a level of public debate that consumer brands rarely endure. A city brand must stand the test of time, public debate, political scrutiny, media
questions, and the analysis of marketing partners and residents. The best way to insulate the brand from this scrutiny is to generate buy-in and involvement through an open consultative process.

Place branding usually requires an approach that is more conciliatory and inclusive than that found with most consumer products. For instance, being very specific with the positioning may unintentionally alienate some locals and cause controversy. Conversely, diluting the brand to the point where it pleases everyone results in losing its strongest competitive edge and ends up being seen as weak and irrelevant.

Additionally, unlike a consumer product such as a soft drink, cities are not discrete or independent entities. A city is much more complex and cannot be reformulated or terminated if it is not popular or is under-performing. Even the prospect of changing the name of the city can prove difficult.

Project leaders who are aware of the differences between the branding of places and consumer goods are in a much better position to adapt to these challenges when they become evident. Their
presence should not represent a barrier, but a need for further fine-tuning – and a lot of patience!

This is an extract from Destination Branding for Small Cities – Second Edition.