City on a Global MarketCity on a Global MarketTerritorial Marketing StrategiesTerritorial Marketing Strategies
Mag. Ivana Jašić Mag. Ivana Jašić ‘‘The Creative City: Crossing Visions and New Realities in the Region’The Creative City: Crossing Visions and New Realities in the Region’
I8 – 14 May 2006 IUC, I8 – 14 May 2006 IUC, DubrovnikDubrovnik
TerritoryTerritory
Aggregation of resources Aggregation of resources (tangible/intangible)(tangible/intangible)
System of valuesSystem of values TM: a set of marketing tools and strategies TM: a set of marketing tools and strategies
aimed at increasing the value of the aimed at increasing the value of the territory and ensuring its visibility on the territory and ensuring its visibility on the marketmarket
Process of understanding the potentials Process of understanding the potentials and relationships within the territoryand relationships within the territory
Needs for TMNeeds for TM
GlobalizationGlobalization Decentralization Decentralization Integration btw StatesIntegration btw States Technological DevelopmentTechnological Development New Political DimensionsNew Political Dimensions New Cultural DimensionsNew Cultural Dimensions
Goals of TMGoals of TM
to develop the Existing Economyto develop the Existing Economy to develop new business to develop new business
organizationsorganizations to attract new resources, new to attract new resources, new
consumersconsumers to attract and diffuse knowledgeto attract and diffuse knowledge
Principles of TMPrinciples of TM
Social EquilibriumSocial Equilibrium Environmental protectionEnvironmental protection Economic CompetitionEconomic Competition
Who?Who?
Public SystemPublic System Private SystemPrivate System
MajorMajor
City CouncilCity Council
Sectoral managersSectoral managers
Regional ChambersRegional Chambers
Schools/UniversitiesSchools/Universities
Regions/StatesRegions/States
SMEs Business SMEs Business associationsassociations
Foundations/Non-Foundations/Non-profitsprofits
Bank FoundationsBank Foundations
Consultancies and Consultancies and agenciesagencies
Consortia of Consortia of professionalsprofessionals
Instruments for TM PlanInstruments for TM Plan
S.W.O.T. AnalysisS.W.O.T. Analysis Mapping of CULTURAL CAPITAL Mapping of CULTURAL CAPITAL Brainmapping (niched marketing)Brainmapping (niched marketing) Benchmarking (copy and paste)Benchmarking (copy and paste)
CULTURAL CAPITALCULTURAL CAPITAL
QCAQCA QLGQLG QKPQKP ELCELC PLCPLC MSCMSC EDEEDE DLTDLT AOTAOT AEFAEF
NaNa XX
PhyPhy XX
HH XX XX
SocSoc XX
SySy XX
Case study in Strategies of Territorial Marketing: Case study in Strategies of Territorial Marketing: EUROPEAN CITIES AND CAPITALS OF EUROPEAN CITIES AND CAPITALS OF
CULTURECULTURE
ECOCECOC
‘‘For ECOC there is no simple For ECOC there is no simple measure of success, and attempts to measure of success, and attempts to make comparisons btw cities are make comparisons btw cities are undesirable and difficult.....There is a undesirable and difficult.....There is a complex matrix of issues for any city complex matrix of issues for any city of culture to deal with.’ of culture to deal with.’
From ‘European Cities and Capitals of Culture’ Study Prepaired for the From ‘European Cities and Capitals of Culture’ Study Prepaired for the European Commission, Part I, PALMER/RAE ASSOCIATES, Brussels, August European Commission, Part I, PALMER/RAE ASSOCIATES, Brussels, August 2004, downloadable at: 2004, downloadable at: www.palmer-rae.com/culturalcapitals.htmwww.palmer-rae.com/culturalcapitals.htm
Strategic PlanningStrategic Planning
21 ECOC Operating Expenditure21 ECOC Operating Expenditure63% cultural programme63% cultural programme7 – 24 % communication and 7 – 24 % communication and
marketing,special events, marketing,special events, merchandisingmerchandising
wages, salaries, overloadswages, salaries, overloadsrennovation of facilitiesrennovation of facilitiesurban revitalisation (physical)urban revitalisation (physical)management of capital projectsmanagement of capital projects
(pp.16 – 19)(pp.16 – 19)
Strategic DesignStrategic Design 21 ECOC Infrastructural Investments21 ECOC Infrastructural Investments
Transformation of public spaces and lighting Transformation of public spaces and lighting Restoration of facilities and monumentsRestoration of facilities and monumentsConstruction of new buildings (concert halls, theatres Construction of new buildings (concert halls, theatres
and museums)and museums)1/3 carried out work in transport infrastructure 1/3 carried out work in transport infrastructure
(airports, railway stations and car parking)(airports, railway stations and car parking)¼ had minor capital investments in urban ¼ had minor capital investments in urban
development (housing, sanitation, hospitals)development (housing, sanitation, hospitals)¼ developed cultural districts (regenerated historical ¼ developed cultural districts (regenerated historical
areas or created new cultural districts)areas or created new cultural districts)
(p.18,p.69)(p.18,p.69)
Communication of ValuesCommunication of Values
Districtual Theories and Districtual Theories and HypernetworksHypernetworks
Cognitive approach andCognitive approach and
System TerritorySystem Territory Communication of Values: Cyber Communication of Values: Cyber
marketingmarketing ECOC: European networkingECOC: European networking
City BrandingCity Branding Brand value (the value of active cultural capital)Brand value (the value of active cultural capital) Aims and motivations: ‘city image, urban Aims and motivations: ‘city image, urban
regeneration, economic recovery, international regeneration, economic recovery, international visibility.....’visibility.....’
Benefits of the BrandBenefits of the BrandGraphic identity (logo) associated with values of the Graphic identity (logo) associated with values of the
CityCityBranded Merchandise Branded Merchandise Increased potential for SponsorshipIncreased potential for SponsorshipIncrease in Cultural Tourism over yearsIncrease in Cultural Tourism over yearsWidening of the definition of culture.....Widening of the definition of culture.....
Towards SEE markets:Towards SEE markets:Guides, manuals and proposals Guides, manuals and proposals
for SEE Citiesfor SEE Cities
Strategic ProposalsStrategic Proposals ‘‘What kind of cultural strategy does Dubrovnik need?’ What kind of cultural strategy does Dubrovnik need?’ AWL under the Kultura Aktiva Projekt, research and debate, 2006AWL under the Kultura Aktiva Projekt, research and debate, 2006http://see.oneworld.net/article/view/123985/1/http://see.oneworld.net/article/view/123985/1/
‘‘Debate in Split: Independent Culture and Youth Centre’Debate in Split: Independent Culture and Youth Centre’Coalition of Youth association (KUM) under the Kultura Aktiva Projekt, 2006Coalition of Youth association (KUM) under the Kultura Aktiva Projekt, 2006http://see.oneworld.net/article/view/124369/1/http://see.oneworld.net/article/view/124369/1/
‘‘Cultural Strategy for the City of Rijeka’Cultural Strategy for the City of Rijeka’NGO ‘Drugo more’ with Rijeka City Council, five public debate sessions and a NGO ‘Drugo more’ with Rijeka City Council, five public debate sessions and a
book published ‘Contributions to Cultural Strategy of Rijeka’, 2004book published ‘Contributions to Cultural Strategy of Rijeka’, 2004http://www.policiesforculture.org/projecthttp://www.policiesforculture.org/project
‘‘Participative policy making: Cultural Strategy of the City of Zagreb’ Participative policy making: Cultural Strategy of the City of Zagreb’ ‘‘Druga strana’ Center for a Culture of Dialogue, lectures, debates, workshops Druga strana’ Center for a Culture of Dialogue, lectures, debates, workshops
in strategic planning, ‘Strategy for Cultural Centres in Zagreb’ 2003in strategic planning, ‘Strategy for Cultural Centres in Zagreb’ 2003http://www.policiesforculture.org/projecthttp://www.policiesforculture.org/project
Criteria for implementationCriteria for implementation
Marketability? Marketability? Financing? Financing? Authenticity?Authenticity?
vs. professional expertisevs. professional expertise
vs. territoryvs. territory
Towards SEE MarketsTowards SEE Markets
Not for profit level: Networks for SEENot for profit level: Networks for SEE
Nat’l Pre-accession Strategies: ROPs Nat’l Pre-accession Strategies: ROPs (Regional Operative Programmes)(Regional Operative Programmes)
EU Community Initiative Programme for EU Community Initiative Programme for transnational cooperation: European transnational cooperation: European Neighbourhood ProgrammmeNeighbourhood Programmme
INTERREG III B CADSES (2000 – 2006) program INTERREG III B CADSES (2000 – 2006) program for spatial development for spatial development www.cadses.netwww.cadses.net
City on the SEE Market needs....City on the SEE Market needs....
Constant Fundraising (Compensation Constant Fundraising (Compensation of Value)of Value)
Identifiying and building of sectoral Identifiying and building of sectoral relationships on the territoryrelationships on the territory
Building of intersectoral bodies for Building of intersectoral bodies for transnational (EU) cooperationtransnational (EU) cooperation
Dimension of time – does it qualify on Dimension of time – does it qualify on the market?the market?
Patras ReportPatras Report
‘‘Patras, as a relatively small city in terms of Patras, as a relatively small city in terms of population, currently lacks certain key population, currently lacks certain key facilities and spaces to host significant and facilities and spaces to host significant and large – scale cultural programmes, large – scale cultural programmes, although the city has plans for major although the city has plans for major infrastructure projects. The Panel were infrastructure projects. The Panel were impressed with these plans, which the city impressed with these plans, which the city claims will be completed by 2006.’ claims will be completed by 2006.’ (p.8)(p.8)
From Report on Greek Nomination for the European Capital of Culture 2006, From Report on Greek Nomination for the European Capital of Culture 2006, Issued by The Selection Panel for the European Capital of Culture 2006, Issued by The Selection Panel for the European Capital of Culture 2006, Brussels and Patras 2002, downloadable at: Brussels and Patras 2002, downloadable at: http://europa.eu.int/comm/culture/eac/other_actions/cap_europ/pdhttp://europa.eu.int/comm/culture/eac/other_actions/cap_europ/pdf_word/patras_final_report.pdff_word/patras_final_report.pdf
ReferencesReferences Becattini, Giacomo, ‘The Marshallian industrial district as a socio Becattini, Giacomo, ‘The Marshallian industrial district as a socio
– economic notion' in F. Pyke, G. Becattini and W. Sengenberger – economic notion' in F. Pyke, G. Becattini and W. Sengenberger eds. eds. Industrial Districts and Inter – firm Co-operation in ItalyIndustrial Districts and Inter – firm Co-operation in Italy, , International Institute for Labour Studies, Geneva, 1990. pp. 37 - International Institute for Labour Studies, Geneva, 1990. pp. 37 - 5252
Porter, E. Michael, 'Clusters and the new economics of Porter, E. Michael, 'Clusters and the new economics of competition', Harvard Bussiness Review, November – competition', Harvard Bussiness Review, November – December, 1998. pp. 77-90December, 1998. pp. 77-90
‘‘Organizing for Change’ in Phillip Kotler, Donald H. Haider and Organizing for Change’ in Phillip Kotler, Donald H. Haider and Irving Rein Irving Rein Marketing PlacesMarketing Places, Simon and Schuster, April 1993, , Simon and Schuster, April 1993, pp.311 – 346 (Ch. 12)pp.311 – 346 (Ch. 12)
Minoja, Mario, Bocconi University, Milano and Borroi, Mario, Minoja, Mario, Bocconi University, Milano and Borroi, Mario, University of Trento, 'Knowledge protection mechanisms in University of Trento, 'Knowledge protection mechanisms in Industrial District' (paper) pp. 1 – 10Industrial District' (paper) pp. 1 – 10
Miccoli, Giusi 'Reti imprenditoriali e creazione di conoscenza' Miccoli, Giusi 'Reti imprenditoriali e creazione di conoscenza' (paper) pp. 1-6 at: NEXT on line, Strumenti per l’innovazione, (paper) pp. 1-6 at: NEXT on line, Strumenti per l’innovazione, Archivio No.6Archivio No.6
Premazzi, Katia, 'Il cyber – marketing territoriale' in Valdani e Premazzi, Katia, 'Il cyber – marketing territoriale' in Valdani e Ascarani eds:Ascarani eds:Srategie di Marketing del TerritorioSrategie di Marketing del Territorio, pp.323 – 376, pp.323 – 376
TablesTables Slide 8: Table for mapping of cultural capital, creator: Pier Luigi Sacco, Slide 8: Table for mapping of cultural capital, creator: Pier Luigi Sacco,
Dept. of Cultural Economy, Universita' IUAV, Venice, Italy, EU, Dept. of Cultural Economy, Universita' IUAV, Venice, Italy, EU, reproduced graphically with variables:reproduced graphically with variables:
QCA – Quality of Cultural ActivityQCA – Quality of Cultural ActivityQLG – Quality of Local GovernanceQLG – Quality of Local GovernanceQKP – Quality of Knowledge ProductionQKP – Quality of Knowledge ProductionELC – Education of Local CommunityELC – Education of Local CommunityPLC – Participation of Local CommunityPLC – Participation of Local CommunityMSC – Management of Social CriticalitiesMSC – Management of Social CriticalitiesEDE - Entrepreneurial DevelopmentEDE - Entrepreneurial DevelopmentDLT – Development of Local TalentDLT – Development of Local TalentAOT – Attraction of TalentAOT – Attraction of TalentAEF – Attraction of External FirmsAEF – Attraction of External Firms
VisualsVisuals
Slide 15: Case studies in BrandingSlide 15: Case studies in Branding
ECOC Logo for Genoa, 2004 ECOC Logo for Genoa, 2004
ECOC Logo for Lille, 2004ECOC Logo for Lille, 2004
Dubrovnik Summer Festival, poster design: Orsat FrankovicDubrovnik Summer Festival, poster design: Orsat Frankovic