Globalisation, an economy that is increasingly service-oriented and a growing number of small businesses have led businesspeople to set different requirements for their work environment. They value a business location with the right partners, competitors and collective profiling opportunities—a location which appeals to clients and suppliers. By developing a business park based on a concept, which serves as a basis for its functions, target group focus and marketing, it is possible to come to a common proposition. The focus is centred on a new approach to the development of business parks and the method for developing concepts to achieve this. A development that is based on the specific culture and nature of an area, from which economic dynamism then ensues.

this way, a future work environment is brought into being from the very start. This article describes the new approach to realising and organising business parks, as well as the method of concept development used to come to it.

Factors Underlying Changing Business Needs A number of economic developments have led to a change in businesspeople’s requirements for their work environment. The character of our work activities is changing. Globalisation and the increase in the number of one-man businesses are the two most important aspects.

From Production to Knowledge Industry The transformation of the Netherlands to a service economy imposes certain requirements for the quality of business parks. Service providers attach considerable value to the image projected by their business locations, because they increasingly serve as a type of business card. Employees are the operating capital of service companies. These employees are setting more and more requirements for the amenities around a business location (childcare, good accessibility, parking, shops, restaurants, and so on). In a market in which good personnel is scarce, it is important for employers to be able to stress these advantages in order to attract and retain people.

Employee Needs as a ConceptIn England, the Chiswick Park business park profiles itself with a focus on employee needs: ‘Chiswick Park, a place where you can enjoy work’. This business park offers a wide range of facilities to make working there as pleasant as possible, based on the dictum that happy employees are more productive. It also says that the reputation of the park helps to attract top personnel. The property developer has made the strategic decision to profile the park in this way. It is an example of a business park that was developed on the basis of a conceptual approach. From the perspective of the concept, the park was given functions, and marketing, and a focus oriented towards target groups. The park profiles itself on the basis of a common proposition.

Upsizing versus Downsizing On the one hand, globalisation leads to upsizing (mergers and takeovers). On the other, it leads to downsizing, in

THE CONCEPT AS LAWTHE CONCEPTUAL APPROACH AS A STRATEGIC CHOICE FOR LOCATION DEVELOPMENT

Saskia Dijkstra, Senior Advisor, Total Identity

The impact of business parks on town-and-country planning in the Netherlands has been a subject of discussion since they arrived on the scene. Government and advisory councils, including that of the Ministry of Spatial Planning, have argued for greater individuality and specific local development. This should lead to an improvement in the quality of land use. The success of a location, in the end, is in the hands of businesses, which either do or do not choose the new location. Having discovered the strategic asset of ‘housing’, businesses are setting a growing list of requirements for the quality of spatial planning. They increasingly value a business location with the right partners, competitors and collective profiling opportunities. Locations that appeal to clients and suppliers alike.

The conceptual approach to a business park or location makes it possible to imagine the future. The added value of a new concept is revealed through making strategic choices in advance for target-group segmentation, urban development and marketing. And this provides abundant opportunities to local governments, provincial authorities and property developers to make land exploitable.

This approach makes a case for thinking about the big idea behind the location, the concept, in the initial phase. In

Globalisation, an economy that is increasingly service-oriented and a growing number of small businesses have led businesspeople to set different requirements for their work environment. They value a business location with the right partners, competitors and collective profiling opportunities—a location which appeals to clients and suppliers. By developing a business park based on a concept, which serves as a basis for its functions, target group focus and marketing, it is possible to come to a common proposition. The focus is centred on a new approach to the development of business parks and the method for developing concepts to achieve this. A development that is based on the specific culture and nature of an area, from which economic dynamism then ensues.

this way, a future work environment is brought into being from the very start. This article describes the new approach to realising and organising business parks, as well as the method of concept development used to come to it.

Factors Underlying Changing Business Needs A number of economic developments have led to a change in businesspeople’s requirements for their work environment. The character of our work activities is changing. Globalisation and the increase in the number of one-man businesses are the two most important aspects.

From Production to Knowledge Industry The transformation of the Netherlands to a service economy imposes certain requirements for the quality of business parks. Service providers attach considerable value to the image projected by their business locations, because they increasingly serve as a type of business card. Employees are the operating capital of service companies. These employees are setting more and more requirements for the amenities around a business location (childcare, good accessibility, parking, shops, restaurants, and so on). In a market in which good personnel is scarce, it is important for employers to be able to stress these advantages in order to attract and retain people.

Employee Needs as a ConceptIn England, the Chiswick Park business park profiles itself with a focus on employee needs: ‘Chiswick Park, a place where you can enjoy work’. This business park offers a wide range of facilities to make working there as pleasant as possible, based on the dictum that happy employees are more productive. It also says that the reputation of the park helps to attract top personnel. The property developer has made the strategic decision to profile the park in this way. It is an example of a business park that was developed on the basis of a conceptual approach. From the perspective of the concept, the park was given functions, and marketing, and a focus oriented towards target groups. The park profiles itself on the basis of a common proposition.

Upsizing versus Downsizing On the one hand, globalisation leads to upsizing (mergers and takeovers). On the other, it leads to downsizing, in

THE CONCEPT AS LAWTHE CONCEPTUAL APPROACH AS A STRATEGIC CHOICE FOR LOCATION DEVELOPMENT

Saskia Dijkstra, Senior Advisor, Total Identity

The impact of business parks on town-and-country planning in the Netherlands has been a subject of discussion since they arrived on the scene. Government and advisory councils, including that of the Ministry of Spatial Planning, have argued for greater individuality and specific local development. This should lead to an improvement in the quality of land use. The success of a location, in the end, is in the hands of businesses, which either do or do not choose the new location. Having discovered the strategic asset of ‘housing’, businesses are setting a growing list of requirements for the quality of spatial planning. They increasingly value a business location with the right partners, competitors and collective profiling opportunities. Locations that appeal to clients and suppliers alike.

The conceptual approach to a business park or location makes it possible to imagine the future. The added value of a new concept is revealed through making strategic choices in advance for target-group segmentation, urban development and marketing. And this provides abundant opportunities to local governments, provincial authorities and property developers to make land exploitable.

This approach makes a case for thinking about the big idea behind the location, the concept, in the initial phase. In

many businesses. The possibility of locating a business in the right environment close to related businesses and thus of presenting themselves together has become more important. This gives a business advantages that in a stand-alone situation are much more difficult to realise and require much greater investments. The business park of the future should be about something and stand for something

Supply and Demand Nonetheless, in the Netherlands we still often approach the development of a business park in the way it was done during its genesis in the 1970s and 80s: allocation occurs lot by lot. The attractiveness of the land is communicated through functional advantages such as accessibility, sustai-nability and price. This places the focus on the potential individual buyer, instead of on the added value of collective profiling. But the successful profiling of a location for this buyer lies in making the added value of the collective profiling imaginable beforehand, by demonstrating that collective success can be achieved with a chance for individual success.

Demonstrating the Collective NatureHilversum Mediapark makes use of collective profiling and does so successfully. Companies that set up business in the park become part of a larger whole. Companies with a suitable profile seek to profit from the collective benefits that the park offers. It attracts both clients and the public. Thus the park serves both business and public interests. Hilversum Mediapark is taking advantage of the opportunities that collective profiling provides by expanding. This expansion is meant to provide better services to the individual companies established there and to continue attracting the public in the future. The new Netherlands Institute for Sound and Vision, located in the Mediapark, will contribute to creating a positive image. This will help the park establish its authority as a regional location in the media world. At the same time, all the separate business activities will benefit from the allure of a museum in their midst. Such an approach requires the park to renovate and look for new ways to maintain the proposition. This will keep the park vital and attractive to future businesses, which will safeguard property values and the inherent quality of the park.

The new economy is focused on interdependent rela-tionships, shared facilities and cooperation. Local and provincial authorities, and developers of business parks can profit from this by including in their strategy a conceptual approach to the development of locations, and preferably as early in the process as possible so that the location is furbished in line with the concept in its urban-development structure, functions, target-group segmentation and marketing. So the question is: how do you come up with a concept?

Conceptual Approach: Bringing the Future to the Present Within the context of location development, a concept is essentially a connecting pattern that inspires and

which niche propositions and specialisation become more important. In the Dutch horticulture sector, for instance, we see both of these trends—on the one hand, at Agriport A7, a business park specifically aimed at companies with large-scale production needs, and on the other, at Green Park Aalsmeer, which is specifically aimed at small-scale specialised production and services brought together in clusters. In both cases, there is an increasing interest in the presence of other (chain) partners. Their shared connection and the consequent enhancement of their identities should contribute to advantages of scale that help them compete at the international level.

The Repositioning of Schiphol AirportSchiphol Airport has been transformed from an airport—a logistical, faciliatory environment—to Airport City. In the area surrounding Schiphol, there are numerous service and logistics companies which profit from one another’s presence. It is an area in which knowledge circulates and where the competition among the companies leads to innovation. The airport itself has also become an important public meeting place where retail businesses have set up shop. Schiphol has become a represen-tative example of an airport city and is seen in the world as a way forward for airport development. Schiphol Airport City shows that this concept can be translated into target-group segmentation that works. The term Airport City appeals to the images the target groups have of ‘City’ and ‘Airport’. The combination of these two words possesses a powerful appeal to people’s imaginations. It has ensured that the translation of the concept into an urban development design, and into marketing and communication, has withstood the test of time.

One-Man Businesses Within the brutal world of mergers and takeovers, the lack of job security and the ambition to decide things for themselves are leading many employees to start their own businesses. The need to work in an environment close to other chain partners—which can lead to contacts for later business transactions—is great among this group. So they look for a location that meets this requirement. In the creative industry, for example, people seek a creative breeding ground. A place that serves the shared interests of independent businesspeople and, when the occasion arises, leads to a network organisation. The concept can be based on the view that the location should provide a network environment. The Wester Gas Works in Amsterdam, Van Nelle design plant in Rotterdam and the Pudding Factory in Groningen are all examples of such successful breeding grounds. Recently, the Binckhorst in The Hague and the former Caballero Plant were transformed from hopelessly outdated terrains to successful, innovative breeding grounds. The former cigarette plant (i.e., the cigarette brand) is leading the communication efforts to attract the desired target groups to the location—a strategic choice that is bearing fruit.

As a result of past economic developments, price and location play a less important role in the decisions of

many businesses. The possibility of locating a business in the right environment close to related businesses and thus of presenting themselves together has become more important. This gives a business advantages that in a stand-alone situation are much more difficult to realise and require much greater investments. The business park of the future should be about something and stand for something

Supply and Demand Nonetheless, in the Netherlands we still often approach the development of a business park in the way it was done during its genesis in the 1970s and 80s: allocation occurs lot by lot. The attractiveness of the land is communicated through functional advantages such as accessibility, sustai-nability and price. This places the focus on the potential individual buyer, instead of on the added value of collective profiling. But the successful profiling of a location for this buyer lies in making the added value of the collective profiling imaginable beforehand, by demonstrating that collective success can be achieved with a chance for individual success.

Demonstrating the Collective NatureHilversum Mediapark makes use of collective profiling and does so successfully. Companies that set up business in the park become part of a larger whole. Companies with a suitable profile seek to profit from the collective benefits that the park offers. It attracts both clients and the public. Thus the park serves both business and public interests. Hilversum Mediapark is taking advantage of the opportunities that collective profiling provides by expanding. This expansion is meant to provide better services to the individual companies established there and to continue attracting the public in the future. The new Netherlands Institute for Sound and Vision, located in the Mediapark, will contribute to creating a positive image. This will help the park establish its authority as a regional location in the media world. At the same time, all the separate business activities will benefit from the allure of a museum in their midst. Such an approach requires the park to renovate and look for new ways to maintain the proposition. This will keep the park vital and attractive to future businesses, which will safeguard property values and the inherent quality of the park.

The new economy is focused on interdependent rela-tionships, shared facilities and cooperation. Local and provincial authorities, and developers of business parks can profit from this by including in their strategy a conceptual approach to the development of locations, and preferably as early in the process as possible so that the location is furbished in line with the concept in its urban-development structure, functions, target-group segmentation and marketing. So the question is: how do you come up with a concept?

Conceptual Approach: Bringing the Future to the Present Within the context of location development, a concept is essentially a connecting pattern that inspires and

which niche propositions and specialisation become more important. In the Dutch horticulture sector, for instance, we see both of these trends—on the one hand, at Agriport A7, a business park specifically aimed at companies with large-scale production needs, and on the other, at Green Park Aalsmeer, which is specifically aimed at small-scale specialised production and services brought together in clusters. In both cases, there is an increasing interest in the presence of other (chain) partners. Their shared connection and the consequent enhancement of their identities should contribute to advantages of scale that help them compete at the international level.

The Repositioning of Schiphol AirportSchiphol Airport has been transformed from an airport—a logistical, faciliatory environment—to Airport City. In the area surrounding Schiphol, there are numerous service and logistics companies which profit from one another’s presence. It is an area in which knowledge circulates and where the competition among the companies leads to innovation. The airport itself has also become an important public meeting place where retail businesses have set up shop. Schiphol has become a represen-tative example of an airport city and is seen in the world as a way forward for airport development. Schiphol Airport City shows that this concept can be translated into target-group segmentation that works. The term Airport City appeals to the images the target groups have of ‘City’ and ‘Airport’. The combination of these two words possesses a powerful appeal to people’s imaginations. It has ensured that the translation of the concept into an urban development design, and into marketing and communication, has withstood the test of time.

One-Man Businesses Within the brutal world of mergers and takeovers, the lack of job security and the ambition to decide things for themselves are leading many employees to start their own businesses. The need to work in an environment close to other chain partners—which can lead to contacts for later business transactions—is great among this group. So they look for a location that meets this requirement. In the creative industry, for example, people seek a creative breeding ground. A place that serves the shared interests of independent businesspeople and, when the occasion arises, leads to a network organisation. The concept can be based on the view that the location should provide a network environment. The Wester Gas Works in Amsterdam, Van Nelle design plant in Rotterdam and the Pudding Factory in Groningen are all examples of such successful breeding grounds. Recently, the Binckhorst in The Hague and the former Caballero Plant were transformed from hopelessly outdated terrains to successful, innovative breeding grounds. The former cigarette plant (i.e., the cigarette brand) is leading the communication efforts to attract the desired target groups to the location—a strategic choice that is bearing fruit.

As a result of past economic developments, price and location play a less important role in the decisions of

DEVELOPMENT OF THE CONCEPT: METHODAnalytic Phase

1. GeographyThe physical location and infrastructure provides considerable insight into the way in which the region has developed. This literally means the subterranean structure of the area. The ground can often reveal how a region was created and a lot of information about the natural behaviour patterns of its inhabitants. What (regional) function does the area fulfil or has it fulfilled? An example of this is the newly developing Business Park in Zierikzee, which will give new life to its original function as an entryway to Zeeland on the West coast of the Netherlands. The geography of a particular area largely determines the way of life there, for both nature and culture.

2. Culture and Nature Nature and culture form the basis for a region’s mentality and the personality of the region. What story lies hidden in the area? It is imaginable, for instance, that a creative breeding ground in the country does not have much appeal for the creative industry because the mentality of the creative industry does not fit in with the mentality of the introverted native inhabitants of the countryside. Of course we are dealing here with stereotypes. But it is not surprising that many creative breeding grounds take root in large cities. In line with this, it is also not surprising that Chiswick Park, which is positioned to meet the employee need to ‘enjoy work’, is located in a large city such as London. An economic dynamism has arisen from the culture and nature of a certain region, and this should not be left out of the analytic phase of concept development.

3. Economic Situation In analysing the economic situation, it is important to gain insight into the business activity and employment in a region. It is also important to know the current demographics and the general level of education. What is the current picture, and what economic shifts are taking place? What are the driving economic forces in the region? Green Park Aalsmeer, for instance, is aimed at one of the most important economic forces in Aalsmeer: the ornamental-horticulture sector. The Mediapark in Hilversum, as the centre of the media world, is another example. This forms a pyramid: the geography determines the culture and nature of a region, from which the economic dynamism arises. Taken together, these three aspects are a determining factor in the analysis that is carried out for the development of the concept.

Creative Phase During the creative phase that follows the analysis, creative intuitive thinking starts. Through combinations of the three most important individual insights for each variable (key insights), scenarios are formed. Starting as rough drafts, a new concept is born through a creative

guides future strategic decisions. The concept introduces a pattern that brings the future to the present. The view that a city’s airport can also be an airport city is a proposition that, at the moment the decision is taken, has not yet been realised—but it does offer the promise that it will be. It is a pattern in the sense of being a commonly felt, truth-based essence about the future of the airport. A location concept therefore has a certain inherent truth about it. It represents the inspiration and the strength needed to realise the future in such a manner that the concept is actually brought to life. Such an approach requires the competency to create a potentially workable future. This future, after all, can never be predicted. However, it can be imagined.

In an interview, Rudolf Arnheim, Professor of Psychology and Art at Harvard, says the following about the way in which we develop a view of the world: ‘My essential assertion [...] is that language is not the formal prototype of knowledge [...]. Our only access to reality is sensory experience, that is, sight or hearing or touch. And sensory experience is always more than mere seeing or touching. It also includes mental images and knowledge based on experience. All of that makes up our view of the world. In my opinion, ‘visual thinking’ means that visual perception consists above all in the development of forms, of ‘perceptual terms‘, and thereby fulfils the conditions of the intellectual formation of concepts; it has the ability, by means of these forms, to give a valid interpretation of experience.’

Our notion of the world is composed from our senses, our mental images and knowledge based on experiences. They feed the creation of concepts. The concept of a location is comparable to this. It is an idea, a scenario that has not yet taken shape and that reflects a notion that appeals to our senses, thoughts and experiences. It is imaginable and conceivable. It represents a valid interpretation of reality. If the concept is not understood, is not conceivable, then it is too distant from reality and it has to be explained with difficulty by means of a considerable amount of imagery and text. It is not a valid interpretation.

A good location concept has the ability to be convincing and believable in a short span of time, and—just as important—can remain tenable during its development. The method used to come up with a concept requires rational analytic skills and creative, intuitive skills. Identifying and systematising the geography, the culture and nature, and the economic situation of an area provides insight into possible strategic directions for the development of a location. Creative, intuitive thinking then makes the most significant leap to bring us to an imagined concept.

DEVELOPMENT OF THE CONCEPT: METHODAnalytic Phase

1. GeographyThe physical location and infrastructure provides considerable insight into the way in which the region has developed. This literally means the subterranean structure of the area. The ground can often reveal how a region was created and a lot of information about the natural behaviour patterns of its inhabitants. What (regional) function does the area fulfil or has it fulfilled? An example of this is the newly developing Business Park in Zierikzee, which will give new life to its original function as an entryway to Zeeland on the West coast of the Netherlands. The geography of a particular area largely determines the way of life there, for both nature and culture.

2. Culture and Nature Nature and culture form the basis for a region’s mentality and the personality of the region. What story lies hidden in the area? It is imaginable, for instance, that a creative breeding ground in the country does not have much appeal for the creative industry because the mentality of the creative industry does not fit in with the mentality of the introverted native inhabitants of the countryside. Of course we are dealing here with stereotypes. But it is not surprising that many creative breeding grounds take root in large cities. In line with this, it is also not surprising that Chiswick Park, which is positioned to meet the employee need to ‘enjoy work’, is located in a large city such as London. An economic dynamism has arisen from the culture and nature of a certain region, and this should not be left out of the analytic phase of concept development.

3. Economic Situation In analysing the economic situation, it is important to gain insight into the business activity and employment in a region. It is also important to know the current demographics and the general level of education. What is the current picture, and what economic shifts are taking place? What are the driving economic forces in the region? Green Park Aalsmeer, for instance, is aimed at one of the most important economic forces in Aalsmeer: the ornamental-horticulture sector. The Mediapark in Hilversum, as the centre of the media world, is another example. This forms a pyramid: the geography determines the culture and nature of a region, from which the economic dynamism arises. Taken together, these three aspects are a determining factor in the analysis that is carried out for the development of the concept.

Creative Phase During the creative phase that follows the analysis, creative intuitive thinking starts. Through combinations of the three most important individual insights for each variable (key insights), scenarios are formed. Starting as rough drafts, a new concept is born through a creative

guides future strategic decisions. The concept introduces a pattern that brings the future to the present. The view that a city’s airport can also be an airport city is a proposition that, at the moment the decision is taken, has not yet been realised—but it does offer the promise that it will be. It is a pattern in the sense of being a commonly felt, truth-based essence about the future of the airport. A location concept therefore has a certain inherent truth about it. It represents the inspiration and the strength needed to realise the future in such a manner that the concept is actually brought to life. Such an approach requires the competency to create a potentially workable future. This future, after all, can never be predicted. However, it can be imagined.

In an interview, Rudolf Arnheim, Professor of Psychology and Art at Harvard, says the following about the way in which we develop a view of the world: ‘My essential assertion [...] is that language is not the formal prototype of knowledge [...]. Our only access to reality is sensory experience, that is, sight or hearing or touch. And sensory experience is always more than mere seeing or touching. It also includes mental images and knowledge based on experience. All of that makes up our view of the world. In my opinion, ‘visual thinking’ means that visual perception consists above all in the development of forms, of ‘perceptual terms‘, and thereby fulfils the conditions of the intellectual formation of concepts; it has the ability, by means of these forms, to give a valid interpretation of experience.’

Our notion of the world is composed from our senses, our mental images and knowledge based on experiences. They feed the creation of concepts. The concept of a location is comparable to this. It is an idea, a scenario that has not yet taken shape and that reflects a notion that appeals to our senses, thoughts and experiences. It is imaginable and conceivable. It represents a valid interpretation of reality. If the concept is not understood, is not conceivable, then it is too distant from reality and it has to be explained with difficulty by means of a considerable amount of imagery and text. It is not a valid interpretation.

A good location concept has the ability to be convincing and believable in a short span of time, and—just as important—can remain tenable during its development. The method used to come up with a concept requires rational analytic skills and creative, intuitive skills. Identifying and systematising the geography, the culture and nature, and the economic situation of an area provides insight into possible strategic directions for the development of a location. Creative, intuitive thinking then makes the most significant leap to bring us to an imagined concept.

process based on intuition, thinking and observation—a concept scenario that represents a connecting pattern. This concept reflects a truth and appeals to existing images that are combined anew. This was the case for Airport City Schiphol.

‘All perceiving is also thinking, all reasoning is also intuition, all observation is also invention.’ (Rudolf Arnheim).

The Concept Guides The concept arose from the awareness of target groups, interaction and necessary functions. Now that the concept exists, it serves as a guide for choosing a target group, functions and a programme, the urban development/landscape architectural design and the marketing. These are the most important constituent parts needed to bring the concept to life, to be able to make the strategic decisions for collective profiling.

Choosing Target GroupsBecause the concept provides a framework, it differen-tiates between target groups. That is to say, businesses from heavy industry will probably not be attracted to Chiswick Park or Green Park Aalsmeer. So the concept provides guidance to target groups that fit perfectly in the concept (primary target groups), fit sufficiently in the concept (secondary target groups), just barely fit (tertiary target groups) and do not fit at all (‘no-go’ target groups). This produces a clear picture and gets the ball rolling for future marketing activities.

Functions and ProgrammeDepending on the concept and the insights produced by the analytic phase, the nature of the intended business activity is determined, as well as what functions should be coupled to it. How do these functions reinforce one another and does it produce collective profiling? Is there a need for a regional function, for example? Such decisions can be made based on the concept and provide direction for the design of the location. Where will the respective

Location concept

Key insightsKey insights

Key insights

Economics

Culture and natureGeography

companies be placed? Are grounds necessary? Do people live in the area? Is there a public meeting place or a market?

Urban Development and Landscape Design Because the concept has not yet taken shape but is an abstract scenario for the future, it helps guide the structure of the area in conjunction with the programme and functions. The ambition that underlies the concept should be reflected in the manner in which the park is designed. The urban development design reinforces, and is a concrete expression of the concept. The same is true for the landscape design.

Marketing One thing that makes locations that are based on a concept so attractive is that they sell themselves to some degree. The marketing does not need to focus on square metres, facilities or accessibility; these are functional aspects that have gradually become a given and are no longer distinctive. The concept provides the prospect of profiling the business park in light of its new content or future function. This is highlighted in the communication and thus presents itself as a promise for the future.

The Span of Time Perhaps the biggest benefit of a conceptual approach to business parks is that it bridges the span of time involved. Launching a project today often means actually delivering it fifteen years from now. In those fifteen years economic circumstances change, as do politics, the market and the way in which people want to live and work. In other words, what we know today can change tomorrow. The concept, on the other hand, provides a solid footing, and is less time-dependent and therefore less subject to change. What does change with time is the design in urban-deve-lopment planning for a region—changes prompted by such things as new procedures and changes in technology.

process based on intuition, thinking and observation—a concept scenario that represents a connecting pattern. This concept reflects a truth and appeals to existing images that are combined anew. This was the case for Airport City Schiphol.

‘All perceiving is also thinking, all reasoning is also intuition, all observation is also invention.’ (Rudolf Arnheim).

The Concept Guides The concept arose from the awareness of target groups, interaction and necessary functions. Now that the concept exists, it serves as a guide for choosing a target group, functions and a programme, the urban development/landscape architectural design and the marketing. These are the most important constituent parts needed to bring the concept to life, to be able to make the strategic decisions for collective profiling.

Choosing Target GroupsBecause the concept provides a framework, it differen-tiates between target groups. That is to say, businesses from heavy industry will probably not be attracted to Chiswick Park or Green Park Aalsmeer. So the concept provides guidance to target groups that fit perfectly in the concept (primary target groups), fit sufficiently in the concept (secondary target groups), just barely fit (tertiary target groups) and do not fit at all (‘no-go’ target groups). This produces a clear picture and gets the ball rolling for future marketing activities.

Functions and ProgrammeDepending on the concept and the insights produced by the analytic phase, the nature of the intended business activity is determined, as well as what functions should be coupled to it. How do these functions reinforce one another and does it produce collective profiling? Is there a need for a regional function, for example? Such decisions can be made based on the concept and provide direction for the design of the location. Where will the respective

Location concept

Key insightsKey insights

Key insights

Economics

Culture and natureGeography

companies be placed? Are grounds necessary? Do people live in the area? Is there a public meeting place or a market?

Urban Development and Landscape Design Because the concept has not yet taken shape but is an abstract scenario for the future, it helps guide the structure of the area in conjunction with the programme and functions. The ambition that underlies the concept should be reflected in the manner in which the park is designed. The urban development design reinforces, and is a concrete expression of the concept. The same is true for the landscape design.

Marketing One thing that makes locations that are based on a concept so attractive is that they sell themselves to some degree. The marketing does not need to focus on square metres, facilities or accessibility; these are functional aspects that have gradually become a given and are no longer distinctive. The concept provides the prospect of profiling the business park in light of its new content or future function. This is highlighted in the communication and thus presents itself as a promise for the future.

The Span of Time Perhaps the biggest benefit of a conceptual approach to business parks is that it bridges the span of time involved. Launching a project today often means actually delivering it fifteen years from now. In those fifteen years economic circumstances change, as do politics, the market and the way in which people want to live and work. In other words, what we know today can change tomorrow. The concept, on the other hand, provides a solid footing, and is less time-dependent and therefore less subject to change. What does change with time is the design in urban-deve-lopment planning for a region—changes prompted by such things as new procedures and changes in technology.