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