Creative Dublin Alliance A Roadmap for Branding Dublin€¦ · the face of global uncertainly and adversity. However global trends such as the increasing power of cities, globalisation,

2012

A Roadmap forBranding Dublin

A Discussion Paper

Creative Dublin Alliance

Authors:

Lorna Maxwell, Jamie Cudden & Jonathan Waugh

Economic Development Unit

Dublin City Council

Particular thanks to Jim Dunne, Barry Sheehan, John O’Connor,

Damien McLoughlin, Mark Byrne, Steve Payne, Elaine Buckley, Trevor White

and Walter Foley for their invaluable input, advice and feedback along the way.

Images courtesy of Dublin City Council, Jason Clarke and Rob Hughes.

This is the time and opportunity for Dublin

– we need to get out there and articulate

Dublin’s uniqueness in the global context

The small size of Dublin and the ability

to make connections makes us unique

Dublin has so much potential, however

there is a need for greater engagement,

interpretation, energy and effort to

realise this

Quotes from selected Stakeholder Interviews

Dublin is a lifestyle place – it’s a personality

– creativity is in our DNA – we have an

aptitude to succeed in business

People don’t understand how good the

Dublin package is…We undersell

ourselves as a city

Dublin’s strong performance puts

Ireland Inc on the global map

Research SourcesThe analysis presented in this strategy has been drawn from a number of

research sources and initiatives that the Dublin region has been developing in

order to enhance its evidence base. These include:

Discovering Dublin’s Identity

The Creative Dublin Alliance partnered with the Brand Union to develop the

research and discovery phase for the Dublin Branding Project. This work

culminated in an exhibition that toured the Dublin region in 2011 as well as

a Summit Meeting of key stakeholders which was hosted in the National

Convention Centre. The research included interviews with over 40 high profi le

individuals across Ireland and Dublin, workshops, focus groups, vox-pops,

and a national omnibus survey.

Dublin Benchmarking and Indicators

The City Indicators and Benchmarking Project is intrinsically linked to the

branding initiative as this measures and monitors Dublin’s performance in the

national and international context.

Your Dublin, Your Voice

A residents panel of over 3,300 people will also be intrinsically linked with the

Dublin branding project. To date there have been two surveys focusing on: 1]

The best and worst things about Dublin; and 2] Dublin’s Shopping and Social

Scene.

Dublin’s role in the national and global economy

This project is led by University College Dublin on behalf of the Dublin

Regional Authority and is enhancing our understanding of Dublin’s

performance. As part of this research over 35 interviews were held with

leading stakeholders across the Dublin Region.

Capitalising On Dublin’s Potential

This is a recently launched report led by the Irish Tourism Industry

Confederation (ITIC) researched by Tourism Development International. The

research was developed to provide a series of recommendations on how best

to strategically manage and develop the international marketing of Dublin.

Literature Review

Over 100 publications and reports have informed the roadmap document

including PIVOT Dublin – World Design Capital bid, Unesco Dublin City of

Literature bid, Dublin City Indicators and Benchmarking and The World is Not

Flat – the case for city regions.

Contents

Executive Summary v

1. Introduction 1

2. Global to Local 7

2.1 Global Trends 7

2.2 What is City Branding and what are other Cities Doing? 9

2.3 Irish Context 11

2.4 Dublin Context 14

3. Dublin’s Story 19

4. The Dublin Branding Project 25

4.1 Objectives of the Brand 25

4.2 Who is Leading on the Development of Dublin’s Brand? 26

4.3 Events and Timeline 30

4.4 A Vision for Dublin 32

4.5 Dublin’s Target Markets and Audiences 36

4.6 The Formulation of the Dublin Brand 42

5. Dublin’s Top Assets 45

5.1 Dublin’s Leading Asset – Its People 47

5.2 City of Innovation 49

5.3 World Leading Investment and Business Location 52

5.4 Dynamic and Educated Talent 54

5.5 Openness and Diversity 54

5.6 A Competitive City Infrastructure 55

5.7 Distinct Urban Character with a Vibrant City Centre 57

5.8 A Wealth of Creativity and Cultural Activity 59

5.9 At the Heart of Ireland, and the Centre of the World 61

6 Priority Action Areas 63

6.1 Engage with the People of Dublin 63

6.2 Develop the Collaboration Model 64

6.3 Agree the Vision 65

6.4 Engage in Regular Monitoring of our International Position 66

6.5 Build Upon Dublin’s Assets and Address the Challenges 67

6.6 Effectively Communicate the Brand 68

6.7 Enhance the Tourism Product 70

6.8 Engage in Internationalisation 71

6.9 Seek International Events and Designations 73

6.10 Design the Dublin Brand 75

7 Conclusion 77

References and Bibliography 79

Executive Summary

The ContextThis discussion document will be circulated to the Creative Dublin Alliance 1

and key stakeholders in the public, private and civic sectors whose

commitment and active participation will be required in the delivery of a

Brand for Dublin. The main report brings together the combined learning from

all the research, engagement and stakeholder collaborations developed to

date, while pointing a clear path for the delivery of the next phase which will

be concluded with the launch of the Dublin Brand in June 2013.

Branding has been around for hundreds of years, but city branding has not.

This is a relatively recent concept which is pioneered by city branding experts

such as Simon Anholt. Examples of successful city branding strategies are

New York, Barcelona, London and Amsterdam.

City branding literature emphasises the argument that logos and taglines

have not been the backbone of successful city branding strategies. A

review of city branding strategies highlights the underlying importance of

shared governance, stakeholder participation, clear and concise goals, and

consistent reinforced messaging.

1 A collaborative leadership network across Dublin’s leaders in local government, business

and higher education sectors. www.creativedublinalliance.ie

v

A Roadmap for Branding Dublin, A Discussion Paper 2012

A dynamic and innovative Dublin Brand that captures the region’s unique

qualities and is well managed and communicated will enhance Dublin’s

attractiveness as a global centre for international investment, trade, tourism,

and talent. Increased pressures on budgets and resources make it a

necessity for all those involved in the development, positioning and marketing

of Dublin to better collaborate and coordinate on this work.

“This is the time and opportunity for Dublin – we need to get out there

and articulate Dublin’s uniqueness in the global context”

“People don’t understand how good the Dublin package is…

We undersell ourselves as a city”

“The small size of Dublin and the ability to make connections makes us

unique”

“Dublin is a lifestyle place – it’s a personality – creativity is in our DNA –

we have an aptitude to succeed in business”

“Dublin has so much potential, however there is a need for greater

engagement, interpretation, energy and effort to realise this”

– Quotes from selected Stakeholder Interviews

“The Dublin city region accounts for four out of every ten jobs, just under

half of all goods and services produced and nearly half of Ireland’s tax

revenue. Ireland needs a strong Dublin.” 2

The Dublin city region is Ireland’s only city of international scale and one

of the most attractive global locations for Foreign Direct Investment. 3 It is

furthermore ranked as the best location globally for availability of skilled

workforce, investment incentives and openness. 4 This is remarkable given

the scale of the economic downturn faced by Ireland. The fundamentals of

Dublin’s economy are strong and Dublin is showing remarkable resilience in

2 Creative Dublin Alliance (CDA), Discovering Dublin’s Identity, 2011

3 Brookings Global Metro Monitor, 2011

4 Institute of Managing Directors, 2012

vi


the face of global uncertainly and adversity. However global trends such as

the increasing power of cities, globalisation, the rise of developing economies

and a global war for talented people, leave us with no doubt as to the

importance of developing a strong brand in order to ensure Dublin’s future.

“It’s not the cost of city branding: it’s the cost of not doing city branding.”

– Stakeholder Interview

“Cities must understand what place characteristics make them distinctive. All

cities are part of the global economy and are now more connected physically

and electronically. Nevertheless, unique place characteristics continue to

distinguish one city from another and create competitive advantage” 5

This document has set out a roadmap that will lead to the launch in 2013

of an internationally competitive brand for Dublin. It has identifi ed key

requirements as follows:

> The development of innovative approaches to engage citizens

in the branding process. The people of Dublin are consistently

highlighted in all research as the most valuable ‘brand

asset’ as well as potentially its strongest ambassadors.

> The provision of a governance structure through the

Creative Dublin Alliance and the development of a

collaborative leadership model for the Dublin region.

> The establishment of a Destination Marketing Alliance

for Dublin that would develop integrated Communication

Strategies and International Marketing Campaigns to clearly

communicate and promote Dublin’s assets and uniqueness.

> The agreement of a target driven approach to allow us to

benchmark the brand position over time. Targets for tourism in

Dublin have already been recommended by the Tourism Industry.

5 Acre, Accommodating Creative Knowledge – Competitiveness of European Metropolitan Regions within the Enlarged Union, 2012

vii


The Objectives

The 6 objectives for the Dublin Brand are:

> To continue to attract investment

> To grow our tourism markets and increase tourism numbers to Dublin

> To ensure that Dublin remains a location of choice for top global talent

> To become a leading destination for international students

> To become a place where entrepreneurs want to set up a business

> To raise awareness of Dublin to our export growth markets

There is a strong evidence base that Dublin already has a relatively positive

brand. So this project is not starting from scratch, it is building on the

positives while at the same time attempting to address Dublin’s challenges.

The promotion and marketing of Dublin to date has developed across

a myriad of national, regional and local bodies. However, when Ireland

is marketed by the state agencies there is little or no differentiation

made between Dublin and Ireland. Dublin’s international reputation and

attractiveness can bring value to the Irish brand, leveraging the performance

of the Irish economy through its unique attributes and strong economic

clusters in internationally traded services, fi nancial services, tourism,

education, software and ICT, and the creative industries.

Key indicators developed across tourism, Foreign Direct Investment, exports,

talent and international education demonstrate the strong connections that

Dublin and Ireland has with the US, the UK and Europe in particular, and

hence our performance in these markets must continue to be a priority.

However the global mega trends demonstrate that we must also explore the

opportunities that are arising from emerging economies.

Having set the context for the branding project it is now important to set

out the current assets of our City. When developing the Dublin brand it

is necessary to ensure that our brand and identity aspirations match the

Dublin experience. This project is “a major undertaking, and there are no

short cuts to it” 6 and requires extensive collaboration across all sectors and

stakeholders in Dublin.

6 Stakeholder Interview

viii


Dublin’s Assets

A comprehensive research and discovery phase was undertaken which

helped to develop a better understanding of the current perceptions of

Dublin. In effect, over 5,000 People have engaged in the Dublin Branding

Project to date. This process included over 70 key stakeholder interviews,

5 Workshops, a touring exhibition: “Discovering Dublin’s Identity”, surveys

developed through “Your Dublin Your Voice” a residents opinion panel, a

National Omnibus survey and a comprehensive city research, indicators

and benchmarking programme. These resources were used to develop a

comprehensive list of Dublin’s key assets, which in turn informed the brand

values for Dublin.

Dublin’s assets as identifi ed are summarized below. For more information, see

Section 5, Dublin’s Top Assets.

> Dublin’s Leading Asset

– Its People, their Character and their Creativity

> City of Innovation

> World Leading Investment and Business Location

> Dynamic and Educated Talent

> Openness and Diversity

> A Competitive City Infrastructure

> Distinct Urban Character with a Vibrant City Centre

> A Wealth of Creativity and Cultural Activity

> At the Heart of Ireland, and the Centre of the World

ix


Brand Values

This information has directly informed the development of appropriate brand

values which include:

> Friendliness and Warmth

Drawn from Dublin’s residents and its distinct urban character.

> Innovation and Creativity

Drawn from Dublin’s strong tradition of art and

culture and its role as a city of innovation.

> Openness and Diversity

Drawn from Dublin’s people and its multicultural

and cosmopolitan nature.

> Entrepreneurial Spirit

Drawn from its role as a world leading investment and business

location, the dynamic and talented people, the strong infrastructural

assets, and the inherent resilience and adaptabiliy of Dublin’s people.

x


The Roadmap

KEY ACTIONS:

1. Engage with the people of DublinExisting channels of engagement, such as Dublin’s Elected Representatives,

alongside established networks will prove vital in developing commitment

and communicating the message. Engaging citizens and residents in the

process of branding Dublin should involve the use of innovative means

of communication such as exploiting social media and crowd sourcing

techniques to generate individual and creative content. This will give residents

an opportunity to voice their opinion using tools such as Your Dublin Your

Voice, which will ultimately inform and contribute to the brand over time.

INFO BOX: Uniquely Dublin, An International Competition To Re-

Assert Dublin’s Identity In A Positive Way.

In October 2012 as part of the Branding Project and in association with a

number of partners, including Dublin City Council, the Little Museum of

Dublin and a coalition of private and public stakeholders, a major international

competition will be launched that invites people from Dublin, Ireland and

the international community to submit their creative expression of what is

unique about Dublin. The competition is being designed to build on Dublin’s

internationally renowned creative talents across literature, animation, fi lm,

design, music, visual arts, as well as its citizens humorous and often frank

outlook on life. As well as the promise of international exposure, the Dublin

Branding Project will use the content generated to communicate Dublin’s

identity in a truly unique way.

xi


2. Develop the Collaboration ModelThe Creative Dublin Alliance, its Executive Network and, should it be

established, the Destination Marketing Alliance for Dublin are the proposed

structures for collaboration across the key stakeholders i.e. the four Dublin

Local Authorities, IDA Ireland, Enterprise Ireland, Fáilte Ireland, the higher

education and business sectors, and the creative and tourism industries. The

members of the Creative Dublin Alliance will agree an appropriate structure

and funding model for the branding project and will also agree the operational

aspects including management and monitoring of the brand performance on

an ongoing basis. Figure A. provides an illustration of how the Collaboration

Model would work:

Figure A: The Collaboration Model

Informed By

Vision & Values

Driven By

Shared & Corporate Strategies Promotion & Marketing of Dublin Internationally

Attracting-InvestmentInternational-Students

Tourism-Growth Awareness-in-Export-Markets

Attracting-Talent

Sustainability-Indicators

Government-PolicyElected-Representatives

Dublin-BenchmarkingConstituent-Members

Civic-Engagement

CDAExecutiveNetwork

Creative DublinAlliance

Destination& Marketing

AllianceDublin

Targets Achieved

xii


3. Agree the VisionAgreeing the Vision for Dublin will be a critical step in the development of the

Dublin Brand. The articulation of core values will defi ne how the brand will

be developed, managed and communicated, therefore the members of the

brand will:

> Agree the Vision for Dublin

> Identify Dublin’s distinct competitive advantage,

for at least the next ten years.

> Build on Dublin’s unique assets and personality, and provide a

vision that the people, businesses and partners of Dublin, and the

Irish across the world, will be proud to align themselves with.

4. Engage in Regular Monitoring of our International PositionIn order to measure Dublin’s and Ireland’s international competitiveness and

to assess the effectiveness of the Dublin Brand in fulfi lling its goal we must

provide:

> A twice yearly report on Dublin’s international benchmarking

> A selection of key performance indicators to be agreed upon and

monitored in these reports, alongside specifi c benchmarks that

will measure the brand performance in the areas of Foreign Direct

Investment, Export Growth, Tourism, International Talent and

Students, Population, Quality of Living and World Business Rankings.

5. Build upon Dublin’s Assets and Address the ChallengesGiven the long term nature of Foreign Direct Investment, the target audiences

of a brand need to believe that city leadership has the capacity to address

the challenges the city faces. An effective brand must be supported by

agreed development plans and strategies that address such challenges,

ensuring that the brand message matches the reality on the ground. These

development strategies will be implemented with four objectives in mind:

> Develop city leadership

> Progress innovation capacity and the smart city agenda

> Lead civic engagement in quality of life issues

> Build innovation and communication networks

xiii


6. Effectively Communicate the BrandDesigning a multi-stakeholder communication plan for Dublin is critical.

Subject to its establishment, the Destination Marketing Alliance will agree,

with the support of the branding professionals, the core communication

messages in each market segment and develop a communication strategy

for the promotional and marketing activity of Dublin internationally. This would

be collectively delivered across the relevant organisations in each of the

identifi ed target markets and audiences.

It is proposed that the Dublin portal website, www.dublin.ie, be redesigned to

become the core communication channel for the Dublin brand. Many cities

are addressing this with the delivery of digital strategies such as London and

Partners (focusing on business and tourism), Do it in Barcelona (attracting

business and entrepreneurs) and I Amsterdam (focusing on residents and

tourism).

7. Enhance the Tourism ProductIn order to enhance the Dublin tourist product there is a need to develop

a Dublin Tourist Development Plan. This is required to ensure the ongoing

development and enhancement of Dublin’s existing attractions, while

also agreeing new fl agship developments, product clusters, tourist routes,

activities and events. Existing and new developments need to be brought

together in creative and imaginative ways to reinvigorate, develop and

showcase Dublin’s unique strengths. The development of a Dublin Tourism

Development Plan, through collaboration between Dublin’s partners, would

ensure the enhancement of Dublin’s existing attractions.

8. Engage in InternationalisationDublin already has an impressive series of city linkages, being twinned with

San Jose, Beijing, Barcelona and Liverpool. With an increasingly globalised

society and the emergence of new foreign markets, Dublin must continue to

make the most of its current international connections and also develop new

strategic connections.

xiv


9. Seek International Events and DesignationsThe hosting of international events and receiving international designations

positively promotes cities and their reputations. Dublin has been very

successful in attracting high-profi le designations for the city and bidding for

international events. With political endorsement and if adopted by a wide

range of entities including business and tourism interests, central government,

non-governmental organisations and event fi nanciers, the delivery of a multi-

annual event strategy will build Dublin’s reputation as a premier international

destination. It will deliver a better return on investment from Dublin’s

infrastructure, increase economies of scale through the development of a

portfolio of events and provide measurable economic benefi ts to Dublin and

its business sector.

10. Design the Dublin BrandProfessional branding expertise will be required to design Dublin’s creative

identity. They will develop the Brand Book for Dublin that will give the

framework and guidelines to the brand partners on its use and ensure a

consistent management of the brand over time.

CommitmentDeveloping, managing and promoting Dublin’s brand is about ensuring that

Dublin, as Ireland’s capital city, is a city that its residents and the Irish citizens

are proud of, that attracts investment, trade, tourism and talent, and that

understands its position in the world. It should project Dublin as a modern

successful city that offers something different, unique and ultimately of

value to the world. It’s about optimising our future economic potential while

portraying the unique character and quality of life in Dublin. It’s about the

people of Dublin, their creativity and their connections with the rest of the

world.

This document has set out a roadmap that will lead to the launch in 2013 of

an internationally competitive brand for Dublin. The success of this ambitious

project depends on the commitment of all players to collaborate and invest in

its future success.

xv


Timeline:It is suggested that the Actions be implemented according to the following timelines:

June 2012:Tourism Development International Report Launched:

“Capitalising on Dublin’s Potential”

July/ August 2012: Circulation of the Dublin Branding Project Roadmap discussion paper.

Creative Dublin Alliance agrees membership of their Executive Network.

September 2012:Creative Dublin Alliance agrees the Dublin Branding Project

Roadmap with letters of endorsement and fi nancial commitments.

Procurement process initiated to engage brand design expertise.

Agreement of the establishment of the Destination Marketing

Alliance for Dublin. Membership and terms of reference agreed.

October 2012: First meeting of the Destination Marketing Alliance for Dublin.

Agree the Brand Strategy Vision.

Innovation Dublin Festival www.innovationdublin.ie.

Launch of ‘Uniquely Dublin’ an international

competition on what makes Dublin unique.

Creative Dublin Alliance: Breakfast Briefi ng with key Citywide

stakeholders presenting outcomes and recommendations from

the UCD and Dublin Regional Authority research collaboration:

‘Dublin’s Role in the National and Global Economy’

November 2012 – May 2013:Creative Dublin Alliance – presentation of the Dublin

Benchmarking and Indicators Report.

Contract awarded to deliver on the brand design

Brand identity concept design workshop held with the

Creative Dublin Alliance, its Executive Network and

the Destination Marketing Alliance for Dublin.

Agree brand strategy including ongoing management, delivery

structures and operational supports, vision, benchmarks and

targets, investment and commitment across all partners.

Review the potential for www.dublin.ie to be the

digital platform for the Dublin brand.

Announcement of winners of the ‘Uniquely

Dublin’ competition and public exhibition

Creative content developed and presented as part of a multi-media

communications strategy, integrated with the brand identity.

June 2013: Public launch of Dublin’s brand, including:

> The Dublin Brand Book.

> Visual identity.

> ReLaunch of Dublin.ie website.

> Promotion & communications strategy including key delivery targets.

> Development strategies for Dublin, such as tourism

events, including key performance targets.

xviii


1. Introduction

“The Dublin city region accounts for four out of every ten jobs, just under

half of all goods and services produced and nearly half of Ireland’s tax

revenue. Ireland needs a strong Dublin.” 1

The Dublin city region is Ireland’s only city of international scale. Dublin is

one of the most attractive global locations for Foreign Direct Investment

(FDI). 2 It is furthermore ranked as the best location globally for availability

of skilled workforce, investment incentives and openness. 3 Despite this it

is imperative that Dublin does not rest on its laurels. The magnitude of the

economic downturn faced by Ireland has sent shockwaves across sectors

and communities throughout Dublin. Dublin’s economic performance has

dropped from being the 6th top international city performer from 1990-2007

to the second worst out of 250 global metros 4. An increase of unemployment

from 4% to 13% reveals the extent of the challenges that Dublin faces 5.

However, in spite of this the fundamentals of Dublin’s economy are strong

and it is showing remarkable resilience in the face of global uncertainly and

adversity.

To this end, the Creative Dublin Alliance has initiated a process of research

and consultation in order to outline a clear and coherent purpose and

ambition for the region. This process involves creating a brand and identity

which is both grounded in the ongoing actions and efforts of the key

stakeholders across the region and framed by an ambition to maximize the

true potential of the city region.

This report outlines the challenges facing the region, it draws on evidence

from various sources of Dublin’s rich cultural heritage, its diversity and its

vibrancy. A global pseudo-war for talent, investment and creativity is ongoing

and it is critical at this moment in time that Dublin works together to realise

a clear identity which respects its greatest assets and which compels city

region stakeholders and residents alike to work collectively to meet current

and future challenges.


2 Brookings Global Metro Monitor, 2011

3 Institute of Managing Directors, 2012

4 Brookings Global Metro Monitor 2011

5 Central Statistics Offi ce (CSO), 2012

1


A global city with a small town feel, a welcoming city with a reputation for

its friendly people; these are just some of the phrases used to describe

Dublin – Ireland’s only city of international scale, yet just a mere village in the

global context. Dublin is a city, that despite all its setbacks through history,

has positioned itself on the world stage and punches above its weight in

international rankings. It is ranked in the top quartile of global cities for its

quality of living 6 and has a proven track record in relation to the attraction of

Foreign Direct Investment. Dublin is now a cosmopolitan city that is home to

over 150 nationalities, with over 17% of the population foreign born 7.

6 Cudden, J., O’ Leary, H., Quality of Living Report, 2010

7 Demographic Trends in Dublin, 2012

2


Global trends such as the increasing power of cities, globalisation, the rise of

developing economies and a global war for talented people, leave us with no

doubt as to the importance of developing a strong brand in order to ensure

Dublin’s future.

“It’s not the cost of city branding: it’s the cost of not doing city branding.”


A dynamic and innovative Dublin brand, that captures the region’s unique

qualities and is well managed and communicated, will enhance Dublin’s

attractiveness as a global centre for international investment, tourism, trade

and talent. It will promote economic recovery for Ireland, develop a sense of

pride in the capital city and connect with residents as the real ambassadors

for Dublin. Increased pressures on budgets and resources make it a

necessity for all those involved in the development, positioning and marketing

of Dublin to better collaborate and co-ordinate on this work.

The branding and identity project seeks to clearly set out the nature and

importance of Dublin’s role in the global network of cities but also to re-affi rm

the importance of Dublin’s relationship in the national context. Dublin is a core

part of Ireland’s international brand and its fl agship city.

The Dublin brand will be led, developed and managed by the collaborative

leadership model of the Creative Dublin Alliance across the higher education,

business and government sectors, whose purpose is to develop, manage

and promote Dublin’s international reputation as a city where innovation and

creativity thrive.

As Dublin’s fi rst citizens, the role of the Lord Mayor and the Mayors of the

county council’s will be key in the development of the Dublin Brand to

lead in the engagement of residents and in promoting Dublin’s assets to

a wider business and international audience. The active role Dublin City

Council is taking in the development of the brand is an emerging role of city

administrations across the world. It is taking place in the context of greater

collaboration between the four local authorities in the region, which is an

agreed fundamental aspect of the management model. The organisations

involved realise the importance of seeing beyond their own boundaries,

both geographically and organisationally, to work collectively towards the

development of Dublin as a competitive international city, thus ultimately

contributing to the greater achievement of individual corporate goals.

3


This roadmap to developing Dublin’s brand sets out the following:

> The current perceptions of Dublin and its key assets

> The values that should underpin the Dublin Brand

> The key stakeholders and collaboration structures

that should defi ne and deliver the vision

> Dublin’s key assets as identifi ed through an extensive

research and discovery programme

> The priority actions to develop the brand with a timeline from

now until June 2013 when the brand will be launched

4


This is a discussion document that will be circulated to the Creative Dublin

Alliance and key stakeholders in the public, private and civic sectors whose

commitment and active participation will be required in its delivery. It brings

together the combined learning from all the research, engagement and

stakeholder collaborations that have happened to date, while pointing a clear

path for the delivery of the next phase of the process which will be concluded

with the launch of the Dublin brand in June 2013. This point is only a further

milestone in what is a signifi cant commitment of the partners over the long

term in the ongoing delivery and management of the Dublin Brand.

INFO BOX: Over 5,000 People have engaged in the Dublin Branding

Project to date

> Over 70 key interviews

> 5 Workshops

> A touring exhibition: Discovering Dublin’s Identity

> Over 5,000 people surveyed through the “Your Dublin

Your Voice” Panel and a National Omnibus survey

> Over 100 publications and books

> Connections to projects such a Love the City, Pivot Dublin,

ReDrawing Dublin and the UNESCO City of Literature

> A comprehensive city research, indicators

and benchmarking programme

5


6


2. Global to LocalA number of global mega trends are in motion which mean that it is

an absolute necessity that we carefully plan and market Dublin to an

international audience.

2.1 Global Trends

Cities as a Global Phenomenon

“For the fi rst time in 2010 over half of the world’s population now lives in

cities. The UN predicts that by 2020 this fi gure will have swelled to two thirds.

Furthermore cities, while just accounting for 2% of the worlds land surface,

account for over 80% of economic output.” 8

Many observers talk about the 21st century being the century of the city

and they are increasingly being recognized as powerful hubs in the global

economy. The increasing importance and valuable role of cities is also

refl ected in the attention focused on them by many national and international

organisations, both in the public and private sectors.

Growth of the Emerging Markets and Rise of the Middle Class

“The past two decades have seen lower-income metro areas in the

global East and South “close the gap” with higher income metros in

Europe and the United States, and the worldwide economic upheaval

has only accelerated the shift in growth toward metros in those rising

regions of the world. 9”

As many of the world’s developing economies achieve rapid economic

growth, these markets also grow as sources of investment and tourists.

Across the globe a new middle class is emerging who will demand the goods,

services and leisure demands that we are accustomed to. For Dublin and

Ireland to capitalize on these opportunities it will require an expansion in our

strategic focus to the cities and countries in the developing world.

8 UN, State of the World’s Cities Report 2010/11

9 Brookings Global Metro Monitor Report, 2011

7


Increasing Globalisation

Globalisation as a phenomenon is not new – it has been occurring in

waves over the last millennium and indeed throughout human history.

What is different now, is the pace and scope of the current wave, which is

unprecedented 10. The proportion of goods and services that are traded grew

from 19% in 1990 to 29% in 2008 – an increase of over 50% 11. Over the same

period the number of transnational companies (TNCs) has more than doubled

from around 35,000 to 82,000 12. Ireland now ranks as the second most

globalised country in the world while Dublin is one of the most connected

international cities in relation to advanced service provider companies 13.

The Global War for Talent

Over the past decade the global shift towards a knowledge-based economy

has accelerated dramatically. Superior talent – embodied in higher education,

training, skills, creativity, aptitude, innovation capacity, and the cultural and

social skills of the workforce – is rapidly becoming the key driver of economic

growth and activity 14.

Cities contain an increasingly large share of these highly skilled, educated,

creative and entrepreneurial individuals that are becoming key drivers of

growth. However these people are highly mobile and willing to move to

cities where the economic opportunities lie, and this is very much linked to

the quality of place and life on offer. In fact, research has found that living

conditions can infl uence the attractiveness of a location to the extent that

migration to locations with more attractive living conditions can occur even if

earnings there are lower. 15

10 IBM, Institute for Business Value, 2007

11 World Bank World Development Indicators, 2011

12 Dublin Chamber of Commerce, The World is Not Flat, 2012

13 Ibid.

14 IBM, Institute for Business Value, 2010

15 Massey, et al., Theories of International Migration: A Review and Appraisal, 1993

8


2.2 What is City Branding and what are other Cities Doing?

“A good brand and a good brand strategy will attract investment, attract

talent, promote our exports, promote tourism (and) engage with the

citizens.” 16

Branding has been around for hundreds of years, but city branding has not.

This is a relatively recent concept which is pioneered by city branding experts

such as Simon Anholt. Examples of successful city branding strategies are

New York, Barcelona, London and Amsterdam.

City branding literature emphasizes the argument that logos and taglines

have not been the backbone of successful city branding strategies. Of the

city branding strategy mishaps reported, they more often than not highlight

the misguided focus on slogans, which miss the underlying importance of

shared governance, stakeholder participation, clear and concise goals, and

consistent reinforcing messaging over time as seen in the more successful

strategies 17

INFO BOX: What are other cities doing?

The following is a brief overview of three of Europe’s leading city brands. In

the formulation of their respective branding strategies each city opted to

create an identity with broad appeal rather than emphasising one or a few

key attributes. This approach is important as city branding no longer just

concerns tourism, but also aims to attract investment, international students

and skilled migrants to the respective localities.

I Amsterdam (www.iamsterdam.com)

The ‘I Amsterdam’ brand was launched in 2004 with the aim to project

an inclusive, people-centred identity for the city. In its formulation 16 key

attributes of the city were identifi ed, which were then distilled into three core

values of emphasis: creativity, innovation and the spirit of commerce. It was

felt that the Amsterdam brand should unite all the attractions and activities in

the city as its power lay in the combination of associations and Amsterdam as

the versatile city. The ‘I Amsterdam’ slogan was designed to encapsulate all

that the city had to offer, and in doing so has responded to what each of its

residents see as the city’s identity.

16 Anholt, S., Competitive Identity, 2007

17 Casey, J., Case Study: A City Branding Strategy in Dublin, 2012

9


London & Partners (www.londonandpartners.com)

London & Partners have formulated a highly business orientated strategy

that is expected to provide immediate short-term returns on investment to

its partners. The brand is aimed at promoting the city’s business strengths,

attracting leisure and business visitors and attracting international students.

In its promotion they see London as the world’s capital for business, talent,

creativity and tourism. The marketing promotion has emphasised how

London is both a unique and exclusive location with marketing campaigns

such as ‘Only in London’ and ‘Limited Edition London’.

Open Copenhagen (www.opencopenhagen.dk)

Open Copenhagen aims to unite the city’s varied offerings under a single,

shared brand that will convey the most important qualities and values of

Copenhagen as the most open capital city in the world symbolising a young,

fashionable city, which is open to all kinds of visitors, nationalities, interest

groups and businesses. It is composed of several sub-brands, such as

‘Open for Inspiration’, ‘Open for Development’, ‘Open for Shopping’ and ‘Visit

Copenhagen’.

Online Presence

Given the power of social media it is interesting to note the activity on Twitter

held by the respective city brands in June 2012, and in particular Dublin’s

strong performance:

Amsterdam: @Iamsterdam had 18,100.

London: @londonpartners had only 159, however,

@visitlondon had 43,300 and @L_Pbusiness had 5,442 followers.

Copenhagen: @VisitCopenhagen had 2694 followers on Twitter,

while @OpenCopenhagen is a dormant account with 4 followers.

Dublin:@VisitDublin had 19,400 followers!

It is necessary that Dublin responds to the emerging economic opportunities

that are concentrating across the cities of the developing world, to promote

itself like other international cities and engage with emerging markets. Cities

are now the driving force of the global economy with intense competition for

investment and skills. Dublin needs a strong brand to compete in this context.

10


2.3 Irish ContextIreland as a brand has been well established for the attraction of investment,

international students and tourism through the co-ordinated actions of

various agencies. In the 2011 Country Brand Index it was ranked 13th in

Europe and 20th globally for the strength of its national brand 18, while also

scoring well in various sub-brand areas, reaching 14th for Heritage and

Culture, 22nd for Good for Business, and 18th for Value System.

In an effort to counteract negative coverage of Ireland as a result of the

economic downturn and fi nancial crisis, the various agencies responsible

for the Irish brand have sought to provide a positive image of Ireland. Figure

1 shows an advertisement run by the Industrial Development Agency (IDA)

Ireland, which emphasises the Irish workforce’s innovation capabilities and its

success as an investment location.

While Dublin, as the centre of education and economic activity in Ireland, has

been a key benefi ciary of these branding strategies, in order to maximise

potential it is vital that Dublin creates a brand as an international city that

would complement the work of these agencies.

Figure 1: Industrial Development Agency (IDA), Google Advert, 2012

18 Future Brand, Country Brand Index, 2011

11


The following are key agencies and brand strategies that act on a national

basis promoting Ireland and Dublin.

IDA Ireland (www.idaireland.com)

IDA Ireland is the agency tasked with attracting overseas investment to

Ireland. The IDA currently supports almost 1,000 companies providing over

146,000 jobs across the country. These companies account for exports of

over €115 billion and generate €19 billion of expenditure in the economy. In

2010 these companies provided an estimated €2.8 billion in corporation

tax revenues. 19 With its Information Communications and Technology (ICT),

education, fi nancial and service clusters, Dublin is a key investment location

in Ireland.

Enterprise Ireland (www.enterprise.ie)

Enterprise Ireland (EI) is the agency charged with aiding the development of

Irish enterprise and supporting the growth of Ireland’s international exports.

Its international activity includes the development of an overseas network

of 29 international offi ces, the promotion of Irish education abroad (see

Education in Ireland below); and a €10 million international fund to entice

overseas entrepreneurs to start a business in Ireland.

Education in Ireland (www.educationireland.ie)

A brand managed by Enterprise Ireland, Education in Ireland aims to promote

Ireland as a quality destination for students by promoting Irish education

institutions and drawing attention to any blockages in the way of the

successful development of the international education sector. Dublin currently

attracts almost 60 percent of the international students who study in Ireland, 20

and with a leading cluster of third level institutions and a strong English

language education sector, Dublin’s performance as an international student

city is key to the attraction of students to Ireland.

Fáilte Ireland & Tourism Ireland (www.failteireland.ie/ www.

tourismireland.com)

Fáilte Ireland is the National Tourism Development Authority supporting

the tourism industry and working to sustain Ireland as a high-quality and

competitive tourism destination, providing practical supports to tourism

businesses. Tourism Ireland is a cross-border body responsible for marketing

the island of Ireland overseas as a holiday destination.

19 Industrial Development Agency, 2012 . Horizon 2020, IDA Ireland Strategy.< http://www.idaireland.com/news-

media/publications/library-publications/ida-ireland-publications/IDA-Ireland-Strategy-2020.pdf>, 2012

20 Peer Review on Developing and Promoting Dublin as an International Student City, 2011

12


Irish Brands

According to INC.com the top 5 globally recognised Irish brands are Bailey’s

Irish Cream, Guinness, Jameson Irish Whiskey, Harp Lager and Waterford

Crystal respectively 21. That the top four brands are alcohol related brings

attention to the inescapable fact that Ireland and Dublin are strongly

associated with alcohol. While Dublin’s pub culture may have negative

connotations, it should be noted that this is a part of the city’s image, and is

a factor that attracts many visitors. One respondent to the ‘Your Dublin Your

Voice’ survey noted that;

“My favourite thing to do in Dublin, and the one thing that is streets

ahead of every other city in world I’ve been to, is to buy a book or

newspaper and then retire to one of my favourite pubs and while away

an evening over a stout.” – Your Dublin Your Voice panel

However, could other brands come to the fore that represent other aspects of

Ireland’s rich culture? Brands such as Riverdance, Avoca and Irish beef also

have strong international profi les and highlight other understandings of what it

is to be Irish. Ireland could also take advantage of its high-profi le cultural and

sporting stars, such as U2 or the golfers Padraig Harrington and Rory McIlroy.

21 INC, 2012. < http://www.inc.com/matthew-swyers/st-patricks-day-top-5-irish-brands.html>

TM

13


2.4 Dublin Context

“Although Dublin accounts for almost half of national GDP, we should

not be complacent about its position as an internationally competitive

location. Its continued success is critical for the performance of the

entire economy.” – National Competitiveness Council, 2009 22

Dublin’s international reputation and attractiveness brings value to the Irish

brand, leveraging the performance of the Irish economy through its unique

attributes and strong economic clusters such as internationally traded

services, fi nancial services, tourism, education, software and ICT, and the

creative industries.

22 Devitt, A., Our Cities: Drivers of National Competitiveness, 2009

14


INFO BOX: Dublin key facts and Figures

> Almost 40% of the national population 23

> Generates almost half of the national economy 24

> The location of over half of all FDI projects in Ireland 25

> 13 of the top 20 Irish visitor attractions 26

> Over 57% of international students in Ireland 27

> Over 66% of all PhD students in Ireland 28

> 60% of overseas tourist arrivals spend at least one overnight in Dublin 29

It should be acknowledged that Dublin has fared relatively well in the

absence of a managed brand identity 30. We are fortunate that from a tourism

perspective Dublin is renowned for its friendly people, Guinness, whiskey,

pubs, music and literature. We also have the benefi t of an extensive Irish

Diaspora 31 and a national festival, St Patrick’s Day, that is celebrated

throughout the world.

While Dublin Tourism was traditionally the main proponent of brand

development for Dublin through the ‘Truly, Madly, Deeply’ campaign,

operations were merged into Fáilte Ireland in January 2012. This presents a

signifi cant opportunity to review the Dublin brand and restructure it in light of

changing international trends and the value of cities to the global economy.

Dublin has world class research and higher education facilities, attracts

record amounts of Foreign Direct Investment and trade and is a successful

destination for international tourism 32. It is an open and connected hub in

the global economy, particularly through its advanced services economy – a


24 Ibid.

25 Industrial Development Agency, Announcements 2007-2011

26 Failte Ireland, <http://www.failteireland.ie/>, 2012

27 Education Ireland, Education Ireland Student Survey, 2011

28 Higher Education Authority, 2012

29 Failte Ireland, 2011

30 Saffron Brand Consultants, 2008

31 National Institute for Regional and Spatial Analysis (NIRSA). Towards an Irish Diaspora Strategy: A Position Paper, 2008

32 The Times Higher Education Rankings, 2012; Financial Times (2012), FDI Benchmark,

2012; IBM Global Business Services, Global Location Trends, 2010

15


world leader in particular in IT and Financial Services. 33 One of Dublin’s

biggest assets is the concentration of multinationals based here as a result of

a pro-business national policy agenda 34. It consistently performs strongly in

wealth and quality of life indices 35 and Dubliners are generally upbeat about

life in the city with over 80 percent positive about living, working or studying

in Dublin 36.

Dublin also performs well in international brand performance rankings. A City

RepTrak monitor positions Dublin as the 24th top city brand 37, while a 2009

European city branding index placed Dublin 11th across European cities 38.

So this project is not starting from scratch. It’s building on the positives while

at the same time attempting to address Dublin’s challenges.

33 Globalization and World Cities (GaWC) Research Network, Benchmarking Dublin, 2010; Price Waterhouse Cooper

(PWC), Cities of Opportunity, 2012; Industrial Development Agency (IDA) Ireland, 2012. Ireland Vital Statistics

34 World Bank Ease of Doing Business, 2011; European Cities Monitor, 2011

35 Cudden, J., O’ Leary, H., Quality of Living Report, 2010

36 Your Dublin Your Voice, Topline Commentary, 2012, Millward Brown Landsdowne, Dublin Survey, 2010

37 City RepTrak The World’s Most Reputable Cities, 2011

38 European City Brand Barometer, 2011

16


INFO BOX: Selection of Dublin’ Quotes

“Decadent, delightful and full of surprises, Dublin packs a punch that, delivered correctly, will

leave you reeling but still wanting more. That’s big talk for a small capital”…”A city whose

soul and sociability makes it the most charismatic of all capitals.” 39

“A transformed city since the days of O’Casey and Joyce, Ireland’s capital may have replaced

its legendary tenements with modern buildings, but its essential spirit remains intact.” 40

“Investment in a brand is a must for those wishing to compete in today’s highly competitive

destination economy…those without a clear and coherent brand will get lost in the crowd.” 41

“Dublin has the diversity and energy of a young and vibrant 21st century

city.” – Your Dublin Your Voice panel

“[I like] its multiculturalism, while maintaining an inherent Irish character.”

– Your Dublin Your Voice panel

“Dublin is a vibrant international city with a small town feel.”


39 Dublin City Guide, Lonely Plant, 2008

40 Fodor’s Dublin’s 25 Best, 2011

41 Anholt, Beyond the Nation Brand, 2011

17


18


3. Dublin’s Story

“Dublin is a paradox. It’s high and low, pristine and well-worn, playful

and intense. Dublin provokes and engages. It’s absurd and serious,

shambolic and sharp. It’s divided yet connected by a myriad of walls

and fences, barriers that are often the very place for interaction and

negotiation. We meet there, rest there, talk there, argue and reconcile

there.

Dublin is mountains and sea, swerve of shore and bend of bay. Dublin

has history; it has deep roots, constantly refreshed. We are a social

city; one that is vibrant, chaotic and quirky. We are a city built on

relationships, open to conversation, full of ideas and always ready for

debate. We are a creative city, small and nimble, willing to change and

always looking for the extraordinary in the everyday. This sense of our

own character, of being Dubliners, is what empowers us to reach into

the future and create new ways of living.

Dublin is not dour perfection or timeless monotony. Dublin is about

people, relationships, creativity and culture. It’s about the value

of difference. It’s about everything that’s possible when people,

relationships, creativity and culture collide.” 42

42 The Introduction to the PIVOT Dublin bid for the World Design Capital, 2012

19


Dublin is a nascent, dynamic and creative city. A city with a unique character,

and a distinct identity, its story, like all great tales, has times of sorrow and

times of joy, with heroes and villains aplenty. Dublin has progressed from

being a provincial outpost, set on the banks of the River Liffey, to become

the capital of a modern, developed democracy. Despite some bumps along

the road no one should lose sight of the progress that Dublin has made over

the years. Today’s Ireland is one of the most open countries in the world,

but Dublin has always been an international city. Nothing has impacted it

as much as successive waves of migration across its thousand years of

existence. It was the Vikings who founded it, the Normans who consolidated

it, the Anglo-Irish who designed and built it, and yet, it has always been the

Dubliners who have owned it. Dublin’s story has four distinct parts, from its

journey from a provincial outpost, to the enlightened city of the 18th Century,

to its period of decline in the 19th and into the 20th centuries, to its recent

comeback and growth. The greatest part of Dublin’s tale is that it is by no

means fi nished, and whatever the setbacks, the future looks bright well into

the future.

A provincial outpost

While for the past 5,000 years there have been small settlements in the area

of present day Dublin, it was the Vikings who founded the city of Dyffl yn,

using it a longphort for the ships, and later as a notable centre for the slave

trade. For much of the time, Viking Dublin operated with a large degree

of autonomy, however, it was the Normans who established Dublin’s pre-

eminent position in Ireland. They granted it a royal charter, gave it its castle,

cathedrals and its walls. Yet, despite periods of growth and prosperity,

Dublin remained nothing more than a provincial town, a link in the Norman

domination of Ireland. Dublin was further knocked back by the Black Death in

the 14th Century which killed thousands of the city’s inhabitants. The city took

centuries to recover.

Its recovery was further hampered by Ireland’s unstable political situation. As

the Norman settlers integrated and became Irish, gradually the Normans lost

their power over the land. Only the Pale, Dublin and its surrounds, kept the

King’s law, and this area gradually shrank, leaving Dublin cut off from the rest

of Ireland. The centre of power in Ireland lay in Kildare, and Dublin, in charge

of only the Pale, was merely a minor English trading post.

The improvement in Dublin’s fortunes happened gradually, and began with

the Elizabethan plantations which colonised much of Ireland. However, it

wasn’t until the Cromwellian conquest in 1649, and the later Battle of the

20


Boyne, that the Irish were once again subjugated and dispossessed of their

lands. With the return of English control of the island the colonial city of

Dublin again returned to prominence.

The Enlightened City

The long period of peace that followed the Battle of the Boyne saw the

emergence of a new Ireland.

In the 18th Century the Anglo-Irish consolidated their control of the island.

In possession of the Irish’s lands they were both extremely wealthy and

powerful. In this Protestant Ascendency, Dublin was the centre of power

and a showcase for their wealth and enlightened thinking. Dublin underwent

dramatic change. The Wide Streets Commission cleared through the warren

of medieval streets creating wide, classically designed thoroughfares. New

residential squares were laid out, bridges across the Liffey connected the

north and south of the city, and landmark buildings were constructed. In this

period, often referred to as Dublin’s golden age, Dublin was the second city

of the British Empire, a leading location in the European enlightenment, and

the centre for conspicuous consumption. However, whatever the wealth and

classical sophistication that it possessed, the city maintained the feeling

of a frontier town. Handsome Bucks duelled in the street, and frequent

fi ghts and riots took place throughout the city. Throughout this period, the

Irish dispossessed of their lands faced poverty, oppression and religious

persecution. The Anglo-Irish’s political control was a delicate façade and it

came crashing down with the 1798 rebellion. The rebellion was eventually

crushed but the divisions in the country were exposed. In 1801 the Irish

Parliament was moved to Westminster, and with it went Anglo-Irish society,

with their wealth, power and enlightened thinking.

Dublin in Decline

From the Act of Union, Dublin entered a gradual, but long, period of decline.

The fi ne Georgian town houses became tenements and many of the fi ne

Georgian streets became slums. Migrants fl owed in from the countryside,

escaping famine and misery and spreading poverty throughout the city. The

upper classes left for London and the middle classes fl ed to the suburbs.

In the early 20th Century Dublin was a key theatre in the fi ght for Irish

Independence. However, the city didn’t wear these confl icts well. The Easter

Rising destroyed O’Connell Street, the War of Independence burnt down the

Customs House, while the Civil War left the Four Courts as a shell.

21


A Rising Capital

The establishment of the Irish Free State brought a new vibrancy to the city.

Dublin was once again the centre of political and economic power in Ireland.

Past wounds took time to heal but the city was again on a positive trajectory.

From the 1920s through to the 1980s Ireland continued to experience mass

emigration and low levels of economic growth. However, the 1990s saw the

emergence of a new Ireland, with Dublin as its capital.

Attracted by the low corporation tax, an educated workforce, and a prime

business location, multinational companies began to invest in Ireland,

and Dublin entered upon an unprecedented and unparalleled period of

economic growth. While at fi rst concentrated on back-offi ce and low-

grade manufacturing, Ireland emerged as world leader in innovation and

high-end manufacturing. Dublin has developed into a dynamic economic

cluster, a centre for the ICT and web based industry, new technologies and

fi nancial services. Dublin has become a destination for immigrants who are

attracted by the city’s reputation, quality of life and the many opportunities

here. Though the economic boom came to a halt in 2008, stymied by a

property crash and a global fi nancial crisis, Dublin remains a world leader

in many high-tech and creative sectors. There is currently high-levels of

unemployment and a fi nancial crisis, but Dublin’s most valued resource, its

people, will continue to see that Dublin continues to prosper in a manner

unparalleled throughout its rich history.

Always a city of character

Through Dublin’s highs and lows, its people have taken new developments on

the chin. Dubliners are people of resilience, strength and character. Through

time, life in Dublin has not always been easy, but its people have never given

22


up and have always focused on the future. It is this quality that has given

Dublin its unique character and its greatest strength. The attitude of “sure it

could be worse” has helped Dubliners celebrate the good times and plough

on through the bad. Come what may, and whatever the city’s story has in

store, Dublin should always be one of Ireland’s most treasured assets.

“The city’s impressive range of architecture, from the wide streets and

grand, romantic edifi ces of Georgian Dublin to the concrete of the

postwar years and current regeneration in the Docklands area, remains

highly viewable by foot, while the Irish capital’s place in the history

of modernism is starting to be appreciated. Meanwhile, the service

industries may have been augmented by thousands of Baltic immigrants,

but the new workforce has caught on quick to the city’s reputation for

friendliness and the human touch – the cliché of a thousand welcomes

remains high pitched. And of course there is the wit, the Guinness

and Dublin’s legendary pubs. For many, these would be worth the trip

alone.” 43

– Introduction to the DUBLIN Wallpaper City Guide

43 Wallpaper Guide to the City, 2008

23


24


4. The Dublin Branding Project

4.1 Objectives of the BrandThe promotion and marketing of Dublin to date has developed across a

myriad of national, regional and local bodies and is generally grouped into the

national brand with little distinction between the city region and state. While

Ireland is marketed by the state agencies such as Fáilte Ireland, IDA Ireland,

and Enterprise Ireland there is little or no differentiation made between Dublin

and Ireland. The potential to leverage the international position of Dublin in a

global economy where cities dominate is lost, thus losing traction for both the

Dublin and Irish economy.

Objectives for the Dublin Brand are:

> To continue to attract investment

> To grow our tourism markets and increase tourism numbers to Dublin

> To ensure that Dublin remains a location of choice for top global talent

> To become a leading destination for international students

> To become a place where entrepreneurs want to set up a business

> To raise awareness of Dublin to our export growth markets

To achieve this Dublin has to:

> Continue to be one of the world’s most competitive cities

> Improve on our quality of living performance

> Engage residents in the process – for ultimately it

is the residents who live and sell the brand

> Gain the active commitment of both the public and private sector

> Be target driven and benchmark performance

to identify the brand value generated

25


“We need to set out a vision for Dublin which we can all jointly work

towards.” – Stakeholder Interview

“International evidence has demonstrated that for a city branding project

to be successful it requires the “involvement of representatives not

just from the city’s government, but from the private sector, tourism

and civil society, this is fundamental to constructing and maintaining a

successful city brand.” 44

4.2 Who is Leading on the Development of Dublin’s Brand?


engagement, interpretation, energy and effort to realise this.”


Recognising the Importance of Dublin’s People

The research undertaken to date has consistently highlighted that it is

the capacity of Dublin’s people for creativity and innovation and their

characteristic warmth and friendliness that are Dublin’s strongest ‘brand

assets’. The people of a city are always the strongest ambassadors of its

brand, and when the brand is the people and their creativity, how those

people engage with, inspire and give vibrancy to the brand will be a defi ning

characteristic of the city’s uniqueness and expression of its value. A brand

strategy for Dublin must seek to engage with and represent the people of

Dublin, and in doing so harness their creativity and their role as ambassadors

for Dublin.

Existing channels of engagement, such as Dublin’s elected representatives,

alongside established networks, for example, the Chambers of Commerce,

will prove vital in developing commitment and communicating the message

of the brand. But developing new and innovative ways of engaging with the

residents of Dublin, such as the Uniquely Dublin competition currently being

planned (described in Section 6) and the ‘your Dublin your voice’ citizen and

residents panel, will further inform and contribute to the brand over time.

44 EUROCITIES, A Shared Vision on City Branding in Europe , 2010

26


Developing the Governance & Leadership of the Dublin brand

A strong governance structure is needed to develop, lead, manage, and

promote the brand, articulating its vision and the values that underpin it.

The design of this governance model must enable the necessary linkages

to be made across all of Dublin’s target audiences at the local, national

and international levels. It requires the buy-in and commitment of the

organisations that will be the key delivery channels for the brand and a

joined-up approach is required to co-ordinate activity. It will require each

participating organisation to reach beyond their corporate vision into a vision

for Dublin that is collectively shared and actively contributed to, particularly if

that organisation represents a wider network of people or members. This is

the model proposed through the Creative Dublin Alliance.

Creative Dublin Alliance (CDA)

The Creative Dublin Alliance is a collaborative leadership network across

Dublin’s leaders in local government, business, and higher education sectors,

where the purpose is to develop, manage and promote Dublin’s international

reputation as a city where innovation and creativity thrive. It does this by

providing a unique arena for dialogue across Dublin’s leaders; developing

the city’s capacity for innovation through a triple helix approach representing

local government, the private sector, and research and education institutions.

The CDA presents the opportunity to manage and promote Dublin’s

competitive advantage to a national and international audience. The Alliance

has identifi ed four core objectives to achieve this purpose:

> Develop a city leadership that understands, manages and

promotes the role of Dublin as an internationally competitive city

> Build on Dublin’s capacity for innovation and

its development as a smart city

> Facilitate civic engagement that elicits people’s

participation in their quality of life

> Develop Dublin’s international brand marketing campaign and

build dynamic innovation and communication networks

Executive Network of the Creative Dublin Alliance

To support the achievement of its objectives the CDA is setting up a high-level

Executive Network of the organisations that have a key role to contribute to

Dublin’s position as an internationally competitive city region. Its role will be

27


to provide an ongoing assessment of Dublin’s international position, agree

collective strategies to address challenges and align individual corporate

strategies with the brand vision. As part of its co-ordinating role, the

Executive Network will be organised into fi ve sectors that will be composed

of the relevant organisations that have an interest in the development of each

sub-strategy.

1. Attracting Talent: Dublin Chamber of Commerce

2. International Education: Dublin’s Higher Education Institutions

3. Attracting Investment: IDA Ireland

4. Growing Tourism: Fáilte Ireland and Dublin’s local authorities

5. Business Growth & Export Markets Awareness: Enterprise Ireland

Because of their overarching remit in the overall development of their local

areas the four local authorities in Dublin have a role in all of the above strands.

Destination Marketing Alliance for Dublin

A recently published report on the tourism sector in Dublin, led by industry,

has recommended the establishment of a Destination Marketing Alliance for

Dublin to develop innovative international marketing campaigns, underpinned

by an overarching vision and brand across Dublin’s qualities as a place to

visit, live, study, work, and invest in. That recommendation is supported in

this report and it is furthermore recommended that it be aligned with the

Creative Dublin Alliance and the Dublin Branding Project as it would bring

together the very best of Dublin’s marketing and communications expertise

across tourism, investment, business and talent attraction to agree clear

communication messages for the promotional and marketing activity for

Dublin internationally.

Measuring Performance and Achieving Targets

In order to commit and sustain the investment of resources over time, the

Dublin Branding Project must be target focused in its delivery, and regularly

monitor Dublin’s position in international benchmarks and how that translates

into actual development. The Dublin Benchmarking and Indicators Report

will be a key mechanism in monitoring Dublin’s international position, but

28


specifi c targets across each of the fi ve sectors above will also be agreed and

integrated with the relevant corporate strategies over the coming months by

the structures outlined in this report.

The visual representation of the model proposed shown in Figure 2

demonstrates how the Dublin brand will be led by the Creative Dublin Alliance

in articulating the brand vision and values. This will be informed through

continual civic engagement, national policy objectives, ongoing international

benchmarking, and performance on agreed city indicators. This regular

monitoring and analysis will agree:

> Dublin’s key strengths and achievements with the

Destination Marketing Alliance for the development of

appropriate promotional and marketing campaigns.

> The key challenges and areas of concern, with the Executive

Network to agree strategies to address these.

The impact of both the development strategies and promotional campaigns

will in turn infl uence Dublin’s key statistics across tourism growth, export

markets, and the attraction of talent, students and investment. This cycle will

continue to build commitment and investment in the process.

Informed By

Vision & Values

Driven By

Shared & Corporate Strategies Promotion & Marketing of Dublin Internationally

Attracting-InvestmentInternational-Students

Tourism-Growth Awareness-in-Export-Markets

Attracting-Talent

Sustainability-Indicators

Government-PolicyElected-Representatives

Dublin-BenchmarkingConstituent-Members

Civic-Engagement

CDAExecutiveNetwork

Creative DublinAlliance

Destination& Marketing

AllianceDublin

Targets Achieved

Figure 2: The Collaboration Model

29


4.3 Events and Timeline

June 2012:Tourism Development International Report Launched:

“Capitalising on Dublin’s Potential”

July/ August 2012: Circulation of the Dublin Branding Project Roadmap discussion paper.

Creative Dublin Alliance agrees membership of their Executive Network.

September 2012:Creative Dublin Alliance agrees the Dublin Branding Project

Roadmap with letters of endorsement and fi nancial commitments.

Procurement process initiated to engage brand design expertise.

Agreement of the establishment of the Destination Marketing

Alliance for Dublin. Membership and terms of reference agreed.

October 2012: First meeting of the Destination Marketing Alliance for Dublin.

Agree the Brand Strategy Vision.

Innovation Dublin Festival www.innovationdublin.ie.

Launch of ‘Uniquely Dublin’ an international

competition on what makes Dublin unique.

Creative Dublin Alliance: Breakfast Briefi ng with key Citywide

stakeholders presenting outcomes and recommendations from

the UCD and Dublin Regional Authority research collaboration:

‘Dublin’s Role in the National and Global Economy’

30


November 2012 – May 2013:Creative Dublin Alliance – presentation of the Dublin

Benchmarking and Indicators Report.

Contract awarded to deliver on the brand design

Brand identity concept design workshop held with the

Creative Dublin Alliance, its Executive Network and

the Destination Marketing Alliance for Dublin.

Agree brand strategy including ongoing management, delivery

structures and operational supports, vision, benchmarks and

targets, investment and commitment across all partners.

Review the potential for www.dublin.ie to be the

digital platform for the Dublin brand.

Announcement of winners of the ‘Uniquely

Dublin’ competition and public exhibition

Creative content developed and presented as part of a multi-media

communications strategy, integrated with the brand identity.

June 2013: Public launch of Dublin’s brand, including:

> The Dublin Brand Book.

> Visual identity.

> ReLaunch of Dublin.ie website.

> Promotion & communications strategy including key delivery targets.

> Development strategies for Dublin, such as tourism

events, including key performance targets.

31


4.4 A Vision for DublinInterviewees and other participants in this work to date have consistently

pointed to the lack of an overarching inspirational vision for Dublin. This is

reinforced through a review of the strategies and policy documents pertaining

to Dublin.

“Cities must understand what place characteristics make them

distinctive. All cities are part of the global economy and are now more

connected physically and electronically. Nevertheless, unique place

characteristics continue to distinguish one city from another and create

competitive advantage”. 45

45 Acre, Accommodating Creative Knowledge – Competitiveness of European Metropolitan Regions within the Enlarged Union, 2012

32


Figure 3: Formulation of Dublin’s Future Brand Values and Identity 46

Figure 3 illustrates the process of how the brand identity could be formulated.

46 Modifi ed from: Chief Executive Offi cers (CEOs) for Cities, BrandingYour City, 2006

Bran

d an

d Co

nstit

uent

Val

ue

Time

DUBLIN’S BRAND VALUES

Friendlinessand Warmth

Opennessand Diversity

EntrepreneurialSpirit

Innovationand Creativity

Identification of Dublin’s Assets and Challenges

Future Brand Values and Identity

Brand Assets: The proposition points of difference and associated benefits of Dublin’s brand identity. The identification of the current brand perceptions and brand values.

Brand Values: The future aspirational identity and associations of the brand. How we want internal stakeholders and those outside Dublin to view the brand and the benefits that they expect to receive from it.

Agreeing a vision for the Dublin Brand will be a critical step in its development.

Envisioning Dublin’s distinct competitive advantage, for at least the next

ten years, starts the process of building on Dublin’s unique assets and

personality, while the articulation of core values will defi ne how the brand will

be developed, managed and communicated. If based on reality and done

with integrity it will be a vision and values that people and organisations in

Dublin, Ireland and internationally will be proud to align themselves with.

Section 5 details Dublin’s assets which were identifi ed following an extensive

research and discovery process. They demonstrate Dublin’s strengths and

what is felt to be important and of value by its people, business and partners.

The assets directly inform the proposed brand values for the city which

include:

PROPOSED DUBLIN’S BRAND VALUES:

> Friendliness and Warmth:

Drawn from Dublin’s people and its distinct urban character.

> Innovation and Creativity:

Drawn from Dublin’s strong tradition of art and

culture and its role as a city of innovation.

> Openness and Diversity:

Drawn from Dublin’s people and the city’s

multicultural and cosmopolitan nature.

> Entrepreneurial Spirit:

Drawn from its role as a world leading investment and business

location, the dynamic and talented people, the strong infrastructural

assets, and the inherent resilience and adaptabiliy of Dublin’s people.

Dublin’s top asset, on which there is resounding consensus, is that it is

the people, their warmth and creativity that Dublin’s reputation is built on.

Dublin has wit, charm and people that are rated amongst the most creative,

educated and friendly in the world. With a unique character and distinct vibe,

Dublin is a city that is very much focused on innovation and creativity. Being

the second most globalised economy in the world and a key performer in

the attraction of investment and talent, Dublin’s openness and diversity is an

important attribute that is worth nurturing and celebrating. As an emerging

hub of start-ups with resilience in character, the entrepreneurial spirit of the

people of Dublin is something that stands out in the minds of many as a

34


distinguishing feature. These are the core attributes of what distinguishes

Dublin and should be nurtured and celebrated through everything we do,

infl uencing behavior and impacting on people’s experience of Dublin. It is

proposed that these are the core values that should be represented by the

brand. They will build an emotional connection with the stakeholders and

infl uence how our target audiences perceive and interact with Dublin. Once

selected, the brand values inform and guide all aspects of the brand’s

development and it is vital that the brand values are the right values for Dublin.

INFO BOX: Selected Stakeholder Interviews

“People don’t understand how good the Dublin package is.”

“We undersell ourselves as a city.”

“The small size of Dublin and the ability to make connections makes us

unique.”

“Dublin is a ‘lifestyle’ place – it’s a personality – creativity is in our DNA

– we have an aptitude to succeed in business.”

“Dublin’s strong performance puts Ireland Inc on the global map”

“Dublin is a gateway to Ireland and the world.”


engagement, interpretation, energy and effort to realise this”

“This is the time and opportunity for Dublin – we need to get out there

and articulate Dublin’s uniqueness in the global context.”

35


4.5 Dublin’s Target Markets and AudiencesKey indicators developed across tourism, Foreign Direct Investment, exports,

talented migrants and international education demonstrate the strong

connections that Dublin and Ireland has with the US, the UK and Europe in

particular and hence our performance in these markets must continue to

be a priority. However as the section on global mega trends demonstrates

we must also explore the opportunities that are arising from emerging

economies.

“We need to build on our existing strengths and also target new and

emerging opportunities.” – Stakeholder Interview

Tourism Target Markets:

> Great Britain is Dublin’s single largest tourist

market with 1.3 million visits in 2011. 47

> This was followed by Mainland Europe with a combined 1.5 million

visits, North America with 638,000 and other areas with 285,000. 48

The majority of tourists who visit Dublin will continue to be from Europe and

the east coast of North America, where journey times are shorter and direct

fl ights are available. However, outside of Europe and North America, Dublin is

still weakly connected to the rest of the world and so the opening up of new

travel connections should be an important factor in Dublin’s growth strategy.

Long-distance visitors from emerging economies represent the biggest

potential in terms of long-term travel growth, while established economies will

offer narrower target demographics.

47 Tourism Ireland, (2011). <http://www.tourismireland.com/Home!/About-Us/Press-

Release/2011/Social-Media-to-Steer-Tourism-Ireland-s-Road-Trip.aspx>

48 Ibid.

36


INFO BOX: Capitalising on Dublin’s Potential – Tourism Research: 49

Recently published research by Tourism Development International on

behalf of ITIC (Irish Tourist Industry Confederation) provides a good analysis

of Dublin’s positioning and target markets in the tourism sector. As a city

break destination, Dublin’s strongest markets can be defi ned in terms of

accessibility, travel time and distance. Those within a 1.5 and 2.5 hour fl ying

time are most likely to visit Dublin and represent the markets that currently

have the strongest fi gures – Britain (currently 35% market share of 1.3 million

visits), Germany, France, Northern Italy, and Spain (1.5 million visits from

Mainland Europe) 50.

Visitors with longer travel times between 2.5 and 4 hours fl ying time (e.g.

Russia and the Baltic States) are more likely to travel for a longer break, and

experience some of what Ireland has to offer. This also applies to North

America (638,000 visits) as the frequency and capacity of daily fl ights

provides ongoing market expansion opportunities, while emerging long-

haul markets are opening up from Middle Eastern and Asian markets with a

growing number of high-earning young professionals in search of luxury and

premium experiences

This research by Tourism Development International recommends that an

annual stretched target growth in overseas tourists from 2011 to 2020 of

6.2% is set, which is double the overall average rate of expansion anticipated

in European City Tourism 51. This would generate 6.41 million tourists in 2020

and generate revenue of €1.8bn. This target is refl ective of the view that

Dublin’s potential as a tourism destination has yet to be fully realised and if

achieved, represents an extra 2.7 million overseas visitors, €800 million extra

in overseas tourism revenue, and an additional 12,000 jobs. However, these

targets will only be achieved ‘subject to the implementation of a clear market

positioning and branding approach underpinned by signifi cantly enhanced

collaboration and co-ordination involving key stakeholders’.

49 Irish Tourist Industry Confederation (ITIC). Capitalising on Dublin’s Potential, 2012

50 Tourism Ireland, (2011). <http://www.tourismireland.com/Home!/About-Us/Press-

Release/2011/Social-Media-to-Steer-Tourism-Ireland-s-Road-Trip.aspx>


37


Export Target Markets:

While Ireland is rated the second most globalised country in the world 52 and

new export markets are emerging, traditional trading partners continue to be

the most important for Irish exporters.

In 2011, Enterprise Ireland supported Irish fi rms 53 had €5.5 billion of exports

to the UK, €5.4 billion to the rest of Europe and €1.68 billion to North America.

The new emerging markets of Asia Pacifi c and Latin America amounted to

€978 million and €139 million of exports respectively.

Recent trade fi gures from the Central Statistics Offi ce (CSO) also highlight the

nature of our trade relationships. In April 2012: 54

> 59% of total goods exports went to Belgium and Great

Britain, while 17% of goods exports went to the USA.

> Nearly 7% of UK exports go to Ireland, making Ireland

the UK’s 5th largest export market, while Great Britain

was the source of 33% of Ireland’s imports.

CSO fi gures for 2010 show that: 55

> Ireland imported more services than it exported, with the UK

the main destination for Irish service exports, worth €14.4bn.

> Service exports to the USA were €4.2billion however, service

imports from there amounted to €23.8 billion. Service exports

to Asia were worth €7.1 billion, with €1.8 billion going to China.

The Dublin brand should seek to continue to reinforce our strong links with

existing export partners while nurturing new markets for Dublin exporters.

52 Ernst & Young, 2011

53 Enterprise Ireland Annual Report, 2011


55 Central Statistics Offi ce (CSO), Service Exports and Imports, 2009, 2010 &2011

38


Foreign Direct Investment Target Markets:

“In no other nation in the world are US MNC’s as prevalent as they are in

Ireland.” 56

“The global information technology revolution, favourable corporate tax

rate, Irelands strategic success in attracting other high value industries

like life sciences and fi nancial services, the nation’s access to the

European Union – all of these factors converged in the mid 1990s to

make Ireland one of the most attractive destinations in the world for US

multinationals”. 57

> Ireland is renowned internationally as a prime location

for Foreign Direct Investment (FDI) attracting 79 new

announcements in 2011 while Dublin attracted 35 of

these representing a 45 per cent national share. 58

> Almost 70 percent of total FDI into Ireland and Dublin is

sourced from US based companies while Germany and

France contribute 11 percent and 5 percent respectively 59.

Estimated at roughly $55 billion in 2010 the total output of US foreign

affi liates in Ireland is equivalent or greater than the aggregate output of many

developing nations. Ireland accounts for almost a 9 percent share of total US

investment in Europe. 60

While emerging markets offer great potential for future attraction of FDI, it is

important that we do not overlook the importance of our traditional partners,

in particular the United States.

56 American Chamber of Commerce Ireland. Built to Last –The Irish-Us Economic Relationship, 2011

57 Ibid.

58 Industrial Development Agency, Announcements 2007-2011

59 Ibid.

60 American Chamber of Commerce

39


International Talent Target Markets, including International Students:

A key factor affecting multinational companies investment decisions is the

availability of skilled labour, and Dublin has consistently performed well on

international talent indices. However, as international competition for talented

labour increases the Dublin brand must seek to attracted talented migrants to

the city. Anecdotal evidence from Multinationals based in Dublin suggest that

attracting such talent is not a problem.

“75% of Google staff have relocated from overseas to work in Dublin”. 61

Attracting International students is one way in which to nurture foreign talent

for use in Dublin’s workforce, while they also signifi cantly contribute to their

host economy.

A recent peer review of international education in Dublin found that there were

24,339 international students in Ireland in 2010/2011, of which 59 percent

were studying in Dublin based institutions. 62

In this year tuition fees generated in Dublin by these international students

amounted to €146.5 million, while their general expenditure is estimated to

provide a further €170 million a year to the Dublin economy. 63

The largest source markets for Dublin’s international students in 2011 were

China and the USA, followed by France, Germany, and the UK. 64 These

markets for international students should be reinforced, while at the same

time new ones sought.

Dublin is also a leading English language education centre, with an estimated

60,000 international language students coming to Dublin each year. With

Dublin positioning itself as a high-skill innovation hub it is important that the

city continues to attract international students. Furthermore, international

students who have a positive experience in Dublin will become future brand

ambassadors for the city, widening its international network.

61 John Herlihy, VP of Online Sales and Operations, Google Ireland

62 Peer Review on Developing and Promoting Dublin as an International Student City, 2011

63 Ibid.

64 Education Ireland, International Student Survey, 2011

40


The Brand Audiences

The Dublin Brand will also have a series of target audiences, on whom the

focus will be in raising Dublin’s international profi le and fostering pride in it.

If these audiences are effectively engaged, there will be the opportunity for

them to become brand ambassadors for Dublin, further helping the brand to

reach its target markets.

Our Diaspora Target Audience:

“The Irish community worldwide includes many extremely infl uential business leaders who are

willing to help build a successful future for Ireland.” 65

It is estimated that approximately 70 million people worldwide presently claim

some level of Irish ancestry. 66

According to the Emigrant Advice Network (EAN), 3.1 million Irish citizens

(passport holders) currently live overseas and of these 800,000 are Irish

born (around 500,000 in the United Kingdom, 156,000 in the US, 50,000 in

Australia, 22,800 in Canada, 16,000 in France, 16,000 in Germany, and 8,000

in Spain). 67

65 42 Department of Enterprise, Trade and Employment, (2010). Trading and Investing in a Smart Economy

66 National Institute for Regional and Spatial Analysis, (NIRSA), Towards Spatial Diaspora Strategy: A Position Paper, 2008

67 Emigrant Advice Network (EAN). How many Irish people live abroad? <http://www.globalirish.ie/

issues/how-many-irish-people-live-abroad-an-ean-factsheet/ >, 2012

41


The Saint Patrick’s Day celebrations are a unique opportunity in that no other

country in the world can boast the same level of international coverage of its

national day. The celebrations include such events as parades, receptions

and a major greening of the landscape, with international icons such as

Niagara Falls and the Leaning Tower of Pisa being fl oodlit in green.

The Nation as a Target Audience:

As the future brand ambassadors, Ireland’s citizens are a key audience

for the Dublin Brand, and as such the Irish people must feel that they have

ownership and involvement in the brand. The brand is not only an initiative

for attracting investment, tourists and migrants from abroad, but also for

fostering civic pride held by the Irish people in their capital city. Often there

can be a feeling of an Ireland of two places, of Dublin and the rest of the

country. Any branding strategy developed must allow for the entire country to

identify Dublin as a city that they can visit, work in, live in, and be proud of.

2016 will mark the centenary of the Easter Rising, when moves to create

an independent Irish nation gathered force. This and the following years

up to 2022 will mark the centenaries of many important events leading

up to Ireland’s independence, and Dublin will be at the centre of these

commemorations. These events will provide an unrivalled opportunity to

showcase the city, to raise its international profi le and to attract more tourists.

A brand for Dublin can play a vital part in the promotion of these celebrations

both nationally and internationally.

4.6 The Formulation of the Dublin BrandHaving identifi ed the context, the governance structure and the target

markets, Figure 4 illustrates how the Dublin Brand will be developed.

The brand should be underpinned by the values and framed within the

collaboration model to achieve the objectives, as set out in this section. The

brand’s objectives will be achieved through ten actions that are set out in

Section 6. Key to the formulation of the brand is an analysis of the brand

assets, which will play a key role in shaping the message and identity of the

brand.

42


Underpinned By

Tasked to Deliverthe Objectives

Delivered Brand

Achieved through

Enhance the Tourism Product

BRANDFramed within a

Promote to Export

Markets

Place for doing

Business

Attract Talent and

International Students

Grow Tourism

Attract Investment

BRAND VALUES

Friendliness and Warmth

Innovationand

Creativity

Openness and

Diversity

Entrepre-neurialSpirit

Collab-orationModel

Agreethe Vision

SeekInternational Events and

Designations

Establish The Collaboration

Model

Engage in Regular

Monitoring of our International

Position

Engage in Internat-

ionalisation

Engage withthe people of

Dublin

Actions to Deliver for the

Brand

Objectivesof theBrand

Build upon Dublin’s Assets and address the

ChallengesDesign the

Dublin Brand

Figure 4: Formulation of the Dublin Brand

44


5. Dublin’s Top Assets

“People love Dublin City Centre for its very unique and embracing

personality. Quirky, secret and unpredictable, Dublin is old but young at

heart. Sharp and quick witted, it is also conservative, narrow-minded

and disobedient”. 68

Dublin’s assets play a key role in shaping the identity and the message of

the brand. The assets of a city are not only the city’s strengths, but also

areas which are considered important and are valued by the city and its

people. By taking into account both the soft and hard assets we can form

the values that will underpin the brand, and begin to formulate an appropriate

branding strategy that will create a positive message for Dublin’s markets and

audiences.

As already acknowledged, Dublin is starting from a strong base with

evidence of a strong and positive international reputation. While most cities

have an existing reputation, not all reputations are positive, as Simon Anholt

comments:

“Unless you’ve lived in a particular city or have a good reason to know

a lot about it, the chances are that you think about it in terms of a

handful of qualities or attributes, a promise, some kind of story… Paris

is romance, Milan is style, New York is energy, Washington is power,

Tokyo is modernity, Lagos is corruption, Barcelona is culture, Rio is fun.

These are the brands of cities, and they are inextricability tied to the

histories and destinies of all these places.” 69

68 Love the City, Designing Dublin: Learning to Learn, 2010

69 Anholt, S., Competitive Identity, 2007

45


Dublin’s PeopleBrand Ambassadors

Arts & Culture

Dynamic & Educated Workforce

At the heart of Ireland,

and the centre of the World

Innovation

Openness & Diversity

Infrastructure

Distinct Urban Character

World Leading

Investment Location

Character

First for Availability of Skilled Labour

Centre of Ireland’s transport network

Access to EU Markets

Ideal time zone

Testbedding the Future

Universities

Leading Venture Capital location

Vibrant Start up scene

IFSC

Low Corporation Tax

Human Capital

Cosmopolitan & Multicultural City

Leading destination for Talented Workers

Multilingual workforce

Young, vibrant workforce

National Convention Centre

Dublin Port Tunnel

Sports Stadia

Rail & Light Rail

World-class Airport

Motorway Infrastructure

Compact and Low Rise

District Character Areas

Green Space

Modern Transition

UNESCO City of Literature

Free Museums / Galleries

Renowned Musical Culture

Ease of doing business

Access to Mountains and Coast

Creativity, Warmth, Friendliness, Humour

International Connections, Diaspora

IMD 2012

Open Data: dublinked, Smart cities

Half of the world’s fleet leased aircraft

Creative, adaptable and talented

EIU Top Global City for Human Capital

20 Minutes from city centre

Iconic Architecture

Walkable city

Docklands, Georgian Core, Phoenix Park, Liberties

78sq.m of green space per peron

50% of world’s leading financial service firms

Strong regulatory model

Figure 5: A Mind Map of Dublin’s Assets

5.1 Dublin’s Leading Asset – Its People

“I love Dublin, it’s a great reminder of why it’s great to be Irish. Especially

when re-entering the country. The craic people have, the instantaneous

chat between yourself and someone you don’t know at any stage.

Dublin is very friendly that way.” – Your Dublin Your Voice panel

“Dublin is a ‘lifestyle’ place – it’s a personality – creativity is in our DNA

– we have an aptitude to succeed in business.” – Stakeholder Interview

The people of Dublin stand out as the pivotal aspect that differentiates

Dublin. Their talent, work ethic and adaptability have long been recognised

by employers, however it is also their friendliness, humour and warmth that

is time and time again what people recognise as the best thing about Dublin.

Their charm, generosity, wit and fun are among the top characteristics

mentioned in both local and international surveys. The fi rst ever UN World

Happiness Report 70 ranked Irish people among the happiest in the world.

“Its people that count, and they have never lost their generous warmth.”


“Dublin has a buzz that others cities don’t have.”


However, it is not only the innate character of Dublin’s people that is an asset,

it is also their international connections. Dublin’s and Ireland’s residents, as

well as a large international diaspora, have the potential to be Dublin and

Ireland’s best brand ambassadors with a global reach. 22 percent of people

who visit Dublin come to see family and friends, while Irish people themselves

have family and friends, and work and travel throughout the world 71. As

Dublin’s brand develops it will strengthen the pride that the Irish have in their

city. This in turn will only strengthen the attraction of the brand through the

international network of the Irish people. Key to this is the involvement of the

people in creating the city’s brand. Increasing their engagement will help to

heighten awareness of all that there is to love about the city. One participant

70 The Earth Institute Columbia University, World Happiness Report, 2012

71 Irish Tourist Industry Confederation, (ITIC), Capitalising on Dublin’s Potential, 2012

47


in the ‘Your Dublin Your Voice’ survey noted in their response that: “Actually

I think I like Dublin more than I thought I did before taking this survey. Thank

you, an unexpected benefi t.”

Info Box: Dublin: The Friendliest City in the World? By Trevor White.

What makes Dublin unique? And how should the city present itself to the

world? If we want the Irish economy to recover, we must address those

questions. The Dublin region accounts for four out of every ten jobs in this

country. It is responsible for nearly half of all goods and services produced,

and nearly half of Ireland’s tax revenue. To put it simply: if we don’t have a

strong Dublin, the rest of the country is banjaxed.

At the moment the capital has little sense of how it is perceived in the

international marketplace, or of how to market itself. So how should we

construct a new identity for Dublin? Let us begin by acknowledging an

uncomfortable fact: in Ireland, it has long been acceptable to resent the

capital.

Last September a survey carried out for Dublin City Council revealed that only

one in four Irish people feel any emotional connection to the capital. And this

figure goes down to 15% when you exclude Dubliners. In other words, 85%

of people from outside Dublin feel no emotional connection to the capital

whatsoever.

The capital faces signifi cant challenges. Let us now focus on a very real

opportunity. In 2010 nearly three million visitors came to Dublin, bringing

much needed revenue. Tourists could well play a vital role in the rebirth of

this clapped-out place, alongside Foreign Direct Investment. What is it, then,

that makes the capital most attractive both to tourists and multinational

corporations? Indeed, what distinguishes Dublin from every other small

European capital with an erstwhile reputation for creativity and innovation?

The answer is our people. And therein lies the opportunity.

In 2010 the Lonely Planet Guide named Ireland as the friendliest country

in Europe. “Dubliners at their ease are the greatest hosts of all,” it noted,

“providing a life-affi rming experience that will restore your faith in human

nature.” According to Fáilte Ireland, 90% of tourists who come to Ireland

expect to meet “friendly, hospitable people.” They are not disappointed.

Indeed when they leave, 94% of tourists cite “friendly people” as one of their

key experiences in Ireland.

48


The warmth of Dubliners has long been recognised by the IDA as a virtue

of doing business here. And companies invariably cite the friendliness and

conviviality of our people as key factors in their decision to invest here. A

senior executive from Twitter admitted that the friendliness of the Irish was

one of the main reasons the company decided to base itself in Dublin. The

following day a report in the Irish Times was headlined ‘Friendliness factor

swings it for Twitter.’ 72

5.2 City of InnovationThe Irish government is committed to establishing Ireland as ‘The Innovation

Island’ by creating an exemplary research, innovation and commercialisation

environment. In order to continue to economically develop there must be the

capacity to generate new ideas and knowledge, to transfer this knowledge

across the economy and society, and thus to create new business activities

which create a sustainable and adaptable economy. Ireland continues to

be a world leader in innovation and FDI attraction, and with its creative and

dynamic workforce and as the key economic cluster on the island, Dublin

continues to be the main centre for innovation.

There are several initiatives underway in Dublin that foster innovation and

the commercialisation of research. The universities in particular have taken

great efforts to commercialise their research and respond to private sector

needs: In University College Dublin the NovaUCD centre has incorporated

21 spin-out companies, disclosed 270 inventions and supported over 115

new ventures between 2004 and 2011; 73 Trinity College Dublin’s CRANN

nanotechnology centre collaborates with over 100 companies across

various industries 74; Dublin Institute of Technology has set up its Hothouse

to commercialise research, while Dublin City University has set up the Cloud

Computing Competence Centre in response to changing industry demands

and launched Generation 21 75, an initiative that seeks to equip all of its

graduates with the skills required in the modern workforce.

72 The Irish Times, 2011

73 NOVA Unniversity Collgeg Dublin, <http://www.ucd.ie/innovation/>

74 Trinity College Dublin (TCD) 2012, Crann Nanotechnology Centre,< http://www.ucd.ie/innovation/>

75 Dublin City University, Generation 21. <http://dcu.ie/news/2011/sep/s0911b.shtml>, 2012

49


Meanwhile, Dublin’s local authorities run the annual showcase Innovation

Dublin to aid the development of innovation networks across Dublin,

have started an open data initiative 76, DubLinked, and have made their

infrastructure available for the test bedding of smart city research and

prototyping 77.

INFO BOX: Dublin’s Internet and Social Media Cluster

Dublin has a world leading web cluster based around the Grand Canal

and its basin in the Dublin 2 and Dublin 4 areas of the city. Nicknamed the

Silicon Docks, the area is the location of choice for the high profi le offi ces

of companies such as Google, Facebook, LinkedIn, Twitter, Zynga, and Gilt

Groupe. The resulting cluster has further attracted smaller fi rms and start-ups,

such as Populis and Huggity. The city is also a leading location for web start-

ups with Dogpatch Labs and Startupbootcamp both locating in the city.

Dublin’s attraction as a start-up location is strengthened by a vibrant venture

capital community. According to Enterprise Ireland there is €800 million

available through seed, venture and angel capital fi rms in Ireland, 78 and with a

strong network of lawyers, accountants and other business professionals, the

city is a competitive location for start-ups.

76 Innovation Dublin, <http://www.innovationdublin.ie/festival/2012

77 Dublinked, <http://www.dublinked.ie/>, 2012

78 Enterprise Ireland, http://www.enterprise-ireland.com/en/Invest-in-Emerging-Companies/

Source-of-Private-Capital/Venture-Capital-Funds.html, 2012

50


INFO BOX: Dogpatch Labs

Founded by Polaris Venture Partners to connect entrepreneurs and help

founders conceive, launch and grow startups, Dogpatch Labs provides

facilities, support and a community for web entrepreneurs. Dogpatch

currently has four locations, with Dublin being the only lab outside of the US.

Currently over 100 companies are based globally in Dogpatch Labs, including

Coderdojo, Logentries, Scrazzl and Tito, which operate out of Dublin.

Dogpatch’s Dublin labs have attracted over six €1 million investments in six

months of operation. 79

INFO BOX: Test Bedding the Future

“To participate actively in making the greater Dublin region a leader in innovation in the urban

environment … through collaboration between private, public and research partners with

the city region as a proving ground” From the Vision statement for Dublinked, June

2011 80

The ambition is for the city is to leverage its high tech cluster and universities

to use Dublin as a ‘test bed’ to create and design new products and services.

With the development of new technologies the private sector has become

increasingly aware of the new services and effi ciencies it can bring to the

public sector, such as in the more effi cient operation of cities. In order for

these products and services to be developed they must fi rst be test bedded

on existing infrastructure. Dublin hopes that through collaboration with

multinationals, SME’s, universities and the public sector the city can position

itself as the leading test bed for the development of innovative services and

solutions that tackle city challenges.

For example, the IBM smart cities partnership was formulated to increase

operational effi ciencies of city systems, enabling better city management.

IBM offers a range of technology products and services to help cities

deliver services and manage resources more effectively, and its Smart

City Technology centre is based in Dublin. Dublin is the perfect size for the

trial of new services, and it has an interesting mix of old and new urban

developments.

79 Dogpatch Labs, <http://dogpatchlabs.com/dogpatch-residents/>, 2012

80 Dublinked, <http://www.dublinked.ie/>, 2012

51


5.3 World Leading Investment and Business Location

INFO BOX: Ireland according to the IMD 2012 world

competitiveness index. 81

> 1st for availability of skilled labour

> 1st for fl exibility and adaptability of workforce

> 1st for investment incentives

> 1st for attitudes towards globalisation

> 2nd for business legislation – openness to foreign investors

> 2nd for large corporations that are effi cient by international standards

> 2nd for adaptability of companies

> 4th for Corporate Tax rate on profi t and real corporate taxes

“Dublin is rapidly becoming the multilingual Internet capital of Europe, and Google is proud to

be leading the charge on this and further increasing our presence here.” 82

Ireland has topped the list of the best places to invest in Western Europe,

according to the annual Global Best-to-Invest Rankings compiled by

international magazine Site Selection 83, while Dublin was ranked as the top

metro region in Western Europe to invest in followed by Frankfurt, Edinburgh

and Birmingham. IBM’s recent location trends report ranked Ireland as

the number 1 destination in the world by quality and value of investment.

Furthermore Dublin is one of the top performing cities in Europe in terms of

attracting Foreign Direct Investment, particularly in the technology sector 84.

The Irish Government has set the goal of Ireland becoming the best small

country in the world in which to do business by 2016. 85

81 Institute of Managing Directors (IMD), 2012

82 David Martin, Director, Geo Operations for Google in Europe.

83 Site Selection Magazine, http://www.siteselection.com/issues/2012/may/cover.cfm, 2012

84 IBM Global Business Services, Smarter Cities, 2010

85 Action Plan for Jobs, 2012

52


INFO BOX: Ireland’s specifi c advantage: Access to the EU

“Ireland’s ‘unique selling proposition’ is a bundle of four factors attractive to investors. Access

to EU markets is one. The corporate tax infrastructure is another. Ireland is also recognised

as a stable environment that prioritises the ease of doing business. And access to skills, both

domestic and from across the EU, is a competitive strength and one that is likely to grow

in importance as skills-driven international services comprise a larger share of trade and

investment.” 86 – Economist Intelligence Unit (EIU)

“Our decision to locate AXA Global Distributors in Dublin was down to the track record and

success of our other operations in Ireland, the availability of highly educated graduates with

language skills and the access Ireland provides us to EU markets.” 87

INFO BOX: The International Financial Services Centre 88

The International Financial Services Centre (IFSC) is one of the major

economic success stories of Dublin and Ireland. It is located in the docklands

area of Dublin and contributed 7.4% to the Irish GDP in 2009, with over

32,700 employed by over 500 companies. Two thirds, or 22,000, of these

jobs were based in Dublin. 89. Despite the economic downturn and problems

in the domestic fi nancial sectors employment, activity in the IFSC has

remained stable over the past 3 years. The main activities of the IFSC include

asset fi nancing, banking, captive insurance and reinsurance, corporate

treasury, fund administration and management, life insurance and securities

trading.

> More than 50% of the world’s leading fi nancial

services fi rms have subsidiaries there

> Half of the world’s fl eet of leased aircraft

> The investment fund industry represented 11% of total shares/

units in issue by euro area funds, (31 March 2011) 90

> The largest provider of cross border insurance in the

EU with €16.4 billion in premiums in 2009

86 Economist Intelligence Unit (EIU), A Survey of Foreign Direct Investors, 2012

87 Matthieu André, Joint Managing Director of AXA Global Distributors

88 Finance Dublin Magazine, 2011

89 Accenture, The International Finances Services Sector Report , 2010


53


> €1.9 trillion in funds administered in its investment

funds sector (December 2010) 91

5.4 Dynamic and Educated Talent

“People are the real wealth of a nation.” 92

The 2012 IMD World Competitiveness results showing Ireland ranks fi rst

for availability of skilled labour 93, while the Economist Intelligence Unit (EIU)

rankings on competitive cities, commissioned by Citi, ranks Dublin as the

top global city for human capital. 94 While the Irish are renowned as dynamic

and talented workers, a key factor in Dublin’s talent rankings is that it is a

destination for international talent. In particular, high-tech industries demand

more talented workers then the Irish workforce can supply.

Dublin is a city that competes strongly for talent and it has particular

specialism’s that require skills from all across the globe. It is also clear that

Dublin’s capacity to attract international investment is increasingly linked to

its ability to attract talent. Companies with headquarters in Dublin, such as

Facebook and Google, talk about the importance of a diverse and skilled

workforce and multilingual skills as being key attractors.

“Competition for Foreign Direct Investment is signifi cantly increasing and the availability of

skilled labour is, amongst other things, one of the main deciding factors when companies are

choosing a location for their overseas investments. The fact that Ireland continues to lead the

way in availability of skilled labour adds signifi cantly to our reputation as a host for FDI.” 95

5.5 Openness and DiversityDublin is a vibrant cosmopolitan and multicultural city. In the past better

known as a source of emigration, Dublin has recently become renowned

as a migration destination. Dublin has large Polish, Chinese and African

communities enhancing its global connections and leading it to be a

truly global city. In 2006 17 percent of Dublin’s population were non-Irish

nationals. 96


92 United Nations Development Programme (UNDP), Human Development Report, 2010

93 Institute of Managing Directors (IMD), 2012

94 Citi, Hotspots –Benchmarking Global City Competitiveness, 2012

95 Barry O’Leary, CEO, IDA Ireland

96 Demographic Trends in Dublin, 2012

54


“Dublin has a laid back, relaxed and chilled atmosphere, a multicultural

modern city that hasn’t yet lost its character and soul”


Ireland’s history of emigration and tradition of travelling and working abroad

has led to widespread acceptance of migrants. The Global Creative City

Index ranked Ireland second for tolerance and openness to ethic and racial

minorities. 97 Dublin hosts many events celebrating the heritage of its residents

including the Chinese New Year Festival, Africa Day, the Festival of Russian

Culture and a Japanese Hanami Festival, meaning that not only are the city’s

migrant communities accepted, they are celebrated.

“Dublin is now a culturally diverse and cosmopolitan city with over 150 nationalities living

here.” 98

Recently there has been increased recognition of the valuable role of

migrants in the workforce. Many of Dublin’s growing industries, particularly

the ICT and fi nancial services sector, are dependent upon skilled migrants to

fi ll certain positions, while an increasing number of job vacancies seek fl uency

in a foreign language. This availability of a foreign talented workforce has in

part led to Ireland being ranked fi rst for Human Capital in the recent Citi / EIU

Global City Competitiveness Index 2012. 99

The Irish diaspora have strengthened Dublin’s international connections. Now

too, the city’s multiculturalism can lead to new international connections,

allowing the city to become a more attractive destination for investment,

tourism and migrants.

“With over 60-plus languages spoken here in Google (Dublin). Ireland is good at supporting

multi-lingual, multicultural and multi-currency business.” 100

5.6 A Competitive City InfrastructureThroughout the Celtic Tiger years there was extensive investment in the

upgrade of infrastructure assets throughout Ireland and Dublin, while the

city’s potential as a test bedding location for new technologies will see new

infrastructural assets and effi ciencies develop.

97 Global Creativity Index, 2011

98 Central Statistics Offi ce (CSO), Census 2006

99 Economist Intelligence Unit (EIU). Benchmarking Global City Competitiveness, 2012

100 Nelson Mattos, the vice president of Engineering at Google Europe

55


In terms of transport infrastructure, Dublin is now situated on the central

nexus of Ireland’s motorway network, allowing quick access to the rest of the

country.

> The 2012 Inrix Scorecard ranked Ireland the least congested out of 13

European countries and Dublin 90th out of 94 cities for congestion. 101

> Dublin Airport is one of the 10 busiest airports in Europe with an

offering of 171 different routes 102 and has seen the addition of a

new high quality terminal building. Dublin Port has had a series

of upgrades and a new cruise terminal is being planned, while

the Dublin Port Tunnel has relieved congestion in the city centre

by providing a direct route from the port to the M1 motorway.

Public transport has also been improved: the Enterprise rail service connects

Dublin and Belfast, the Luas light rail network was developed and is currently

being expanded, while plans for two metro lines for Dublin have been

prepared, and the Dublin Bikes scheme is a resounding success.

The city has seen an extensive upgrade of the business infrastructure assets.

The former docklands area was redeveloped providing modern offi ce blocks

with large fl oor spaces that have been popular for many large companies.

The Convention Centre Dublin offers world class conference facilities and its

location in the city centre gives it a competitive edge over international rivals

who have tended to locate in suburban areas.

Throughout the city there has been a concerted effort to improve the urban

realm with the provision of high quality iconic architecture. The Bord Gais

Energy Theatre designed by Daniel Liebskind and the Convention Centre

Dublin designed by Kevin Roche are both recent additions to the city, while

new bridges across the river Liffey, such as the Samuel Beckett and James

Joyce bridges designed by Santiago Calatrava, have provided greater

connectivity between the north and south sides of the city centre with breath-

taking visual impact. A new strategic development zone has been prepared

for the Grangegorman area of the city that will see extensive new medical,

educational and research facilities constructed right in the heart of Dublin.

101 Inrix Scorecard, 2012

102 Dublin Airport, <http://www.dublinairport.com/gns/about-us/media-centre/facts-fi gures.aspx>, 2012

56


5.7 Distinct Urban Character with a Vibrant City Centre

“It’s nice and compact so that wherever you go you’ll always know

someone nearby.” – Your Dublin Your Voice panel

The international image and branding of a city is largely based upon the built

fabric which it possesses. As a compact, low-rise city, with an interesting mix

of architectural styles, Dublin’s built environment provides a unique character

that should be promoted.

The city centre has many pubs, restaurants, galleries and museums that

can be availed off, as well as iconic areas such as Trinity College and St

Stephen’s Green that provide urban oases. These wealth of amenities and

facilities are within walking distance of each other, allowing Dublin to be a city

that can be explored and experienced with ease by the many visitors which it

receives each year.

“I like the general buzz and atmosphere in the city, be it driving through,

shopping or going out.” – Your Dublin Your Voice panel

Key to Dublin’s character is its urban and built fabric. A historic city, its

development has been characterised by the repeated replacement of its old

building stock by new buildings in different architectural styles. Seventeenth

Century gabled “Dutch Billys” were replaced with the classical fl at parapets of

eighteenth century townhouses, which were in turn replaced over successive

periods with commanding Victorian banks, modernist offi ce blocks, and late

20th century apartments.

Yet, the street pattern laid out during the late eighteenth and early nineteenth

centuries has remained largely intact, and the Georgian period has been the

most infl uential period in the development of the city. Broad, interconnected

streets replaced the medieval network and the city centre was defi ned by

the construction of the Royal Canal to the north and the Grand Canal to the

south.

Dublin has a remarkably intact Georgian core streetscape and a network of

squares that signifi cantly contribute to the character of the city. With other

signifi cant character areas including Dublin’s cultural quarter Temple Bar,

Dublin Castle, St Stephen’s Green, and the city quays, visitors to the city can

experience the different periods of the city’s history by strolling through its

57


streets, and observe buildings from the 18th century next to those of the 21st.

The city’s diverse but united urban landscapes are key to what makes Dublin,

Dublin.

“I like to pretend that I’m a tourist and discovering Dublin for the fi rst

time! I make an effort to look up at the old buildings – many of which

are beautiful with a lot of character.” – Your Dublin Your Voice panel

Dublin has a successful and vibrant city centre. Respondents to the Your

Dublin Your Voice survey praised its wide range of activities. With parks,

museums, cafes and pubs, there is more to the centre than just a retail

experience, and the city centre’s compact size means that each of the

activities are within walking distance of each other.

The vibrancy of Dublin’s city centre is an asset that should be emphasised in

Dublin’s brand. It provides a retail, cultural and recreational experience that is

unrivalled in the rest of Ireland. As emphasised throughout this report, Dublin

is a city of culture, literature and museums, and most of these amenities are

located in the city centre.

58


5.8 A Wealth of Creativity and Cultural Activity

“When I die Dublin will be written on my heart.” – James Joyce

“While Dublin tourist guides attempt to coach visitors in the pronunciation of the Dublin

greeting, ‘howaya?’ the equally common accompaniment to this – the enquiry, ‘what’s

the story?’ reveals the remnants of an oral tradition which is alive and well, while also

demonstrating Dubliners’ appetite for the world of books.” 103

In the Your Dublin Your Voice survey, the range of culture, arts and activities

was overall rated second only to Dublin’s people. From the Hugh Lane Gallery,

the world’s fi rst museum of modern art, and the Chester Beatty Library,

which houses one of the world’s most signifi cant collections of Islamic and

Far Eastern artifacts, to the Abbey Theatre and the multitude of festivals

and events that take place each year, Dublin has a richness and diversity of

cultural activity that gives an enviable international reputation for creativity

that is part of our DNA. Refl ecting this, Dublin was awarded the permanent

designation as a UNESCO City of Literature in 2010, nurturing the vibrant

literary and story-telling scene of today while celebrating the rich literary

tradition of our heritage.

“It’s great that the art galleries and museums are free, in most cities you

have to pay for these.” – Your Dublin Your Voice panel

The promotion of culture to the general public is to the fore with many of

Dublin’s museums and galleries free to visitors and signifi cant state and

city support given to the arts. Local arts theatres and centres, including

The Axis Ballymun, The Civic Theatre and Red Rua Arts Centre in Tallaght,

Draoiocht in Blanchardstown, and the Pavillion in Dun Laoghaire, are bringing

International art, theatre, dance and music to local audiences throughout

Dublin. The Science Gallery in Trinity College is unlike any other science

centre. With no permanent collection, it instead runs a series of exhibitions

every year that stimulate the public’s interaction with science and develop

innovative art-science collaborations.

“Lots of interesting people means lots of interesting events and venues,

and because of its size you hear about them and can get to them easily.”


103 UNESCO City of Literature, 2012

59


INFO BOX: UNESCO City of Literature

Dublin has a rich literary tradition producing many giants of the literary world.

Ireland has produced four recipients of the Nobel Prize for literature (George

Bernard Shaw, W.B. Yeats, Samuel Beckett and Seamus Heaney) and four

winners of the Man Booker Prize (Iris Murdoch, Roddy Doyle, John Banville

and Anne Enright). Refl ecting this rich tradition in 2010 Dublin was awarded

the permanent designation of being a UNESCO City of Literature. Dublin

has not only produced many great writers, but has featured heavily in their

creations. Visitors can roam the streets and visit the settings of many notable

works, including those of James Joyce, Patrick Kavanagh, and Flann O’Brien.

Joyce’s most famous work ‘Ulysses’ is each year recreated on Bloomsday

when it is not uncommon to see revelers dress in period costume and drive

vintage cars in their reenactment of the route that Leopold Bloom took on the

16th June 1904. The city is also home to the prestigious International IMPAC

Dublin Literary award, one of the richest literary prizes in the world.

INFO BOX: Temple Bar

Temple Bar is Dublin’s premier cultural and entertainment quarter located in

the heart of the city. It is a vibrant area that hosts many of the city’s cultural

institutions and organisations as well as diverse range of restaurants, pubs,

shops and street entertainment offerings in a distinctive urban quarter.

Characterised by its narrow, cobbled, pedestrian friendly streets, it attracts

over 50,000 people on a daily basis, and has over 450 businesses, 50

cultural institutions and is home to over 3,000 residents. It is estimated that

the cultural businesses in Temple Bar brought €50 million in revenue in 2011

and provided 700 equivalent full-time jobs 104.

104 The Irish Times, 2012

60


5.9 At the Heart of Ireland, and the Centre of the WorldDublin is ideally located on Ireland’s east coast, with easy access to Dublin’s

beaches and mountains the city’s residents and visitors are never far away

from the great outdoors. As Ireland’s capital and largest city, Dublin is at the

centre of the country’s transport and communication network and is within

easy reach of Belfast, Galway and Cork, as well leading natural environments

such as the Wicklow Mountains, the Burren and Connemara. With 40 percent

of the country’s population, the city is uniquely Irish, but also distinctively

Dublin and is the leading location for culture, business, innovation and

education.

“It has a compact nature where you can see a city, a fi shing harbour and

mountains in one day.” – Your Dublin Your Voice panel

Dublin’s urban area is comprised of a series of interlinked villages and towns

with strong community values. In the city centre is Phoenix Park, the largest

enclosed urban park in Europe. The Park is home to many forms of wildlife,

including deer, and brings nature to Dublin’s door step. Dublin has roughly

78 square metres of green space per person 105 and the fact the city centre is

so close to the mountains, countryside and sea is an under-exploited asset

for tourism development in particular. The suburbs of Dublin offer an escape

from the urban lifestyle right on the city’s doorstep.

Dublin is also ideally situated right in the middle of the international business

time zones, allowing access to both the Middle Eastern and North and South

American Markets. Close to important European markets and business

centres, Dublin Airport provides access to 171 different routes and is one

of the 10 busiest airports in Europe 106, while it also hosts a United States

Customs and Border Protection facility allowing greater ease of travel to

the US. With an international airport and an excellent communications

infrastructure, Dublin is at the heart of global commerce.


106 Dublin Airport, <http://www.dublinairport.com/gns/about-us/media-centre/facts-fi gures.aspx>, 2012

61


62


6 Priority Action AreasA number of measures should be taken in order to successfully implement a

brand for Dublin. Ten priority action areas have been suggested.

6.1 Engage with the People of Dublin

A message that is consistently echoed throughout all the research

undertaken is that it is Dublin’s people and their capacity for creativity and

innovation that are Dublin’s strongest ‘brand assets’. The people of a city are

always the strongest ambassadors of its brand, but when the brand is the

people and their creativity, how those people engage with, inspire and give

vibrancy to the brand will be a defi ning characteristic of the city’s uniqueness

and an expression of its value.

Existing channels of engagement, such as Dublin’s elected representatives,

alongside established networks, will prove vital in developing commitment

and communicating the brand’s message. The development of new and

innovative ways of engaging with residents, such as the Uniquely Dublin

competition and the Your Dublin Your Voice panel, will inform and contribute

to the brand over time.

INFO BOX: Uniquely Dublin, An International Competition To Re-

Assert Dublin’s Identity In A Positive Way.

In October 2012 as part of the Branding Project and in association with a

number of partners, including Dublin City Council, the Little Museum of

Dublin and a coalition of private and public stakeholders, a major international

competition will be launched that invites people from Dublin, Ireland and

the international community to submit their creative expression of what is

unique about Dublin. The competition is being designed to build on Dublin’s

internationally renowned creative talents across literature, animation, fi lm,

design, music, visual arts, as well as its resident’s humorous and often frank

outlook on life. As well as the promise of international exposure, the Dublin

Branding Project will use the content generated to communicate Dublin’s

identity in a truly unique way.

63


INFO BOX: Your Dublin, Your Voice

First established in 2010, “Your Dublin Your Voice” is an initiative of the four

Dublin Local Authorities representing the Dublin City Region. It was set up

to observe the views of Dublin residents on living, working and studying

in the city region. With over 3,300 registered members, composed of a

diverse range of people, representing all 32 counties of Ireland and over 60

nationalities, Your Dublin Your Voice provides a valuable insight into how

Dublin’s residents feel about the city. 71% of respondents felt that they

would prefer to live in Dublin over anywhere else in Ireland while 90% would

recommend Dublin to family and friends as a good place to visit.

6.2 Develop the Collaboration Model

The Creative Dublin Alliance, its Executive Network and the Destination

Marketing Alliance for Dublin are the proposed structures for collaboration

across the key stakeholders in Dublin’s brand. The stakeholders are

comprised of the four Dublin local authorities, IDA Ireland, Enterprise

Ireland, Fáilte Ireland, the higher education and business sectors, and the

creative and tourism industries. Figure 2, in Section 4 displays the proposed

collaboration model to develop the Dublin brand.

The Creative Dublin Alliance is developing a strategically focused

collaborative leadership network and will agree the vision and values of the

brand concept and strategy. It will focus on raising the profi le of Dublin’s

role in the national and global economy through regular benchmarking of

Dublin’s international performance and by identifying the priorities to drive the

innovation agenda.

The Executive Network will agree collective strategies to address

challenges and align individual corporate strategies with the brand vision.

These collective strategies will work across the core areas of developing

Dublin as an internationally competitive city; driving innovation and the smart

city agenda, developing civic engagement in quality of life issues and building

wider communication and innovation networks.

The proposed Destination Marketing Alliance for Dublin would bring

together the very best of Dublin’s marketing and communications expertise

across tourism, investment, business and talent attraction to agree clear

communication messages for the promotional and marketing of Dublin

internationally. The Destination Marketing Alliance for Dublin would ensure

64


the implementation of innovative international marketing campaigns that will

effectively promote and communicate the overarching Dublin brand while also

developing specifi c strategies in each target market.

While Dublin City Council is taking the leadership in the development of the

brand and the Mayors of the four Local Authorities will lead in engaging the

residents, this model will pioneer a new relationship of public and private

sector collaboration informed by innovative engagement with residents on the

quality of life in Dublin while also actively managing our international networks

and reputation to promote Dublin’s role and position in the global economy.

It is proposed that the Creative Alliance, its Executive Network and the

Destination Marketing Alliance (subject to its establishment) would in due

course come together to agree a clear vision and agenda for the Dublin

Brand project and agree the funding model and operational issues of who

will manage and monitor the brand performance on an ongoing basis. This

is a vital piece of the jigsaw that keeps the whole picture in view and will

help to sustain the momentum on the brand over the longer term, support

collaboration on activity and co-ordinate the communication messages.

Winning the investment of resources by both the public and private sectors in

the Dublin Brand will require a clear focus on its performance against agreed

targets. A target driven approach will also help to align all existing strategies,

activities and communications across the key players.

6.3 Agree the Vision

Agreeing the Vision for Dublin will be a critical step in the development of the

Dublin Brand. Envisioning Dublin’s distinct competitive advantage, for at least

the next ten years, starts the process of building on Dublin’s unique assets

and personality, while the articulation of core values will defi ne how the brand

will be developed, managed and communicated. If based on reality and done

with integrity it will be a vision and values that people and stakeholders in

Dublin, Ireland and internationally will be proud to align themselves with.

65


6.4 Engage in Regular Monitoring of our International Position

Dublin’s International Benchmarking and Indicators Project will help to identify,

in an evidence based approach, the position of Dublin as it performs in

international rankings. It will monitor Dublin’s international performance in

areas such as investment locations, ease of doing business, quality of life and

tourism, and will help to identify its strengths while also focusing attention on

challenges and areas of concern.

In order to measure the success and effectiveness of the Dublin Brand a

number of appropriate indicators are suggested in this roadmap. However

the Creative Dublin Alliance should take these as a guide and agree relevant

indicators for each sector which are to be followed over time.

Selected International Benchmarking reports should be agreed and

monitored in the following areas:

> Quality of Living

> International Tourism

> Foreign Direct Investment

> Export Growth

> Population

> International Talent and Students

> Dublin’s place on World Business Rankings

Twice a year, reports on Dublin’s international benchmarking will be presented

to, and analysed by, the Creative Dublin Alliance, Executive Network and

Destination Marketing Alliance. At a time of increasingly intense global

competition this will allow Dublin to measure itself against other cities over

time and provide international feedback on the qualities that the brand is

projecting.

The agreement of a target driven approach for the promotional and

developmental strategies, will see the development of key benchmarks of

the brand’s position and value. Targets for tourism in Dublin have already

been recommended by the tourism industry (ITIC), with a ‘stretched’ growth

66


target of 6.2% annual growth in overseas tourists from 2012 to 2020. Similar

targets in the other sectors would be agreed, along with the key international

benchmarks 107.

The continued monitoring and reporting of these indicators are intended as

the starting point for an evidence based debate on Dublin’s performance.

This analysis will help to inform the agenda for meetings with Government to

ensure the Dublin and Ireland brands are mutually reinforcing and cohesive.

6.5 Build Upon Dublin’s Assets and Address the Challenges

An effective branding strategy must be supported by agreed strategies

to address the challenges Dublin faces. Given the long term nature of

investment and trading decisions, the target audiences of a brand, especially

business and investment interests, are often as interested in knowing that the

city has the leadership and capacity to address and adapt to the challenges

it faces, as they are in knowing what the actual challenges are. Therefore,

an effective brand must be supported by agreed development plans and

strategies to address the challenges the city faces.

As part of their leadership on the development of the Dublin Brand, the

Creative Dublin Alliance has identifi ed four objectives to develop Dublin’s

international position:

> Develop city leadership

> Progress innovation capacity and the smart city agenda

> Lead civic engagement and quality of life

> Build innovation and communication networks.

Programmes and activities that have a signifi cant impact under each

objective will be mapped and coordinated under the brand vision.


67


6.6 Effectively Communicate the Brand

Designing a Multi-stakeholder communication plan for the Dublin brand

In developing a brand, the obvious priority is to clearly articulate the

communication messages to each target market and audience. When that

brand is a city region, those target audiences include the local and national

residents, stakeholders and partners, as well as key international market

segments across the tourism, talent attraction, business and investment

sectors. The brand’s vision, its transparency, governance model and its

authenticity are important considerations in creating the content of any

communications strategy. The communications methodology and channels

themselves, should be innovative and experimental, and embrace the full

range of communication technologies available. To refl ect the brand value

of encouraging people’s creativity and openness, communication must be

engaging and interactive with residents.

It is proposed that the Dublin portal website www.dublin.ie be redesigned

to become the core communication channel for the Dublin Brand. The www.

visitdublin.ie site would also continue to be developed as the tourism site for

Dublin, but the two sites would be better integrated at the front end to refl ect

the cohesive Dublin Brand. Many cities are addressing this with the delivery

of digital strategies such as London and Partners (focusing on all aspects of

city identity – business, tourism, investment etc), Do it in Barcelona (attracting

business and entrepreneurs) and I Amsterdam (focusing on residents and

tourism).

Social media strategies and campaigns will be key tools in developing

engaging and interactive communications that will contribute to the vibrancy

of the brand. There are opportunities to leverage this through the presence of

a strong internet cluster in Dublin.

The Destination Marketing Alliance will develop the Communications Strategy

for Dublin with clear communication messages for the promotional and

marketing activity of Dublin internationally. This alliance will include the best of

Dublin’s marketing and communications expertise across tourism, investment,

business and talent attraction. Figure 6 illustrates the different factors that

could be considered in formulating a communications strategy for a brand.

68


Figure 6: Touch Points to Deliver on Dublin’s brand 108

108 Adapted from Chief Executive Offi cers (CEOs) for Cities, Branding Your City, 2006

Dublin’sBrand

Word ofMouth

Direct Mail

Photos andMemories

PR Advertising

PR

Website

AirportsTransportation

Environment

Signage

Post-Vital /Post-

Decision

Post-Vital /Post-Decision

During Visit / While Making Decision

6.7 Enhance the Tourism Product

It is the view of many people working in the tourist industry that Dublin’s

potential as a tourism destination has yet to be fully realised, and will only be

done so with the development of a strong brand and international marketing

approach, underpinned by collaboration and co-ordination between key

stakeholders.

Establish a Destination Marketing Alliance for Dublin

Central to this is the establishment of a Destination Marketing Alliance for

Dublin that would develop and agree the international marketing of the Dublin

Brand, along with the preparation of a Dublin Tourism Development Plan.

Agree a Dublin Tourist Development Plan

The Dublin Tourist Development Plan would develop and enhance Dublin’s

existing attractions, as well as defi ne new fl agship developments, product

clusters, tourist routes, activities and events. Existing and new developments

need to be brought together in creative and imaginative ways to reinvigorate,

develop and showcase Dublin’s unique and authentic core strengths. The

recently launched DubLine, a tourist trail through the city, is a concept that

shows what can be achieved through shared focus and collaboration.

70


6.8 Engage in Internationalisation

“Dublin is becoming known as the Silicon Valley of Europe – there is an

exciting new crop of both indigenous and international entrepreneurs

establishing and growing their businesses here.” – Stakeholder Interview

Strategic Engagement in International Networks

Dublin is striving to be a more open internationally networked city. A brand for

Dublin would reinforce international connections through engaging with the

Irish diaspora and maintaining links with those who have spent time in Dublin

as an international student, tourist or worker. The attraction of international

talent and international students to Dublin will continue to bring diversity and

many benefi ts, as well as creating new international connections and linkages.

San José and Dublin City have been twinned since 1986 in a Sister City

Program that strives to build global cooperation at the municipal level,

promote cultural understanding and stimulate economic development

between the two, as well as the greater Silicon Valley area and Ireland. An

example of the practical outcomes that initiatives like this can deliver is the

agreement signed in 2012 between the San José Environmental Business

Cluster and The Green Way, Dublin’s cleantech cluster, to increase R&D,

business development, commercialisation and investment opportunities

across Irish and San José companies looking to access each other’s markets.

Similar twinning relationships exist with Barcelona, Liverpool, and Beijing,

and across Ireland all levels of government are seeking to establish new

international connections. For example, in 2011, in the same week Dublin

City Council travelled to Beijing to sign a formal twinning accord between

the respective capital cities, a delegation from Fingal County Council visited

Chengdu with a view to also forming a formal twinning relationship, while in

Dublin, the Minister for Agriculture, Fisheries & Food signed an agreement

with the Chinese Vice-Minister for Agriculture for the export of Irish

agricultural products.

71


Developing an improved understanding of Dublin’s International

Connections

The value of these international links is evidenced by the extensive

participation of the Dublin Chambers and private business. This activity

will be supported by the creation of a Dublin Brand, and the governance

structures proposed to manage the brand should provide effective channels

for the communication and exchange of information on all international

relationships.

It is proposed that Dublin should map the international activity across

Dublin’s university, business and government sectors so as to form a better

understanding of its international connections and to see where opportunities

could arise or be reinforced.

72


6.9 Seek International Events and Designations

Identify appropriate international designations for Dublin

Dublin has been very successful in international event bidding and earning

designations for the city that have helped shape its reputation in a pro-active

and managed way. The UNESCO City of Literature designation has been an

incredible success, and this achievement came about through collaboration

between all of the partners involved, who worked together consistently with

ambition and vision 109. The PIVOT Dublin bid for the World Design Capital

redefi ned Dublin’s recognition of the value of good design and helped build a

better connected and networked design community 110.

Dublin’s designation as European City of Science 2012 has created a sense

of excitement across Dublin that places the innovation agenda centre stage.

Sporting events, such as the Europa Cup 2011 and the Tall Ships Race 2012,

contribute real economic value to Dublin as well as placing it on the global

stage 111.

Development of a multi-annual event strategy for Dublin

The development of a multi-annual event strategy and programme would

help to bring Dublin in line with other major capital cities as an event

destination. With political endorsement and if adopted by a wide range of

entities including business and tourism interests, central government, non-

governmental organisations and event fi nanciers, the delivery of a multi-

annual strategy would provide a structure whereby the city and its partners

would deliver the following:

> Build Dublin’s reputation as a premier international destination

> Deliver a better return on investment from

Dublin’s excellent infrastructure

> Increase economies of scale through the

development of a portfolio of events

> Provide measurable economic benefi ts to

the city and its business sector

109 UNESCO City of Literature, 2012

110 Pivot Dublin, A Guide to Dublin’s Bid, 2012

111 European City of Science, <http://www.dublinscience2012.ie/ >2012

73


> Increase the visitor and tourism competitiveness of the city

> Enhance the profi le of Brand Dublin and

enhance the quality of life for residents

> Encourage private sector involvement in the bidding/

staging of major international events

> Provide a streamlined process that will enable event organisers

to deliver approved safe and successful events and festivals

INFO BOX: Pivot Dublin

Pivot Dublin was a joint venture between the four local authorities of the

greater Dublin area to formulate Dublin’s bid to be World Design Capital in

2014. The World Design Capital is an initiative of the International Council of

Societies of Industrial Design to focus on design’s impact on urban spaces,

economies and citizens, allowing cities to feature their accomplishments in

attracting and promoting innovative design. Dublin’s bid was successful in

reaching the fi nal shortlist along with Bilbao and Cape Town, a considerable

achievement as fi fty-six cities bid for the title, including major cities such as

Beijing.

The Dublin bid was termed ‘Pivot Dublin, Turning Design Inside Out’ which

expanded the vision of design to include fashion, video, photography, fi lm and

digital media, as well as traditional features such as architecture and graphic

design. The strategy was developed under four themes; Connecting Cities,

Making Cities Flow, Making Cities Lighter and Making Cities Smile, with seed

projects proposed under each theme.

Pivot Dublin has been praised for taking an inclusive approach, involving the

collaboration between many partners, and for being focused on people and

their needs. Pivot Dublin raised awareness of Dublin’s design assets and the

considerable design talent located here. Furthermore, it has prepared a vision

of design for Dublin that can be carried forward into the future.

74


6.10 Design the Dublin Brand

“Ordinary promotional activity when it is carried out without a particular

long term strategy may be effective in resulting economic development

however, unless it is directed by an underlying brand strategy there

is little chance the city as a whole will acquire any substantial brand

equity.” – Stakeholder Interview

In delivering a brand for Dublin it is essential that the brand has a strong

and consistent identity. Dublin’s brand will have multiple angles: the

residents of Dublin and Ireland; the multiple stakeholders, decision-makers

and infl uencers; as well as being for the attraction of investment, tourists,

international students and skilled migrants. The delivery of meaningful and

coherent messages to each of its target audiences, while being innovative

and creative in its design, will require professional design and branding

expertise being engaged.

Place branding is very different to corporate branding, rather than just selling

a company or a range of products, a place brand must communicate an

identity, a way of life and the unique character of a location. Place branding

involves the collaboration and consideration of many diverse stakeholders

and interests.

Professional branding expertise will design the creative identity, concepts,

content, language, and visual images. They will develop the Brand Book for

Dublin that will give a framework and guidelines to the brand partners on

its use and ensure a consistent management of the brand over time. They

will design a communications strategy for the successful communication

of Dublin’s assets and opportunities across the brand partners, and design

specifi c messages to each of the distinct target markets and audiences. Most

importantly, they will provide a framework for multi-agency operation that is

sustainable, building on Dublin’s creative ability and talent as a resource in

doing so, and will plan for the careful evolution of Dublin’s brand through time.

It is recommended that the Creative Dublin Alliance and committed brand

partners engage brand consultants to ensure quality, innovation and design

are at the heart of the brand concept, and agree an investment model for

developing that capacity over time.

75


76


7 Conclusion

“People will only change their minds about places if the people and

organisations in those places start to change the way they behave”. 112

Developing, managing and promoting Dublin’s brand is about ensuring that

Dublin, as Ireland’s capital city, is a city that its residents and the Irish citizens

are proud of, that attracts investment, trade, tourism and talent, and that

understands its position in the world. It is an ambitious project that to be

successful requires the commitment of all players to collaborate and invest in

its future success. It should project Dublin as a modern successful city that

offers something different, unique and ultimately of value to the world. It’s

about optimising our future economic potential while portraying the unique

character and quality of life in Dublin. It’s about the people of Dublin, their

creativity and their connections with the rest of the world.

It is important that the brand is authentic and grounded in people’s

experience of Dublin. This project is “a major undertaking, and there are no

short cuts to it”. 113 It requires ability to co-ordinate activity and communicate

across Dublin’s complex range of stakeholder organisations while also being

ambitious in intent and innovative and creative in design. This is no small

feat, but if achieved has the prize of helping to secure Dublin’s future role in

Ireland’s and the global economy.

This document has set out a roadmap that will lead to the launch in 2013 of

an internationally competitive Brand for Dublin. It has identifi ed key measures

and resources that are currently underway or in development in Dublin and

should be strategically aligned with the development of this brand identity.

These include:

> The development of innovative approaches to engage residents

in quality of life issues. The people of Dublin are consistently

highlighted in all research as the most valuable ‘brand

asset’ as well as potentially its strongest ambassadors;

112 Anholt, S., Cometitive Identity, 2007

113 Stakeholder Interview

77


> The provision of a governance structure through the Creative Dublin

Alliance and its development of a collaborative leadership model for

the Dublin region that would give a strategic focus to, and benchmark

the international position of, Dublin and drive the innovation agenda;

> The Executive Network of the Creative Dublin Alliance would

agree strategies for development across Dublin’s key areas

of the economic, innovation and smart city agendas;

> The proposal to establish a Destination Marketing Alliance

for Dublin that would develop integrated Communication

Strategies and International Marketing Campaigns to clearly

communicate and promote Dublin’s assets and uniqueness;

> The agreement of a target driven approach for the promotional and

developmental strategies will see the development of key benchmarks

of the brand’s performance over time. Targets for tourism in Dublin

have already been recommended by the tourism industry, with

a ‘stretched’ growth target of 6.2% annual growth in overseas

tourists from 2012 to 2020. Similar targets in the other sectors

would be agreed, along with the key international benchmarks.

This phase should be seen only as the preparatory stage to build the

capacity required that would enable the visionary leadership and innovative

management of the brand in the years subsequent to its launch. Building

an international brand for Dublin is an ambitious project that should only be

undertaken if it is underpinned by a commitment over the long term and

sustains the engagement of, and investment in, the public, private and civic

sectors of society throughout the process.

78


References and Bibliography

References

Accenture, (2010). The International Finances Services Sector Report. Financial Services Ireland. Available

at: <http://www.ibec.ie/Sectors/FSI/FSI.nst/vPages/Media_and_publication~Publications~fsi-accenture-ifsc-

report/$fi le/FSI/Accenture+IFSC+Report.pdf>

Acre, (2012). Accommodating Creative Knowledge – Competitiveness of European Metropolitan Regions

within the Enlarged Union. University of Amsterdam. Amsterdam Institute for Social Science Research

Available at: <http://acre.socsci.uva.nl/>

A Guide to Dublin’s Bid – Pivot Dublin. (2012). Available at: <www.pivotdublin.com>

Anholt, S., (2011). Beyond the Nation Brand: The Role of Image and Identify in International Relations. U.K.

Foreign Offi ce Public Diplomacy Board. Available at: <http://www.exchangediplomacy.com/wp-content/

uploads/2011/10/1.-Simon-Anholt_Beyond-the-Nation-Brand-The-Role-of-Image-and-Identity-in-International-

Relations.pdf>

Anholt, S., (2007). Competitive Identity: The New Brand Management for nations, Cities and Regions.

Palgrave Macmillan. 1st Ed.

Boyle, M., Kitchin, R., (2008). Towards an Irish Diaspora Strategy. A Position Paper. National Institute for

Regional and Spatial Analysis (NIRSA).

Brookings, Global Metro Monitor (2011), The Path to Economic Recovery. Available at: <http://www.brookings.

edu/research/reports/2010/11/30-global-metro-monitor>

Casey, J., (2012). Case Study: A City Branding Strategy in Dublin.

City RepTrak, (2011). The world’s most reputable cities. Available at: <http://www.corporatereputations.ie/

cityrep/Final%20CityRep%202011%20summary.pdf>

Chief Executive Offi cers (CEO’s) for Cities, (2006). Branding Your City. Prophet. Available at: <http://www.

ceosforcities.org//research/branding-your-city/>

Central Statistics Offi ce (CSO), (2006). Census. Dublin Stationary Offi ce.

Central Statistics Offi ce (CSO), (2009,2010,2011). Service Exports and Imports. Dublin Stationary

Offi ce. Available at: <http://www.cso.ie/en/media/csoie/releasespublications/documents/economy/2010/

Services%20Exports%20and%20Imports%202009%20and%202010.pdf>

Central Statistics Offi ce (CSO), 2012. Quarterly Household Survey, Q1. Stationary Offi ce

Dublin. Available at:<http://www.cso.ie/en/newsandevents/pressreleases/2012pressreleases/

pressreleasequarterlynationalhouseholdsurveyquarter12012>

79


Central Statistics Offi ce (CSO), (2012). Goods Exports and Imports. Stationary Offi ce Dublin. Available at:

<http://www.cso.ie/en/media/csoie/releasespublications/documents/economy/2010/Services%20Exports%20

and%20Imports%202009%20and%202010.pdf>

Creative Dublin Alliance, (2011). Discovering Dublin’s Identity – Who do we want to be?. Available at: <http://

www.creativedublinalliance.ie/assets/2011/11/Discovering-Dublins-Identity-Booklet.pdf>

Cudden, J., O’ Leary H., Mercer, (2010). Quality of Living: Dublin in the International Context Summary of

Mercer Benchmarking Report and Report of Workshop. Available at: <http://www.dublincity.ie/YourCouncil/

AbouttheCouncil/CouncilDepartments/Documents/Mercer%20QOL.%20Summary%20of%20Report%20

and%20Workshop.pdf>

Cushman & Wakefi eld, (2011) European Cities Monitor (ECM).Available at: <http://www.cushwake.com/

cwglobal/jsp/kcReportDetail.jsp?Country=EMEA&Language=EN&catId=100003&pId=c38200001p>

Davenport, F., (2008). Dublin City Guide. Lonely Planet. 8th Ed.

Devitt, A., (2009). Our Cities: Drivers of National Competitiveness. Forfas. National Development Council.

Department of Enterprise, Trade and Employment, (DETE), (2010). Trading and Investing in a Smart Economy:

A Strategy and Action Plan for Irish Trade, Tourism and Investment to 2015. Department of Enterprise, Trade

and Employment.

Department for Jobs, Enterprise and Innovation, 2012. Action Plan for Jobs.

Dirks, S., Keeling, M and Gurdgiev, C., (2010), Smarter cities for smarter growth – How cities can optimize

their systems for the talent-based economy. Executive Report for IBM Institute for Business Value. IBM Global

Business Services.

Dirks, S., Keeling, M and Lyons, R., (2007). Economic Development in a Rubik‘s Cube World. Executive

Report for IBM Institute for Business Value. IBM Global Business Services.

Dogpatch Labs, (2012). Available at: <http://dogpatchlabs.com/dogpatch-residents/>

Dublin Airport, (2012). Facts and Figures. Available at: <http://www.dublinairport.com/gns/about-us/media-

centre/facts-fi gures.aspx>

Dublin Chamber of Commerce, (2012). The World is Not Flat –A Case for City Regions. Available at: <http://

www.dubchamber.ie/docs/default-document-library/the-case-for-city-regions-full.pdf>

Dublin City Council and Design Twentyfi rst Century. (2010). Love the City. Discovery Phase, Designing Dublin:

Learning to Learn.

Dublin City University, (2012). Generation 21. Available at: <http://dcu.ie/news/2011/sep/s0911b.shtml>

Dublinked, (2012). Available at: <http://www.dublinked.ie/>

Economist Intelligence Unit (EIU), (2012). Hotspots –Benchmarking Global City Competitiveness. Citi.

Available at: <http://www.citigroup.com/citi/citiforcities/pdfs/hotspots.pdf>

80


Economist Intelligence Unit (EIU), (2012). Investing in Ireland – A Survey of Foreign Direct Investors.

Matheson Ormsby Prentice

Education Ireland. (2011) Education Ireland Student Survey.

Emigrant Advice Network (EAN), (2012). How many Irish people live abroad? Available at: <http://www.

globalirish.ie/issues/how-many-irish-people-live-abroad-an-ean-factsheet/>

Enterprise Ireland, (2011). Enterprise Ireland Annual Report and Accounts. Available at: http;//www.enterprise-

ireland.com/EI_corporate/en/News/PressRelease/2012-Press-Release/Enterprise-Ireland-Announces-

Record-Exports-of-%E2%82%AC15-2bn-In-2011.html>

Enterprise Ireland, (2011). International Students in Higher Education in Ireland 2011. Prepared by Education in

Ireland.

Enterprise Ireland, (2012). Start in Ireland and take on the world –Six reasons your start-up should be in

Ireland. Available at: <http://www.enterprise-ireland.com/en/Start-a-Business-in-Ireland/Startups-from-

Outside-Ireland/Why-Locate-in-Ireland-/Six-Reasons-Your-Start-Up-Should-be-in-Ireland.pdf>

Ernst & Young, (2011). Annual Globalisation Index – Ireland replaces Singapore as the ‘most globalised

western economy’. Available at: <http://www.ey.com/IE/en/Newsroom/News-releases/Press-release-2011---

Ireland-overtakes-Singapore-to-become-the-worlds-second-most-globalised-nation>

Enterprise Ireland (2012) Annual Report and Accounts 2011

Folkard, C., (1999). DK Eyewitness Travel Dublin. Dorling Kindersley Limited, London.

EUROCITIES. 2010. A Shared Vision on City Branding in Europe. EUROCITIES Brussels Offi ce. Available at

<http://www.imagian.fi /kuvat/eurocities_brochure_fi nal_web_19nov10-smul%5B1%5D.pdf

Failte Ireland, (2012). Preliminary Market Estimates January-March 2009-2012.

Available at: <http://www.failteireland.ie/>

European City of Science, <http://www.dublinscience2012.ie/>, 2012

Finance Dublin Magazine, (2010). December Edition.

Available at: <http://www.fi nancedublin.com/the_ifsc_story.php>

Finance Dublin Magazine, (2011). March Edition.

Available at: < http://www.fi nancedublin.com/issue.php?i=12181>

Financial Times, (2012) Foreign Direct Investment (FDI) Markets. Available at: <http://www.fdimarkets.com/

index.cfm?page_name=markets&section=country_fdi>

Foreign Direct Investment (FDI), (2012). FDI Benchmark. Available at: <http://www.fdimarkets.com/index.

cfm?page_name=benchmark>.

FutureBrand, (2011). Future Brand 2011-2012 Country Brand Index. Available at: <www.futurebrand.com>

81


Globalisation and World Cities, (2012) Locational Investment: Where to target Investment for Maximum

Economic Returns, London: RICS

Globalisation and World Cities, (2010). Benchmarking Dublin: Dialogue on Dublin’s Position in the World City

Network. Offi ce of International Relations and Research. Dublin City Council.

Gebhardt, D., July 2011, Peer Review on Developing and Promoting Dublin as an International Student City.

EUROCITIES Brussels Offi ce. Available at: <http://nws.eurocities.eu/MediaShell/media/Developing%20

Dublin%20as%20an%20International%20Student%20City_fi n.pdf>

Harbison, P., (2011). Fodor’s Dublin’s 25 Best. Fodor’s Travel Publications.

Helliwell, J., Layard, R., Sachs, J., (2012). World Happiness Report. The Earth Institute Columbia University.

Higher Education Authority (HEA), (2010/11). Higher Education Key Facts and Figures.

Hildreth, Jeremy. (2011). The Saffron European City Brand Barometer. Revealing which cities get the brands

they deserve. Saffron Brand Consultants. Accessed: April 2012. <http://countrybrandingwiki.org/images/c/c7/

Saff_CityBrandBarom.pdf>

IBM Global Business Services, (2010). Global Location Trends. Annual Report.

Available at: < ftp://public.dhe.ibm.com/common/ssi/ecm/en/gbl03012usen/GBL03012USEN.PDF>

INC. (2012). Available at: <http://www.inc.com/matthew-swyers/st-patricks-day-top-5-irish-brands.html>

Industrial Development Agency (IDA), (2012). Horizon 2020, IDA Ireland Strategy. Available at: < http://

www.idaireland.com/news-media/publications/library-publications/ida-ireland-publications/IDA-Ireland-

Strategy-2020.pdf>

Industrial Development Agency (IDA), (2012). Ireland Vital Statistics. Available at: <http://www.idaireland.com/

news-media/publications/library-publications/ida-ireland-publications/Vital%20Statistics%20February%20

2012.pdf>

Industrial Development Agency (IDA). (2007-2011). Announcements. <http://www.idaireland.com/news-media/

announcement/>

Innovation Dublin, (2012). Available at: <http://www.innovationdublin.ie/festival/2012>

Inrix Scorecard, (2012). Traffi c Scorecard. Available at: <http://scorecard.inrix.com/scorecard/>

Institute of Managing Directors (IMD), (2012). World Competitiveness Rankings. Available at:

<http://www.imd.org/news/IMD-announces-its-2012-World-Competitiveness-Rankings.cfm>

Irish Exporters Association, (2011). Top Exporters in Ireland and Northern Ireland. A Review of the Top 50

Export Companies in the Republic of Ireland. Investec.

Irish Tourist Industry Confederation, (ITIC). (2012). Capitalising on Dublin’s Potential. Final Report (Draft).

Massey, D., Arango, J., Hugo, G., Kouaouci, A., Pellegrino, A., & Taylor, E.J., (1993). Theories

82


of International Migration: A Review and Appraisal. Population and Development Review.

Mercer, (2012). Mercer Quality of Living Report.

Available at: <http://www.mercer.com/qualityofl ivingpr#city-rankings>

Mercer, (2012). Mercer Personal Safety Report.

Available at: <http://www.mercer.com/qualityofl ivingpr#city-rankings>

McDonagh, T., (1986). My Green Age.

McKinsey, (2011) Global Metro Monitor, Volatility, Growth and Recovery

Millward Brown Landsdowne. (2010). Dublin City Council –Dublin Survey.

NOVA Unniversity Collgeg Dublin (UCD), Available at: <http://www.ucd.ie/innovation/>

Pierce, N., Johnson, C., Peters, F., (2009) Century of the City: No Time to Lose. Rockefeller Foundation.

Price Waterhouse Cooper (PWC), Cities of Opportunity, (2012).Available at: <http://www.pwc.com/us/en/

cities-of-opportunity>

Olins. W., (2008). The Brand Handbook. Saffron Brand Consultants. Thames & Hudson.

Quinlan, J., (2011). Built to Last –The Irish-US Economic Relationship.

American Chamber of Commerce Ireland

Redmond, D., Williams, B., Hughes, B., Cudden, J., (2012). Demographic Trends in Dublin.

Dublin City Council.

Rose, K., O’ Leary, H., Foley, W., Moloney, S., (2012). Creating a Smarter, Sustainable and More Competitive

Dublin City Region –A Benchmark Report. Dublin City Council

Site Selection Magazine, (2012). The Global Best-to-Invest Rankings. May Edition.

Available at: http://www.siteselection.com/issues/2012/may/cover.cfm

Taylor, P., Derudder, B., Hoyler, M., (2010). Benchmarking Dublin: dialogue on Dublin’s position in the World

City Network. Report. Globalization and World Cities (GaWC) Research Network.

The Irish Times. (2011). Friendliness Factor Swings it for Twitter. 28th October Edition.

The Irish Times. (2012). Survey Claims 700 Jobs in Temple Bar Cultural Industry. 8th May Edition.

Times Higher Education, (2012). World University Rankings. Available at:

<http://www.timeshighereducation.co.uk/world-university-rankings/2011-2012/europe.html>

TomTom, (2011). TomTom Traffi c Survet. Available at: <http://www.tomtom.com/news/category.

php?ID=4&NID=1149&Lid=4>

83


Tourism Development International (TDI), (2012). Capitalising on Dublin’s Potential. Final Report. Irish Tourism

Industry Confederation. Available at: < http://www.itic.ie/fi leadmin/docs/ITIC_CODP_FINAL-high_res.pdf>

Tourism Ireland. (2011). Available at: <http://www.tourismireland.com/Home!/About-Us/Press-Release/2011/

Social-Media-to-Steer-Tourism-Ireland-s-Road-Trip.aspx>

Unesco, (2012). City of Literature. Available at: <http://www.dublincityofl iterature.ie/>

United Nations Development Programme (UNDP), (2010). Human Development Report 2010 – The Real

Wealth of Nations: Pathways to Human Development. Palgrave Macmillan.

University College Dublin (UCD) Innovation Academy, (2012). Available at: <http://www.innovators.ie/p/home>

University College Dublin (UCD), (2011/2012). Developing the Case for Dublin –“Dublin’s Role in the National

Economic Recovery”. Dublin Regional Authority. Dublin City Council

Wallpaper, (2008). Dublin Wallpaper City Guide. Phaidon Press.

World Bank Ease of Doing Business Index, (2010). Available at: <http://data.worldbank.org/country/ireland>

World Bank. (2012). World Development Indicators. Available at: < http://data.worldbank.org/data-catalog/

world-development-indicators>

World Bank World Development Indicators, (2011). Available at: <http://databank.worldbank.org/ddp/home.

do?Step=12&id=4&CNO=2>

Your Dublin Your Voice, (2012).Topline Results Commentary. Available at: <http://www.dublincity.ie/Press/

dccPressPacks/YDYV/Documents/Your_Dublin,_Your_Voice._Shopping_and_Social_Scene_Survey_Results.

pdf>

The Economist Intelligence Unit (EIU), (2012), Investing in Ireland – A Survey of Foreign Direct Investors.

Matheson Ormsby Prentice.

Trinity College Dublin (TCD), (2012) Crann Nanotechnology Centre. Available at: <http://www.crann.tcd.ie/>

Bibliography

Aanpak, N., (2008). City marketing: Towards an integrated Approach. Erasmus Research Institute of

Management.

Ashworht, G., (2007). Beyond logo – Brand Management for Cities. Palgrave Macmillan

Baker, B., 15 Common Destination Branding Pitfalls and How to Avoid Them.

Bolger, M., (2006). Statues and Stories, Dublin’s Monuments Unveiled. Ashfi eld Press.

Bartley, B., Kitchin, R., (2006). Understanding Contemporary Ireland. Pluto Press.

Bolger, M., (2011). Dublin City of Literature. O’ Brien Press.

84


Bradley, F., Kennelly, J., (2008). Pivot Dublin, Turning Design Inside Out. Creative Dublin Alliance.

CEO Forum Europe, (2008). City Branding, Advances, Best Practice and Challenges.

Destination Marketing Association International.

Clark, G., Moonen, T., (2008). Open Cities Thematic Paper 2 –Internationalisation. Urbact II

Creative Dublin Alliance (CDA), (n.d). The Compendium Designing Dublin: Learning to Learn.

Cudden, J., Foley, W. Dublin as an Open City –Local Action Plan. European Programme for Sustainable

Urban Development. Urbact I.

Curran, D., Van Egeraat, C., (2010). Defi ning and Valuing Dublin’s Creative Industries. National Institute for

Regional and Spatial Analysis (NIRSA), Dublin City Council.

DK ‘You Gov’ Poll 2010, Available at: <http://ukpollingreport.co.uk/>

Dobbs, R., Smit, S., Remes, J., Manyika, J., Roxburgh, Charles., Resrepo, A., (2011).

Urban World: Mapping the Economic Power of Cities. Mckinsey Global Institute.

Dublin Chamber of Commerce, (2012). Competing as a Global City Region.

Available at: <http://www.dubchamber.ie/policy/overview/competing-as-a-global-city-region>

Dublin City Council. (2011). Your City Your Space. Draft Dublin City Public Realm Strategy.

Dublin Opinion Panel. (2011). Your Dublin, Your Voice. Top Line Results and Commentary.

Economist Intelligence Unit (EIU), (2011). The Globe Shopper City Index – Europe – Assessing 33 European

destinations on convenience, availability and price. Available at: <http://www.globeshopperindex.eiu.com/

Documents/EIU-GlobalBlue_GlobeShopperIndex-Europe_Final.pdf>

Forfás, (2010). Annual Business Survey of Economic Impact.

Fundación Metrópoli & Dublin City Council, (2008). Proyecto Cities_Dublin City. 1st Ed.

Spinhex & Industrie Drukkerij.

Fælles Brand for Hovedstadsregionen. Brand Copenhagen.

Howard, A., (2009) Slow Dublin. Affi rm Press.

Johnson, E., (2010). The Power of Brands in the Destination Economy. Admap.

Available at: <http://www.warc.com/>.

Killeen, R., (2010). A short History of Dublin, Gill & MacMillian Ltd.

Kinsella, S., (2009). Ireland in 2050 –How We Will Be Living. Liberties Press.

Krugman, P., (2008). The Spatial Economy. Cities, Regions, and International Trade.

Journal of Regional Science.

85


Martin Prosperity Institute, (2011) Creativity and Prosperity: The Global Creativity Index.

McCall, B., (2011). Innovation Dublin –A Special 64-page Guide to this Years Innovation Dublin Festival. Urban

Attraction. Irish Times.

Northover, J., (2010). A Brand for Belfast: How can branding a city infl uence change?

Macmillan Publishers Ltd.

Levine, E., (2010). Dublin Day by Day. Frommer’s> John Wiley & Sons. 2nd Ed.

OECD Development Centre, (2010). Perspective on Global Development Trends, Shifting Wealth.

Place Branding and Public Diplomacy, (2009). Should Place Brands Be Simple? Editorial.

Palgrave Macmillan Ltd.

Place Branding and Diplomacy, (2008) Place Branding: Is marketing, or isn’t it? Editorial.

Palgrave Macmillan Ltd.

Kearns, P., Ruimy, M., (2010). Redrawing Dublin. Gandon Edition Kinsale

The Futures Academy, (2009). Dublin at the Crosswords.

Exploring the Future of the Dublin City Region. Final report.

Sirr, L., (2011). Dublin’s Future – New Visions for Ireland’s Capital City. The Liffey Press.

Urban Forum. (2008). TWICE THE SIZE? Inagineering the Future of Irish Gateways.

Van Egeraat, C., O’Riain, S., Kerr, A., (2009). Bridging Digital Ecosystems Research to Regional Development

and Innovation in the Knowledge Economy. Opaals Project.

Walsh, C., McNicholas, E. Urban Environment Project Digital Atlas.

Your Dublin Your Voice. Available at <http://www.dublincity.ie/Press/dccPressPacks/YDYV/Documents/

YourDublinYourVoice_TopLineResults%20April%202011.pdf>

The Futures Academy, (2009). Dublin at the Crossroads – Exploring the Future of the Dublin City Region.

Final Report.

86


Underpinned By

Tasked to Deliverthe Objectives

Delivered Brand

Achieved through


BRANDFramed within a

Promote to Export

Markets

Place for doing

Business

Attract Talent and

International Students

Grow Tourism

Attract Investment

BRAND VALUES

Friendliness and Warmth

Innovationand

Creativity

Openness and

Diversity

Entrepre-neurialSpirit

Collab-orationModel

Agreethe Vision

SeekInternational Events and

Designations

Establish The Collaboration

Model

Engage in Regular

Monitoring of our International

Position

Engage in Internat-

ionalisation

Engage withthe people of

Dublin

Actions to Deliver for the

Brand

Objectivesof theBrand

Build upon Dublin’s Assets and address the

ChallengesDesign the

Dublin Brand

Formulation of the Dublin Brand

Engage with the People of Dublin

Develop the Collaboration Model

Agree the Vision

Engage in the Regular Monitoring of our International Position

Build Upon Dublin’s Assets and Address the Challenges

Effectively Communicate the Brand


Engage in Internationalisation

Seek International Events and Designations

Design the Dublin Brand

10 Steps to Dublin’s Brand

1

2

3

4

5

6

7

8

9

10

E. [email protected] T. +353 1 222 2141 www.creativedublinalliance.ie