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Branding Places Jesper Falkheimer, Associate professor, Department of Communication Studies, Lund University, Sweden 1. Branding and communication in a consumer- and userdriven society 2. Place branding 3. Old and new strategic mindsets Onsdag: Om Självmord, part two Efteråt i natt undermitt täcke fortsatte jag fundera lite över fördelarna med att vara död. De var faktiskt fler än jag först trott men jag ska inte trötta er med en uppräkning utan bara nämna en i mängden: Likvakan! Transparency (openness, visibility internally and externally) Organizational efficiency (workrelated information system) Communication management Identity (increasing organizational internal identity, developing culture) Image (enforcing or changing external image/organizational brand) The role and possible effects of strategic communication (Falkheimer & Heide 2007). The publics, target groups, people Passive individuals Passive Individual Focus Active Rational Individuals Passive target groups Group Focus Active Active floating groups Aktiva konsumenter och användare Active consumers Sellsumers Media producers Marketers Activists Solid Society Centralization Control Rigid boundaries between private/public Mass Communication Rationality Liquid Society Uncertainty in relation to all social relations Individualism Medialization Mobility, trans-movements Risk Media Cultures in Conflict (Lull 08) Pull! Push! • • • • • • • • • • • • • • • Individuals choose Fast, fragmented ”Truth” No boundaries (or new) Specialization Consumer=producer Convergence Zero control Collective Slow Rigid boundaries One truth Loyality One message Total control The media is the message? The media is the massage What is happening? Embedded marketing Buzz marketing Viral marketing Guerilla marketing Affiliate marketing Product/place placements Communication Trends 1950 1970 2000 1. AUTO-COMMUNICATION ”When people talk to themselves, it is called insanity. When companies talk to themselves it is called marketing” 2. ILLOJALITY ”I wouldn’t be in any club that would have me as a member” 3. UNCERTAINTY ”Man is destined to choose” 4. INDIVIDUALISM ”Me, me, me” SPEED Increasing need to manage change in a ”runaway world”, as Giddens calls our times. Mobility How do you reach and create loyalty in a market full of nomads? The grand solutions are gone There is no ”one best way” WHY PLACE BRANDING? Increasing place competition to win tourists, corporations, inhabitants, creative class Simon Anholt (2003, 54): ”It is no paradox to predict that in today´s global marketplace, where brands and products can come from literally anywhere, their ’rootedness’ will surely become more and more important to consumers in their constant seacrh for brands with trustworthiness, character and distinctiveness.” Some guidelines for place brands (Morgan & Pritchard) •Legitimate •Consistent •Differentiated •Powerful Elite Strategies (Wally Olins 2005) (1) (2) (3) Set up an elite group with representatives of government, industry and popular culture. Fund it and invite consultants to be guides Find and define critical audiences. Research the existing place images among inhabitants and external target groups Consult opinion leaders and use the image data to determine strengths and weaknesses (4) Create a core idea of the place brand. Visualise this idea through a symbol created by a well-known artist 5. Develop a brand book with illustrations of the place mood, personality and style 6. Co-ordinate and integrate messages from complementary sector 7. For a period of time, all formal communication along all channels should be co-ordinated with the chosen brand 8. Final stage: “(…) influence the influencers”, in other words use networking and opinion-formation tactics to move forward. Identification with places… 1. 2. 3. 4. Home city 42% Home region 29% Sweden 12% Scandinavia and Europe 3-6% A Swedish Survey 2005 • Place brands have to be rooted in the place culture • PR and branding must work together • Is political • Must be coordinated using a relationship model (decentralized). Centralization works for graphic design, logos etc. • Use small head units: involve communication managament in all processes. • Realize that your place probably is of most interest to the locals. • Use (1) multiple identities (2) local arguments (3) talk. The role of mass media Media coverage is often used as a central motif for arranging event. Getz principles for media success: (1) large, unique and re-occuring events have higher media value (2) The event must be rooted in a broad place brand strategy (3) Places are high-involving (political – full of ideological values) for inhabitants (and sometimes for other stakeholders) Case: Arla Foods and the Cartoon Crisis 1. Europe’s second largest dairy group 2. co-operative owned by 10.500 Danish and Swedish farmers, merger 2000, UK 2003 3. approx. 20.000 employees. 4. Subsidiaries in Europe, Asia, North and South America, Africa. 5. Production plants – in ‘home markets’ of Denmark, Sweden and the UK – in Saudi Arabia, Argentina, Brazil and Poland – licensed production in USA and Canada. – 2005 joint venture in China with the expansive Chinese dairy compan (milk powder) – Sales office in Algeria and in Vietnam in 2007. • Mohammed cartoons published in Danish newspaper as ’a test of freedom of expression’ (sep. 2005) • Middle East: Flag burnings, assaults on embassies, violent demonstrations • Demands on punishment by law to the newspaper behind the Mohammed cartoons • Urgings from religious Muslim leaders to boycott Danish products (20 jan. 2006) • Almost total boycott for Arla (25 jan 2006, 80% of market) • Arla ad in all major Arab newspapers and on TV: “Honoured citizens, the years we have been in your world have taught us that justice and tolerance are fundamental values in Islam” • Religious leaders lifted boycott. • • However, the ad activated a new legitimacy crisis at home in Denmark The story (2) Politicians, feminist NGOs accused Arla of succumbing to forces which might suppress modernist values. • “Arla is prepared to sell their grandmother in order to sell their products in dictatorships. How can they treat our principles so lightly? My civic rights are not for sale for two litres of milk.” • “Arla’s reason for being in the Muslim world should be exactly that the company via its trade with the countries in question can teach them fundamental democratic values (…) They ought to spell out that to Arla, equal gender rights and opportunities are crucial” • Arla’s reaction, to stress that the company never intended to sanction gender oppression or violence, was met with scepticism. If you hade been in Arla executive management – what would you have done? – Before the crisis: Could Arla have foreseen the development (using any method?) – During the crisis: Did they act as you would have recommended? – Which are the crucial factors of communication management excellence in a situation such as this? Medier som mötesplatser Medier som mötesplatser •Ca 2 av 3 svenskar mellan 25-65 år använder digitala möteplatser •Hälften av denna användning handlar om att hålla kontakten med vänner •Ökning av nischade communities: likasinnade samlas kring intresse 3 strategical mindsets Classical Strategy High belief in leadership, rational choice, planning and stability. Role model: Military, industry. Communicative focus: Making communication plans. Communication organization: Centralized function unit Communication form: Mass Communication Evolutionary strategy High belief in market mechanisms. Leadership, strategies and planning are not crucial – markets are hard to understand. Solution: optimizing efficiency, distributing loads of services/products (differentiation) and letting the market decide. Role model: Biology (the survival of the most differentiated) Communicative focus: Visibility Communication Organization: Marketing unit focusing distribution/observation Communication form: Mass Communication (exposure) Relativistic Strategy There are no simple causal relations between acts and effects. Leadership, rational models and planning are mainly therapy for managers and bureucrats. But ”strategic frameworks” important: in close connection to local realities. Strategies decrease uncertainty (as good therapy) Strategies have an important value as a method for understanding retrospectively. Role model: Chaos theory, learning theory. Communicative focus: Internal meaning Communication organization: Decentralized (local) Communication form: Interpersonal communication [email protected]