|
C OMMUNICATIOIV S CHALLENGP S AND O PP ORTUNT ITIE S
<br />Community Branding for Local Government
<br />Group branding efforts although individually well executed, often work against
<br />each other with counter messages if they are not coordinated. Only a local government operates
<br />ia2 an umbrella fashion, witl2 an eye toward making sure all e~ztities tl~rive.
<br />By Don 1~kEachern
<br />magine for a moment you're
<br />not a local government manager.
<br />Instead, picture yourself as your
<br />locality's brand manager. Since it's
<br />your first day on the job, here's a
<br />simple task. Collect the market-
<br />ing and communication materials
<br />from all the players on your team,
<br />including the convention and visitors
<br />bureau, the econonuc development
<br />group, the chamber of commerce, any
<br />arts alliances, businesses, and your o~vn
<br />local government.
<br />Do these materials have a similar
<br />look and feel? Are they integrated at
<br />some level? Are they relevant? Are they
<br />distinct? Do your private sector com-
<br />panies give an appropriate nod to your
<br />locality's brand? Do you recognize your
<br />brand? Is there even a common theme?
<br />If you were surprised by the incon-
<br />gruity of your community's marketing
<br />materials, you're not alone. The vast
<br />majority of local governments are in
<br />the same boat.
<br />This exercise illustrates why a local
<br />government should be at the center of a
<br />branding initiative.The various entities
<br />that make up your community oper-
<br />ate with distinct agendas.They speak
<br />in their own unique voices. That's their
<br />job. But when a brand is launched, it is
<br />advantageous for a community to speak
<br />in one voice, and what is s~ioken needs
<br />to be strategic.
<br />When a brand is managed by the
<br />local government, the brand stands a
<br />significantly greater chance of working.
<br />for the locality as a v~~hole.This means a
<br />brand has a greater chance of working,
<br />period.An added bonus: following the
<br />branding process, the diverse organiza-
<br />tions and entities that worked on the
<br />initiative often find themselves appreci-
<br />ating the other groups more and v~Tork-
<br />ing with them on additional projects.
<br />f~anage but n€~t etwn
<br />A number of problems are inherent in
<br />the idea of a locality v~holly o«ming
<br />and controlling its brand. First, that type
<br />of control may affect buy-in from the
<br />bigger group, including the private sec-
<br />tor.And buy-in is mandatory, from the
<br />perspectives of both implementation and
<br />financing. In addition, even-~~ four years
<br />or so a local government may experi-
<br />ence aturnover in elected officials.
<br />I've had more than one client imple-
<br />ment adynamite brand, only to have
<br />it abandoned by newly elected officials
<br />looking to make their own marks.
<br />Ideally, ownership of your connmu-
<br />nity's bran pat orm and brand identity
<br />should be held by a sizable and inclu-
<br />sive ma_ rketin~_partnership comprising
<br />local government as v~Je 1 ac hig and emall
<br />players from the public and private
<br />sectors. And, although the amount of
<br />resources each group brings to the table
<br />can impact each group's influence over
<br />the process, all should be invited.
<br />Fr~a~ iasigilt ~~ [aspiration
<br />The next step is to review the process
<br />of branding, beginning with a defini-
<br />tion of a brand.A brand isn't a logo, a
<br />mission statement, or even a positioning
<br />platform.Your brand isn't something
<br />you produce or provide to others, like
<br />an ad, brochure or radio spot.
<br />Your brand rests in the minds and
<br />hearts of other people. It is what they
<br />'say about you when you're not around.
<br />It can be influenced and shaped by
<br />IVI INNES07A CITIES
<br />marketing materials. What has more
<br />influence over the things people say
<br />about your conununiry:Your logo or
<br />someone's experience in your commu-
<br />nity?Your positioning line or ghat a
<br />prospect hears from a friend?
<br />Although there are several approaches
<br />to building a brand, the process I advo-
<br />cate involves four steps:
<br />Understanding. Researchers should
<br />talk to elected officials, residents, visi-
<br />tors, and business owners. They must
<br />test your community's attractions,
<br />dive into its history, and explore its
<br />economic development opportunities.
<br />They should visit neighborhoods,
<br />schools, museums, and traditional town
<br />squares. They should explore and fish
<br />(if that's v~hat you offer) and attend
<br />local meetings. They should eat and
<br />shop, and check out your hotels.
<br />Insight. The most successful brands
<br />establish an emotional-not just an
<br />intellectual-connection.You now need
<br />to translate all those fascinating facts
<br />gathered during the research phase into
<br />emotional sparks that can bring your
<br />brand to life.Your brand strategy z mast
<br />be relevant to your situation while it
<br />differentiates you in the competitive
<br />marketplace.
<br />Imagination. During this phase,
<br />you breathe life and character into
<br />the understanding and insights that
<br />the process has revealed. Here, all the
<br />data and high-level strategies are trans-
<br />formed into tangible creative products
<br />that embody your brand.The results
<br />are consistent communication concepts
<br />(positioning lines, ogos, a , pu c
<br />relations, web sites, outdoor boards,
<br />and so forth) and strategic initiatives
<br />JUNE-JULY ?.oo~
<br />
|