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(civic awards, architectural guidelines
<br />for redevelopment, way-finding
<br />systems) that support the strate~y~.
<br />Evaluation. Take time to make sure
<br />your brand is working for you: Put in
<br />place measures that track how your
<br />community-'s brand is perceived in the
<br />marketplace, and determine whether
<br />these changes in perception have
<br />worked to achieve the desired objec-
<br />tives of the brand.
<br />Just as I advocate placing local gov-
<br />ernment at the center of branding,
<br />I am adamant about the benefits of
<br />integrating research, strategy and cre-
<br />ativity into a single process. Ultimately,
<br />research is useless «~ithout strategic
<br />and creative shaping to bring it to life
<br />for the consumer.
<br />It is just as problematic to proceed
<br />«~ith a clever marketing campaign
<br />if research has not been conducted
<br />to determune the relevancy of that
<br />approach (or, as often happens, if
<br />research conducted by one company
<br />is being ignored by a creative agency
<br />because the creative types didn't con-
<br />duct it and they don't find it relevant).
<br />Finally, energetic, exciting, and rel-
<br />evant outcomes result more often when
<br />there is interaction among the people
<br />who conduct the research, the people
<br />who develop the strategy, and the peo-
<br />ple who cook up the creative. Count-
<br />less times I have seen our research
<br />people confer with the creative teams,
<br />and even take them to focus groups
<br />and interviews, in an effort to further
<br />their understanding of a certain quality
<br />a community may possess.
<br />U~~ }~a~r ca€~€nur~€ty as a ea€t~as
<br />As brand manager, you are responsible
<br />for identifying your local government's
<br />brand and bringing that brand to life.
<br />Clearly, this will involve marketing, so
<br />you will be accountable for the effec-
<br />tiveness and the return on investment
<br />of your conununiry's marketing efforts
<br />to both residents and the outside world.
<br />The brand must be represented in
<br />your conununiry's architecture, in its
<br />events and attractions, in its public art
<br />and signage, in the aesthetic overlays to
<br />development and redevelopment, in the
<br />attitudes of residents and public servants,
<br />in the community's approach to entre-
<br />preneurs, and in its educational offerings.
<br />In other words, your conununity must
<br />do more than advertise its new brand;
<br />it must wear it like a second skin.
<br />Of course, your community «-ill
<br />never become a branding canvas with-
<br />out its local leadership. Because most of
<br />«-hat we're discussing is local property;
<br />your message «-ill never make it to the
<br />storefiont, the water tank,. or the air-
<br />waves without government approval.
<br />Ia~a[6~~ges a~ c€a~rrt€€n€ty ~r~e~~€tg
<br />By their very nature, cities and counties
<br />are composed of different groups with
<br />different interests, agendas, and turfs
<br />to protect. How can you manage your
<br />community as a cohesive brand%
<br />Furthe>• complicating the problem
<br />is the fact that a single community= can
<br />mean so many different things to so
<br />many people. Corrununicating effec-
<br />tively in today's cluttered marketplace
<br />«~ill require you to hone that tangle
<br />of feelings and thoughts to a single,
<br />distinct point.
<br />All of this requires strong govern-
<br />ment leadership to keep branding from
<br />becoming bogged down "in comnut-
<br />tee." Solicit input from your entire alli-
<br />ance, but give actual decision-making
<br />to only a few Tiy to make the ultimate
<br />decision-makers reflective of your com-
<br />munity's makeup. Include, for example,
<br />representatives from the public, the pri-
<br />vate, and the nonprofit sectors.
<br />Stress early and often that branding is
<br />not about compromise or even consen-
<br />sus.Branding is about determining the
<br />strong singular message that ~~ill define
<br />your co>nmumty. It is about creativity
<br />and, yes, even risk. When all the sub-
<br />voices clamor to contribute their two
<br />cents regarding the brand message, the
<br />result too often is watered-do~~-n.
<br />Finally, have fun v~~ith the process.
<br />I've heard community branding referred
<br />to as a science, and in some ways it is.
<br />But despite all its scientific principles,
<br />at its core branding is about eliciting an
<br />emotional reaction. All the research, all
<br />the strategizing, all the logos and posi-
<br />tioning lines and advertising are work-
<br />ing toward one goal: the tiny reaction
<br />in someone's head or heart after an
<br />encounter with your brand. ~
<br />Dori McEach.ern is presidera.t of North Star
<br />Brand Strategies, Nashville, Ten.n.essee.
<br />E-mail: don@northstarideas.com. Excerpted
<br />by permission front t12e June 2006 issue
<br />of PM Magazine. Copyright 2006,
<br />International City/County 117anagement
<br />Association (ICMA), Washington, D. C.
<br />(~ d;ri
<br />LEAGUE of I
<br />MINi~I1;SOTA
<br />CITIES
<br />At the LMC.~rnual Conf rence in
<br />Duluth on Tune 37. the League celebrated
<br />the nnveilir:g of our nets- brand.
<br />All d.ecla_ients ofnc~ r,eu brand are based
<br />on what we heard from members in our
<br />snate~c plamung surcep and focus groups
<br />lasti-ear.The neiv LMC7ogo and tagluie,
<br />"Cormecdng ~ Lnnoratinosince 1913;'.«'i11
<br />be dispia~ ed prot_,inentlz- in the League's
<br />commuriications from this poinr forsr-ard.
<br />The ne-,a~ brand refiec`s the League's strong
<br />histots of service ro Minnesota cities.ltis
<br />designed to:
<br />^ Cor~~ey the pro.essionalism of the
<br />Lea~~e's prograri7s,ser«ces, and staff.
<br />^ Reflectthe role of the League in con-
<br />necring our member cities to
<br />each ocher.
<br />^ Reco~ize that the Leawe's innovative
<br />.approaches are an important part of
<br />oui organization's pzst, and critical to
<br />1_eeping Minnesota communities
<br />strong and Vital into the f=store..
<br />The clocktower is reminiscent of both the
<br />League building in St. Paul and o~ city hall
<br />and community cercers across Minnesota..
<br />The dine (1.9:13 in military brie) reflects
<br />*_he year the League leas founded.
<br />Neiv web site address, Another n~aTisition of
<br />note that is comcidina with the launch of
<br />the nes~- Lead to brand: Our sveb site address
<br />is switching from hr~nc.or~ to lmc.ora.
<br />Hotia~ever; both addresses s,~ill direct }you to
<br />the LMC web site :orseveral years to come..
<br />New staff e-anait addresses. League stmt
<br />e-n.ai1 addxsse~'~re als`v changing: Both
<br />the current e-mail adaresses (ending>si
<br />hnncorg) and the new e-mail addresses
<br />(en_ding in L-nc.oi-g) are currentl}~ opeia-
<br />tional-League stall can receive e-mail nom
<br />either address.~T enPect to beep both
<br />addresses operating for atleast three years.
<br />JUNE-JULY 200
<br />MINNESOTA CITrEs
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