Towards a network place branding through multiple stakeholders and based on cultural identities

2016 ◽  
Vol 9 (1) ◽  
pp. 73-90 ◽  
Author(s):  
Norberto Muñiz Martínez
Keyword(s):  
Conceptual Analysis ◽  
Place Branding ◽  
Modern Concept ◽  
Western World ◽  
Natural Environments ◽  
Multiple Stakeholders ◽  
Content Type ◽  
Dynamic Identity ◽  
Cultural Dialogue

Purpose This paper aims to analyse the creation of a place brand for Colombia’s coffee region, within the framework of the evolution of place branding from traditional, one institution-led marketing approaches towards a more modern concept of network branding involving multiple stakeholders. The production of quality coffee in this region has been complemented with the development of coffee-themed rural tourism, which helps Colombia to enhance the value and positioning of its resources in the context of the economic and cultural exchanges inherent in globalisation. Design/methodology/approach Following a theoretical and conceptual analysis of place branding, this paper explores the case of the Coffee Triangle, examining the network of interrelationships involved in the process of business-led coffee branding and place branding by public institutions to achieve a dynamic identity asset shared by various parties. This study entailed fieldwork in Colombia to visit the region and hold meetings with managers in public administration, representative companies in the region and various social groups and entities. Findings Following a conceptual analysis which attempts to demonstrate the evolution of place branding towards a more holistic, multi-party and networked approach, the case study confirms the formation of complex interactions between stakeholders and public and private institutions at the local, regional, national and even international level. Practical/implications This successful initiative can serve as an example for other food production regions in emerging countries, helping them to improve their positions in global scenarios and enhance the value of their physical products through a heightened awareness and appreciation of the culture associated with these natural environments and landscapes. Synergies between business and place branding are also analysed. Originality/value This paper looks at an instance of place branding involving multiple stakeholders and on the basis of cultural and dynamic identity. It comprises an inter-regional case study in Colombia. South America is a sub-continent where some interesting and successful place projects are being implemented that add nuances to global economic and cultural dialogue, which has probably focused mainly on the Western world and the industrial nations of Asia.

Cooperative behaviour and place branding: a longitudinal case study in Italy

2016 ◽  
Vol 19 (2) ◽  
pp. 156-172 ◽  
Author(s):  
Chiara Rinaldi ◽  
Alessio Cavicchi
Keyword(s):  
Geographical Area ◽  
Place Branding ◽  
Cooperative Behaviour ◽  
Longitudinal Case Study ◽  
Case Study Methodology ◽  
Content Type ◽  
Study Methodology ◽  
As Relationship

Purpose This paper aims to understand the motivations driving cooperative behaviour between heterogeneous stakeholders in place-branding activities, focusing on contract-based and relation-based cooperation constructs. Design/methodology/approach The longitudinal case study method is used to help understanding how the investigated network has evolved over four years from an attempt to build a regional umbrella-brand to a network contract between 13 enterprises. Findings The findings suggest that the relationships of trust and shared values among stakeholders are essential to foster cooperation, but also that contract-based governance complements a relation-based governance, enhancing the performance of the alliance. Research limitations/implications The main limitation is related to the case study methodology, as results are strongly dependent on the specific characteristics of the stakeholders and the geographical area analysed. Social implications The role of stakeholders in building a place brand is increasingly important. When analysing cooperative behaviour drivers, more attention should be paid to such intangible assets as social, human, relational and organisational capital. Originality/value This longitudinal case study emphasises that for success in place-branding activities, contract-based cooperation can be particularly useful at the beginning of a network alliance, while relation-based cooperation ensures the strength and continuity of the partnership but it takes time to develop. Responsible leaders, working as relationship facilitators/enablers, are important to keep network members engaged, by creating trust and favouring mutual beneficial relationships between stakeholders.

A deliberately emergent strategy – a key to successful city branding

2015 ◽  
Vol 8 (2) ◽  
pp. 90-102 ◽  
Author(s):  
Janne Lindstedt
Keyword(s):  
Place Branding ◽  
Place Identity ◽  
Point Of View ◽  
City Branding ◽  
Content Type ◽  
Emergent Strategy ◽  
Branding Strategies ◽  
Local Stakeholders ◽  
Place Brand

Purpose – The paper aims to address a neglected issue in the literature on place brand co-creation, namely, the strategic planning of the branding process. Furthermore, the paper demonstrates the benefits of a deliberately emergent strategy. Design/methodology/approach – A qualitative case study focusing on Turku, Finland, supports the development of the argument. In this study, branding of Turku is examined both during the European Capital of Culture 2011 (ECoC) project and after it. Findings – The contribution of the ECoC 2011 project – which was widely perceived as a success – to Turku’s brand was based on a deliberately emergent strategy. Afterwards, the local government has, however, chosen a different approach to branding. Research limitations/implications – Given the increasing popularity of brand thinking among practitioners all over the world, it would be meaningful for scholars to pay more attention to the application of brand co-creation in place branding strategies. Practical implications – The deliberately emergent branding strategy could be considered an approach to applying the idea of brand co-creation in practice. It enables local stakeholders to make their voices heard and results in increased credibility of a branding process. Originality/value – Place brand co-creation has not yet been examined from strategic planning’s point of view. The need for this kind of examination is apparent, because branding strategies have traditionally been based on the idea of static place identity. The Turku case helps to propose a solution in terms of the notion of deliberately emergent branding.

How to make everyone fall in love with a city

2020 ◽  
Vol 36 (11) ◽  
pp. 43-45
Keyword(s):  
Design Methodology ◽  
Complex Nature ◽  
Multiple Stakeholders ◽  
Content Type ◽  
Resident Participation ◽  
Multiple Stakeholder ◽  
Pertinent Information ◽  
Place Brand ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper uses a case study of St Petersburg, Russia, to analyze the best ways in which to build an enviably effective place brand architecture, given the complex nature of managing multiple stakeholders with varying interests. The results uncovered that a sub-brands strategy is effective at making space for the multiple stakeholder voices that can add value to a city's master brand through coordinated co-creation. Increasing the low resident participation levels that are apparent in St Petersburg has the potential to transform the city's brand energy and touristic allure. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals Re-examining the philosopher’s stone of leadership

2019 ◽  
Vol 34 (4) ◽  
pp. 653-663
Author(s):  
Fenwick W. English ◽  
Lisa Catherine Ehrich
Keyword(s):  
School Leadership ◽  
Design Methodology ◽  
Conceptual Analysis ◽  
Continuous Process ◽  
Multiple Identities ◽  
Leadership Performance ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to re-examine the phenomenon of leadership at the intersection of aesthetics, identity and self within a dynamic, fluid and interactive compositional mixture which is part of a leader’s continuous process of invention and reinvention. Design/methodology/approach The methodology of this paper is a conceptual analysis and presentation involving some of the extant literature in the field of aesthetics, identity and leadership, including Harold Bloom’s theory of poetry that provides an entrance point to understand the problem of identity. The authors argue that a person, such as a leader, has multiple identities and interactions with others which lead to the co-construction of the self. To demonstrate this argument, the authors explore a case study of the life of the opera diva, Maria Callas. Findings An exploratory conceptual model demonstrating the relationship between identity and self, and insights and Bloom’s theory are applied to illuminate the case study of Maria Callas’ life. A key finding of the analysis is that identity is linked to performance and co-constructed in relation to others. Practical implications The paper concludes by discussing two implications for developing school leadership performance: the need for an aesthetic perspective of leadership and the need to provide a range of teaching approaches to teach leadership. Originality/value There have been few, if any, significant breakthroughs in understanding more about leadership from the traditional methods of social science. It is argued that until and unless researchers move towards working in aesthetic traditions there is not likely to be new understandings of it.

scholarly journals Multiple stakeholders and B2B branding in emerging markets

2016 ◽  
Vol 19 (3) ◽  
pp. 287-309 ◽  
Author(s):  
Veronika Tarnovskaya ◽  
Galina Biedenbach
Keyword(s):  
Emerging Markets ◽  
Brand Value ◽  
High Tech ◽  
Multiple Stakeholders ◽  
Content Type ◽  
Corporate Managers ◽  
Local Stakeholders ◽  
Brand Strategies ◽  
B2b Branding

Purpose The main purpose of this study is to investigate perceptions about and contributing activities to business-to-business (B2B) brand value by corporate managers and local stakeholders in the context of emerging markets. Design/methodology/approach The case study examines brand strategies of a multinational company in the high-tech industry. By using NVIVO, this research analyses the brand narratives by corporate managers of Axis Communications in Sweden and local stakeholders in Russia, Brazil and India. The study evaluates perceptions about brand value and contributing activities emphasized by corporate managers, local managers, local partners and local end-customers. Findings The findings demonstrate that corporate managers underutilize contributing activities by local managers and other local stakeholders, despite these activities being central to enhancing brand value. This research provides insights into how corporate and local managers can develop successful brand strategies in emerging markets. Consequently, a general typology of contributing activities to B2B brand value by local stakeholders is proposed. Originality/value The company-centred approach to B2B branding stresses the importance of unique components of brand value and their consistent communication to multiple stakeholders. Prior studies provide limited evidence on how various stakeholders perceive brand value and enhance it through their contributing activities. Following the stakeholder-encompassing approach, this study advances branding research by examining perceptions about and contributing activities to B2B brand value by corporate managers and local stakeholders in a cross-cultural setting. Future studies are recommended to apply a stakeholder-encompassing approach in developed and transition economies and considering other relevant groups of stakeholders.

scholarly journals Brand-driven identity development of places

2017 ◽  
Vol 10 (2) ◽  
pp. 152-172 ◽  
Author(s):  
Guenther Botschen ◽  
Kurt Promberger ◽  
Josef Bernhart
Keyword(s):  
Identity Development ◽  
Place Branding ◽  
Collaborative Action Research ◽  
Phase Model ◽  
Cultural Meanings ◽  
Content Type ◽  
Three Phase ◽  
Place Brand ◽  
Rural Places

Purpose This paper aims to present an interdisciplinary approach for the development and design of place brands, which goes far beyond communication strategies and advertising campaigns. The so-called “Brand-driven Identity Development of Places” (short: BIDP) approach provides a structured three-phase model that can serve as a practical guide for the development of commercial, touristy, urban and rural places. Design/methodology/approach Longitudinal collaborative action research over a time span of 20 years plus extended case study research supported the evolution of the BIDP approach. Findings BIDP is a circular three-phase model starting with the definition of the intended place brand identity, which in Phase 2 becomes translated into concrete touchpoint experiences along the main constituents of the place, and finally materialising into the new place format. The case study of the City of Innsbruck is prototypically used to illustrate the application of the designed approach and to report achieved results. Research limitations/implications Place brand development based on translating socio-cultural meanings into touchpoint experiences to materialise and align place constituents is opening up new avenues to initiate and govern place development. At present, the approach is based on case studies in the western region of Austria and South Tyrol. Practical implications The three-phase model represents a practical tool for place brand managers, who want to renew and to develop their place format in a structured way. The BIDP model can be applied for all forms of places. Social implications Foremost, the described place branding collaborations reassure the proposition of Olins (2002) and Schmidt (2007) that place branding is a crucial internal project that unites groups of people around a common strategic vision providing sense and direction besides reaching out to the traditional customer–stakeholder audience. Originality/value A structured model for brand-driven place development, which evolved during 20 years of longitudinal collaborative action research with executives and representatives of commercial, touristy, urban and rural places, BIDP locks into anthropological research findings where cultural meanings are considered as the main source for the construction of brand identities.

Authenticity, local creatives and place branding: a case study from the Blue Mountains, Australia

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Katrina Sandbach
Keyword(s):  
Stakeholder Participation ◽  
Place Branding ◽  
Creative Industries ◽  
Content Type ◽  
Blue Mountains ◽  
Study Approach ◽  
Brand Authenticity ◽  
Field Notes ◽  
Place Brand

Purpose This paper discusses the notion of authenticity and the role of local creatives in the place branding process based on a case study of Mtns Made, a brand for the creative industries in the Blue Mountains of Sydney, Australia. This paper aims to examine the development, implementation and management of a place brand from the ground-up and explore the implications for a situated place branding practice. Design/methodology/approach The concept of brand culture was used as a theoretical lens to view place branding. A qualitative case study approach was taken, incorporating the collection of primary and secondary documents, observation of online platforms and real-world events, field notes and personal reflection from an insider position. Findings The findings of this study suggest that local creatives can and have played a central role in place branding. The study also illustrates a model for place branding that centres on stakeholder participation in an ongoing process. Originality/value Local culture and creativity are largely viewed as assets for place branding; this paper draws attention to the agency of local creatives in the place branding process. This study offers three pillars of place brand authenticity and establishes a framework for place brand analysis based on a branding design strategy.

Co-creation as a strategy for program management

2015 ◽  
Vol 8 (1) ◽  
pp. 58-73 ◽  
Author(s):  
Malin H. Näsholm ◽  
Tomas Blomquist
Keyword(s):  
Qualitative Interviews ◽  
Secondary Data ◽  
Program Management ◽  
Multiple Stakeholders ◽  
Initial Development ◽  
Content Type ◽  
Strategic Approach ◽  
Practical Implications ◽  
Empirical Material

Purpose – Little attention has been paid to the initial development of programs. The purpose of this paper is to explore co-creation as an alternative strategic approach for program management. Co-creation of programs means that the projects within the program are created by the users and producers of the projects. Design/methodology/approach – The paper is based on a case study of the co-creation approach of the Umeå 2014 European Capital of Culture program. The empirical material analyzed consists of qualitative interviews with members of the Umeå 2014 team and the politicians involved, as well as secondary data on the program. Findings – The Umeå 2014 Capital of Culture program takes the form of a platform that makes meetings and interactions possible. Co-creation allows for creative cultural projects to emerge, but the program becomes reliant on the different actors involved. Balancing dilemmas of multiple stakeholders and maintaining control while enabling the emergence of ideas is key. Practical implications – These findings have practical implications for the management of more emergent program structures. A flexible organization with guiding values and criteria to balance the different projects can be used to achieve program goals when multiple stakeholders have their own agendas. Originality/value – This paper contributes to research on program management by introducing the concept of co-creation as a strategic approach for program management. The creative and innovative benefits of co-creation can be reached in the development of programs but other challenges for their management are involved.

How did COVID-19 impact working professionals – a typology of impacts focused on education sector

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amrita Chakraborty ◽  
Arpan Kumar Kar
Keyword(s):  
Multiple Stakeholders ◽  
Deep Dive ◽  
Content Type ◽  
Employee Welfare ◽  
Media Reports ◽  
Pay Cuts ◽  
Depth Interviews ◽  
Versus Supply ◽  
Academic Sector

PurposeThe pandemic COVID-19 brought in large challenges globally among the workforce. There were reports of how employee layoffs and pay-cuts were gradually becoming prominent across industries based on media reports. However, there were no attempts to develop a typology of challenges faced by the workforce.Design/methodology/approachThis study mined user-generated content from Twitter to bring out a typology of challenges due to the sudden turbulence that is faced from the pandemic. A case study has also been conducted by taking in-depth interviews in the academic sector to deep dive into the nature of these problems.FindingsThe study findings indicate that these challenges are basically stemming from challenges surrounding infrastructure readiness, digital readiness, changing nature of deliverables, workforce demand versus supply problems and challenges surrounding job losses.Research limitations/implicationsThere is a need to explore the linkages through inferential research infrastructure readiness, digital readiness, changing nature of deliverables, workforce demand versus supply problems and challenges surrounding job losses on employee welfare during pandemics.Originality/valueThe authors provide inductive insights based on a data-driven research methodology surrounding the sudden challenges faced and possible mechanisms to address these issues faced by a stressed workforce catering to multiple stakeholders.

Establishing and promoting an institutional repository and research information management system

2020 ◽  
Vol 37 (7) ◽  
pp. 9-12
Author(s):  
Darren Sweeper ◽  
Karen Ramsden
Keyword(s):  
Strong Relationship ◽  
Information Management System ◽  
Lessons Learned ◽  
Relationship Building ◽  
Institutional Repository ◽  
Research Information ◽  
Multiple Stakeholders ◽  
Content Type ◽  
Scholarly Output

Purpose The purpose of this paper is to share the experiences and to highlight lessons learned from the establishment of the institutional repository (IR) while collaborating in a state-wide initiative to showcase the scholarly output of New Jersey researchers. Design/methodology/approach The authors discuss how they used the case study method to collaborate with multiple stakeholders from across their university to establish an IR to support the University’s vision plan. Findings The authors found through strong relationship building and consistent outreach that they could launch a successful IR while enhancing the scholarly profile of their university faculty. Originality/value The authors contend that they have not exceeded the up to 20% overlap is okay according to Emerald’s originality policy.

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