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• W1560045083 abstract "Brand management is now being applied to places to stimulate economic and social development. While the literature advocates the benefits, it suggests that the process of implementation is not understood. Referring to the corporate brand-place brand analogy and the important role of senior management in corporate branding, this paper examines the role of community leaders, as the senior management equivalent, in two cities which have implemented a place brand strategy. This paper provides an insight into the importance of community leaders as drivers of the place brand as well as the cultural change which may be required to ensure the desired outcome. Introduction to Place Branding The application of brand techniques to places has been described as a new field within the discipline of marketing with Anholt (2002 p. 232) identifying place branding as marketing’s chance to create a lasting and significant future role beyond its traditional boundaries. An issue often misunderstood is that the name of a place is a brand; a brand being defined as a name, term, or symbol that identifies and differentiates (American Marketing Association, 2005). A place name complies with this definition as it identifies and differentiates one place from another. It is the meaning and communication of the place brand that can be managed. Importantly, as Gilmore (2002) claims, it is now a risk not to apply a brand strategy to a place name. She suggests that locations that do not seek to brand manage themselves run the risk of being positioned by competitors or other interest groups. The Development of Place Branding Place branding has been influenced by the practices of destination branding and corporate branding. Destination branding is related to marketing a place as a tourism destination and although some of the principles are the same, place branding takes a more holistic view (Kerr, 2006) and seeks to appeal to a broader range of markets such as new residents, investors, new businesses and corporate headquarters (Kotler, Haider and Rein, 1993; Lodge, 2002). In addition to the influence of destination branding, many of the studies into place branding have drawn from the literature on corporate branding. A number of authors (e.g. Olins, 1999; Anholt, 2002; Trueman, Klemm and Giroud, 2004; Kavaratzis, 2005) have recognised that there are similarities between the corporate brand and the place brand and that those researching the newer domain of place brands can learn from the more extensive literature and practice in corporate brands. The common features identified by Kavaratzis (2004) are that both have, multidisciplinary roots, address multiple groups of stakeholders, have a high level of intangibility and complexity, and have a need to take into account social responsibility and need to deal with multiple identities. Olins (2002) recognises that although branding businesses and nations do have a lot in common it is dangerous to take the analogy" @default.
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• W1560045083 date "2007-01-01" @default.
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• W1560045083 title "The role of community leaders as 'Senior Managers' in place brand implementation" @default.
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