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• W328941016 abstract "Mary Hopper walked into her living room and sat back on the couch to reflect upon what had proven to be a challenging day. She had just finished a meeting with her board of directors, which left her not knowing exactly what to do next. The question she was asked to consider rolled over and over in her mind without any clear answers rising to the surface. How do you effectively brand a place? she murmured under her breath, before looking through her meeting notes to find a place to start. She sighed and settled in for a long night of brainstorming. Place branding, or at least place marketing, was often on Mary's mind due to her role as Executive Director of University City Partners (UCP). The organization was created in 2003 to promote economic development in University City, a submarket of Charlotte, North Carolina. A 25-member board of directors, appointed by Charlotte's City Council, guided UCP's activities and funding for its operations was provided by a supplemental property tax collected in the submarket's commercial core. The tax generated over $600,000 annually for marketing, research, and urban planning initiatives. UCP determined that some portion of these funds should be dedicated to a branding campaign, and Mary was left with the task of determining how to create a compelling identity for the area capable of differentiating it from competitors. Over the years, UCP had participated in a number programs intended to make University City a more attractive place to work and live. These efforts were necessary as a result of ongoing growth in the submarket, which had occurred since the University of North Carolina at Charlotte established its permanent campus there in the mid-1960s. New public infrastructure was constructed in the area throughout the 1970s and 1980s encouraging the development of many residential subdivisions. Shopping centers and business parks soon followed and by the mid-1990s over 100,000 residents lived in the area. The population swelled to approximately 150,000 by 2010, making University City one of the largest submarkets in the region and the second largest employment center in Charlotte. Despite its growth, members of UCP's board of directors had mentioned to Mary in the past that they believed University City's economic development was encumbered by negative perceptions that existed in the marketplace. These concerns had recently been reinforced by a market research survey, which generated the results summarized in Table 1. Many of the respondents participating in the study noted that they were familiar with University City, but believed traffic congestion and low-quality public schools diminished its attractiveness as a place to shop, work and live. University City also appeared to be perceived as a remote location on the urban fringe even though it was only ten miles from Charlotte's central business district. The issues noted above, among others, encouraged 51 percent of the respondents participating in the market research to indicate that they probably or definitely would not consider living in University City if they moved, while only 29 percent indicated they would probably or definitely consider the area. The remaining 20 percent of the respondents were either unfamiliar with the area or already lived there. Of greater concern was the fact that University City did not stack up well against other submarkets in the Charlotte region anticipated to be competitors. Only one of six alternatives was perceived to be a less desirable place to live than University City. In response to the survey results, UCP formed a marketing committee to explore different ways to address University City's image problems. Five strategic objectives were ultimately identified: 1) increase awareness of University City's unique nature and economic impact, 2) create a compelling brand identity for the submarket that resonates with multiple stakeholders, 3) communicate the brand image to targeted audiences efficiently and effectively, 4) promote key strategic assets located within the submarket, and 5) identify and address detrimental misconceptions. …" @default.
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• W328941016 date "2012-06-22" @default.
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• W328941016 title "Reinventing University City: Applying Branding Principles to Places" @default.
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