Liverpool Lisbon City branding campaigns Team: Maria Kalogeropoulou, Alexardra Koroksenidi, Christos Ntambakakis, Evi Stoubou Prof.: Betty Tsakarestou Lesson: Cultural Marketing
LiverpoolLisbon
City branding campaignsTeam: Maria Kalogeropoulou, Alexardra Koroksenidi, Christos Ntambakakis, Evi StoubouProf.: Betty Tsakarestou Lesson: Cultural Marketing
Before: Negative image
Poor in culture (the city’s mainly associated with the football team)
High in unemployment
Social deprivation in the 80s
Tony Blair on a visit to the city in 2003 said Liverpool was «a byword for political extremism and unemployment».
2008 Liverpool: Cultural Capital of Europe
Changed perceptions and helped economic development. Boosted the self perception of the locals.
It prepared the surface for latest developments.
Media coverage of Liverpool's cultural attractions doubled with positive views outweighing negative ones.
9,7m visitorsthe event brought to the city, an increase of 34%
85% of residentsagreed that it was a better place to live than before
£753.8mgenerated for the economy
2011 It’s Liverpool campaign
Aims: ■ Attracting businesses■ Accelerating growth and building
a sustainable economy
■ Increasing investment■ Creating investment opportunities
Key actions Marketing Liverpool Invest Liverpool International Festival
for Business
Method and Tools Counseling Contacting investors Online links and active
communication Promoting development International collaborations
(for example with China: the Liverpool in China Partnership aimed at all sectors , tourism, trade, culture etc)
A joint venture between the public and private sector. Liverpool Vision is the Mayor of Liverpool’s economic company.
Public and private sector companies in Liverpool are joining together in a bid to change the image of the city.
Backers include Liverpool One owners Grosvenor and Peel Holdings, who run Liverpool John Lennon Airport.
Everton and Liverpool football clubs and the city's universities are also taking part.
Making Liverpool an attractive city to live in.
Culture: Examples of action
In 2011 the city opens its waterfront Museum of Liverpool, the first museum in the UK dedicated to the history of a city.
Promoting and Marketing Liverpool as the city with the most museums and galleries in the UK. Other highlights include the Liverpool Empire Theater, the second largest theater in the country.
The city of festivals. In 2015 UNESCO put Liverpool in the group of the world’s “cities of music”.
Ambition
Affirmation of Lisbon’s position among the most popular European capitals for tourists.
Increase of its market share in the domestic market.
Portuguese tourism becomes more competitive.
Vision Should be enhanced through elements that - reflect the incentives and attractiveness of the region - set it apart as a tourist destination.
The areas that make up this value proposal are: 1. Authenticity2. Capital Status, 3. Attractiveness, 4. Sensations, 5. Sophistication and Modernity, 6. The Human Element, 7. Unique Historical Importance and 8. Diversity of Experiences.
Objectives Increase quantity and value Increase the number of visitors
from traditional and emerging markets
Upgrade the experience of visitors and their impressions of a destination with a very diverse offering (ranging from budget to luxury).
Generate more awareness of the destination
Place Lisbon “top of mind” in the list of the must-see European capitals by increasing awareness of the city in the strategically relevant outbound markets and demand segments.
PositioningThe strategic position adopted by Turismo de Lisboa is organised into four sequential phases: Markets Segments Products Brand
Programme 1: The rebirth of a meeting place in a capital city square, The Terreiro do Paço
Objectives Reinforce the destination’s status as a capital city. Upgrade the Baixa and Frente Ribeirinha districts (Terreiro do Paço Ribeira
das Naus) . Increase the offering of maritime-tourist activities and “cruise line”
products.
Programme 2: Belém: The cultural icon, a museum district
Objectives Maximise the destination’s cultural offering Upgrade the Belém micro-centre Culture and museums
Programme 3: A new standard for the meetings industryProgramme 4: A family destination
Programme 3ObjectiveMaximise the offering for the meetings industry at the destination
Programme 4Objectives Maximise the offering for
entertainment and leisure at the destination
Encourage the offering aimed at families
Programme 5: A closer relationship with the river and the ocean
Objectives Increase the offering of Nautical Tourism (water sports and maritime-
tourism) at the destination Bring the river and the ocean closer
Programme 6: A region focused on tourism, Lisbon for all
Objectives Improve accessibility to the main sites of tourist interest Maximise usage of tourist resources with outstanding heritage value Upgrade all aspects of the destination’s tourism offering Lisbon for all
Programme 7: Bringing Lisbon closer Programme 8: A very personal customer experience
Programme 7,ObjectiveImprove air and rail access to the capital
Programme 8, Objectives Encourage a more organised
offering and greater creativity on the part of players in the sector
Raise awareness and mobilise the population with respect to the importance of tourism at the destination
Upgrade the tourism offering and urban areas
Programme 9: A new approach to the brandProgramme 10: Promoting tourism
Programme 9,Objectives Generate more brand awareness Organise a marketing and
communication strategy Jointly manage the destination’s
brands and promotional efforts
Programme 10,Objectives Increase promotion of the
destination Maintain/increase forms of
promotion with a view to sustainability
Organise the marketing and communication strategy
Sources:Liverpoolhttp://www.itsliverpool.com/www.creativebrief.com/.../city-brand-leade...http://eprints.leedsbeckett.ac.uk/www.citybranding.gr/http://www.emeraldinsight.com/http://www.bbc.co.uk/
Lisbon