Transcript Kommunikativa trender - Baltic University Programme

Branding Places
Jesper Falkheimer,
Associate professor, Department of
Communication Studies, Lund University, Sweden
1. Branding and communication in a consumer- and
userdriven society
2. Place branding
3. Old and new strategic mindsets
Onsdag: Om Självmord, part two
Efteråt i natt undermitt täcke fortsatte jag fundera
lite över fördelarna med att vara död. De
var faktiskt fler än jag först trott men jag
ska inte trötta er med en uppräkning utan
bara nämna en i mängden: Likvakan!
Transparency
(openness,
visibility internally
and externally)
Organizational
efficiency (workrelated information
system)
Communication
management
Identity (increasing
organizational internal
identity, developing
culture)
Image (enforcing or
changing external
image/organizational
brand)
The role and possible effects of strategic communication
(Falkheimer & Heide 2007).
The publics, target groups, people
Passive
individuals
Passive
Individual
Focus
Active
Rational
Individuals
Passive
target
groups
Group Focus
Active
Active
floating
groups
Aktiva konsumenter och användare
Active consumers
Sellsumers
Media producers
Marketers
Activists
Solid Society
Centralization
Control
Rigid boundaries between private/public
Mass Communication
Rationality
Liquid Society
Uncertainty in relation to all social
relations
Individualism
Medialization
Mobility, trans-movements
Risk
Media Cultures in Conflict (Lull 08)
Pull!
Push!
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Individuals choose
Fast, fragmented
”Truth”
No boundaries (or new)
Specialization
Consumer=producer
Convergence
Zero control
Collective
Slow
Rigid boundaries
One truth
Loyality
One message
Total control
The media is the message?
The media is the massage
What is happening?
Embedded marketing
Buzz marketing
Viral marketing
Guerilla marketing
Affiliate marketing
Product/place placements
Communication Trends
1950
1970
2000
1.
AUTO-COMMUNICATION
”When people talk to themselves, it is called insanity.
When companies talk to themselves it is called marketing”
2.
ILLOJALITY
”I wouldn’t be in any club that
would have me as a member”
3.
UNCERTAINTY
”Man is destined to choose”
4. INDIVIDUALISM
”Me, me, me”
SPEED
Increasing need to manage change
in a ”runaway world”, as Giddens
calls our times.
Mobility
How do you reach and create
loyalty in a market full of nomads?
The grand solutions are gone
There is no ”one best way”
WHY PLACE BRANDING?
Increasing place competition to win
tourists, corporations, inhabitants,
creative class
Simon Anholt (2003, 54):
”It is no paradox to predict that in today´s global marketplace,
where brands and products can come from literally anywhere,
their ’rootedness’ will surely become more and more important
to consumers in their constant seacrh for brands with
trustworthiness, character and distinctiveness.”
Some guidelines for place brands
(Morgan & Pritchard)
•Legitimate
•Consistent
•Differentiated
•Powerful
Elite Strategies (Wally Olins 2005)
(1)
(2)
(3)
Set up an elite group with representatives of government, industry and
popular culture. Fund it and invite consultants to be guides
Find and define critical audiences. Research the existing place images
among inhabitants and external target groups
Consult opinion leaders and use the image data to determine strengths
and weaknesses
(4)
Create a core idea of the place brand. Visualise this idea through a
symbol created by a well-known artist
5. Develop a brand book with illustrations of the place mood,
personality and style
6. Co-ordinate and integrate messages from complementary sector
7. For a period of time, all formal communication along all channels
should be co-ordinated with the chosen brand
8. Final stage: “(…) influence the influencers”, in other words use
networking and opinion-formation tactics to move forward.
Identification with places…
1.
2.
3.
4.
Home city 42%
Home region 29%
Sweden 12%
Scandinavia and Europe 3-6%
A Swedish Survey 2005
• Place brands have to be rooted in the
place culture
• PR and branding must work together
• Is political
• Must be coordinated using a
relationship model (decentralized).
Centralization works for graphic
design, logos etc.
• Use small head units: involve
communication managament in all
processes.
• Realize that your place probably is of
most interest to the locals.
• Use (1) multiple identities (2) local
arguments (3) talk.
The role of mass media
Media coverage is often used as a central motif for
arranging event. Getz principles for media success:
(1) large, unique and re-occuring events have higher media value
(2) The event must be rooted in a broad place brand strategy
(3) Places are high-involving (political – full of ideological values) for
inhabitants (and sometimes for other stakeholders)
Case: Arla Foods and the Cartoon Crisis
1. Europe’s second largest dairy group
2. co-operative owned by 10.500 Danish and Swedish farmers, merger 2000, UK
2003
3. approx. 20.000 employees.
4. Subsidiaries in Europe, Asia, North and South America, Africa.
5. Production plants
– in ‘home markets’ of Denmark, Sweden and the UK
– in Saudi Arabia, Argentina, Brazil and Poland
– licensed production in USA and Canada.
– 2005 joint venture in China with the expansive Chinese dairy compan (milk
powder)
– Sales office in Algeria and in Vietnam in 2007.
•
Mohammed cartoons published in Danish newspaper as ’a test of freedom of
expression’ (sep. 2005)
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Middle East: Flag burnings, assaults on embassies, violent demonstrations
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Demands on punishment by law to the newspaper behind the Mohammed cartoons
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Urgings from religious Muslim leaders to boycott Danish products (20 jan. 2006)
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Almost total boycott for Arla (25 jan 2006, 80% of market)
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Arla ad in all major Arab newspapers and on TV: “Honoured citizens, the years we
have been in your world have taught us that justice and tolerance are fundamental
values in Islam”
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Religious leaders lifted boycott.
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However, the ad activated a new legitimacy crisis at home in Denmark
The
story (2)
Politicians, feminist NGOs accused Arla of succumbing to forces which
might suppress modernist values.
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“Arla is prepared to sell their grandmother in order to sell their products in
dictatorships. How can they treat our principles so lightly? My civic rights
are not for sale for two litres of milk.”
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“Arla’s reason for being in the Muslim world should be exactly that the
company via its trade with the countries in question can teach them
fundamental democratic values (…) They ought to spell out that to Arla,
equal gender rights and opportunities are crucial”
•
Arla’s reaction, to stress that the company never intended to sanction
gender oppression or violence, was met with scepticism.
If you hade been in Arla executive management – what would you
have done?
– Before the crisis: Could Arla have foreseen the development (using any
method?)
– During the crisis: Did they act as you would have recommended?
– Which are the crucial factors of communication management
excellence in a situation such as this?
Medier som mötesplatser
Medier som mötesplatser
•Ca 2 av 3 svenskar mellan 25-65 år använder
digitala möteplatser
•Hälften av denna användning handlar om att
hålla kontakten med vänner
•Ökning av nischade communities: likasinnade
samlas kring intresse
3 strategical mindsets
Classical Strategy
High belief in leadership, rational
choice, planning and stability. Role
model: Military, industry.
Communicative focus: Making communication plans.
Communication organization: Centralized function unit
Communication form: Mass Communication
Evolutionary strategy
High belief in market mechanisms. Leadership,
strategies and planning are not crucial –
markets are
hard to understand. Solution:
optimizing efficiency,
distributing loads of
services/products (differentiation)
and letting the
market decide. Role model: Biology
(the survival
of the most differentiated)
Communicative focus: Visibility
Communication Organization: Marketing unit focusing
distribution/observation
Communication form: Mass Communication (exposure)
Relativistic Strategy
There are no simple causal relations between acts and
effects. Leadership, rational models and planning are
mainly therapy for managers and bureucrats. But
”strategic frameworks” important: in close connection to
local realities. Strategies decrease uncertainty (as good
therapy) Strategies have an important value as a method
for understanding retrospectively. Role model: Chaos
theory, learning theory.
Communicative focus: Internal meaning
Communication organization: Decentralized (local)
Communication form: Interpersonal communication
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