LiverpoolLisbon

City branding campaignsTeam: Maria Kalogeropoulou, Alexardra Koroksenidi, Christos Ntambakakis, Evi StoubouProf.: Betty Tsakarestou Lesson: Cultural Marketing

Liverpool Rebranding – A concerted effort2008 Cultural Capital of Europe2011 It’s Liverpool

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”.

Lisbon2011-2014 Strategic Marketing Plan for Turismo de Lisboa

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

Thank you!