5.b. Rebranding Flashcards
strategies to rebrand
SPORT = major sporting hub at an international scale can be a catalyst to kickstart rebranding
- major hub at a global scale = LEGACY REBRANDING
ART = through art galleries + events e.g. Glastonbury festival
-contribute to cultural image
-makes a reason to visit a place
or naturally through street art
ARCHITECTURE = can reinforce a particular heritage to promote place as modern + forward looking eg Covent Gardens
-not just looks can alter how people use a place => changes brand essence
-> potential to take away from uniqueness as modern architecture becomes ‘samey’
HERITAGE = can revitalise a place through ancient monuments eg Stonehenge - keep old buildings to showcase heritage/reflect past
- can enhance visitor spending
RETAIL = growth in importance of consumer spendings, increase emphasis given to ‘shopping experience’ = aided by retail dev.
-> raise economic profile
FOOD= develop a reputation of high quality food-> festivals-> money from tourism
-> can increase independence and social identity
How can rebranding be a contested process
CHANGES THE CHARACTER OF A PLACE
= gentrifiers result in socio-economic change as wealthier people move in with large disposable income change local services available
-corner shops-> boutiques/wine bars
-force existing residents out that can’t cope with increased rent
DIFFERENCES IN PRIORITIES
eg. development agencies dif. priorities from local residents
FAVOURING ONE GROUP OVER ANOTHER
some players benefit more from rebranding than others
why rebrand??
0 if place has ‘negative brand’ from deindustrialisation
0 rebalancing of. countries spacial economy
0 deprivation/polluted enviro-> new image
0 increased competition for tourism + investment due to globalisation
players involved
THE GOVERNMENT- WORK ON A RANGE OF SCALES by fecvelopment agencies attracting investment- clear up an area and provide infrastructure.
-INITIATE rebranding process + provide funds to stimulate large scale projects
e.g. Bristol harbour festival that celebrated maritime heritage
CORPORATIONS
= invest their money in regeneration projects after govt. have begun process, usually social projects for economic opportunities eg LS shopping malls increase flows of income
NOT-FOR-PROFT ORGANISATIONS eg National trust/community groups influencing branding on a small scale = social and environmental projects
- require co-op of a multitude of stakeholders as local groups work together
types of strategies? why is a range of strategies better?
FLAGSHIP DEVELOPMENT= through one large scale/ one-off property project to spark redevelopment
TOP-DOWN= LARGE scale organisation investing on expensive projects beneficial in the long term
- controversial for locals as no real benefits
- costly for LIDCs
- if doesn’t work have more damaging impacts than a range of strategies
BOTTOM-UP= private investors work on a small scale to increase economic profile - increase flows of people into an area
- funding + generate wealth over a LONG PERIOD
=range of inputs and co-operation is more likely as increase flows of ideas
BARCELONA- why rebrand?
- Densely populated/overcrowded living conditions, growth of population in to countryside due to industrialisation in the 19th century => needed to improve QOL (unemployment/crime/overcowding/lack of green space)
- 1936 Spanish civil war and Catalan lang/culture suppressed
- Required an image of being ‘rundown’ + ‘not maintained’
- La raval= textile + brick making industries = polluting overpopulated. port area= informal employment
terrible qol and unsafe due to drug dealing
Why did Barca rebranding work?
There was a broad range of strategies => lots of flows of ideas _ people involved=> decrease chance of contested rebranding
strategies to rebranding?
Flagship buildings such as the MUSEUM FOR CONTEMPORARY ART= large scale, promoting the city as a vibrant + creative hub + Gaudi which creates distinctive culture though architecture to promote reimagine
1992 OLYMPICS used at a catalyst to unite the city and create Catalan pride LEGACY to generate city wide development
STRATEGIC METROPOLITN PLAN 2020 = promoted by the non-profit association, Barcelona city council -> increase entrepreneurship + knowledge economy
- making Barcelona a sustainable city => people see it as adapting to climate change
Significant financial commitment = RAVAL HOTEL 2008
PRIVATE UNI gentrification links to increase socio-economic status locally
BARCELONA: players involved
Local authorities= ‘Barcelona GROWTH’-140 small projects 7 yr plan to improve the layout + decrease congestion (e.g, better transport routes)
Buisnesses= foreign investment. ‘Barcelona global’ = a citizen platform of ideas. strengthen brand-> business-friendly city, opportunity for FDI
EU= funded 80% for modern developments
perceptions
Inviting businesses + entrepreneurs -> changes dynamic as influx of young professionals
- increase multicultural atmosphere
- port city-> now very attractive
how was Barca SUCCESSFUL?
- no. 1 for business conferences in the world
- world’s 6th biggest city brand
- world’s highest life expectancy
- improvements in uni + accommodation attr -> boost economic growth acts students
why was Barca NOT successful?
SOCAIL TENSION:
wealthier have a different perspective on management of an area
illegal rental apartments
becoming overcrowded-> overflowing streets remove the personality + charm that attracted tourism in the first place
