Southampton - Developing a city brand
Initial Situation
Southampton suffered from a lack of clarity about its image. It has several assets and strengths but had not capitalised on them, nor had it any comprehensive strategy for attracting new people to the city be they visitors, businesses or investors. There was a considerable amount of this happening but all activity lacked a sense of cohesion. The personality of the city was missing. This was not a fault of those involved with the work as individually the activities were professional but there has never been any work undertaken to identify what the city stood for, and how it wanted to develop as a whole in the future.
Aim / objection
The aim of the project was to bring people together to establish the personality of the city and to establish actions which could be taken to illustrate this throughout the city, looking to the long term (2020). This was to be the brand of the city. Additionally all activity needed to include people from key organisations in the city who could make things happen, and the brand needed to have the buy in of key stakeholders to ensure it was relevant and achieveable.
Actions / experiences
One of the biggest challenges for this activity was to bring together people on a voluntary basis to work on the teams developed specifically. We developed a Brand Leadership Team made up from key decision makers in the city, and a Brand Development Team who were people who had a key influence in delivering projects in the city. the involvement and development of these teams has been crucial to the success of the project. Bringing together these people from different backgrounds with different agendas has not been easy and has taken up more time than was originally anticipated. However it was essential that these teams worked well together, understood the process and saw the bigger picture as opposed to their own individual requirements.
There was a considerable amount of work to do to gather existing information about the city. The previous lack of a joined up approach was reflected in the information available to use - many organisations had commissioned research much of which covered similar issues, and trying to find out what the city already had was very difficult. However by using networks it was possible to piece together what was already available and to identify what gaps there were in knowledge. This then formed the basis of the market research to identify current perceptions of city. It was essential to spend time on this process as it is not possible to bench mark any of the work if there is little awareness of the current position .
There was a considerable amount of work to do to gather existing information about the city. The previous lack of a joined up approach was reflected in the information available to use - many organisations had commissioned research much of which covered similar issues, and trying to find out what the city already had was very difficult. However by using networks it was possible to piece together what was already available and to identify what gaps there were in knowledge. This then formed the basis of the market research to identify current perceptions of city. It was essential to spend time on this process as it is not possible to bench mark any of the work if there is little awareness of the current position .
Results
The city now has a shared vision for the city - developed from over 20 at the beginning of the process. We have a clear idea about the current brand of the city, based on research undertaken. We also have a brand strategy which will help us to deliver the vision for the city.
The brand strategy is currently in the process of testing and consultation which will be completed by April 2006.
The brand strategy is currently in the process of testing and consultation which will be completed by April 2006.
Lessons to learn
Take time to develop teams - you cannot simply bring together people and expect them to act as a team. they need a lot of support and work, and allow for other issues to influence their thinking.
Don't underestimate the time needed to do this. Being bond by a definate timescale can cause problems if things can't be achieved to deadline.
Make sure everyone knows what they are doing and why they are involved
Don't underestimate the time needed to do this. Being bond by a definate timescale can cause problems if things can't be achieved to deadline.
Make sure everyone knows what they are doing and why they are involved
Costs
The costs for this process to date has been approximately £100k, much of which has come from local applications for funding.
Further Information
Liz Kite
liz.kite@southampton.co.uk
liz.kite@southampton.co.uk
Comments
This has brought together the city for a single purpose
It has focused peoples' minds on the city as a whole, not just their particular area.
It has focused peoples' minds on the city as a whole, not just their particular area.
TOOLS
Creating the vision - Southampton Vision 2026
Southampton - CASE: Southampton: Developing a city brand (UK)
In Southampton, we had many different visions for different plans and strategies for the city. None of them joined up or related to each other. The first stage of the work was to develop a shared vision. Working with senior decision makers in the city, a considerable amount of work was undertaken to establish what they wanted the city to be known for. It is important, not only to involve a wide range of people, but to consider all views and suggestions. This is a process that needs to challenge people and really identify the strengths of the city.
The vision for the city needs to be long term – what do you want the city to be known for in 10 or 20 years? This is not a short tem vision.
The vision also needs to be grounded in the city – the vision must be something to which citizens and stakeholders relate and not something so different for the city that no-one can recognise this for a future plan for the city.
Once the vision is agreed, then this needs to be adopted by key organisations in the city, and adopted in key policies and strategies – otherwise, how can this start to change the city?
The vision for the city needs to be long term – what do you want the city to be known for in 10 or 20 years? This is not a short tem vision.
The vision also needs to be grounded in the city – the vision must be something to which citizens and stakeholders relate and not something so different for the city that no-one can recognise this for a future plan for the city.
Once the vision is agreed, then this needs to be adopted by key organisations in the city, and adopted in key policies and strategies – otherwise, how can this start to change the city?
Files
Southampton Vision 2026
Involvement - Involving People
Southampton - CASE: Southampton: developing a city brand (UK)
The development of the brand in Southampton was only possible because a wide range of people were involved in the process.
Two teams, from a wide range of organisations in the city, were set up to help develop this concept.
A brand leadership team was established to set the strategic direction and development of the brand. This was made up from key decision makers in the city and came from a wide range of influential organisations in the city.
A brand development team was established to look at the practical implications of the brand developments and to consider this from a practical view point. The membership of the team was made up from both private and public sector organisations in the city.
These two teams were instrumental in the development of the brand for the city and to ensure it s application and acceptance by a wide range of organisations.
Additionally many people contributed to both formal and informal consultation about the image of the city and their views are recorded in research documents.
Two teams, from a wide range of organisations in the city, were set up to help develop this concept.
A brand leadership team was established to set the strategic direction and development of the brand. This was made up from key decision makers in the city and came from a wide range of influential organisations in the city.
A brand development team was established to look at the practical implications of the brand developments and to consider this from a practical view point. The membership of the team was made up from both private and public sector organisations in the city.
These two teams were instrumental in the development of the brand for the city and to ensure it s application and acceptance by a wide range of organisations.
Additionally many people contributed to both formal and informal consultation about the image of the city and their views are recorded in research documents.
Files
Terms of referenceResearch and analysis - Southampton Image Research
Southampton - CASE: Southampton: Developing a city brand (UK)
It is important to find out what people currently think about your city – what is their perception of you?
To do this, it is important to do research to find out current views. There are a number of different techniques that can be adopted. However, in Southampton we undertook some quantitative research with a wide range of people.
We placed a questionnaire in our civic magazine to allow our residents to feed back their views of the city. We also sent the questionnaire electronically to a number of key contacts associated with the city.
The questionnaire was also place on the city council’s website so anyone could complete this.
We also put some questions into existing questionnaires – one being undertaken by the local tourist office who were surveying visitors to the city, and the national survey which had a range of questions about consumer choices.
This process provided the city with a snapshot of what it was known for – and provided the foundation for the work for the future.
To do this, it is important to do research to find out current views. There are a number of different techniques that can be adopted. However, in Southampton we undertook some quantitative research with a wide range of people.
We placed a questionnaire in our civic magazine to allow our residents to feed back their views of the city. We also sent the questionnaire electronically to a number of key contacts associated with the city.
The questionnaire was also place on the city council’s website so anyone could complete this.
We also put some questions into existing questionnaires – one being undertaken by the local tourist office who were surveying visitors to the city, and the national survey which had a range of questions about consumer choices.
This process provided the city with a snapshot of what it was known for – and provided the foundation for the work for the future.
Files
Southampton Image Research
Creating the vision Involvement Research & analysis Process management Marketing & communication Resource allocation Implementation Evaluation