Mansi saxena dissertation on branding of cities case of delhi

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© Mansi Saxena, 2010
CITY BRANDING - IMPLICATIONS OF
PERCEPTIONS, LIVEABILITY, ECONOMIC &
POLITICAL SCENARIO, AND IMPACT ON RELATED
TRADES
Branding | Delhi

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CITY BRANDING - IMPLICATIONS OF PERCEPTIONS, LIVEABILITY, ECONOMIC &
POLITICAL SCENARIO, AND IMPACT ON RELATED TRADES:
Branding Delhi
By
Mansi Saxena 200829A
PGDM (C)-II, (2008‐2010)
Submitted to
MUDRA INSTITUTE OF COMMUNICATIONS, AHMEDABAD (MICA)
In partial fulfillment of requirements of the Post Graduate Diploma in
Communications Management
Guided by:
Professor Tarun Tripathi

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© Copyright
Mansi Saxena, 2010
&
Mudra Institute of Communications, Ahmedabad

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In the fond memory of my Nanaji, who left us a few days ago, and my
Dadaji, who left us 5 years ago. Two of the most incredible men, I had the
honor of meeting, knowing and being loved by in my life!
May your soul rest in peace and May you both look down upon me, as I do
my best to make you both proud! I love you & I miss you.

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EXECUTIVE SUMMARY
This study attempts to understand the concept of city branding and its applicability to cities
across the world. It delves deep into the making of a brand from a city, what are the factors
involved, the models used and the theories published. It tries to understand what
advantages a city receives upon being branded and what are the risks involved in such a
branding exercise. It also explores how a city branding is different from a product branding.
It further investigates whether the overall acceptability of the concept of city branding,
whether it is a trend, a fad or a necessity of today’s time.
Using these learning’s, this study attempts to undertake the case of Delhi in the lieu of
Common Wealth Games 2010, and builds a branding methodology for New Delhi, the
capital of India.
At the dawn of globalization, a new world has emerged. A world which is vast, but is well
connected, a world which develops and gets smaller with it. This is no more a time of a few
big cities, where all the attention used to exist. This is no more a time, where these big
cities used to compete with one another to attract the Headquarters of Global
Corporations, Neither is this the time, where tourism was the way to attract people to a
city.
Cities now have evolved and learned to showcase that something special about them to
attract audiences of all sorts. Cities have carved niches for themselves, hitherto unknown.
Branding cities is no more a fad or something different; it has become a well accepted
phenomenon by the marketing gurus of today. In fact, branding a city is no more the extra
effort, but the required effort in the contemporary times today.
Cities have realized how a well strategized and well executed branding exercise results in a
360 degree development to the fabric of a city. They have understood that branding is
about everything that a city offers to its target audiences. An important thing to note is that
cities, through treated like products while branding them are vastly different in their
inherent nature. Cities are a brand to begin with, branding is undertaken to change the
brand perception. Also, they cater to audiences or consumers differently, as they directly
affect the living conditions of the consumer.

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A city has three different types of target groups, which are; people who live in the city,
people who come to work in the city and people who come to visit the city. Therefore, a city
needs to develop value propositions which cater all three separately and all three together.
A successful city branding needs to involve stakeholders at all the levels, which includes
the government, the industries, the educational institutions, the citizens, and everyone else
associated with the city. A clear, strategic vision followed consistently through all the
stakeholders is pertinent for a city to turn into a brand.
Delhi, the national capital of India has all the elements which can turn it into a world class
branded city. This study explores the possibilities that a branded Delhi can look forward to
and it suggests the process of branding, positioning and promoting Delhi. It explores the
various facets of Delhi and intertwines them to develop the Brand called Delhi.
The research methodology used for this study is exploratory in nature. It has been executed
in three phases. The first stage involved secondary research and analysis, wherein an
extensive review of the existing literature on branding of cities was undertaken to
understand and learn about the city branding. In addition to this, the study also looked at
some successful cases of branded cities to apply the learning’s from those into the case of
Delhi.
These findings and review led to the development of the second stage of research,
framework for getting expert views on branding of cities to provide credibility for the
literature review and also to understand the current scenario, schools of thoughts and
trends in City Branding.
This led to the third phase of the research, which was garnering information about New
Delhi, which utilized in-depth consumer interviews, across the three target group to enable
understanding of the perceptions, character analysis, values, offerings, and facilities of
Delhi.
These findings were integrated to develop a case study for Delhi, which explores Delhi
through its history to what it has become today, and where branding can take Delhi. This
chapter incorporates findings from the experts, cases and consumers to journey Delhi
through characterization, color associations, historical associations, governance, and

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quality of life. The study looks at the factors which work for Delhi and which don’t work for
Delhi.
The study further looks at Delhi as a product, proposed models which can be utilized to
turn Delhi into a brand, uses data from the Common Wealth Games to be held in Delhi in
2010 and understand the current versus desired perceptions of Delhi. Finally the study
helps building the city Delhi into a brand Delhi through a series of steps, and recommends
the methodology to take it forward.
With more and more cities indulging into branding themselves, this study assumes great
importance at this time, as India is being touted at the next super power. Delhi being the
capital city of the country, it is imperative for Delhi to emerge as an attractive and lucrative
option across its value offerings to its target group nationally and internationally. Also, with
the Delhi2010 due this year, this study is highly relevant and an opportune time for Delhi
to get serious about branding itself.

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ACKNOWLEDGMENTS
This study would not have been successful, if it weren’t for a few people, I would like to
take this opportunity to thank them for their immense support.
Tarun Tripathi. Thank you for all your help and direction, in helping me find people who can
help me with this dissertation and for showing faith in me and my capabilities. Thank you
for being a friend.
All the industry experts who took time out and provided me with their views and opinions
which helped me develop my thoughts into a coherent study.
My Mom, for being the coolest mother ever.
My Dad, for being the father every kid should have
My Maasi, for the being the friend in a parent
I am lucky to have three parents who made me the person I am today. Thank you for
always believing in me, for showing me the right path, for always standing behind my
shoulder and for loving me so selflessly. Thank you for everything. I won’t be half the
person, I am today if it weren’t for you guys!
My lovely sister, Anu, who has a karmic connection with me, Thank you for being my friend,
my companion, my partner in crime and the sweetest angel that you are. You are my first
kid, even though you treat me like one.
Sagar Shah. For just being you and for being my biggest patron, You make me believe in
myself. Thank you so much, MICA would’ve been incomplete without you
My dearest friends at MICA, who shared the labor through the nights, the laughter and
tears through this dissertation, thank you guys, this won’t have been half as fun, if it
weren’t for you all.
Delhi. For being the best city in the world! And, finally MICA for giving me this opportunity
to turn my love for Delhi into a study, which I truly enjoyed and learnt from.

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CONTENTS
EXECUTIVE SUMMARY ....................................................................................................................... 5
ACKNOWLEDGMENTS........................................................................................................................ 8
INTRODUCTION .................................................................................................................................12
LITERATURE REVIEW .......................................................................................................................14
DECIPHERING: CITY BRANDING.....................................................................................................15
Leadership............................................................................................................................. 15
Strategy ................................................................................................................................. 16
Creativity .............................................................................................................................. 17
WHY BRAND PLACES? ....................................................................................................................18
WHAT IS A BRAND? .........................................................................................................................19
Elements of a Brand............................................................................................................. 20
Brands as Business Assets and Explosion of Branding .................................................... 21
Guideline for good brand management .............................................................................. 21
APPLYING BRAND SCIENCE TO CITIES: BRANDS VS. CONCEPT ...............................................22
BRANDING OF CITIES – SENSE OR NONSENSE?.........................................................................22
Brand Architecture: ............................................................................................................... 23
Positioning: How should the brand of a city stand out?........................................................ 24
Organization Structure: What is a good structure for the management of a city?................ 24
COMMUNICATION MODEL FOR CITY BRANDING.........................................................................26
Primary Communication for City Branding:......................................................................... 26
Secondary Communication for City Branding:..................................................................... 27
Tertiary Communication for City Branding:......................................................................... 27
LEVELS OF PLACE MARKETING......................................................................................................28
ELEMENTS OF A PLACE MARKETING PROCESS..........................................................................29
MARKETING STRATEGY FOR PLACES ...........................................................................................36
Local Players: ....................................................................................................................... 37
Regional Players................................................................................................................... 38
National players.................................................................................................................... 38
International players ............................................................................................................ 38

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SUCCESS FACTORS FOR PLACE MARKETING..............................................................................39
Planning Group:..................................................................................................................... 40
Vision and Strategic Analysis................................................................................................ 40
Place Identity and Place Image.............................................................................................. 41
Public-Private Partnerships.................................................................................................... 41
Political Unity........................................................................................................................ 42
Global Marketplace and Local Development........................................................................ 42
Process Coincidences ............................................................................................................ 42
Leadership ............................................................................................................................. 43
KNOWLEDGE GAP & NEED FOR RESEARCH................................................................................44
RESEARCH METHODOLOGY & OBJECTIVES .................................................................................44
RESEARCH DESIGN..........................................................................................................................45
Secondary Research............................................................................................................... 45
Primary Research................................................................................................................... 46
Sampling Plan........................................................................................................................ 48
Branding Delhi : Developing a marketing Case Study................................................................49
BRANDING DELHI.............................................................................................................................50
Delhi, it’s origin and history ........................................................................................................50
Main Attractions Of Delhi..................................................................................................... 53
The Product called Delhi – An Evolution...................................................................................54
What works for Delhi? .................................................................................................................56
What works against Delhi?.........................................................................................................56
The Typical ‘Delhite’.....................................................................................................................57
Delhi the Person ...........................................................................................................................59
Delhi in Colors...............................................................................................................................59
Nicknames for Delhi ....................................................................................................................60
Competition from other World Class cities ..............................................................................61
The current Delhi Branding.........................................................................................................63
Resonance, Recall and Perception of Current Branding Activities of Delhi........................64
Non Aided Recall .................................................................................................................. 64
Aided Recall .......................................................................................................................... 65
Developing a Brand for Delhi......................................................................................................67

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Relevance Of Delhi ............................................................................................................... 68
The Awareness Levels of Delhi............................................................................................. 69
How Consistent is Delhi? ...................................................................................................... 69
Attracting the Creative Class: The 4 Pillars of branding the city: Applicability to Delhi....70
Education:.............................................................................................................................. 72
Industry:................................................................................................................................. 72
Government: .......................................................................................................................... 73
Foundation:............................................................................................................................ 74
Positioning the Brand Delhi........................................................................................................77
Type of Brand........................................................................................................................ 78
Tagline................................................................................................................................... 79
Promoting the Brand Delhi .........................................................................................................81
The Suggested Media and Channel Mix................................................................................ 84
CONCLUSION.....................................................................................................................................86
Annexure I..........................................................................................................................................88
Annexure II ........................................................................................................................................90
CITY BRANDING CASE STUDY: NEW YORK...............................................................................90
CITY BRANDING CASE STUDY: PARIS .......................................................................................95
WORKS CITED...................................................................................................................................99

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INTRODUCTION
In the times that we live in, everything from products, services, people, to places are
branded. This is no more an interesting marketing technique, instead the need of the hour
today. While there are some critiques of the concept, Place Branding is becoming a well
accepted theoretical development by marketing gurus in the world.
The days where the big cities used to compete with one another for placing headquarters
of multi-national companies are gone. To a great extent, this paradigm shift can be
attributed to technological advances and lowering of regulations across the world.
Therefore, cities can now carve their own niche for a separate value proposition they have
on offer.
A great deal of research has been conducted on the concept of city branding; some of the
identified requirements for city branding are leadership, strategy and creativity. It is
important to admit that a city is widely different from a product, yet has its set of
similarities. The greatest point of distinction is that a city is a single product, which can be
multi-sold. Therefore, it is imperative that a city defines its target segments clearly. In
broad terms, the customers for a city are people who live there, i.e. a city’s inhabitants,
people who create job there (the creative class) and people who stay there (contribute to
the city through tourism).
A city cannot function without its people, who form the stakeholders for the city. A city
branding exercise to a great deal is driven by the concept of leadership. Leadership
includes a city’s citizens, government authorities, private and public companies,
institutions, etc. The key to city branding is that there is no hierarchy in the organizational
structure for a city’s leadership board. They all are equal partners, who take strategic
decisions together, implement it as a group and therefore, enjoy the benefits or bear the
risks equally.
In order for a city to be a good brand, the city should have distinctive, differentiated
characteristics, which can be easily identified by the target group. A city branding exercise
requires a city to have certain basic characteristics, without which branding cannot be
successful (Winfield-Pfefferkorn, August 2005):

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- The city must offer attractive employment opportunities
- The purchasing power of the citizens should be reasonable
- It should provide reasonable living conditions
- The public transport system should be in place
- Education and recreational facilities should be present
Branding, if executed well has the capability to infuse life into the city. It has a direct
bearing on the work of urban and economic planners for the city. The key is to identify the
promise of a value that a city has, i.e. what is it that the city offers which can keep the
businesses, institutions and residents attracted and interested in the city (Gelder &
Roberts, Branding Bring Life to a City, 2006).
In case of city branding, the role of branding is not just strategic or visionary in nature. The
value of the brand is built at every point of contact with the consumer through the
experiences that the consumer has at that point. Therefore, relying only on the physical
characteristics of the place is not enough. It is each experience which defines the image of
the city in the consumers’ mind (Baker, 2007)
Therefore, the process of city branding is interesting albeit very complex in nature. There
are no one-size-fits-all phenomena for city branding. Each city’s stakeholders need to think
individually about their city and identify the differentiating characteristics, the strengths
and weaknesses and the areas which need work to execute a meaningful, strategic city
branding process.

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LITERATURE REVIEW

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DECIPHERING: CITY BRANDING
In the competitive age today, almost nothing has a strategic competitive advantage.
Therefore, the cities as well are competing with one another for attention, tourism, talent,
events, investment etc. (Sicco van Gelder, June, 2008). The author points out the days
where the big cities used to compete with one another for placing headquarters of multi-
national companies are gone. To a great extent, this paradigm shift can be attributed to
technological advances and lowering of regulations across the world. Therefore, cities can
now carve their own niche for a separate value proposition they have on offer.
At this point, the author points out that the traditional methods of advertising with CNN or
pepping up the proposal in terms of commercial, industrial or cultural spaces is no more
enough to lure consumers onshore. This is the onset of requirement of a ‘branding’
strategy for a city. He urges the reader to think about how a value proposition needs to be
devised from analyzing which aspect of the city can be used to differentiate itself.
He further explains, the three main heads with are required for branding of cities:
- Leadership
- Strategy
- Creativity
Leadership
The author has identified ‘Leadership’ as the most crucial component of any city branding
exercise and how if leadership is taken into consideration, strategy and creativity can be
built around it. The first step to leadership is identifying who are the stakeholders of the
city, who would work as partners in the a combined unified goal of re-structuring the city,
because unless all the stake holders are on the same page, a restructuring, branding or
any such activity can be successfully implemented.
In addition to this, it is important to realize that unlike a company, in case of a city all the
shareholders are equally responsible for a city branding exercise forming a hybrid type of
organization. “What is required is a partnership where all of the key stakeholders regard

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each other as equals, regardless of their power or resources, where their individual
contributions are valued because, without them, the city will not realize its full potential.”
Another important characteristic of leadership is that the leadership should be shared in
nature, because a partnership can be created but an effective execution requires the
participants to take care of their own agendas along with a collective decision making.
“Shared leadership in a brand partnership requires a far greater degree of common
understanding and joint thinking than traditional forms of leadership in the public and
private sectors.” All the partners should be keen, eager and willing to work together. A city
branding exercise is a collective wisdom which is driven by team work. The author points
out that there may be various conflicts of interest, opinions, timing issues, etc. However,
the stakeholders need to work together irrespective.
At this point the author introduces the concept of a ‘Brand Management Organization’,
where he illustrates that the role of a Brand Organization is to devise a clear cut branding
strategy for the city, i.e. policy changes, re-look at the concerned areas, investment, city
attraction strategies, etc.
Thus, in the area of brand management as a whole, a city branding provides the following
lessons, according to the author:
- The partnership of the stakeholders is an on-going process. Their work cannot be
skewed towards anyone and it doesn’t end once a strategy formulation is over.
- The partnership is not an elitist society; newer members need to be added from
time to time. The partnership needs to evolve as time changes.
- The partnership needs to take timely reviews of the brand strategy and be fluid in
making the necessary amendments from time to time.
- The partnership cannot work in a silo. It needs to motivate the citizens of the city to
work together with the brand strategy
Strategy
There are three forms of strategy which exist: Business Strategy, Brand Strategy and
Marketing Strategy (Gelder, The new imperatives for global branding: Strategy, Creativity

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and Leadership, January, 2005). The author further illustrates that the business strategy is
an overall phenomenon, which further dictates the branding strategy. The branding
strategy further dictates what differentiates the brand (in this case, a city) from others,
what is its unique value proposition, believable, and likeable. Based on these strategies,
the promotion design, pricing, delivery, etc. can be decided. To execute the branding
strategies, the marketing strategy is devised. The marketing strategy according to the
author is translating the brand proposition as value for the stakeholders.
As Illustrated earlier all of it revolves around leadership. The author insists that leadership
is the key to the three types of strategy, which has direct implications on a successful
implementation on the workforce.
Creativity
Creativity as the name suggests is about ideas (Gelder, The new imperatives for global
branding: Strategy, Creativity and Leadership, January, 2005). Creativity according to the
author can be of two types: Thinking of existing scenarios in a different manner or coming
up with completely new ideas. Creativity forms an inherent component of the entire
strategy design. The author explains through the ideas of Jeff Mauzy and Richard A.
Harriman, who introduce the concept of systemic creativity, which is further argued by
Nicholas Ind and Cameron Watt that creativity is the fluidity within the organization which
breaks down barriers.
The author illustrates that creativity is not restricted to the mere ideation process, but
should be embedded in every aspect of a strategy.
“Creativity is not the same as innovation, which may be termed ‘applied creativity’.
Creativity is also not the same as improvement, which may be termed ‘routine creativity’.
However, both innovation and improvement require pure creativity to function”
To conclude, the author insists that one without the other is pointless. For a successful
execution of a branding process, they all need to work in tandem with one another.

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WHY BRAND PLACES?
Kotler explains how place branding and marketing results in the overall growth of the place
and value for the involved stake holders. The equation is quite simple actually, branding a
place leads to attraction for the place, which leads to varied benefits as described by the
flow chart below:
However, it isn’t a completely upward graph. In fact, it’s a growth and decline cycle (Kotler,
Place Growth Dynamics, 1999). While the attractiveness of a place brings new industries,
job opportunities and betters quality of life, it has its own set of implications. When more
and more external industries and people come into a city it leads to increase in usage of a
city’s resource, which further leads to depletion, increase in costs, etc. which in turn leads
to increase in taxes for the community. In addition to this, the author states that there are
external damaging effects as well which are defined as ‘process coincidences’. Some
examples of process coincidences are air pollution, increased crime rate, etc.
Therefore, the learning from this is that a city should be branded to gain attractiveness,
which is seen directly proportional to a city’s prosperity. However, the implications of such

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a step should be taken into account and contingency plans should be devised by the
involved stakeholders and authorities in the city’s branding exercise.
WHAT IS A BRAND?
An Oxford dictionary definition:
Brand (noun): a trade mark, goods of a particular make: a mark of identification made with
a hot iron, the iron used for this: a piece of burning or charred wood, (verb): to mark with a
hot iron, or to label with a trade mark.
Varied definitions of brand exist across definitions and disciplines. However, there lies a
common line of thought which implies that in its passive form a brand is an object by
which an impression is formed, and hence branding is the process of forming this
impression (Blackett, April 2004). This book attempts to illustrate how branding has
evolved in both active and passive manner.
“The word brand comes from the Old Norse brandr, meaning to burn, and from these
origins made its way into Anglo-Saxon.” This process was undertaken to differentiate ones’
cattle from another. It was also realized that the farmers who took care of their cattle,
hence provided much better quality were preferred and came to be identified with the
marks on the cattle.
The author goes on to explain how brands have come a long way since that era. He
provides examples of the Mediterranean age, Ancient Rome, the British Museum, such as:
potters’ marks, roman eagle, flags, to explain the concept further. The true arriving of
brands took place during the industrial revolution, when the trading between countries
became possible. In fact some of the brands during that time are some of the biggest
brands even today: Singer sewing-machines, Coca-Cola soft drinks, Bass beer, American
Express, Prudential Insurance, etc. Ever since, the 2nd world war, the world has seen real
explosion in the world of brands (Blackett, April 2004).

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Elements of a Brand
Brands are supposed to have some inherent features which are distinctive. Brands are
intrinsically striking and that their role is to create an indelible impression (Blackett, April
2004).
Intrinsically Striking:
According to the author a brand is distinctive through a combination of factors such as,
name, letters, numbers, a symbol, a signature, a shape, a slogan, a color, a particular
typeface. He also adds that the name is the most important part of a brand, as it provides
a universal language interface. However, the name can never be enough; it has to be
complemented by other symbols, signs, logo, tagline, etc. which then derive the brands’
overall philosophy. It is the repetition of these across consumers’ senses which make a
brand what it is. There are obviously exceptions to this rule. However, the exceptions
usually only work when a brand enjoys a cult status and has a huge following of loyalists
that the changes in the logo, tagline, or even the name do not affect a consumers’
perceptions about the brand and they continue to relate to it
Creating an Indelible Impression:
This is the age of high competition and high variety, the author notes. Therefore, the need
to differentiate oneself from another becomes of primary importance. Since the consumer
is flooded with choice, the brand needs to create an impression which is long lasting and
captivating for a consumer to sit up and notice. The brand needs to function in a manner
such that it creates a route map in the consumers’ mind making it an obvious choice
amongst the clutter. This loosely translated implies that the consumer needn’t be aware
about the industry, i.e. the brand just needs to offer a value proposition interesting enough
for the consumer to pick it above others.
The author also adds that the successful brands are those, which create equity for the
consumer, meets the expectations of the consumer and keep the promise they have made
(Blackett, April 2004).

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Brands as Business Assets and Explosion of Branding
Blackett further explains that this age expects brands to be assets to a company. Brands,
with their ability to secure income, can be classed as productive assets (Blackett, April
2004) in exactly the same way as any other, more traditional assets of a business (plant,
equipment, cash, investments and so on).
Needless to say that the brands which result in high earnings for the business have direct
implications on the overall performance of the business and also results in positive
shareholder value for the stakeholders.
As the world is moving further, more and more corporations are fighting for the same
space. Also, it has moved beyond products. In this age, products are branded, corporations
are branded, and literally everything is branded.
Guideline for good brand management
The author explains that if a brand wants to be truly successful, there are certain guru
mantras which need to be incorporated in all brands across categories:
- Protection of the Brand: This essentially means patenting or trade-marking a brand
and its’ complementing characteristics’, such as, logo, name, colors, etc.
- Honoring the Stakeholders: Each brand should identify who are the stakeholders
and work in an efficient manner for all of them, whether it’s the employees, the
consumers, the shareholders or partners.
- Treating the Brand as an Investment Tool and not Cost: Brand owners need to
realize that unless branding is viewed as an investment which brings results,
appropriate actions will never be taken and true profitability will never be achieved.
Hence, the school of thought which treats branding activities as cost needs to be
discarded.
- Exploiting the Financial Potential of a Brand: Branding these days goes beyond a
company’s premise. Therefore, it is important for the brand owners to look for and
tap opportunities where a brand’s equity can be maximized. Some examples which
the author provides are co-branding, licensing, franchising, training, etc.

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APPLYING BRAND SCIENCE TO CITIES: BRANDS VS. CONCEPT
Brands have sometimes been subjected to a lot of criticism from an array of industries
(Gelder, Brand versus Concept in Area Development, July, 2008). Due to association of
brands with advertising and marketing phenomenon various industries and professionals
find it difficult to accept ‘branding’, while are willing to apply ‘concept’ to their line of
thinking.
The author attempts to compare and contrast ‘Concept’’ and ‘Brands’. According to him,
while the two are often used interchangeably, the key difference between the two is the
applicability period. He says that while a ‘concept’ is a unique idea for a specific target
group, it usually has an end date. A brand on the other hand, is a promise of value that
must be kept for different audiences simultaneously, such as residents, visitors,
businesses, investors and institutions. Essentially, brands are not short term; they form the
underlying philosophy which is applicable across segments and time periods. Also, while a
concept’s value proposition decreases with time, in case of a brand, it increases with time.
However, he suggests that there is no reason why the two should not complement each
other. Particularly, in the area development, place branding process, the two should truly
work in tandem with one another. If used in conjunction, the two result in benefits for both.
The author further illustrates with an example: A concept such as a designer hotel, a slow
food restaurant, an organic market, shared facilities for creative start-ups, an ecological
district, a culture institution or a factory outlet centre, etc. can help realize the brand.
BRANDING OF CITIES – SENSE OR NONSENSE?
With Nations, Cities, Places and Areas realizing the perils of branding themselves, branding
of places is becoming a popular phenomenon, particularly in European areas. The question
is whether the laws and rules of branding can be imitated for places, especially with the
restricted flexibility a place offers in comparison to a product or service (Riezebos, 2007).

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The author attempts to solve this issue by focusing on Brand Architecture, Positioning and
Organizational Structure of a City Brand.
Place branding as defined by the author is a concept of umbrella branding which a term
used for branding different geographical locations. He also distinguishes between city
branding and city marketing, the principle difference being that marketing uses the
consumer preferences as a guiding principle, while branding defines the vision which the
company plans to achieve (Riezebos, 2007). In this journal, the author focuses on the term
‘city branding’ to disseminate the applicability of the concept as a genuine principle.
Using examples of New York, Barcelona and Rotterdam, the author derives Brand
Architecture, Positioning and Organization Structure in the following ways (Riezebos,
2007):
BRAND ARCHITECTURE:
- From which level, i.e. country, region, city, borough or area of operations should one
communicate from and for which target group? He adds that the first step to create
brand architecture is identifying the target group, which in the case of a city is living,
working and staying.
o People who come under the ‘living’ category constitute of people who live
there currently and people who might live there.
o People who come under the ‘working’ category are not the people who come
to a city to work, instead constitute of entrepreneurs who create new
employment opportunities.
o People, who come under the ‘staying’ category, are essentially the spin off
effect it has for the inhabitants by tourists who visit, when they pay for things
for their stay – food, accommodation, etc.
In terms of relevance for devising a brand plan for a city, the idea is to keep in mind the
relevance of the offerings and value proposition for each of the target groups. He also adds
that while devising the proposition for each target group, the brand architecture needs to
be kept in mind. Failing to do so, will result in each level of the city (neighborhood,
borough, etc.) provide their own set of offerings to the target group, which may not be in

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synch with the city’s overall value proposition. As a result, the consumer will be confused
and hence, inconsistency will not be able to form a brand for the city.
POSITIONING: HOW SHOULD THE BRAND OF A CITY STAND OUT?
o Unlike in the case of products, service, etc. a city usually holds their own set
of experiences for the consumer. Therefore, the positioning needs to be in
sync with the delivery capabilities of the city, otherwise, the city’s value
proposition will fall flat. He also adds that positioning need not be of a
positive tone, i.e. a negative city cannot present itself as a positive city.
However, this does not imply that negative cities cannot brand themselves. A
city can use its negative properties to brand itself as well. An example is the
way Texas used its mosquitoes plague problem by starting the annual
mosquito’s festival.
The author adds that a city should include the two key aspects in its’ branding:
1. Distinct positioning and differentiating factors
2. Targeted institution of sales activities such that sales activities are tied to certain
activities with the city
ORGANIZATION STRUCTURE: WHAT IS A GOOD STRUCTURE FOR THE MANAGEMENT OF A
CITY?
o Since there are a number of parties which influence the management of a
city, all the involved parties need to work in the below defined structure:

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According to this structure, the Chief Marketing Officer (CMO) occupies the most central
position (Riezebos, 2007). CMO or the Project Organization takes care of all the marketing,
sales and promotional activities of all the target groups. The CMO then reports its activities
to the relevant authorities or the City Brand Board (CBB). Usually the CBB consists of
researchers, experts on branding and communication, appointed on a revolving term basis.
The CBB then reports to the Supervisory Board, which usually includes the Mayor, certain
CEOs or heads of companies and institutions.
According to the author, this type of an organization structure has the following
advantages:
1. Centralization of Brand Related Activities
2. Clear Separation of Execution, Strategy and Top Ranking Ambassadors
He insists that these three points should be the guiding principle for drafting a branding
plan for any city.

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COMMUNICATION MODEL FOR CITY BRANDING
In a city branding exercise, there are certain types of communications which drive the
image of a city (Kavaratizis, 2004).
The author implies through this model that the primary target of a city is its inhabitants,
and that the beginning and the end point of a city branding is the same, i.e. a city’s image.
Needless to say that a city always has an image, irrespective of any marketing/branding
efforts dedicated to it.
He identifies three main methods of communication, in terms of primary, secondary and
tertiary:
PRIMARY COMMUNICATION FOR CITY BRANDING:
- The primary communication revolves around the communicative effects taken by
the city, which are defined by 4 types of actions:
o Landscape: Essentially the outer appearance of the city, its design,
architectural pieces, places of art, etc.
o Infrastructure: Essentially the accessibility of the city, i.e. roads, transport
facilities, conference halls, etc.

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o Organization: Essentially the marketing efforts of the city’s authorities and
how they involve the inhabitants in the decision making process
o Behavior: Essentially the services available and provided in the city, events
and investment patterns of the city
SECONDARY COMMUNICATION FOR CITY BRANDING:
- The secondary communication is the planned and intended communication by the
city authorities, in forms of both ATL1 and BTL2. It revolves around what content is
being communicated and what is the communication capability of the city
authorities
TERTIARY COMMUNICATION FOR CITY BRANDING:
- The tertiary communication is derived from word-of-mouth advertising usually
created by media, competing cities, visitors, etc.
The author reflects that while the first two forms of communications are largely positive in
nature as they are controlled and are of top-down structure. However, it is the third form of
communication (Kavaratizis, 2004), which leads to maximum brand salience, making the
inhabitants of the city as the chief marketers for the city.
1 ATL = Above the Line Activities, comprising of advertising, media, etc.
2 BTL = Below the Line Activities, such as PR, Sales Promotion, On Ground activations, etc.

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LEVELS OF PLACE MARKETING
According to Philip Kotler, there are various levels to place marketing, which is a
combination of target markets, marketing factors and planning groups.
Target markets comprise of the certain chosen segments and the customers to whom the
marketing messages are directed at. Marketing factors are essentially the attraction of the
place, its infrastructure, the people, its perceived image the quality of life enjoyed by the
inhabitants. The planning group is the number of stakeholders who decide and implement
the process of place marketing (Kotler, Levels of Place Marketing, 2002).
The author further adds that creation of a marketing process creates certain value for the
consumer which involves creation of appropriate infrastructure for satisfaction of citizens
and visitors, constant need for existing and new attractions which keep businesses and
visitors interested, clear communication of its benefits and distinction, generation of
support from citizens, government authorities, companies, and institutions.

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ELEMENTS OF A PLACE MARKETING PROCESS
The process of place marketing usually begins with the strategic analysis of a place, which
involves its strengths, weakness, opportunities and threats (Ashworth & Voogd, 1994).
The author points out that in case of place marketing, the elements involved need to be
treated differently than marketing of products and services. He explains that each element
can be sold separately or as a bundled product in case of place marketing. In addition to
this a place is a single entity; however, it can be sold over and over again. The producers of
a place product can be many, and the consumers are free to choose the product’s use for
varied purposes. The price of a place product is indirect and non-monetary. The marketing

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of a place is not restricted to traditional advertising and promotion. A place can improve its
liveability, visibility and investibility to market itself (Ashworth & Voogd, 1994). There are
four main characteristics of a place, which differentiate it from others; place as a
character, as a fixed environment, as a service provider and as entertainment and
recreation (Rainisto, Success Factors of Place Marketing: A study of place marketing
practices in Northern Europe and the United States, 2003/2004).
It is important to understand that the process of place marketing is a cyclical process,
which goes on to infinity (Matlovičová, 2007) as explained in the model below:

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According to the author, the process of place marketing begins with acceptance of the
marketing concept for the city, which is developed into a vision and a long term plan, at
this stage of the process the greatest driving factor is ‘Motivation’. “The initiator must be
able to persuade the relevant place opinion leaders about the importance of marketing for
the place in question and have them as participants-multiplicators in the suggested
process”.
The next step is creation of a Marketing information system, where the information
available in secondary sources and primary sources is analyzed, which helps develop the
profile of the place based on Identity, brand and image of place (Matlovičová, 2007), as
the author explains through the diagram below:
The author explains that creation of a place profile is dependent on the semantic
differential between the current image and derived image of the city, which can be
concluded through a ‘public perceptions survey’.
Once the profile of a place a created, one needs to conduct a detailed SWOT analysis of the
place. The author explains that the SWOT analysis of a place needs to focus on three main
areas, which are delimitation of the place, analysis of internal factors of the place (natural
environment, demography, economy, infrastructure and business environment) and
analysis of external factors (microenvironment and macroenvironment). The combination

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of a marketing information system, the difference between the current image of the place
and the desired image of the place and finally a detailed SWOT analysis helps in formation
of a strategy for further marketing of the place.
Once, these three steps are covered, a key enabler for further progess is the segmentation
of the market, which completes the sub-process called ‘Situation Analysis’.
At this point, the ‘Goals’ are decided for the process of place marketing, targeting also
takes place at this stage.
Based on the goals, a ‘Strategy is Designed’, which involves positioning of the city, devising
the marketing mix, scheduling inspections, zeroing in on the marketing budget, and inking
the overall marketing plan.
The author has developed a model for a clear segmentation of a city, as explained below:

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The author explains through Kotlers’ suggested methodology for segmentation, and points
out that there is not unique way to segment, which becomes even more difficult in the case
of a city due to the heterogeneity attached to the single product. He uses the classification
of segmentation criterion and applies it to the city: Geographic, Demographics,
Psychographics, and Behavioral.
“A successful strategy will result from a detailed and systematic analysis that will respond
the two fundamental questions: where is the place situated? and how did it get there? The
following comparison of the whole spectrum of data and information will reveal the trends
that have to be taken into account in setting the marketing goal. The essence of the
conception and strategic stage could be summarized in the two questions: where does the
place want to get in future? and how can it be achieved?” (Matlovičová, 2007)
After a clear segmentation, this can be of two types, concentrated and differentiated. The
key is that a city needs to decide which of the two segmentation strategies it goes with. In
plain terms, this means that if the city chooses a concentrated segmentation strategy, it
focuses on a micro segment and devises a value proposition for that segment. However,
since a city has the capability to be multi-sold, the city can be marketed to a bunch of
segments with differentiated value propositions. The problem with using the second
approach is that it is not cost effective. Since a city has limited resources at its disposal,
the choice between the two strategies decides the entire marketing plan and its
implications for the city
Positioning of a city starts after a target segment is clearly identified. This is the point,
where the city declares its position to the market. The author suggests use of a ‘positioning
map’ as a tool to devise a city’s position vis-à-vis its competitors. He explains that there can
be two types of positioning for a city, authentic differentiation and non-authentic
differentiation. Authentic differentiation focuses on a multitude of sub-products, while Non-
authentic differentiation focuses on the product as a single unit. Both the strategies have
their own set of flaws and advantages.
In context of a city, the marketing mix is a combination of Place, Product, People, Process,
Promotion and Price.

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The author explains that in context of a city, the description of the product is more
complex, since there is no produced product; it is merely the cities offerings for different
types of consumers. The key is to package it well that it appears attractive to the
consumer. Price is defined as the financial requirement for getting the product. It is a
direct reflection of the quality and condition of the place. Place in this context implies the
environment where distribution of the product takes place. This loosely means its physical
evidence (Matlovičová, 2007) and its localization within a wider context (availability,
infrastructure level, character of natural environment, etc.).
Promotion is an important part of the circle, as the place’s offerings may be very attractive,
but it needs to inform the targeted consumers of those value propositions. Promotion,
therefore, entails public relations (PR) (communications with the public) advertising, sales
promotion and personal communications.

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People in case of place marketing/branding form the core of the process, who can be
broadly divided into staff members, customers and partners; within the staff members
category, they can be further sub-divided as follows (Matlovičová, 2007):
- contact staff who have frequent contacts with customers and who have to be well-trained
and motivated to solve problems,
- modifiers do not take part directly in marketing activities but from time to time they
communicate with customers (receptionists, information desk staff, secretaries, etc.) and
- influencers similarly to modifiers’ occasionally communicate with customers but they
take an active part in production of marketing strategy of a municipal unit; they are mainly
municipal authorities who negotiate with a potential investor, etc.
Finally, Process in case of city branding/marketing literally means the exact procedure for
distribution of the place, individual subjects and surroundings such as, companies,
government agencies, citizens, etc. Politics has deep implications in the process of
marketing a city. Therefore, lobbying is a suggested tool in the marketing mix for a city.
The last stage of the process is ‘Implementation’ of the strategy, which further requires
managing and auditing. This is the end of the first cycle, however, not the end of the
process.
Based on the progress after the audit the 2nd cycle begins, and it goes on and on. The
reasons for this is that the environment of the city, and world over changes constantly. A
city to be a good product and a brand needs to re-invent itself with the changing scenarios
(Matlovičová, 2007).

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MARKETING STRATEGY FOR PLACES
Marketing of places is conducted at two main levels, which is strategic and operational in
nature (Kotler, Place Marketing Strategy, 2002). According to Kotler, place marketing
typically takes place in four broad environments:
The author measures the success of place marketing on two axes, ‘Strategic Ability’ and
‘Implementation Ability’. Depending on how high or low a place’s marketing efforts lie on
the two axes, the marketing strategy can be assessed.
- When a place falls low on both strategic and implementation ability, it is called ‘the
loser’, broadly implying that the place lacks the capacity to strategize or implement
the marketing plan successfully
- On the opposite end of the axes, lie ‘the expanders’ who rank high on both strategic
and implementation ability. This implies that the place has a well defined long term
strategy and the accompanying plan of action in place
- ‘the frustrators’ rank high on strategic ability, but have low implementation
capacity, rendering the strategy aspect futile for the place

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- ‘the gamblers’ rank low on their strategic ability, but have high implementation
capacity, which can result in short term success depending on the environment and
timing for the place
According to the author, a balance of strategy and implementation is the key to a
successful place marketing process. The stakeholders need to identify the current position
of the place, and devise a plan to work on implementation or strategy, whichever is
required to gain long term success.
The stakeholders or planners in a city’s strategic marketing plan comprise of local,
regional, national and international players (Kotler, Major Actors in a Place Marketing
Process, 1999). The people who make the list at each level of players is following:
Local Players:
- Public Sector Actors:
o Mayor/City Manager
o Business Development Department in the Community
o Urban Development Planning Department in the Community (Transport,
Education, Sanitation, etc.)
o Tourist Bureau
o Conventions Bureau
o Public Information Bureau
- Private Sector Actors:
o Individual Citizens
o Leading Enterprises
o Real Estate Developers and Agents
o Financial Institutions (Banks and Insurance Companies
o Electricity and Gas Utilities
o Telecommunication Companies
o Chambers of Commerce and Other Local Business Organizations
o Hospitality and Retail Industries (Hotels, Restaurants, Department Stores,
Retailers, Exhibition and Convention Centers)

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o Travel Agencies
o Labor Market Organizations
o Architects
o Transport Companies (Taxi, Railway, Train, Airlines, etc.)
o Media Companies
Regional Players
- Regional Economic Development Agencies
- Local and State Government
- Regional Tourist Boards
National players
- Political Heads of the Government
- Inward Investment Agencies
- National Tourist Boards
International players
- Embassies and Consulates
- Inward Investment Agencies
- Economic Development Agencies with a specific link to a city or a region
- International Enterprises with a place bound link
The author adds that a successful place marketing strategy demands that all the players
are addressed and involved in the process. He refers to the concept of ‘cross marketing’,
essentially implying that there exist links between all the players, and they are not
mutually exclusive. Therefore, the strategy formulation should market to and among the
players.

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SUCCESS FACTORS FOR PLACE MARKETING
For a successful place marketing technique, a general framework renders useful. A total of
nine factors for result oriented place marketing have been rendered imperative (Rainisto,
Success Factors in Place Marketing, 2003/2004), as explained by the diagram below:
- Planning Group
- Vision and Strategic Analysis
- Place Identity and Place Image
- Public-Private Partnerships
- Political Unity
- Global Marketplace
- Local Development
- Process Coincidences
- Leadership

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According to the author, in a successful place marketing technique, the success factors
need to be linked with the practices, which are Events in the place marketing practices,
Events in the network and Events in the macroenvironment. The two needs to be co-related
in order to measure success or failure of the marketing process.
He further explains that the factors inside the prism, in the figure above represent ‘self
action’ factors, while the factors outside the prism in the circle represent the
environmental challenges.
The place marketing practices are mainly coordinated by the management team who is
responsible for the execution of the place marketing process. The nine success factors
determine why place marketing is successful for unsuccessful? The impact of each of the
factors is explained below:
PLANNING GROUP:
According to the author, the planning group is responsible for the execution of the place
marketing process. It usually consists of local and government authorities, external
consultants, and industry professionals (Rainisto, Success Factors in Place Marketing,
2003/2004). As a part of the job description, the planning group identifies the strengths
and weaknesses of the city, and develops a long term strategic plan of action,
implementable for 10-15 years. The planning group also devises the vision and strategic
outlook of the place being marketed.
VISION AND STRATEGIC ANALYSIS
This factor identifies a clear vision for the city, which means Vision in place marketing is
the profound intuition and insight of the place about its future long-term position in the
place market. Mission is the basic task domain of a place, defining the utmost ground for
the place existence. (Rainisto 2000b) (Rainisto, Success Factors in Place Marketing,
2003/2004).

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Strategy means the way in which an organization takes care of its core tasks. Strategic
analysis is a detailed examination of the elements of strategic information for this purpose.
(Rainisto 2000b) (Rainisto, Success Factors in Place Marketing, 2003/2004)
The author enunciates that formation of the vision and the accompanied strategic analysis
is important for a successful place marketing strategy. He also proposes a check list for
formation of the vision:
- The desired outcome should be decided upon, and the vision should be drafted in
collaboration with all the stakeholders.
o The strategies should be devised for both the short term and the long term
- After understanding the strengths and weakness of the city, the attractions (the
hard and the soft factors) for the city should be identified
- The customers for the place should be defined
- Adaptation of the product (place) as per the needs of the consumer
- A competitive analysis must be conducted
- The Unique Selling Proposition for the city should be identified
PLACE IDENTITY AND PLACE IMAGE
A successful place marketing strategy takes both ends of the perspectives into account.
The place identity is what the place wants to depict to the consumer, through focusing on
certain types of attractions, using appropriate promotional strategies and the marketing
logos along with it; while, the place image is the sum of experiences and beliefs that the
consumer has with the place developing its image over time. He further adds that the
branding exercise has an impact on image building for the place, but a systematic
marketing communication to the target group leads to real experiences, making the image
closer to the identity.
PUBLIC-PRIVATE PARTNERSHIPS
Public-Private partnerships are critical to a successful execution of the marketing strategy.
The author specifies that if the government and the industry work in tandem with each
other, it paves the way for a futuristic city branding and marketing process.

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The advantages of a public-private partnership are lowering of costs, combined
development of facilities in the city, entrepreneurial thinking, etc.
POLITICAL UNITY
Since there are a number of stakeholders and decision makers in the place marketing
process, it is important that they operate in a unified manner. Political Unity means
agreement about public affairs in general among the political decision maker (Rainisto,
Success Factors of Place Marketing: A study of place marketing practices in Northern
Europe and the United States, 2003/2004).
Therefore, there cannot be fight for power between the stakeholders, they need to operate
in conjunction with each other for achieve efficiency for the strategy.
GLOBAL MARKETPLACE AND LOCAL DEVELOPMENT
Global Marketplace and Local Development implies the internal and external environment
affecting the marketing process for a city. Since, the advent of globalization, the city needs
to be aware of its external environment, its competition and advances in the completion. It
needs to network, communicate the right marketing messages, and form a global
approach to the consumer. At the same time, internally the city needs to develop the
facilities, and improve its offerings to the consumer
PROCESS COINCIDENCES
Process Coincidences are defined as the remarkable concurrences of events, which
apparently by chance, which take place during the process (Rainisto, Success Factors of
Place Marketing: A study of place marketing practices in Northern Europe and the United
States, 2003/2004). These coincidences are externalities which may not appear in the
plan of long term strategy. Therefore, it is required that while a strategy plan is being
devised the probability of positive and negative externalities is accounted for and
contingency plans are put in place, as per the author.

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LEADERSHIP
Leadership is considered the most important factor to the success of place marketing. The
leadership should keep in mind the identity of the place and work towards using the
available resources in the best way possible to communicate the brand of the city.
Therefore, a good leadership should be supportive, motivational and well versed with the
consumers’ expectations and desires from the place.

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KNOWLEDGE GAP & NEED FOR RESEARCH
There are a plethora of models available defining the theory for the city branding or a place
marketing process. However, most of the work done in this area concentrates on the
developed world. In South Asia, particularly, no clear or distinctive work has been done in
the area of city branding. Therefore there exists a clear knowledge gap for city branding in
Asia, particularly in India.
This dissertation attempts to review the branding efforts for places across the world, and
apply the learning to India. Taking the case study of Delhi 2010, the research will try to
map it against the developed models for city branding, understand the semantic difference
between the current image and desired image of the city, identify the stakeholders
involved, evaluate the existing branding efforts by the city, analyze the need-gap and
finally, recommend changes/adaptations for a better branding process for Delhi.
RESEARCH METHODOLOGY & OBJECTIVES
Since there is a very little research done on the subject of Branding of Cities in India, the
industry and the phenomena is a very nascent stage. Therefore, the research undertaken
will be exploratory in nature.
The research attempts to unravel the following main objectives:
OBJECTIVE 1: TO UNDERSTAND THE PROCESS OF PLACE MARKETING AND CITY
BRANDING, THE ACCEPTED MODELS, THEORIES, CRITISICM, AND LIVE
EXAMPLES.
OBJECTIVE 2: TO EXPLORE HOW THE ASSOCIATIONS CAN BE UTILIZED FOR
LEVERAGING MARKETING ACTIVITIES, IN LIEU OF COMMONWEALTH DELHI2010
OBJECTIVE 3: TO DEVELOP BRANDING POSSIBILITIES FOR DELHI

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RESEARCH DESIGN
The study will be conducted in three main phases, as explained by the diagram below.
The research will be conducted in two main phases:
SECONDARY RESEARCH
This stage will be useful in providing a defined framework for the primary research stage.
The first step is conducting a detailed literature review in order to understand the varied
methodology and concepts used for place marketing and branding techniques. This also
helps in determining the factors which are imperative for a successful branding exercise.
To substantiate the models and theory, a case study method will be employed to study the
Phase IIPhase I
Phase III
EXPLORATORY RESEARCH
SECONDARY RESEARCH PRIMARY RESEARCH -
QUALITATIVE
LITERATURE REVIEW
CASE STUDIES
EXPERT INTERVIEWS
TARGET GROUP
INTERVIEWS
DATA COLLECTION AND
ANALYSIS
RESULTS AND
IMPLICATIONS
CONCLUSION

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places which have been branded, how successful they have been and what were the
factors behind their success or failure.
CASE STUDY METHOD:
The case study method allows a contextual analysis of actual situations which validate the
strength of the earlier research. This research proposal will benefit from the case study
method as it will enable investigation of the research questions by providing verification
and proof in multiple case settings, which can be linked with the expert interviews in the
industry later to provide a holistic view into the study.
Selection Criteria for Cases:
The cases are chosen on the basis of their commonalities with the concepts explored and
the application of the concepts in the cases chosen. Since, the case study method implores
upon information orientation, the following cases will be studied as the classic success
stories of city branding
- Successful City Branding:
o New York
o Paris
PRIMARY RESEARCH
This phase will attempt to cover the industry and consumer side perspective to provide a
wholesome outcome to the study.
INDUSTRY PERSPECTIVE:
This will involve interviews with the professionals who have worked in the field of city
branding exercises in the industry. In depth interviews will be conducted in light of the
research objectives to garner the current industry positioning, gaps in the system, need for
improvement, trends and expected evolution.
Total Number of Expert Interviews Proposed: 5

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CONSUMER SIDE PERSPECTIVE:
In-depth interviews will be conducted with the target segment for Delhi as a branded city,
in the lieu of Games 2010. The interviews will attempt to understand the current
perceptions, imagery, expectations, and impact for a branding exercise for Delhi in
accordance with the research objectives. The target segment of consumers has been
divided into three main segments:
- Living: Inhabitants of the City and The Creative Class
- Working: Entrepreneurs who create jobs in the city, People who come to work
- Staying: Tourists who come to the city for varied purposes
No. of Years Spent in Delhi No. of Respondents
Living (5-10yrs) 20
Working (2-5yrs) 15
Staying (0-1yrs) 15
These in-depth interviews will be conducted at the natural habitat and surroundings of the
respondents, and will attempt to cover various touch points for the brand Delhi.
Observational research will be conducted at Airports, Hotels, Offices, etc.
Under each of the heads mentioned, the classification is described as follows:
- Living (5-10yrs): Old timers of Delhi who have seen the progress and development
of the city. This will include elderly people, housewives, students who have studied
for the most part in Delhi or were born and brought up in Delhi
- Working (2-5yrs): Non-natives of Delhi, who have migrated from other cities to find
employment or have been transferred to the city in order to see comparability
- Staying (0-1yrs): Tourists, Exchange students, Expatriates, etc. who form immediate
perceptions on the basis of experiencing the city.
RATIONALE FOR IN-DEPTH INTERVIEWS:
In-depth interviews have been chosen for both the respondent types due to:

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1. Niche and specialized subject matter
2. Information sought is detailed in nature
3. Allows for face-to-face contact with the respondents
4. Allows for space to clarify/modify questions enabling relevant and useful responses
5. Provides an opportunity to uncover deeper, non documented details
SAMPLING PLAN
Sampling Universe (Proposed):
- Industry Perspective: Industry Experts, Delhi Government Officials, Common Wealth
Games 2010 Marketing Head, etc,
- Consumer Perspective: Citizens of Delhi, Tourists to Delhi, Working Professionals in
Delhi, Students in Delhi, etc.
Sampling Technique:
- Purposive and Snowballing sampling
Sampling Unit:
- Individual
Purposive Sampling technique is proposed to identify the subjects for interviews. It is
suggested as the identification can be based on the interest of the subject or the relevant
experience in the industry. Snowballing is suggested in order to generate leads from the
subjects contacted by using their social and professional networks. Since, this is a referral
based method, it allows for more credibility in the interviewer and allows for better quality
results and success rates. The choice of purposive sampling is due to the following factors:
- Ability to choose respondents on the basis of their interest, therefore high
knowledge in the area is useful for the type of research undertaken
- Data collected for the study benefits the respondents for their further research into
the topic
- Economical and Convenient

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BRANDING DELHI : DEVELOPING A MARKETING CASE STUDY

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BRANDING DELHI
Delhi, the capital of India occupies an area of 1,483 sq km, with nearly 14 milliion people
in the city. It is situated near the western bank of river Yamuna, and is surrounded by the
Himalayas and the Aravalis ranges. The languages spoken in the city include Hindi,
English, Punjabi and Urdu (Maps of India, 2008).
DELHI, IT’S ORIGIN AND HISTORY
The first evidence to the city of Delhi comes from The Mahabharata, by the name
Indraprastha build by Yudhistra in 1400 BC (Delhi, Where Every Stone has a Story to Tell,
2002-2003). Legend believes that Delhi derives its name from Raja Dhilu, around 1st
century BC, who built a city near the current location of Qutub Minar after his name.
Delhi has a rich cultural heritage and has seen the rise and fall of many empires. It is
believed that the geographical location of Delhi has been the key factor in it being in the
seat of power (History of Delhi). Delhi is a combination of a seven ancient cities, ruled by
different empires at different times:
It is believed that the city first came into existence in the 13th century by Anagpal Tomar.
Which set the foundation for the seven cities of Delhi called Lal Kot. Lal Kot was conquered
by the Chauhan clan, where Prithvi Raj Chauhan built and extended the city to be called
Quila Rai Pithora.
In 1191 AD, the city was invaded by Muhammad Ghuri, who ruled the city till 1206 AD.
Invaded by Qutub-ud-din Aibak, Delhi saw the beginning of the Slave Dynasty, which lasted
from 1211-1227. The Qutub Minar was built during this period.
This was followed by the Khilji Dynasty from 1296-1316, ruled by Allauddin Khilji, who
made the Siri Fort and called the city Siri. Siri was conquered by the Tughlaqs in 1308 AD
and ruled by Ghiyasuddin Tughlaq. This began the Tughlaq dynasty and the formation of a
city called Tughlaqabad. During the Tughlaq dynasty, Mohammed bin Tughlaq built the
fourth city of Delhi between Siri and Tughlaqabad and named it Jahanpanah, in the 14th
century. This was followed by building of Ferozabad by Feroz Shah Tughlaq. The Ashoka

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pillar is a remnant from this era. This was the end of the Tughlaq dynasty and the
beginning of the Mughal dynasty.
Humayun built Dilli Sher Shahi in 1534 AD, which can completed by Sher Shah Suri.
Kabuli, Lal Darwaza etc. are ruins from this era. The last in line of the seven ancient cities
of Delhi is Shahjahanbad, built by Shah Jahan, the fifth Mughal emperor in 1608 AD.
During this time, the historic structures such as the Red Fort, Jama Masjid, and Streets of
today’s chandni chowk were made.
After this, Delhi saw various battles and wars till 1803. The British took control of Delhi
during this period and shifted the capital from Calcutta to Delhi in 1811. According to the
history, Delhi played an important role in the first independence movement of 1857.
During this time, Lord Edward Lutyen developed Delhi and built Connaught Place, Rajpath,
The Supreme Court, The Parliament and the President’s Bungalow.
Delhi has remained Indian’s capital since 1811. Delhi was declared the status of the
nation’s capital after independence in 1945 and it received the status of the state in 1992.
The Seven Ancient Cities of Delhi

52 | P a g e
The Current Map of Delhi
Some of the Prominent Localities of Delhi Include:
- Connaught Place - Chanakyapuri
- Old Delhi, Chandni Chowk, etc. - Mehrauli
- Saket, Vasant Kunj - Greater Kailash
- Rajendra Nagar - Patel Nagar
- New Friends Colony - Dhaula Kuan
- Nizzamuddin - North Campus
- South Campus - South Extension

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MAIN ATTRACTIONS OF DELHI
Consumer interviews, observation of tourist patterns and speaking to tour organizers
divides Delhi’s attractions into the following broad themes:
Historical:
- The Qutub Minar
- Lal Qila (The Red Fort)
- Jama Masjid
- Tughlaqabad
- Humayun’s Tomb
- Safdarjung Tomb
Natural & Green:
- The Ridge
- Protected Forest Areas
- Lodhi Gardens
Art & Cultural
- The National Museum
- India Habitat Centre
- The Rail Museum
- The Doll Musuem
- The Delhi Race Course
Indian & National
- The Parliament
- India Gate
- The Supreme Court
- Shanti Path

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THE PRODUCT CALLED DELHI – AN EVOLUTION
Delhi has come a long way over its journey from the seven ancient cities of Delhi, to the
independent India’ capital, to the New Delhi, as we know of today; The heart and soul of
contemporary India, Delhi is defined as clean, lush, cosmopolitan and is comparable to the
known cities of the world. And at the same time it maintains its old world charm in all its
glory. To add to this, the people of Delhi give it a colorful character, which forms the core
of Delhi.
Delhi is described as the city of with a big heart, a city deeply steeped in history with a
vibrant mix of cultures, with large spaces and ample greenery. Consumers were asked
what they thought of Delhi, and the following insights were derived:
- Delhi is the contemporary capital of India:
o “Delhi is the centre for all activities, every trend starts from Delhi”
o “The 'center', aptly named… is the heart of the nation... being the political
capital, is the heart and mind of the nation”
o “Delhi is the national capital of India. It stands for everything India as a
nation stands for, from secularism to plurality, to prosperity to ghettos and
yes of course, world class and the next big thing.”
o “Vibrant, capital city, symbolizing New India”
o “A city full of tradition yet still modern”
- Delhi is Home:
o “There might be places i would want to go to, to spend holidays, to have fun
but ultimately i get tired of them and want to return home, and Delhi is my
Home and I’ll never move out of it. It’s the best city in the whole world. I am
proud to be a Delhite.”
o “For me, the best place to be living and/or working in the entire nation. Like
every other city in the world, it has its pros and cons. have lived in Delhi my
entire life, and fortunately (or unfortunately as some like to believe), it
shows. The only place I would like to call home.”
o “My Favorite city in India, its big and vast, has place for people from all parts
of the world.”

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- Delhi has an attitude and it shows:
o “Lively, culturally-rich, loud, Punjabi, opulent, show-off, political, diverse,
home, historical, religious”
o “Boisterous, Loud (in a nice way), Vibrant”
o “Shosha, tashan, paisa…”
o “Loud: Be it music or the choice of clothes or the way someone greets you! It
can be really irritating, but then you need to accept the city as it is and you'll
start enjoying it. :-)”
- Delhi is a heady mix of culture, cuisines and philosophies:
o “Political Capital, Fashion Capital, Huge city, well planned in the new areas”
o “Large spaces, greenery in some places, Victorian feel at some places, not as
buzzing as bombay, but very sophisticated”
o “Steeped in history.. great architecture.. a true metropolis.. home of political
activism”
o “Has its own character...blend of so many cultures, fast paced life, the best
food ever, dilli gol hai!!”
o “Beautiful, clean, wide roads, great restaurants”
o “Everything is larger than life. Unfaltering spirit. Pollution gone down!
Beautiful new infrastructure. So much variety in food and shopping.
Historical landmarks. Pragati Maidan. CP. Metro! The fact that once you're
lived in Delhi you can live anywhere :)”
Most of the respondents said that Delhi is the place to be, with or without its problems.
The study further investigated what works for Delhi and what works against Delhi.

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WHAT WORKS FOR DELHI?
Delhi’s appeal lies in the way it welcomes people according to most respondents. As one
respondent said, “It’s an organism. It breathes, it grows, its constantly maturing, much like
you and me. Delhi has this strange magnanimity, no heart or home is ever too small, and
everyone’s always welcome.” The key characteristics which work for Delhi, as uncovered by
the in-depth interviews are:
- Space
- Well managed Infrastructure
- The wide roads and flyovers
- A wide variety of tasty food, for every income group
- The Bazaars
- Greenery
- Lutyen’s Delhi
- Delhi Winter
- Heritage Sites and Monuments
- The Delhi Metro
- Bungalows
- Friendly People
WHAT WORKS AGAINST DELHI?
Delhi’s infamous for its security issues. The city often named “unsafe for women” suffers
hugely due to this. Most of the respondents interviewed expressed concerns over this
matter, and also how it affects the overall perception of Delhi. In brief, the things which go
against Delhi as per the in-depth interviews are:
- Disrespect and Safety issues for Women
- Poor Management and Lack of Public Transport
- Road Rage (Accidents by Blue-line and DTC buses)
- Nosy Neighbours

57 | P a g e
- Increasing Pollution
- Thugs
- Red-tape and Babudom
THE TYPICAL ‘DELHITE’
A typical Delhite is described as somebody who lives life kingsize, is a lot of fun, is a social
animal, loves food, and is a bit of a show off.
Overall, a Typical Delhite can be categorized into the following main stereotypes, as per
analysis of consumer perceptions:
THE PUNJABI AUNTIE
Usually a well decked up middle aged woman, who believes in bling to the highest core.
She knows all the luxury brands in the world, even though she doesn’t know how to
pronounce them. She is intrusive in other people’s matters and her social life consists of
theme kitty parties, marriages and noon indulgence in Saas-Bahu serials. She belongs to
the families of traditionally rich and she loves to indulge in shopping. Her communication
touch points are mostly television, in-store promotions and recently discovered facebook.
She relies highly on word of mouth and recommendations from her social circle.
THE HIGH FLYING EXECUTIVE
Always on the move, this prototype is in the age group of mid 20’s to late 30’s. Usually
works in the new age offices in the NCR region of Delhi, and spends a considerable amount
of time on the road, driving to and from work. His/Her weekdays are packed with work,
and this Delhite parties hard on the weekends. Belonging to the self made, new rich
category, this Delhite believes in living a good life. Usually owns all the gadgets, has a shiny
car and spends a lot of afternoons sitting at coffee shops with a laptop working out of
office. This Delhite doesn’t have time to watch television and the communication touch

58 | P a g e
points for him/her are mostly social media, radio on the roads, outdoor hoardings, and on
ground promotions.
THE SOUTH DELHI SNOB
This Delhite, as the name suggests lives in South Delhi, which includes areas such as
Vasant Kunj, Greater Kailash, Green Park, Hauz Khas, Saket, RK Puram, etc. These Delhite
believe that they are a cut above the rest of Delhi and is very contemporary in nature.
Highly influenced by globalization, this Delhite is very brand conscious, and knows how to
carry them off. He/She is a actively practices fine dining. He/She is retailers dream, who
looks good, takes care of themselves, indulges in all types of personal care, spends a
considerable amount of money and time on dressing up. He/She lives in plush bungalows
and owns top end models of cars. The communication touch points for him/her are
Television, Internet, Restaurant Promotions and VIP Events.
THE DILLI MUNDA
This type of a Delhite is a loud mouthed, crass, young man with a lot of brawn. He is usually
seen driving around in the lanes of East and West Delhi, playing loud music blasting
through his speakers. He likes to brag, and make things appear larger than life. Usually
seen in groups of other similar boys, He’s the true blood of a hindi movies’ version of a
Punjabi Munda. Interests include checking out beautiful Delhi women, watching movies,
going to the bars, indulging in food and spending of the new fads. The communication
touch points for him are radio, the internet, food joints and merchandise of preferred
brands.
THE PSEUDO INTELLECTUAL COLLEGIATE
The Pseudo intellectual collegiate is a kurta clad, jhola carrying Delhite, who is usually
seen having heated conversations about the political scenario, the economics, the history,
media or simply the weather. This Delhite always has an opinion, and believes that he/she

59 | P a g e
knows more than most people. This Delhite is classy and contemporary at the same time,
is very interested in art, theatre, fests, gigs, and rock music. He/she endorses the khadi
movement, helps out in social work and is an active citizen. The communication touch
points for him/her are Television, Radio, Event Marketing and Social Media.
DELHI THE PERSON
The personification of Delhi translates it to a woman. A woman is beautiful, breathtaking
and serene. She has a sense of humor in all her ways. She is accepting and welcoming to
all types of people from different cultures, religions, castes and philosophies. She loves
them all equally. She is honest in her way of giving. She is classy and contemporary. Well
steeped into the traditions of the country, she is the woman of yesterday, today and
tomorrow.
The findings from the in-depth interview deduce that more than 75% of the respondents
interviewed felt that Delhi would be a Female, if it were a person.
The main characteristics in Delhi as a person are listed below:
- A Mix of Tradition and Contemporary
- Classy
- Beautiful
- Accepting
- Pure and Honest
- Self Righteous
- Wholesome
DELHI IN COLORS
The colors play a big part in developing associations for a city. In depth interviews with the
respondents brought out the following associations with the color palette for Delhi:

60 | P a g e
- Red: Approximately 60% of the respondents associated the color red with Delhi.
o “The Mughal Constructions, The Red Fort, The Jama Masjid… Red is the first
color that comes to your mind, when you think of Delhi.”
- Green: Green came a close second with about 55% of the people voting for Delhi as
Green.
o “There’s so much greenery, lodhi gardens, deer park, the preserved forest
area near Mehrauli.”
- White: White has approximately 45% of the votes, mainly owning to the presence of
the government, the Parliament, India Gate, etc. in Delhi
- Blue and Silver were voted for Delhi’s winters and Pink was voted for the skyline
and pretty women of Delhi
- Gold also has a high percentage mainly due to the bling aspect of Delhi.
o “The decked up aunties with loaded jewellery, gold is definitely a color for
Delhi”
NICKNAMES FOR DELHI
Delhi popularly known as Dilli, universally across respondents garnered the first response
as Dilli. Some mentioned variants such as, “Dilli Diwalon Ki”, “Saddi Dilli”, “Dilwalo Di Dilli”,
“Dilwalo ki Nagri”, “Babli Dilli”.
Some of the other nicknames mentioned were:
- Alishan
- D-city
- Ol’Chatty Grannie
- Deadly Delhi
- City of Hope
- City of Djins
- Lutyen’s Delhi

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COMPETITION FROM OTHER WORLD CLASS CITIES
“Any city might be wholesome but it needs to be compared to other world class cities, for it
to develop a meaningful value proposition” – Sudio Sudarshan, Director, Brand Advisory
“Contemporary globalisation of the late twentieth century encouraged the proliferation of
globally organised production systems. Economies of scale in knowledge, economies of
scope in corporate networks and competitive factor prices have resulted in high
geographical mobility of global capital, both financial as well as human. This has initiated a
worldwide urban economic competition as well as impacted the very nature of today's
cities.” – Madhav Raman, Partner, Anagram Architects
Taking these learnings and applying them to Delhi, The study compared Delhi to the
established cities of the world such as New York, London, Paris, Singapore and Hong Kong,
and asked the respondents to rate Delhi against them on the basis of perceptions formed.
All respondents had been atleast 3 cities inclusive of Delhi. Taking these cities as a
parameter across categories, on a Likert Scale, among the 50 respondents interviewed the
following results came through on an overall rating:
10, 20%
12, 24%
20, 40%
5, 10%
3, 6%
Delhi against other world class cities
5
4
3
2
1

62 | P a g e
Delhi performed average in comparison to cities such as New York, Hong Kong, Singapore,
Paris and London. 40% of the people interviewed rated Delhi at the Likert scale of ‘3’,
making 40% of the responses.
- “All cities are different. Unique! Delhi, has a rich culture, maybe richer than all the
above stated. But infra wise, needs to develop more. As a brand, I think Delhi stands
much higher than all of the above.”
About 24% felt that it deserved a rating of ‘4’. 20% of the respondents felt that Delhi
deserves a top rating for the uniqueness it offers in terms of variety compared to the other
cities.
- “I find it difficult to compare Delhi to other cities as it is quite unique. I think that
Delhi is still not recognized as an international centre, and there is not much
international presence in Delhi compared to London, New York, Tokyo, Hong Kong or
Kuala Lumpur. However, I think the unique nature that Delhi has is its strength - I
think one could say that it is bold and daring, insofar as it likes to meet and
embrace the future and modern developments, but still make a point of its
historical sites and also contain tradition elements. Of course, when one says that
Delhi has traditional elements, that is in comparison to the west where there is not
such a great sense of a singular culture pervading everyday life.”
- “5/5 as no city can compare the rich culture and heritage, with diverse blend of
people and places…”
Only 10% of the people rated it below average and 6% of the respondents gave Delhi a
poor rating. The main reasons stated for a poor rating for Delhi is the lack of proper public
transport and security issues.
- “Honestly it falls behind on most indicators especially - crime, infrastructure,
standard of living, healthcare. Would beat most cities on history and culture
parameters though!”
- “In terms of infrastructure development, Delhi is certainly the most advanced city in
India. However, it still does not compare to famous international cities, such as the
ones mentioned here.”

63 | P a g e
The analysis of Delhi against other world class cities shows a lot of potential for Delhi. As
can be inferred a large chunk of the respondents see Delhi as good, and a total of 44%
believe it’s better than average. Therefore a strategic branding exercise for Delhi can
benefit Delhi greatly in terms of its positioning in the perceptions of people.
A lot of respondents showed optimism and positivity to the future prospects of Delhi, these
people admitted to the problems of Delhi, but implied conviction to betterment in the near
future.
- “City is evolving as fast as it could. It’s still low on the people’s attitude, however its
catching up on few industries such as fashion, multinationals, etc. There needs to be
a 360 degree change and evolution…”
- “As great as it is, Delhi still has a long way to go to match the likes of these world
metros. Will get there someday. Soon!”
THE CURRENT DELHI BRANDING
To understand the impact of Common Wealth Games on the overall perceptions of Delhi
branding, the study researched the rationale behind the design and color choices for the
logo and Shera – the mascot.
The logo has been inspired by the ‘Chakra’, which is a signification of
the nation’s pride, unity and freedom. Since it circles towards the
top, it is a signification of India’s development into a new vibrant
nation, and shift from traditional to a contemporary India.
The Tagline, “Come out and Play” is inviting people across the world
to Delhi. The colors chosen for the logo are green, blue, purple, pink,
red, and yellow.
The green signifies the first ever green games, and India’s dedication to energy
preservation. The colors purple and blue are for reassurance and calming aspects, along
with some mystery element. The colors red, blue and yellow signify three main values: red

64 | P a g e
for humanity, yellow for destiny and blue for blue for equality. Finally the
color pink signifies luxury and a surprise element for the games.
Shera the Mascot: Shera derived from the Hindi word sher meaning
tiger represents the true modern India. He is designed to be a
traditional being looking forward into the future. His attire is athletic in
nature. His animated expressions defined him as one with a big heart,
who is motivating others to “come out and play”.
RESONANCE, RECALL AND PERCEPTION OF CURRENT BRANDING ACTIVITIES OF
DELHI
To understand the resonance between the branding activities of the Common Wealth
Games and the perceptions formed in the audiences’ minds, the study interviewed
respondents to recall any focused branding activities that they might have seen of Delhi.
This exercise was undertaken to analyze the current perception of Delhi. Since, no focused
branding for Delhi has been undertaken barring the Common Wealth Games 2010. The
study utilizes techniques of non aided and aided brand recall, as explained further.
NON AIDED RECALL
Approximately 73% of the 50 in-depth interviewees did not recall any branding activities
related to Delhi. While about 15% identified vague branding activities related to the Times
Delhi Festival, Lakme Delhi Fashion Week, Dilwalon Ki Dilli – Incredible India Campaign,
‘Keep Delhi Clean, Keep Delhi Green – by the State Government’, The Airtel Delhi
Marathon, etc.
Only about 12% of the people mentioned clear branding and promotion undertaken by the
Common Wealth Games Committee. They mentioned the following promotions:
- OOH of the logo outside the Bus Stops

65 | P a g e
- The Save Yamuna Campaign by Common Wealth Games
- Revamped DTC Buses with Delhi2010 hoardings
AIDED RECALL
When asked about branding promotions by the CWG Committee, 60% of the respondents
agreed to have seen some or the other promotions of Delhi2010. The mediums they had
been exposed to included:
- Print Ads in Newspapers
- The Countdown to the games at the Common Wealth Building
- Bus Stops related to the Delhi2010 Mascot
- Neon sign with a countdown near the BRT building
- OOH at the Metro Stations
- Radio Promotions
- Shera, the Mascot on Television
- Taglines such as “Chalo Dilli” and “Come out and Play”
The study further enquired their perceptions on the logo of Delhi2010 and Shera – the
mascot of Delhi2010 by showing the following picture:
The response to the perception the logo and the mascot was divided into two extremes.
While most respondents felt overall that the mascot represented fun and warmth and
recognized the connection with the tiger being the national animal, some were unable to
find significance to Delhi.

66 | P a g e
- “He is cute, but dont know what is the relation between Delhi & tiger The logo is
pretty and has Indian style again dont know why delhi”
- “Logo seems to be pretty standard for such events. Logo is cute, likable but not
necessarily related to Delhi....”
The other extreme of respondents were able to find connections with Delhi in the mascot
and the logo. They agreed that since the Tiger is the national animal and Delhi is the
capital, it makes obvious sense. Some also commented that while the logo stands for
unity, and Shera adds a frivolous touch to it.
- “Logo is ethnic, it looks like a flame, its bright, its futuristic the mascot is friendly,
fun, sporty…”
- “Lots of colors, Indian due to shera name and Indian flag on vest.”
- “It is Tiger which is our national animal and Delhi is our capital so they co relate and
it is going to be fun event with lots of colors and grandeur”
- “Tiger – big hearted and strong – just like Delhi”

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DEVELOPING A BRAND FOR DELHI
As Professor Ashok Ranchod, states that for a city to develop into a brand, it is a four step
process:
“A successful branding effort for a place needs to have four essential ingredients
(Ranchod, 2005):
- Relevance - What makes the country’s (place’s) offerings relevant to key audiences?
(Make an emotional connection)
- Awareness - If few people are aware of a country’s (place’s) existence, then
branding building is even more crucial (Determine your own fame)
- Differentiation - Why is the country (place) distinct in the eyes of the customers?
What sets it apart from others within the peer or competitor set? (Dare to be
different)
- Consistency - A brand can only be developed through the delivery of a consistent set
of messages, ideas and interactions over time. (Internalize the brand)

68 | P a g e
This study uses these four steps for the initial branding of Delhi. The three audiences for
the product city are:
- Living: People who are from the city and live in the city
- Working: People who come to a city for employment and settle there
- Staying: People who visit the city (tourists) or stay for a short duration in the city
The applicability of these four steps for Delhi is as follows:
RELEVANCE OF DELHI
The relevance of a city is measured by what it offers to its audiences. In case of Delhi, for
each of the three target audiences provides a distinct set of offerings to each of its target
audiences.
- For the living segment, Delhi offers a well designed city to live in, with wide roads,
good property rentals, well valued real estate, all types of amenities comparable to
the developed world, etc.
- For the working segment, Delhi offers a range of employment opportunities, with a
range of industries setting up shop here and high value investments, Delhi is the
place to work in. In addition to this, Delhi has a range of educational institutes,
hence it’s a lucrative option for students to migrate and study in Delhi
- For the staying segment, Delhi, the capital city of India has a mix of tourism options
which caters to every mood and occasion. With options ranging from historical
ruins, to art and culture museums, Delhi has something for every type of tourist. It is
also a transit place and a base for many tourists who want to explore India’s
mountains, deserts and rural India
Therefore, Delhi measures high on the relevance quotient, in terms of what it can offer to
the three types of target audiences. In addition to this, Delhi offers all this in a complete
Indian mannerism, therefore, forms an emotional connection with all its target audiences
inherently.

Mansi saxena dissertation on branding of cities case of delhi

Mansi saxena dissertation on branding of cities case of delhi

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