AMA – American Marketing Association
Marketing designed to influence target audiences
to behave in some positive manner with respect to
the products or services associated with a specific
place.

Literature Viewpoints
 Management tool to enhance competition among
places;
 Places as products and brands to be developed in a
long term planning;
 Sustainable development of cities, states, regions
and countries, aimimg different target satisfaction.

I came up with my own...
 Strategic management of exchanges that take
place in territorial scope, strengthening the
competitiveness and the image of a place by value
creation and delivery to its different markets and
investments attraction to ensure its sustainable
development in the long term.
Ocke (2016)

 How to do it?
 What for?
 Who does it?
 For whom?
 Competitive assets?
 How to create and deliver value?
 What are the challenges?

 20th Century/ 1980
 Land Sales
 Industries Incentives
 Cities Consumption
 1980 /1990
 Competition
 Outward Markets
 Urban Interventions
 2000 / Current
 Corporate Branding
 Inward Markets
 Image and Reputation
Ocke &Ikeda, 2013.

 Most of us read about and use the
terms brand and branding all the time. But why
does the way we brand something like a city or
country matter such a great deal?

Some insights from review of academic literature:
 A strong, positive brand image helps places to
differentiate themselves from others.
Kotler & Gertner, 2002, 2004.

Some insights from review of academic literature:
 Places unwilling to develop a competitive brand will
find it increasingly difficult to win their share of the
world’s consumers, capital, investment, talent,
cultural exchange, respect and attention .
Anholt, 2007.

Some insights from review of academic literature:
 A place’s prosperity and progress can only be
ensured through creating and maintaining positive
brand images.
Govers & Go, 2009.

This one I like the best!
 Place brands are all about making a place’s
companies and investment attractive, to support its
tourism and export industries, serve public
diplomacy and to provide its citizens a sense of
identity and self-esteem.
Moilanen &Rainisto ,2009.

It might get mixed up…
 Nation Branding
 Country of Origin Branding
 City Branding
 Destination Branding
 Culture and Entertainment Branding
Hanna & Rowley, 2008.

GOLD COAST PRODUCT GOLD COAST MARKETS GOLD COAST POSITION
City’s Center Improvement
Program
Draft City Plan 2015
Gold Coast City Transport
Strategy 2031
Gold Coast Sport Plan 2013-
2023
Nature Conservation
Strategy 2009-2019
Oceans Beach Strategy
2013-2023
National Workforce
Development Strategy 2013
Gold Coast Workforce –
Development Framework
2014-2023
Gold Coast Economic
Development Strategy
2013-2023
Destination Tourism
Management Plan
Gold Coast Brand Story
Frequently Asked Questions
– City Brand 2013

 Gold Coast City Transport Strategy 2031 – action program with
extensive public consultation that sets out a plan for significant
improvements to public transport network as well as the improvement
in the management and maintenance of roads to meet future demand.

 Draft City Plan 2015 – program aiming to provide infrastructure to
maintain environment quality through urban design initiatives spanning
the entire city with a focus on mobility, sustainable building practices
and numerous community consultations.

 City's Centre Improvement Program – A public-private partnership that
highlights services business. In the program, the retail chain has
undergone renovations and has been adding new business increasing
competitiveness. It aims to transform shopping districts in attractive
places that meet the community's needs, providing convenient places
that reflect local identity.

 Gold Coast Sport Plan 2013-2023 – considers the natural attractions as
the main sources of leisure and recreation offer that encourages its users
to engage in an active lifestyle through sports practice, forming a
significant feature of local culture and creating conditions for major
sporting events.

 Nature Conservation Strategy 2009-2019 - Detailed study that identifies
priority issues for the management of native vegetation, climate
change and ecosystem. Based on best practices research, consultation
with experts, policy makers, government agencies, community interest
groups and representatives of key industries for regional development.

 Ocean Beaches Strategy 2013 – 2023 - coastal management strategies
for the coming years and aims to maximize the current and future use,
as well as access to and enjoyment of the coastal region by all users.

 Estimated Resident Population - June 2013: 537.844 inhabitants. Projections: 730.000 by
2026.
 Australian Bureau of Statistics - participation of the labor force, education levels,
productivity levels and income of Gold Coast residents are all below the national and state
averages.
 Gold Coast Work Force – Development Framework 2014 – 2023
Action program to attract new residents and increase the competitiveness
of the city focused in supporting a knowledge-based economy in order to
develop a workforce with higher education qualifications;
strengthening links between industry and universities to support
research and innovation; increase knowledge in Science, Technology,
Engineering, Mathematics and Arts.

 National Institute of Economic and Industry Research - The three most popular were retail
trade; construction; health and social care. Traditional sectors of the manufacturing
industry, construction and hospitality has declined, while the sectors of health, education
and financial services has been increasing its contribution.
 Gold Coast Economic Development Strategy 2013-2013
The program's objectives include developing an environment that promotes
innovation and contribute to the development of successful companies;
invest in infrastructure that supports growth and productivity; generate
creative economy capable of attracting skills, talents and investment;
create a strong and globally competitive environment.

 Australian Bureau of Statistics - the most popular tourist destination in Australia
and the fourth largest tourism economy in the country. Receives an average of more
than 11 million international visitors and over 2o million national visitors every year.
 International Visitor Survey - the main countries of origin of visitors include China
(25%), New Zealand (22%), Japan (7%) and the UK (7%). The forecasts indicate that
international tourism is likely to increase by about 37% between 2011 and 2020.
 Destination Tourism Management Plan
By 2020 the goal is to increase the length of stay and average spending
visitor through greater and more varied range of products and
experiences. Another contributor for the program is to maintain
participation in traditional markets of Europe, Japan and New Zealand
and increase visit rates in Southeast Asian markets.

 Australian Trade Commission - consolidated links in Europe and North America as new
agreements being set with main Asian trading partners, particularly Japan, South Korea
and China. Proximity to Asia coupled with the abundant resources makes the country the
largest exporter of minerals, energy resources and strong agribusiness.
 National Institute of Economic and Industry Research – main Gold Coast international
exports are manufacture; hospitality, food and beverage services; retail business.
National sectors exports indicates that the top three industries were real estate services;
manufacture; hospitality services, food and beverages.
 Australia Unlimited
Country brand strategy in order to develop a knowledge base, resources,
and strategies that can be used to help enrich Australia's reputation
over time, positioning the country as a world-class business partner and
business credentials , intellectual and creative.

STRUCTURE ECONOMY SOCIOCULTURAL GOVERNMENT ENVIRONMENT
• Road and rail
network expansion
to deal with
economic and
population growth.
• Constantly urban
improvements to
attract new business
intensifying
competitiveness.
• Local and regional
economic growth.
• Services business,
the main economic
activity.
• Workforce,
productivity and
income levels of
residents are all
below the national
and state averages.
•Natural attractions
are main leisure and
recreation offer for
residents and
visitors.
• Engagement in
sports and active
lifestyle, a
significant feature of
local culture.
• Modern shopping
areas and cultural
activities.
• Governance
transparency .
• Residents,
community leaders
and local
businessmen
involved in decision-
making processes.
• Easy to open and
run new business.
•Potential impact of
population growth
on the environment.
• Long-term action
programs to
manage impacts of
climate change.
• Forefront coastal
management
initiatives have
benefited other
communities
worldwide.

Focus group studies were conducted in Australian and international capital
cities to identify how outward perceptions were compared to the
impressions of residents and businessmen of the city.
 The internal market believes that the place has great quality of life and
consider that the city has excellent conditions to live and work.
 Externally, the city is perceived as a center of leisure and recreation,
consisting of few important business and less skilled jobs.
Conclusion: Although tourism market represents one of the main engines of
local economy, the dynamics of the city is currently more diversified,
although still not represent a mature economy.

 The brand was built on the concept that the city is both a leisure
destination and an environment full of opportunities inspired by the
lifestyle of its residents.

 Provide direction for the city to become an international location of
choice for new businesses and residents to boost the creation of a global
city known worldwide for its unique lifestyle, talented people, innovation
and entrepreneurial culture.

 Show that the city is moving away from dependency relationship of the
state capital, Brisbane, and is not meant to be remembered only as a
major tourist destination of the country.

 Diversification of business sectors and industry focused on not losing the
traditional strengths of the economy, but capacity growth of new
emerging industries globally.

 Promote wider value of education within and outside their community
through partnerships with industry to create quality jobs; and the
education sector to develop aspirations for higher education for domestic
and foreign markets.

Help the city to:
 Become global.
 Diversify business maintaining traditional ones.
 Promote wider value of higher education.
 Improve workforce to create quality jobs.

 What does this red dot mean?
A) Gold Coast. Full Stop.
B) Gold Coast. One and All.
C) Gold Coast. Target.

 Anholt, S. (2007). Competitive identity: The new brand management for nations, cities and
regions. Houndsmills, United Kingdom: Palgrave Macmillan.
 Govers, R. & Go, F. (2009). Place branding: Glocal, virtual and physical identities, constructed,
imagined and experienced. Basingstoke, United Kingdom :Palgrave Macmillan.
 Hanna, S., & Rowley, J. (2008). An analysis of terminology in place branding. Place Branding and
Public Diplomacy, 4(1), 61-75.
 Kotler, P., & Gertner, D. (2002). Country as brand, product, and beyond: A place marketing and
brand management perspective. Brand Management, 9(4-5), 249-261.
 Moilanen, T., & Rainisto, S. (2009). How to brand nations, cities and destinations. London, United
Kingdom: Palgrave Macmillan.
 Ocke,M., & Ikeda,A. (2013). Marketing de Lugar: estado da arte e perspectivas futuras. Revista de
Administração da USP. 49(1), 671-683.
 Ocke, M. (2016). Marketing Estratégico de Lugares. Modelo Teórico e Estudo do Caso Gold Coast.
Saarbrucken, Deutchschland. Novas Edições Acadêmicas ISBN: 978-3-8417-1670-5
 Van Ham, P. (2008). Place branding: The state of the art. The Annals of the American Academy of
Political and Social Science, 616(1), 126-149.

 Web
The Place Brand Observer: insights, strategies, examples.
www.placebrandobserver.com
 Journals
Place Branding and Public Diplomacy
Journal of Place Management and Development