City Marketing

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I amsterdam, example of a successful city marketing campaign

City marketing is marketing for local authorities . It pursues the goal of creating or consolidating a positive image of a municipality. In connection with city ​​marketing , the term “city” also refers to those municipalities that decide to market their local authority even though they have not been granted city rights. When the city marketing you look at the city as a product . The product “city” should be attractive. This means that city marketing is persuasive (= aiming at conviction ). Regional development instruments.

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actors

As a rule, municipal administrations are responsible for city marketing, the basic proposals of which have to be approved by a majority of the elected representatives of the citizens in the responsible city or municipal council . The catering and hotel industry , the local retail trade and other branches of the economy , but also owners of the land that is to be planned, and groups of committed citizens are involved in the marketing process . City marketing organizations are organized in Germany in the professional association " Federal Association of City and City Marketing Germany eV".

aims

Claudia Bornemeyer created a target catalog in her book Success Control in City Marketing , which is based on relevant city marketing literature and specifies the following goals of successful city marketing:

  1. Increasing the attractiveness of the city as a business location, residential area, shopping area and tourist destination
  2. Development, correction and maintenance of a city image
  3. Increasing the financial room for maneuver of the actors
  4. Orientation of the city's services towards the citizens
  5. Creation and increase of a national level of awareness
  6. Increasing the identification of the citizens with the city
  7. Increasing the satisfaction of the various stakeholders with the city
  8. Promotion of cooperation between key actors in the city
  9. Maintaining or increasing the number of inhabitants ("customer loyalty")
  10. Reduction of urban problems caused by stationary and / or flowing traffic, garbage disposal, sewage, etc.

Target groups

The target groups can be divided into four main target groups according to the sub-areas or fields of action of city marketing.

  1. Residents of a city. As a target group for city marketing, this includes the citizens living in the city as well as potential citizens. On the one hand, they are the target group of administrative marketing, which is geared towards citizen benefit and is intended to contribute to the optimization of a citizen-friendly local government. With the aim of increasing the quality of living and the quality of the living environment, a qualitative improvement in the educational offer or the creation of a competitive tax location.
  2. Companies and companies that are potentially willing to settle here are the second target group. By influencing, for example, urban development, infrastructure, traffic and the environment, large and medium-sized local companies should be retained or new ones won. City marketing measures can be the promotion of projects, tax breaks and subsidies, the provision of attractive properties or the creation of a cheap infrastructure for e.g. delivery routes.
  3. As a financially strong target group, tourists are of major importance. For example, through the redistribution of income, tourism has a regional balancing function and for many regions tourism represents a source of income that sustains life. The tourist target group can be divided into a large number of sub-groups such as conference, business, trade fair, cultural, city , Youth / senior tourism and spa / health tourists.
  4. Administrative employees as well as city marketing organizations represent the fourth important “internal target group” of city marketing. The aim is to promote cooperation between important actors and increase customer friendliness at city authorities and offices.

Other external target groups are: potential investors, commuters and residents in the surrounding area, federal and state governments, national media and tour operators . Other internal target groups are: local media, travel agencies, educational institutions, clubs and associations, social institutions.

Sub-areas of city marketing

There are a variety of different terms used to refer to city marketing. Sometimes different facts are assigned the same term. For example, the term city marketing is often equated with the much more narrowly defined city or inner city marketing. City marketing, however, represents strategies for the marketing of cities in their entirety. Sub-areas that are integrated into the city marketing concept:

Location Marketing

The location marketing of cities, like any location marketing, is aimed at companies with the aim of winning new businesses. Aligned to the regional, national or international market, the location decisions should be influenced in favor of the own city and existing locations in the city secured. The area of ​​responsibility is not just the procurement and marketing of properties for the settlements. Also, brownfield redevelopment , project development, taking care of business on contact with the local government, as well as the influence of urban development to improve the site conditions are the responsibility location marketing.

As part of the location marketing of the respective city, resident companies as well as potential new settlements are addressed. The aim is to improve their loyalty to their location and to make them multipliers for their own business location. Through joint projects such as award ceremonies, meetings and industry round tables, these companies become active partners in the city marketing process.

City marketing

City marketing, also known as inner city marketing, is primarily associated with coordinated inner-city retail and tourism marketing and is therefore more defined in terms of content and, above all, more spatially than city marketing. City marketing is therefore much more focused on retail and tourism development than city marketing. City marketing has the task of increasing the attractiveness of the city center in order to draw streams of customers and visitors to the city center and to stimulate the city from an economic and cultural point of view. In contrast to city ​​management , which pursues similar goals, but in most cases is privately organized and supported by local retail associations, advertising associations and similar business partnerships, city marketing is often carried out by city politics or administration, even if external consultancy offices are usually responsible for the processing and implementation of a city marketing concept.

District marketing

District marketing implements the city's comprehensive marketing concept for the sub-centers in the individual city districts that are subordinate to the inner city. It is comparable to city marketing, even if the actors, influencing factors and target groups are partly different. District marketing counteracts the risks that result from concentrating city ​​marketing on city policy measures; there is intra-communal competition between the city and sub-centers of a city (districts, quarters) as well as between the various sub-centers themselves : "What is useful for one communal location does not have to be of use for others, but can directly damage them by depriving them of purchasing power."

Tourism marketing

The tourism marketing of cities aims to increase the number of arrivals and overnight stays by foreign guests. The main target groups are private vacation and business travelers, including visitors to trade fairs, meetings and congresses. The most important cooperation partners in tourism marketing are service providers in the city, such as hotels and restaurants, travel and congress organizers or transport companies. For example, often in collaboration with local hotels Hotel Route furnished. Tourism marketing is often concentrated in an independent company. In tourism marketing, a distinction is made between push, pull and push + pull marketing , depending on the direction of marketing . Pull marketing is particularly crucial for urban tourism marketing. Literally translated, tourists should be "attracted". But pull + push marketing in cooperation with large transport service providers such as airlines or railways is also promising for cities.

Administrative marketing

Administrative marketing means optimizing local government to the interests of the citizen. It requires recognizing the demand for municipal services with optimal concentration of resources. The marketing can be directed both internally and externally. Personnel marketing and procurement marketing are aimed at administrative employees, while the design of exchange relationships with users and partners, especially service management, are typical examples of external administrative marketing to satisfy residents and other users.

Communal Marketing

Municipal marketing is responsible for the marketing of public institutions such as municipal transport companies, theaters and museums and other public companies.

Methods and tools of city marketing

Processing of an integrated concept

If state funding can and should be used for urban development, it is necessary to submit an "Integrated Urban Development Concept (ISEK)" before applying for these funds.

The following building blocks are to be worked out for ISEK in all programs:

  • Analysis of the initial situation in the form of a strengths and weaknesses analysis ,
  • Definition of the program area,
  • Definition of goals,
  • Formulation of derived action approaches and measures for area development,
  • Creation of an action and financing concept and
  • Implementation of a public participation.

Best practice measures

The Bavarian State Ministry of Economics, Infrastructure, Transport and Technology considers the clear regulation of competencies and decision-making powers to be an essential success factor for city marketing: “While long-term, strategic questions about the direction of city marketing are ideally addressed in committees with representatives of the public sector, politics and private actors are made together, it is advisable to transfer the competence to the managing director or smaller control teams of the city marketing organization for short-term decisions. Such organizations can react more effectively and flexibly, especially if they have their own budget sovereignty and sufficient financial resources. Accountability is filed in appropriate control bodies. City marketing always relies on cooperation and consensus; there is no direct authority to issue directives to representatives of the city administration, companies or other partners. "

When awarding the “Best Practice City” award in their category in 2009, the ministry's experts paid particular attention to improvements in the areas of diversity and quality, urban design and quality of stay, accessibility and parking, image and marketing, experience and service. The following weaknesses had to be specifically addressed in the "best practice cities":

  • large outflows of purchasing power
  • Inadequate coordination of the interests of those affected
  • outdated marketing methods
  • hesitant reaction of private actors in retail to new trends
  • Competition between providers in the center and on the "green field"
  • unclear positioning of the city
  • unclear future prospects for those responsible in administration.

History of city marketing

Until the mid-1970s, urban development planning had expansive urban expansion and reconstruction as its main content, with little reference to the individual interests of business or citizens. Due to the poor financial situation of the municipalities in the 1980s, there was a phase in which urban development planning was limited to smaller, more manageable projects (improvements in the living environment, traffic calming). The reference to planning for the city as a whole took a back seat. At the same time, the discussion and implementation of city marketing, city ​​marketing and city ​​management based on models from the United States and the United Kingdom on the basis of the orientation towards private-sector marketing began . City marketing has been widely used as an instrument for urban development since the early 1990s . In the mid-1990s, more than 80% of cities with more than 10,000 inhabitants were already using city marketing in various forms as an instrument for urban development or doing planning for it. In the 2000s, due to the limited financial situation of the municipalities, a certain degree of stagnation was recorded.

Slogans

literature

  • Ingo Balderjahn: Brand management for cities and regions. In: Manfred Bruhn: Brand Management Manual. Volume 3, 2nd edition. Gabler Verlag , Wiesbaden 2004, ISBN 3-409-11968-X , pp. 2358-2374.
  • Thomas Biskup, Marc Schalenberg (ed.): Selling Berlin. Image building and city marketing from the Prussian residence to the federal capital . (= Contributions to urban history and urbanization research. 6). Steiner, Stuttgart 2008, ISBN 978-3-515-08952-4 .
  • Thomas Breyer-Mayländer: Success for city marketing and advertising associations: structures, strategies, analyzes and nationwide successful campaigns. Offenburg 2011, ISBN 978-3-943301-00-7 .
  • Nicolas Dallmann: Necessity and content of a controlling in location marketing - an economic geographic study in the city states of Hamburg and Bremen. Köster, Berlin 2009, ISBN 978-3-89574-708-3 .
  • Alexander Doderer: The Psychology of Successful Location Marketing . Gerlingen 2010, ISBN 978-3-941564-20-6 .
  • Christian Ebert: Identity-oriented city marketing. Peter Lang AG, Frankfurt am Main 2004.
  • Monika Fehn, Klaus Vossen: City Marketing. Trends and concepts . Deutscher Sparkassen Verlag , Stuttgart 1999, DNB 956012922 .
  • Walter Freyer: Tourism Marketing, Market-Oriented Management in the Micro and Macro Area of ​​the Tourism Industry. 5th edition. R. Oldenbourg Verlag, Munich 2007.
  • Busso Grabow, Dietrich Henckel, Beate Hollbach-Grömig and others: Soft location factors. (= Writings of the German Institute for Urban Studies. Volume 89). Kohlhammer, Stuttgart / Berlin / Cologne 1995, ISBN 3-17-013734-4 .
  • Rainer Hartmann: New Generation City Marketing. Empirical findings, trends and approaches for research. In: W. Freyer, M. Naumann, A. Schuler (eds.): Location factor tourism and science - challenges and opportunities for destinations . (= Writings on tourism and leisure. Volume 8). Erich Schmidt Verlag, Berlin 2008, ISBN 978-3-503-10666-0 , pp. 59-76.
  • Michael Konken: City Marketing. Basics for cities and municipalities . FBV Medien, Limburgerhof, ISBN 3-929469-27-8 .
  • Michael Konken: City Marketing. Communication with a future . Gmeiner-Verlag, Meßkirch 2004, ISBN 3-89977-105-2 .
  • Philip Kotler, Donald Haider, Irving Rein: Location Marketing. How cities, regions and countries attract industries and tourism . Econ Verlag, Düsseldorf 1994, ISBN 3-430-15653-X .
  • Annika Mattissek: The neoliberal city. Discursive representations in the city marketing of major German cities. Bielefeld 2008, ISBN 978-3-8376-1096-3 .
  • Nico Roßner: Cities as tourism brands - Hamburg Tourismus GmbH and Berlin Tourismus Marketing GmbH in comparison. FHTW, Berlin 2006.
  • Nico Roßner: Security as an image factor in city marketing. FHTW, Berlin 2008.
  • Hans-Otto Schenk: City Marketing and City Management. Thoughts on problem areas and problem solutions. Discussion contribution No. 257 of the Gerhard Mercator University, Duisburg 1998.
  • Knut A. Wiesner: Strategic Destination Marketing. Success factors for tourism organizations and service providers . Gmeiner, Meßkirch 2008, ISBN 978-3-89977-111-4 .
  • Heribert Meffert, Bernadette Spinnen, Jürgen Block & bcsd eV (eds.): Practical guide to city and city marketing. Springer Fachmedien Wiesbaden GmbH 2018, ISBN 978-3-658-19641-7 , ISBN 978-3-658-19642-4 (eBook), 308 pages.

Web links

Commons : City Marketing  - Collection of Images, Videos and Audio Files

Individual evidence

  1. ↑ Tobias Chilla, Olaf Kühne, Markus Neufeld: Regional Development. utb, Stuttgart 2016, ISBN 978-3-8252-4566-5 .
  2. ↑ Bornemeyer, Claudia: Success control in city marketing . Eul Verlag, Lohmar 2002, ISBN 3-89012-964-1 , p. 20 .
  3. ^ Hans-Otto Schenk: City Marketing and City Management. Thoughts on problem areas and problem solutions. Discussion contribution No. 257 of the Gerhard Mercator University, Duisburg 1998, p. 14.
  4. ↑ Federal Ministry of Transport, Building and Urban Development (BMVB) (Ed.): Integrated urban development concepts in urban development funding . A working aid for municipalities . August 2013, p. 14.
  5. ↑ Bavarian State Ministry for Economic Affairs, Infrastructure, Transport and Technology: Best practice guidelines for city marketing . Munich. April 2009, p. 68.
  6. ↑ Halberstadt: HALBERSTADT - your gateway to the Harz. In: www.halberstadt.de. Retrieved April 15, 2016 .