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TRANSCRIPT
2012
A Roadmap forBranding Dublin
A Discussion Paper
Creative Dublin Alliance
Authors:
Lorna Maxwell, Jamie Cudden & Jonathan Waugh
Economic Development Unit
Dublin City Council
Particular thanks to Jim Dunne, Barry Sheehan, John O’Connor,
Damien McLoughlin, Mark Byrne, Steve Payne, Elaine Buckley, Trevor White
and Walter Foley for their invaluable input, advice and feedback along the way.
Images courtesy of Dublin City Council, Jason Clarke and Rob Hughes.
This is the time and opportunity for Dublin
– we need to get out there and articulate
Dublin’s uniqueness in the global context
The small size of Dublin and the ability
to make connections makes us unique
Dublin has so much potential, however
there is a need for greater engagement,
interpretation, energy and effort to
realise this
Quotes from selected Stakeholder Interviews
Dublin is a lifestyle place – it’s a personality
– creativity is in our DNA – we have an
aptitude to succeed in business
People don’t understand how good the
Dublin package is…We undersell
ourselves as a city
Dublin’s strong performance puts
Ireland Inc on the global map
Research SourcesThe analysis presented in this strategy has been drawn from a number of
research sources and initiatives that the Dublin region has been developing in
order to enhance its evidence base. These include:
Discovering Dublin’s Identity
The Creative Dublin Alliance partnered with the Brand Union to develop the
research and discovery phase for the Dublin Branding Project. This work
culminated in an exhibition that toured the Dublin region in 2011 as well as
a Summit Meeting of key stakeholders which was hosted in the National
Convention Centre. The research included interviews with over 40 high profi le
individuals across Ireland and Dublin, workshops, focus groups, vox-pops,
and a national omnibus survey.
Dublin Benchmarking and Indicators
The City Indicators and Benchmarking Project is intrinsically linked to the
branding initiative as this measures and monitors Dublin’s performance in the
national and international context.
Your Dublin, Your Voice
A residents panel of over 3,300 people will also be intrinsically linked with the
Dublin branding project. To date there have been two surveys focusing on: 1]
The best and worst things about Dublin; and 2] Dublin’s Shopping and Social
Scene.
Dublin’s role in the national and global economy
This project is led by University College Dublin on behalf of the Dublin
Regional Authority and is enhancing our understanding of Dublin’s
performance. As part of this research over 35 interviews were held with
leading stakeholders across the Dublin Region.
Capitalising On Dublin’s Potential
This is a recently launched report led by the Irish Tourism Industry
Confederation (ITIC) researched by Tourism Development International. The
research was developed to provide a series of recommendations on how best
to strategically manage and develop the international marketing of Dublin.
Literature Review
Over 100 publications and reports have informed the roadmap document
including PIVOT Dublin – World Design Capital bid, Unesco Dublin City of
Literature bid, Dublin City Indicators and Benchmarking and The World is Not
Flat – the case for city regions.
Contents
Executive Summary v
1. Introduction 1
2. Global to Local 7
2.1 Global Trends 7
2.2 What is City Branding and what are other Cities Doing? 9
2.3 Irish Context 11
2.4 Dublin Context 14
3. Dublin’s Story 19
4. The Dublin Branding Project 25
4.1 Objectives of the Brand 25
4.2 Who is Leading on the Development of Dublin’s Brand? 26
4.3 Events and Timeline 30
4.4 A Vision for Dublin 32
4.5 Dublin’s Target Markets and Audiences 36
4.6 The Formulation of the Dublin Brand 42
5. Dublin’s Top Assets 45
5.1 Dublin’s Leading Asset – Its People 47
5.2 City of Innovation 49
5.3 World Leading Investment and Business Location 52
5.4 Dynamic and Educated Talent 54
5.5 Openness and Diversity 54
5.6 A Competitive City Infrastructure 55
5.7 Distinct Urban Character with a Vibrant City Centre 57
5.8 A Wealth of Creativity and Cultural Activity 59
5.9 At the Heart of Ireland, and the Centre of the World 61
6 Priority Action Areas 63
6.1 Engage with the People of Dublin 63
6.2 Develop the Collaboration Model 64
6.3 Agree the Vision 65
6.4 Engage in Regular Monitoring of our International Position 66
6.5 Build Upon Dublin’s Assets and Address the Challenges 67
6.6 Effectively Communicate the Brand 68
6.7 Enhance the Tourism Product 70
6.8 Engage in Internationalisation 71
6.9 Seek International Events and Designations 73
6.10 Design the Dublin Brand 75
7 Conclusion 77
References and Bibliography 79
Executive Summary
The ContextThis discussion document will be circulated to the Creative Dublin Alliance 1
and key stakeholders in the public, private and civic sectors whose
commitment and active participation will be required in the delivery of a
Brand for Dublin. The main report brings together the combined learning from
all the research, engagement and stakeholder collaborations developed to
date, while pointing a clear path for the delivery of the next phase which will
be concluded with the launch of the Dublin Brand in June 2013.
Branding has been around for hundreds of years, but city branding has not.
This is a relatively recent concept which is pioneered by city branding experts
such as Simon Anholt. Examples of successful city branding strategies are
New York, Barcelona, London and Amsterdam.
City branding literature emphasises the argument that logos and taglines
have not been the backbone of successful city branding strategies. A
review of city branding strategies highlights the underlying importance of
shared governance, stakeholder participation, clear and concise goals, and
consistent reinforced messaging.
1 A collaborative leadership network across Dublin’s leaders in local government, business
and higher education sectors. www.creativedublinalliance.ie
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A Roadmap for Branding Dublin, A Discussion Paper 2012
A dynamic and innovative Dublin Brand that captures the region’s unique
qualities and is well managed and communicated will enhance Dublin’s
attractiveness as a global centre for international investment, trade, tourism,
and talent. Increased pressures on budgets and resources make it a
necessity for all those involved in the development, positioning and marketing
of Dublin to better collaborate and coordinate on this work.
“This is the time and opportunity for Dublin – we need to get out there
and articulate Dublin’s uniqueness in the global context”
“People don’t understand how good the Dublin package is…
We undersell ourselves as a city”
“The small size of Dublin and the ability to make connections makes us
unique”
“Dublin is a lifestyle place – it’s a personality – creativity is in our DNA –
we have an aptitude to succeed in business”
“Dublin has so much potential, however there is a need for greater
engagement, interpretation, energy and effort to realise this”
– Quotes from selected Stakeholder Interviews
“The Dublin city region accounts for four out of every ten jobs, just under
half of all goods and services produced and nearly half of Ireland’s tax
revenue. Ireland needs a strong Dublin.” 2
The Dublin city region is Ireland’s only city of international scale and one
of the most attractive global locations for Foreign Direct Investment. 3 It is
furthermore ranked as the best location globally for availability of skilled
workforce, investment incentives and openness. 4 This is remarkable given
the scale of the economic downturn faced by Ireland. The fundamentals of
Dublin’s economy are strong and Dublin is showing remarkable resilience in
2 Creative Dublin Alliance (CDA), Discovering Dublin’s Identity, 2011
3 Brookings Global Metro Monitor, 2011
4 Institute of Managing Directors, 2012
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A Roadmap for Branding Dublin, A Discussion Paper 2012
the face of global uncertainly and adversity. However global trends such as
the increasing power of cities, globalisation, the rise of developing economies
and a global war for talented people, leave us with no doubt as to the
importance of developing a strong brand in order to ensure Dublin’s future.
“It’s not the cost of city branding: it’s the cost of not doing city branding.”
– Stakeholder Interview
“Cities must understand what place characteristics make them distinctive. All
cities are part of the global economy and are now more connected physically
and electronically. Nevertheless, unique place characteristics continue to
distinguish one city from another and create competitive advantage” 5
This document has set out a roadmap that will lead to the launch in 2013
of an internationally competitive brand for Dublin. It has identifi ed key
requirements as follows:
> The development of innovative approaches to engage citizens
in the branding process. The people of Dublin are consistently
highlighted in all research as the most valuable ‘brand
asset’ as well as potentially its strongest ambassadors.
> The provision of a governance structure through the
Creative Dublin Alliance and the development of a
collaborative leadership model for the Dublin region.
> The establishment of a Destination Marketing Alliance
for Dublin that would develop integrated Communication
Strategies and International Marketing Campaigns to clearly
communicate and promote Dublin’s assets and uniqueness.
> The agreement of a target driven approach to allow us to
benchmark the brand position over time. Targets for tourism in
Dublin have already been recommended by the Tourism Industry.
5 Acre, Accommodating Creative Knowledge – Competitiveness of European Metropolitan Regions within the Enlarged Union, 2012
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A Roadmap for Branding Dublin, A Discussion Paper 2012
The Objectives
The 6 objectives for the Dublin Brand are:
> To continue to attract investment
> To grow our tourism markets and increase tourism numbers to Dublin
> To ensure that Dublin remains a location of choice for top global talent
> To become a leading destination for international students
> To become a place where entrepreneurs want to set up a business
> To raise awareness of Dublin to our export growth markets
There is a strong evidence base that Dublin already has a relatively positive
brand. So this project is not starting from scratch, it is building on the
positives while at the same time attempting to address Dublin’s challenges.
The promotion and marketing of Dublin to date has developed across
a myriad of national, regional and local bodies. However, when Ireland
is marketed by the state agencies there is little or no differentiation
made between Dublin and Ireland. Dublin’s international reputation and
attractiveness can bring value to the Irish brand, leveraging the performance
of the Irish economy through its unique attributes and strong economic
clusters in internationally traded services, fi nancial services, tourism,
education, software and ICT, and the creative industries.
Key indicators developed across tourism, Foreign Direct Investment, exports,
talent and international education demonstrate the strong connections that
Dublin and Ireland has with the US, the UK and Europe in particular, and
hence our performance in these markets must continue to be a priority.
However the global mega trends demonstrate that we must also explore the
opportunities that are arising from emerging economies.
Having set the context for the branding project it is now important to set
out the current assets of our City. When developing the Dublin brand it
is necessary to ensure that our brand and identity aspirations match the
Dublin experience. This project is “a major undertaking, and there are no
short cuts to it” 6 and requires extensive collaboration across all sectors and
stakeholders in Dublin.
6 Stakeholder Interview
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A Roadmap for Branding Dublin, A Discussion Paper 2012
Dublin’s Assets
A comprehensive research and discovery phase was undertaken which
helped to develop a better understanding of the current perceptions of
Dublin. In effect, over 5,000 People have engaged in the Dublin Branding
Project to date. This process included over 70 key stakeholder interviews,
5 Workshops, a touring exhibition: “Discovering Dublin’s Identity”, surveys
developed through “Your Dublin Your Voice” a residents opinion panel, a
National Omnibus survey and a comprehensive city research, indicators
and benchmarking programme. These resources were used to develop a
comprehensive list of Dublin’s key assets, which in turn informed the brand
values for Dublin.
Dublin’s assets as identifi ed are summarized below. For more information, see
Section 5, Dublin’s Top Assets.
> Dublin’s Leading Asset
– Its People, their Character and their Creativity
> City of Innovation
> World Leading Investment and Business Location
> Dynamic and Educated Talent
> Openness and Diversity
> A Competitive City Infrastructure
> Distinct Urban Character with a Vibrant City Centre
> A Wealth of Creativity and Cultural Activity
> At the Heart of Ireland, and the Centre of the World
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A Roadmap for Branding Dublin, A Discussion Paper 2012
Brand Values
This information has directly informed the development of appropriate brand
values which include:
> Friendliness and Warmth
Drawn from Dublin’s residents and its distinct urban character.
> Innovation and Creativity
Drawn from Dublin’s strong tradition of art and
culture and its role as a city of innovation.
> Openness and Diversity
Drawn from Dublin’s people and its multicultural
and cosmopolitan nature.
> Entrepreneurial Spirit
Drawn from its role as a world leading investment and business
location, the dynamic and talented people, the strong infrastructural
assets, and the inherent resilience and adaptabiliy of Dublin’s people.
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A Roadmap for Branding Dublin, A Discussion Paper 2012
The Roadmap
KEY ACTIONS:
1. Engage with the people of DublinExisting channels of engagement, such as Dublin’s Elected Representatives,
alongside established networks will prove vital in developing commitment
and communicating the message. Engaging citizens and residents in the
process of branding Dublin should involve the use of innovative means
of communication such as exploiting social media and crowd sourcing
techniques to generate individual and creative content. This will give residents
an opportunity to voice their opinion using tools such as Your Dublin Your
Voice, which will ultimately inform and contribute to the brand over time.
INFO BOX: Uniquely Dublin, An International Competition To Re-
Assert Dublin’s Identity In A Positive Way.
In October 2012 as part of the Branding Project and in association with a
number of partners, including Dublin City Council, the Little Museum of
Dublin and a coalition of private and public stakeholders, a major international
competition will be launched that invites people from Dublin, Ireland and
the international community to submit their creative expression of what is
unique about Dublin. The competition is being designed to build on Dublin’s
internationally renowned creative talents across literature, animation, fi lm,
design, music, visual arts, as well as its citizens humorous and often frank
outlook on life. As well as the promise of international exposure, the Dublin
Branding Project will use the content generated to communicate Dublin’s
identity in a truly unique way.
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A Roadmap for Branding Dublin, A Discussion Paper 2012
2. Develop the Collaboration ModelThe Creative Dublin Alliance, its Executive Network and, should it be
established, the Destination Marketing Alliance for Dublin are the proposed
structures for collaboration across the key stakeholders i.e. the four Dublin
Local Authorities, IDA Ireland, Enterprise Ireland, Fáilte Ireland, the higher
education and business sectors, and the creative and tourism industries. The
members of the Creative Dublin Alliance will agree an appropriate structure
and funding model for the branding project and will also agree the operational
aspects including management and monitoring of the brand performance on
an ongoing basis. Figure A. provides an illustration of how the Collaboration
Model would work:
Figure A: The Collaboration Model
Informed By
Vision & Values
Driven By
Shared & Corporate Strategies Promotion & Marketing of Dublin Internationally
Attracting-InvestmentInternational-Students
Tourism-Growth Awareness-in-Export-Markets
Attracting-Talent
Sustainability-Indicators
Government-PolicyElected-Representatives
Dublin-BenchmarkingConstituent-Members
Civic-Engagement
CDAExecutiveNetwork
Creative DublinAlliance
Destination& Marketing
AllianceDublin
Targets Achieved
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A Roadmap for Branding Dublin, A Discussion Paper 2012
3. Agree the VisionAgreeing the Vision for Dublin will be a critical step in the development of the
Dublin Brand. The articulation of core values will defi ne how the brand will
be developed, managed and communicated, therefore the members of the
brand will:
> Agree the Vision for Dublin
> Identify Dublin’s distinct competitive advantage,
for at least the next ten years.
> Build on Dublin’s unique assets and personality, and provide a
vision that the people, businesses and partners of Dublin, and the
Irish across the world, will be proud to align themselves with.
4. Engage in Regular Monitoring of our International PositionIn order to measure Dublin’s and Ireland’s international competitiveness and
to assess the effectiveness of the Dublin Brand in fulfi lling its goal we must
provide:
> A twice yearly report on Dublin’s international benchmarking
> A selection of key performance indicators to be agreed upon and
monitored in these reports, alongside specifi c benchmarks that
will measure the brand performance in the areas of Foreign Direct
Investment, Export Growth, Tourism, International Talent and
Students, Population, Quality of Living and World Business Rankings.
5. Build upon Dublin’s Assets and Address the ChallengesGiven the long term nature of Foreign Direct Investment, the target audiences
of a brand need to believe that city leadership has the capacity to address
the challenges the city faces. An effective brand must be supported by
agreed development plans and strategies that address such challenges,
ensuring that the brand message matches the reality on the ground. These
development strategies will be implemented with four objectives in mind:
> Develop city leadership
> Progress innovation capacity and the smart city agenda
> Lead civic engagement in quality of life issues
> Build innovation and communication networks
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A Roadmap for Branding Dublin, A Discussion Paper 2012
6. Effectively Communicate the BrandDesigning a multi-stakeholder communication plan for Dublin is critical.
Subject to its establishment, the Destination Marketing Alliance will agree,
with the support of the branding professionals, the core communication
messages in each market segment and develop a communication strategy
for the promotional and marketing activity of Dublin internationally. This would
be collectively delivered across the relevant organisations in each of the
identifi ed target markets and audiences.
It is proposed that the Dublin portal website, www.dublin.ie, be redesigned to
become the core communication channel for the Dublin brand. Many cities
are addressing this with the delivery of digital strategies such as London and
Partners (focusing on business and tourism), Do it in Barcelona (attracting
business and entrepreneurs) and I Amsterdam (focusing on residents and
tourism).
7. Enhance the Tourism ProductIn order to enhance the Dublin tourist product there is a need to develop
a Dublin Tourist Development Plan. This is required to ensure the ongoing
development and enhancement of Dublin’s existing attractions, while
also agreeing new fl agship developments, product clusters, tourist routes,
activities and events. Existing and new developments need to be brought
together in creative and imaginative ways to reinvigorate, develop and
showcase Dublin’s unique strengths. The development of a Dublin Tourism
Development Plan, through collaboration between Dublin’s partners, would
ensure the enhancement of Dublin’s existing attractions.
8. Engage in InternationalisationDublin already has an impressive series of city linkages, being twinned with
San Jose, Beijing, Barcelona and Liverpool. With an increasingly globalised
society and the emergence of new foreign markets, Dublin must continue to
make the most of its current international connections and also develop new
strategic connections.
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A Roadmap for Branding Dublin, A Discussion Paper 2012
9. Seek International Events and DesignationsThe hosting of international events and receiving international designations
positively promotes cities and their reputations. Dublin has been very
successful in attracting high-profi le designations for the city and bidding for
international events. With political endorsement and if adopted by a wide
range of entities including business and tourism interests, central government,
non-governmental organisations and event fi nanciers, the delivery of a multi-
annual event strategy will build Dublin’s reputation as a premier international
destination. It will deliver a better return on investment from Dublin’s
infrastructure, increase economies of scale through the development of a
portfolio of events and provide measurable economic benefi ts to Dublin and
its business sector.
10. Design the Dublin BrandProfessional branding expertise will be required to design Dublin’s creative
identity. They will develop the Brand Book for Dublin that will give the
framework and guidelines to the brand partners on its use and ensure a
consistent management of the brand over time.
CommitmentDeveloping, managing and promoting Dublin’s brand is about ensuring that
Dublin, as Ireland’s capital city, is a city that its residents and the Irish citizens
are proud of, that attracts investment, trade, tourism and talent, and that
understands its position in the world. It should project Dublin as a modern
successful city that offers something different, unique and ultimately of
value to the world. It’s about optimising our future economic potential while
portraying the unique character and quality of life in Dublin. It’s about the
people of Dublin, their creativity and their connections with the rest of the
world.
This document has set out a roadmap that will lead to the launch in 2013 of
an internationally competitive brand for Dublin. The success of this ambitious
project depends on the commitment of all players to collaborate and invest in
its future success.
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A Roadmap for Branding Dublin, A Discussion Paper 2012
Timeline:It is suggested that the Actions be implemented according to the following timelines:
June 2012:Tourism Development International Report Launched:
“Capitalising on Dublin’s Potential”
July/ August 2012: Circulation of the Dublin Branding Project Roadmap discussion paper.
Creative Dublin Alliance agrees membership of their Executive Network.
September 2012:Creative Dublin Alliance agrees the Dublin Branding Project
Roadmap with letters of endorsement and fi nancial commitments.
Procurement process initiated to engage brand design expertise.
Agreement of the establishment of the Destination Marketing
Alliance for Dublin. Membership and terms of reference agreed.
October 2012: First meeting of the Destination Marketing Alliance for Dublin.
Agree the Brand Strategy Vision.
Innovation Dublin Festival www.innovationdublin.ie.
Launch of ‘Uniquely Dublin’ an international
competition on what makes Dublin unique.
Creative Dublin Alliance: Breakfast Briefi ng with key Citywide
stakeholders presenting outcomes and recommendations from
the UCD and Dublin Regional Authority research collaboration:
‘Dublin’s Role in the National and Global Economy’
November 2012 – May 2013:Creative Dublin Alliance – presentation of the Dublin
Benchmarking and Indicators Report.
Contract awarded to deliver on the brand design
Brand identity concept design workshop held with the
Creative Dublin Alliance, its Executive Network and
the Destination Marketing Alliance for Dublin.
Agree brand strategy including ongoing management, delivery
structures and operational supports, vision, benchmarks and
targets, investment and commitment across all partners.
Review the potential for www.dublin.ie to be the
digital platform for the Dublin brand.
Announcement of winners of the ‘Uniquely
Dublin’ competition and public exhibition
Creative content developed and presented as part of a multi-media
communications strategy, integrated with the brand identity.
June 2013: Public launch of Dublin’s brand, including:
> The Dublin Brand Book.
> Visual identity.
> ReLaunch of Dublin.ie website.
> Promotion & communications strategy including key delivery targets.
> Development strategies for Dublin, such as tourism
events, including key performance targets.
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A Roadmap for Branding Dublin, A Discussion Paper 2012
1. Introduction
“The Dublin city region accounts for four out of every ten jobs, just under
half of all goods and services produced and nearly half of Ireland’s tax
revenue. Ireland needs a strong Dublin.” 1
The Dublin city region is Ireland’s only city of international scale. Dublin is
one of the most attractive global locations for Foreign Direct Investment
(FDI). 2 It is furthermore ranked as the best location globally for availability
of skilled workforce, investment incentives and openness. 3 Despite this it
is imperative that Dublin does not rest on its laurels. The magnitude of the
economic downturn faced by Ireland has sent shockwaves across sectors
and communities throughout Dublin. Dublin’s economic performance has
dropped from being the 6th top international city performer from 1990-2007
to the second worst out of 250 global metros 4. An increase of unemployment
from 4% to 13% reveals the extent of the challenges that Dublin faces 5.
However, in spite of this the fundamentals of Dublin’s economy are strong
and it is showing remarkable resilience in the face of global uncertainly and
adversity.
To this end, the Creative Dublin Alliance has initiated a process of research
and consultation in order to outline a clear and coherent purpose and
ambition for the region. This process involves creating a brand and identity
which is both grounded in the ongoing actions and efforts of the key
stakeholders across the region and framed by an ambition to maximize the
true potential of the city region.
This report outlines the challenges facing the region, it draws on evidence
from various sources of Dublin’s rich cultural heritage, its diversity and its
vibrancy. A global pseudo-war for talent, investment and creativity is ongoing
and it is critical at this moment in time that Dublin works together to realise
a clear identity which respects its greatest assets and which compels city
region stakeholders and residents alike to work collectively to meet current
and future challenges.
1 Creative Dublin Alliance (CDA), Discovering Dublin’s Identity, 2011
2 Brookings Global Metro Monitor, 2011
3 Institute of Managing Directors, 2012
4 Brookings Global Metro Monitor 2011
5 Central Statistics Offi ce (CSO), 2012
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A Roadmap for Branding Dublin, A Discussion Paper 2012
A global city with a small town feel, a welcoming city with a reputation for
its friendly people; these are just some of the phrases used to describe
Dublin – Ireland’s only city of international scale, yet just a mere village in the
global context. Dublin is a city, that despite all its setbacks through history,
has positioned itself on the world stage and punches above its weight in
international rankings. It is ranked in the top quartile of global cities for its
quality of living 6 and has a proven track record in relation to the attraction of
Foreign Direct Investment. Dublin is now a cosmopolitan city that is home to
over 150 nationalities, with over 17% of the population foreign born 7.
6 Cudden, J., O’ Leary, H., Quality of Living Report, 2010
7 Demographic Trends in Dublin, 2012
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A Roadmap for Branding Dublin, A Discussion Paper 2012
Global trends such as the increasing power of cities, globalisation, the rise of
developing economies and a global war for talented people, leave us with no
doubt as to the importance of developing a strong brand in order to ensure
Dublin’s future.
“It’s not the cost of city branding: it’s the cost of not doing city branding.”
– Stakeholder Interview
A dynamic and innovative Dublin brand, that captures the region’s unique
qualities and is well managed and communicated, will enhance Dublin’s
attractiveness as a global centre for international investment, tourism, trade
and talent. It will promote economic recovery for Ireland, develop a sense of
pride in the capital city and connect with residents as the real ambassadors
for Dublin. Increased pressures on budgets and resources make it a
necessity for all those involved in the development, positioning and marketing
of Dublin to better collaborate and co-ordinate on this work.
The branding and identity project seeks to clearly set out the nature and
importance of Dublin’s role in the global network of cities but also to re-affi rm
the importance of Dublin’s relationship in the national context. Dublin is a core
part of Ireland’s international brand and its fl agship city.
The Dublin brand will be led, developed and managed by the collaborative
leadership model of the Creative Dublin Alliance across the higher education,
business and government sectors, whose purpose is to develop, manage
and promote Dublin’s international reputation as a city where innovation and
creativity thrive.
As Dublin’s fi rst citizens, the role of the Lord Mayor and the Mayors of the
county council’s will be key in the development of the Dublin Brand to
lead in the engagement of residents and in promoting Dublin’s assets to
a wider business and international audience. The active role Dublin City
Council is taking in the development of the brand is an emerging role of city
administrations across the world. It is taking place in the context of greater
collaboration between the four local authorities in the region, which is an
agreed fundamental aspect of the management model. The organisations
involved realise the importance of seeing beyond their own boundaries,
both geographically and organisationally, to work collectively towards the
development of Dublin as a competitive international city, thus ultimately
contributing to the greater achievement of individual corporate goals.
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A Roadmap for Branding Dublin, A Discussion Paper 2012
This roadmap to developing Dublin’s brand sets out the following:
> The current perceptions of Dublin and its key assets
> The values that should underpin the Dublin Brand
> The key stakeholders and collaboration structures
that should defi ne and deliver the vision
> Dublin’s key assets as identifi ed through an extensive
research and discovery programme
> The priority actions to develop the brand with a timeline from
now until June 2013 when the brand will be launched
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A Roadmap for Branding Dublin, A Discussion Paper 2012
This is a discussion document that will be circulated to the Creative Dublin
Alliance and key stakeholders in the public, private and civic sectors whose
commitment and active participation will be required in its delivery. It brings
together the combined learning from all the research, engagement and
stakeholder collaborations that have happened to date, while pointing a clear
path for the delivery of the next phase of the process which will be concluded
with the launch of the Dublin brand in June 2013. This point is only a further
milestone in what is a signifi cant commitment of the partners over the long
term in the ongoing delivery and management of the Dublin Brand.
INFO BOX: Over 5,000 People have engaged in the Dublin Branding
Project to date
> Over 70 key interviews
> 5 Workshops
> A touring exhibition: Discovering Dublin’s Identity
> Over 5,000 people surveyed through the “Your Dublin
Your Voice” Panel and a National Omnibus survey
> Over 100 publications and books
> Connections to projects such a Love the City, Pivot Dublin,
ReDrawing Dublin and the UNESCO City of Literature
> A comprehensive city research, indicators
and benchmarking programme
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A Roadmap for Branding Dublin, A Discussion Paper 2012
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A Roadmap for Branding Dublin, A Discussion Paper 2012
2. Global to LocalA number of global mega trends are in motion which mean that it is
an absolute necessity that we carefully plan and market Dublin to an
international audience.
2.1 Global Trends
Cities as a Global Phenomenon
“For the fi rst time in 2010 over half of the world’s population now lives in
cities. The UN predicts that by 2020 this fi gure will have swelled to two thirds.
Furthermore cities, while just accounting for 2% of the worlds land surface,
account for over 80% of economic output.” 8
Many observers talk about the 21st century being the century of the city
and they are increasingly being recognized as powerful hubs in the global
economy. The increasing importance and valuable role of cities is also
refl ected in the attention focused on them by many national and international
organisations, both in the public and private sectors.
Growth of the Emerging Markets and Rise of the Middle Class
“The past two decades have seen lower-income metro areas in the
global East and South “close the gap” with higher income metros in
Europe and the United States, and the worldwide economic upheaval
has only accelerated the shift in growth toward metros in those rising
regions of the world. 9”
As many of the world’s developing economies achieve rapid economic
growth, these markets also grow as sources of investment and tourists.
Across the globe a new middle class is emerging who will demand the goods,
services and leisure demands that we are accustomed to. For Dublin and
Ireland to capitalize on these opportunities it will require an expansion in our
strategic focus to the cities and countries in the developing world.
8 UN, State of the World’s Cities Report 2010/11
9 Brookings Global Metro Monitor Report, 2011
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A Roadmap for Branding Dublin, A Discussion Paper 2012
Increasing Globalisation
Globalisation as a phenomenon is not new – it has been occurring in
waves over the last millennium and indeed throughout human history.
What is different now, is the pace and scope of the current wave, which is
unprecedented 10. The proportion of goods and services that are traded grew
from 19% in 1990 to 29% in 2008 – an increase of over 50% 11. Over the same
period the number of transnational companies (TNCs) has more than doubled
from around 35,000 to 82,000 12. Ireland now ranks as the second most
globalised country in the world while Dublin is one of the most connected
international cities in relation to advanced service provider companies 13.
The Global War for Talent
Over the past decade the global shift towards a knowledge-based economy
has accelerated dramatically. Superior talent – embodied in higher education,
training, skills, creativity, aptitude, innovation capacity, and the cultural and
social skills of the workforce – is rapidly becoming the key driver of economic
growth and activity 14.
Cities contain an increasingly large share of these highly skilled, educated,
creative and entrepreneurial individuals that are becoming key drivers of
growth. However these people are highly mobile and willing to move to
cities where the economic opportunities lie, and this is very much linked to
the quality of place and life on offer. In fact, research has found that living
conditions can infl uence the attractiveness of a location to the extent that
migration to locations with more attractive living conditions can occur even if
earnings there are lower. 15
10 IBM, Institute for Business Value, 2007
11 World Bank World Development Indicators, 2011
12 Dublin Chamber of Commerce, The World is Not Flat, 2012
13 Ibid.
14 IBM, Institute for Business Value, 2010
15 Massey, et al., Theories of International Migration: A Review and Appraisal, 1993
8
A Roadmap for Branding Dublin, A Discussion Paper 2012
2.2 What is City Branding and what are other Cities Doing?
“A good brand and a good brand strategy will attract investment, attract
talent, promote our exports, promote tourism (and) engage with the
citizens.” 16
Branding has been around for hundreds of years, but city branding has not.
This is a relatively recent concept which is pioneered by city branding experts
such as Simon Anholt. Examples of successful city branding strategies are
New York, Barcelona, London and Amsterdam.
City branding literature emphasizes the argument that logos and taglines
have not been the backbone of successful city branding strategies. Of the
city branding strategy mishaps reported, they more often than not highlight
the misguided focus on slogans, which miss the underlying importance of
shared governance, stakeholder participation, clear and concise goals, and
consistent reinforcing messaging over time as seen in the more successful
strategies 17
INFO BOX: What are other cities doing?
The following is a brief overview of three of Europe’s leading city brands. In
the formulation of their respective branding strategies each city opted to
create an identity with broad appeal rather than emphasising one or a few
key attributes. This approach is important as city branding no longer just
concerns tourism, but also aims to attract investment, international students
and skilled migrants to the respective localities.
I Amsterdam (www.iamsterdam.com)
The ‘I Amsterdam’ brand was launched in 2004 with the aim to project
an inclusive, people-centred identity for the city. In its formulation 16 key
attributes of the city were identifi ed, which were then distilled into three core
values of emphasis: creativity, innovation and the spirit of commerce. It was
felt that the Amsterdam brand should unite all the attractions and activities in
the city as its power lay in the combination of associations and Amsterdam as
the versatile city. The ‘I Amsterdam’ slogan was designed to encapsulate all
that the city had to offer, and in doing so has responded to what each of its
residents see as the city’s identity.
16 Anholt, S., Competitive Identity, 2007
17 Casey, J., Case Study: A City Branding Strategy in Dublin, 2012
9
A Roadmap for Branding Dublin, A Discussion Paper 2012
London & Partners (www.londonandpartners.com)
London & Partners have formulated a highly business orientated strategy
that is expected to provide immediate short-term returns on investment to
its partners. The brand is aimed at promoting the city’s business strengths,
attracting leisure and business visitors and attracting international students.
In its promotion they see London as the world’s capital for business, talent,
creativity and tourism. The marketing promotion has emphasised how
London is both a unique and exclusive location with marketing campaigns
such as ‘Only in London’ and ‘Limited Edition London’.
Open Copenhagen (www.opencopenhagen.dk)
Open Copenhagen aims to unite the city’s varied offerings under a single,
shared brand that will convey the most important qualities and values of
Copenhagen as the most open capital city in the world symbolising a young,
fashionable city, which is open to all kinds of visitors, nationalities, interest
groups and businesses. It is composed of several sub-brands, such as
‘Open for Inspiration’, ‘Open for Development’, ‘Open for Shopping’ and ‘Visit
Copenhagen’.
Online Presence
Given the power of social media it is interesting to note the activity on Twitter
held by the respective city brands in June 2012, and in particular Dublin’s
strong performance:
Amsterdam: @Iamsterdam had 18,100.
London: @londonpartners had only 159, however,
@visitlondon had 43,300 and @L_Pbusiness had 5,442 followers.
Copenhagen: @VisitCopenhagen had 2694 followers on Twitter,
while @OpenCopenhagen is a dormant account with 4 followers.
Dublin:@VisitDublin had 19,400 followers!
It is necessary that Dublin responds to the emerging economic opportunities
that are concentrating across the cities of the developing world, to promote
itself like other international cities and engage with emerging markets. Cities
are now the driving force of the global economy with intense competition for
investment and skills. Dublin needs a strong brand to compete in this context.
10
A Roadmap for Branding Dublin, A Discussion Paper 2012
2.3 Irish ContextIreland as a brand has been well established for the attraction of investment,
international students and tourism through the co-ordinated actions of
various agencies. In the 2011 Country Brand Index it was ranked 13th in
Europe and 20th globally for the strength of its national brand 18, while also
scoring well in various sub-brand areas, reaching 14th for Heritage and
Culture, 22nd for Good for Business, and 18th for Value System.
In an effort to counteract negative coverage of Ireland as a result of the
economic downturn and fi nancial crisis, the various agencies responsible
for the Irish brand have sought to provide a positive image of Ireland. Figure
1 shows an advertisement run by the Industrial Development Agency (IDA)
Ireland, which emphasises the Irish workforce’s innovation capabilities and its
success as an investment location.
While Dublin, as the centre of education and economic activity in Ireland, has
been a key benefi ciary of these branding strategies, in order to maximise
potential it is vital that Dublin creates a brand as an international city that
would complement the work of these agencies.
Figure 1: Industrial Development Agency (IDA), Google Advert, 2012
18 Future Brand, Country Brand Index, 2011
11
A Roadmap for Branding Dublin, A Discussion Paper 2012
The following are key agencies and brand strategies that act on a national
basis promoting Ireland and Dublin.
IDA Ireland (www.idaireland.com)
IDA Ireland is the agency tasked with attracting overseas investment to
Ireland. The IDA currently supports almost 1,000 companies providing over
146,000 jobs across the country. These companies account for exports of
over €115 billion and generate €19 billion of expenditure in the economy. In
2010 these companies provided an estimated €2.8 billion in corporation
tax revenues. 19 With its Information Communications and Technology (ICT),
education, fi nancial and service clusters, Dublin is a key investment location
in Ireland.
Enterprise Ireland (www.enterprise.ie)
Enterprise Ireland (EI) is the agency charged with aiding the development of
Irish enterprise and supporting the growth of Ireland’s international exports.
Its international activity includes the development of an overseas network
of 29 international offi ces, the promotion of Irish education abroad (see
Education in Ireland below); and a €10 million international fund to entice
overseas entrepreneurs to start a business in Ireland.
Education in Ireland (www.educationireland.ie)
A brand managed by Enterprise Ireland, Education in Ireland aims to promote
Ireland as a quality destination for students by promoting Irish education
institutions and drawing attention to any blockages in the way of the
successful development of the international education sector. Dublin currently
attracts almost 60 percent of the international students who study in Ireland, 20
and with a leading cluster of third level institutions and a strong English
language education sector, Dublin’s performance as an international student
city is key to the attraction of students to Ireland.
Fáilte Ireland & Tourism Ireland (www.failteireland.ie/ www.
tourismireland.com)
Fáilte Ireland is the National Tourism Development Authority supporting
the tourism industry and working to sustain Ireland as a high-quality and
competitive tourism destination, providing practical supports to tourism
businesses. Tourism Ireland is a cross-border body responsible for marketing
the island of Ireland overseas as a holiday destination.
19 Industrial Development Agency, 2012 . Horizon 2020, IDA Ireland Strategy.< http://www.idaireland.com/news-
media/publications/library-publications/ida-ireland-publications/IDA-Ireland-Strategy-2020.pdf>, 2012
20 Peer Review on Developing and Promoting Dublin as an International Student City, 2011
12
A Roadmap for Branding Dublin, A Discussion Paper 2012
Irish Brands
According to INC.com the top 5 globally recognised Irish brands are Bailey’s
Irish Cream, Guinness, Jameson Irish Whiskey, Harp Lager and Waterford
Crystal respectively 21. That the top four brands are alcohol related brings
attention to the inescapable fact that Ireland and Dublin are strongly
associated with alcohol. While Dublin’s pub culture may have negative
connotations, it should be noted that this is a part of the city’s image, and is
a factor that attracts many visitors. One respondent to the ‘Your Dublin Your
Voice’ survey noted that;
“My favourite thing to do in Dublin, and the one thing that is streets
ahead of every other city in world I’ve been to, is to buy a book or
newspaper and then retire to one of my favourite pubs and while away
an evening over a stout.” – Your Dublin Your Voice panel
However, could other brands come to the fore that represent other aspects of
Ireland’s rich culture? Brands such as Riverdance, Avoca and Irish beef also
have strong international profi les and highlight other understandings of what it
is to be Irish. Ireland could also take advantage of its high-profi le cultural and
sporting stars, such as U2 or the golfers Padraig Harrington and Rory McIlroy.
21 INC, 2012. < http://www.inc.com/matthew-swyers/st-patricks-day-top-5-irish-brands.html>
TM
13
A Roadmap for Branding Dublin, A Discussion Paper 2012
2.4 Dublin Context
“Although Dublin accounts for almost half of national GDP, we should
not be complacent about its position as an internationally competitive
location. Its continued success is critical for the performance of the
entire economy.” – National Competitiveness Council, 2009 22
Dublin’s international reputation and attractiveness brings value to the Irish
brand, leveraging the performance of the Irish economy through its unique
attributes and strong economic clusters such as internationally traded
services, fi nancial services, tourism, education, software and ICT, and the
creative industries.
22 Devitt, A., Our Cities: Drivers of National Competitiveness, 2009
14
A Roadmap for Branding Dublin, A Discussion Paper 2012
INFO BOX: Dublin key facts and Figures
> Almost 40% of the national population 23
> Generates almost half of the national economy 24
> The location of over half of all FDI projects in Ireland 25
> 13 of the top 20 Irish visitor attractions 26
> Over 57% of international students in Ireland 27
> Over 66% of all PhD students in Ireland 28
> 60% of overseas tourist arrivals spend at least one overnight in Dublin 29
It should be acknowledged that Dublin has fared relatively well in the
absence of a managed brand identity 30. We are fortunate that from a tourism
perspective Dublin is renowned for its friendly people, Guinness, whiskey,
pubs, music and literature. We also have the benefi t of an extensive Irish
Diaspora 31 and a national festival, St Patrick’s Day, that is celebrated
throughout the world.
While Dublin Tourism was traditionally the main proponent of brand
development for Dublin through the ‘Truly, Madly, Deeply’ campaign,
operations were merged into Fáilte Ireland in January 2012. This presents a
signifi cant opportunity to review the Dublin brand and restructure it in light of
changing international trends and the value of cities to the global economy.
Dublin has world class research and higher education facilities, attracts
record amounts of Foreign Direct Investment and trade and is a successful
destination for international tourism 32. It is an open and connected hub in
the global economy, particularly through its advanced services economy – a
23 Central Statistics Offi ce (CSO), 2012
24 Ibid.
25 Industrial Development Agency, Announcements 2007-2011
26 Failte Ireland, <http://www.failteireland.ie/>, 2012
27 Education Ireland, Education Ireland Student Survey, 2011
28 Higher Education Authority, 2012
29 Failte Ireland, 2011
30 Saffron Brand Consultants, 2008
31 National Institute for Regional and Spatial Analysis (NIRSA). Towards an Irish Diaspora Strategy: A Position Paper, 2008
32 The Times Higher Education Rankings, 2012; Financial Times (2012), FDI Benchmark,
2012; IBM Global Business Services, Global Location Trends, 2010
15
A Roadmap for Branding Dublin, A Discussion Paper 2012
world leader in particular in IT and Financial Services. 33 One of Dublin’s
biggest assets is the concentration of multinationals based here as a result of
a pro-business national policy agenda 34. It consistently performs strongly in
wealth and quality of life indices 35 and Dubliners are generally upbeat about
life in the city with over 80 percent positive about living, working or studying
in Dublin 36.
Dublin also performs well in international brand performance rankings. A City
RepTrak monitor positions Dublin as the 24th top city brand 37, while a 2009
European city branding index placed Dublin 11th across European cities 38.
So this project is not starting from scratch. It’s building on the positives while
at the same time attempting to address Dublin’s challenges.
33 Globalization and World Cities (GaWC) Research Network, Benchmarking Dublin, 2010; Price Waterhouse Cooper
(PWC), Cities of Opportunity, 2012; Industrial Development Agency (IDA) Ireland, 2012. Ireland Vital Statistics
34 World Bank Ease of Doing Business, 2011; European Cities Monitor, 2011
35 Cudden, J., O’ Leary, H., Quality of Living Report, 2010
36 Your Dublin Your Voice, Topline Commentary, 2012, Millward Brown Landsdowne, Dublin Survey, 2010
37 City RepTrak The World’s Most Reputable Cities, 2011
38 European City Brand Barometer, 2011
16
A Roadmap for Branding Dublin, A Discussion Paper 2012
INFO BOX: Selection of Dublin’ Quotes
“Decadent, delightful and full of surprises, Dublin packs a punch that, delivered correctly, will
leave you reeling but still wanting more. That’s big talk for a small capital”…”A city whose
soul and sociability makes it the most charismatic of all capitals.” 39
“A transformed city since the days of O’Casey and Joyce, Ireland’s capital may have replaced
its legendary tenements with modern buildings, but its essential spirit remains intact.” 40
“Investment in a brand is a must for those wishing to compete in today’s highly competitive
destination economy…those without a clear and coherent brand will get lost in the crowd.” 41
“Dublin has the diversity and energy of a young and vibrant 21st century
city.” – Your Dublin Your Voice panel
“[I like] its multiculturalism, while maintaining an inherent Irish character.”
– Your Dublin Your Voice panel
“Dublin is a vibrant international city with a small town feel.”
– Your Dublin Your Voice panel
39 Dublin City Guide, Lonely Plant, 2008
40 Fodor’s Dublin’s 25 Best, 2011
41 Anholt, Beyond the Nation Brand, 2011
17
A Roadmap for Branding Dublin, A Discussion Paper 2012
18
A Roadmap for Branding Dublin, A Discussion Paper 2012
3. Dublin’s Story
“Dublin is a paradox. It’s high and low, pristine and well-worn, playful
and intense. Dublin provokes and engages. It’s absurd and serious,
shambolic and sharp. It’s divided yet connected by a myriad of walls
and fences, barriers that are often the very place for interaction and
negotiation. We meet there, rest there, talk there, argue and reconcile
there.
Dublin is mountains and sea, swerve of shore and bend of bay. Dublin
has history; it has deep roots, constantly refreshed. We are a social
city; one that is vibrant, chaotic and quirky. We are a city built on
relationships, open to conversation, full of ideas and always ready for
debate. We are a creative city, small and nimble, willing to change and
always looking for the extraordinary in the everyday. This sense of our
own character, of being Dubliners, is what empowers us to reach into
the future and create new ways of living.
Dublin is not dour perfection or timeless monotony. Dublin is about
people, relationships, creativity and culture. It’s about the value
of difference. It’s about everything that’s possible when people,
relationships, creativity and culture collide.” 42
42 The Introduction to the PIVOT Dublin bid for the World Design Capital, 2012
19
A Roadmap for Branding Dublin, A Discussion Paper 2012
Dublin is a nascent, dynamic and creative city. A city with a unique character,
and a distinct identity, its story, like all great tales, has times of sorrow and
times of joy, with heroes and villains aplenty. Dublin has progressed from
being a provincial outpost, set on the banks of the River Liffey, to become
the capital of a modern, developed democracy. Despite some bumps along
the road no one should lose sight of the progress that Dublin has made over
the years. Today’s Ireland is one of the most open countries in the world,
but Dublin has always been an international city. Nothing has impacted it
as much as successive waves of migration across its thousand years of
existence. It was the Vikings who founded it, the Normans who consolidated
it, the Anglo-Irish who designed and built it, and yet, it has always been the
Dubliners who have owned it. Dublin’s story has four distinct parts, from its
journey from a provincial outpost, to the enlightened city of the 18th Century,
to its period of decline in the 19th and into the 20th centuries, to its recent
comeback and growth. The greatest part of Dublin’s tale is that it is by no
means fi nished, and whatever the setbacks, the future looks bright well into
the future.
A provincial outpost
While for the past 5,000 years there have been small settlements in the area
of present day Dublin, it was the Vikings who founded the city of Dyffl yn,
using it a longphort for the ships, and later as a notable centre for the slave
trade. For much of the time, Viking Dublin operated with a large degree
of autonomy, however, it was the Normans who established Dublin’s pre-
eminent position in Ireland. They granted it a royal charter, gave it its castle,
cathedrals and its walls. Yet, despite periods of growth and prosperity,
Dublin remained nothing more than a provincial town, a link in the Norman
domination of Ireland. Dublin was further knocked back by the Black Death in
the 14th Century which killed thousands of the city’s inhabitants. The city took
centuries to recover.
Its recovery was further hampered by Ireland’s unstable political situation. As
the Norman settlers integrated and became Irish, gradually the Normans lost
their power over the land. Only the Pale, Dublin and its surrounds, kept the
King’s law, and this area gradually shrank, leaving Dublin cut off from the rest
of Ireland. The centre of power in Ireland lay in Kildare, and Dublin, in charge
of only the Pale, was merely a minor English trading post.
The improvement in Dublin’s fortunes happened gradually, and began with
the Elizabethan plantations which colonised much of Ireland. However, it
wasn’t until the Cromwellian conquest in 1649, and the later Battle of the
20
A Roadmap for Branding Dublin, A Discussion Paper 2012
Boyne, that the Irish were once again subjugated and dispossessed of their
lands. With the return of English control of the island the colonial city of
Dublin again returned to prominence.
The Enlightened City
The long period of peace that followed the Battle of the Boyne saw the
emergence of a new Ireland.
In the 18th Century the Anglo-Irish consolidated their control of the island.
In possession of the Irish’s lands they were both extremely wealthy and
powerful. In this Protestant Ascendency, Dublin was the centre of power
and a showcase for their wealth and enlightened thinking. Dublin underwent
dramatic change. The Wide Streets Commission cleared through the warren
of medieval streets creating wide, classically designed thoroughfares. New
residential squares were laid out, bridges across the Liffey connected the
north and south of the city, and landmark buildings were constructed. In this
period, often referred to as Dublin’s golden age, Dublin was the second city
of the British Empire, a leading location in the European enlightenment, and
the centre for conspicuous consumption. However, whatever the wealth and
classical sophistication that it possessed, the city maintained the feeling
of a frontier town. Handsome Bucks duelled in the street, and frequent
fi ghts and riots took place throughout the city. Throughout this period, the
Irish dispossessed of their lands faced poverty, oppression and religious
persecution. The Anglo-Irish’s political control was a delicate façade and it
came crashing down with the 1798 rebellion. The rebellion was eventually
crushed but the divisions in the country were exposed. In 1801 the Irish
Parliament was moved to Westminster, and with it went Anglo-Irish society,
with their wealth, power and enlightened thinking.
Dublin in Decline
From the Act of Union, Dublin entered a gradual, but long, period of decline.
The fi ne Georgian town houses became tenements and many of the fi ne
Georgian streets became slums. Migrants fl owed in from the countryside,
escaping famine and misery and spreading poverty throughout the city. The
upper classes left for London and the middle classes fl ed to the suburbs.
In the early 20th Century Dublin was a key theatre in the fi ght for Irish
Independence. However, the city didn’t wear these confl icts well. The Easter
Rising destroyed O’Connell Street, the War of Independence burnt down the
Customs House, while the Civil War left the Four Courts as a shell.
21
A Roadmap for Branding Dublin, A Discussion Paper 2012
A Rising Capital
The establishment of the Irish Free State brought a new vibrancy to the city.
Dublin was once again the centre of political and economic power in Ireland.
Past wounds took time to heal but the city was again on a positive trajectory.
From the 1920s through to the 1980s Ireland continued to experience mass
emigration and low levels of economic growth. However, the 1990s saw the
emergence of a new Ireland, with Dublin as its capital.
Attracted by the low corporation tax, an educated workforce, and a prime
business location, multinational companies began to invest in Ireland,
and Dublin entered upon an unprecedented and unparalleled period of
economic growth. While at fi rst concentrated on back-offi ce and low-
grade manufacturing, Ireland emerged as world leader in innovation and
high-end manufacturing. Dublin has developed into a dynamic economic
cluster, a centre for the ICT and web based industry, new technologies and
fi nancial services. Dublin has become a destination for immigrants who are
attracted by the city’s reputation, quality of life and the many opportunities
here. Though the economic boom came to a halt in 2008, stymied by a
property crash and a global fi nancial crisis, Dublin remains a world leader
in many high-tech and creative sectors. There is currently high-levels of
unemployment and a fi nancial crisis, but Dublin’s most valued resource, its
people, will continue to see that Dublin continues to prosper in a manner
unparalleled throughout its rich history.
Always a city of character
Through Dublin’s highs and lows, its people have taken new developments on
the chin. Dubliners are people of resilience, strength and character. Through
time, life in Dublin has not always been easy, but its people have never given
22
A Roadmap for Branding Dublin, A Discussion Paper 2012
up and have always focused on the future. It is this quality that has given
Dublin its unique character and its greatest strength. The attitude of “sure it
could be worse” has helped Dubliners celebrate the good times and plough
on through the bad. Come what may, and whatever the city’s story has in
store, Dublin should always be one of Ireland’s most treasured assets.
“The city’s impressive range of architecture, from the wide streets and
grand, romantic edifi ces of Georgian Dublin to the concrete of the
postwar years and current regeneration in the Docklands area, remains
highly viewable by foot, while the Irish capital’s place in the history
of modernism is starting to be appreciated. Meanwhile, the service
industries may have been augmented by thousands of Baltic immigrants,
but the new workforce has caught on quick to the city’s reputation for
friendliness and the human touch – the cliché of a thousand welcomes
remains high pitched. And of course there is the wit, the Guinness
and Dublin’s legendary pubs. For many, these would be worth the trip
alone.” 43
– Introduction to the DUBLIN Wallpaper City Guide
43 Wallpaper Guide to the City, 2008
23
A Roadmap for Branding Dublin, A Discussion Paper 2012
24
A Roadmap for Branding Dublin, A Discussion Paper 2012
4. The Dublin Branding Project
4.1 Objectives of the BrandThe promotion and marketing of Dublin to date has developed across a
myriad of national, regional and local bodies and is generally grouped into the
national brand with little distinction between the city region and state. While
Ireland is marketed by the state agencies such as Fáilte Ireland, IDA Ireland,
and Enterprise Ireland there is little or no differentiation made between Dublin
and Ireland. The potential to leverage the international position of Dublin in a
global economy where cities dominate is lost, thus losing traction for both the
Dublin and Irish economy.
Objectives for the Dublin Brand are:
> To continue to attract investment
> To grow our tourism markets and increase tourism numbers to Dublin
> To ensure that Dublin remains a location of choice for top global talent
> To become a leading destination for international students
> To become a place where entrepreneurs want to set up a business
> To raise awareness of Dublin to our export growth markets
To achieve this Dublin has to:
> Continue to be one of the world’s most competitive cities
> Improve on our quality of living performance
> Engage residents in the process – for ultimately it
is the residents who live and sell the brand
> Gain the active commitment of both the public and private sector
> Be target driven and benchmark performance
to identify the brand value generated
25
A Roadmap for Branding Dublin, A Discussion Paper 2012
“We need to set out a vision for Dublin which we can all jointly work
towards.” – Stakeholder Interview
“International evidence has demonstrated that for a city branding project
to be successful it requires the “involvement of representatives not
just from the city’s government, but from the private sector, tourism
and civil society, this is fundamental to constructing and maintaining a
successful city brand.” 44
4.2 Who is Leading on the Development of Dublin’s Brand?
“Dublin has so much potential, however there is a need for greater
engagement, interpretation, energy and effort to realise this.”
– Stakeholder Interview
Recognising the Importance of Dublin’s People
The research undertaken to date has consistently highlighted that it is
the capacity of Dublin’s people for creativity and innovation and their
characteristic warmth and friendliness that are Dublin’s strongest ‘brand
assets’. The people of a city are always the strongest ambassadors of its
brand, and when the brand is the people and their creativity, how those
people engage with, inspire and give vibrancy to the brand will be a defi ning
characteristic of the city’s uniqueness and expression of its value. A brand
strategy for Dublin must seek to engage with and represent the people of
Dublin, and in doing so harness their creativity and their role as ambassadors
for Dublin.
Existing channels of engagement, such as Dublin’s elected representatives,
alongside established networks, for example, the Chambers of Commerce,
will prove vital in developing commitment and communicating the message
of the brand. But developing new and innovative ways of engaging with the
residents of Dublin, such as the Uniquely Dublin competition currently being
planned (described in Section 6) and the ‘your Dublin your voice’ citizen and
residents panel, will further inform and contribute to the brand over time.
44 EUROCITIES, A Shared Vision on City Branding in Europe , 2010
26
A Roadmap for Branding Dublin, A Discussion Paper 2012
Developing the Governance & Leadership of the Dublin brand
A strong governance structure is needed to develop, lead, manage, and
promote the brand, articulating its vision and the values that underpin it.
The design of this governance model must enable the necessary linkages
to be made across all of Dublin’s target audiences at the local, national
and international levels. It requires the buy-in and commitment of the
organisations that will be the key delivery channels for the brand and a
joined-up approach is required to co-ordinate activity. It will require each
participating organisation to reach beyond their corporate vision into a vision
for Dublin that is collectively shared and actively contributed to, particularly if
that organisation represents a wider network of people or members. This is
the model proposed through the Creative Dublin Alliance.
Creative Dublin Alliance (CDA)
The Creative Dublin Alliance is a collaborative leadership network across
Dublin’s leaders in local government, business, and higher education sectors,
where the purpose is to develop, manage and promote Dublin’s international
reputation as a city where innovation and creativity thrive. It does this by
providing a unique arena for dialogue across Dublin’s leaders; developing
the city’s capacity for innovation through a triple helix approach representing
local government, the private sector, and research and education institutions.
The CDA presents the opportunity to manage and promote Dublin’s
competitive advantage to a national and international audience. The Alliance
has identifi ed four core objectives to achieve this purpose:
> Develop a city leadership that understands, manages and
promotes the role of Dublin as an internationally competitive city
> Build on Dublin’s capacity for innovation and
its development as a smart city
> Facilitate civic engagement that elicits people’s
participation in their quality of life
> Develop Dublin’s international brand marketing campaign and
build dynamic innovation and communication networks
Executive Network of the Creative Dublin Alliance
To support the achievement of its objectives the CDA is setting up a high-level
Executive Network of the organisations that have a key role to contribute to
Dublin’s position as an internationally competitive city region. Its role will be
27
A Roadmap for Branding Dublin, A Discussion Paper 2012
to provide an ongoing assessment of Dublin’s international position, agree
collective strategies to address challenges and align individual corporate
strategies with the brand vision. As part of its co-ordinating role, the
Executive Network will be organised into fi ve sectors that will be composed
of the relevant organisations that have an interest in the development of each
sub-strategy.
1. Attracting Talent: Dublin Chamber of Commerce
2. International Education: Dublin’s Higher Education Institutions
3. Attracting Investment: IDA Ireland
4. Growing Tourism: Fáilte Ireland and Dublin’s local authorities
5. Business Growth & Export Markets Awareness: Enterprise Ireland
Because of their overarching remit in the overall development of their local
areas the four local authorities in Dublin have a role in all of the above strands.
Destination Marketing Alliance for Dublin
A recently published report on the tourism sector in Dublin, led by industry,
has recommended the establishment of a Destination Marketing Alliance for
Dublin to develop innovative international marketing campaigns, underpinned
by an overarching vision and brand across Dublin’s qualities as a place to
visit, live, study, work, and invest in. That recommendation is supported in
this report and it is furthermore recommended that it be aligned with the
Creative Dublin Alliance and the Dublin Branding Project as it would bring
together the very best of Dublin’s marketing and communications expertise
across tourism, investment, business and talent attraction to agree clear
communication messages for the promotional and marketing activity for
Dublin internationally.
Measuring Performance and Achieving Targets
In order to commit and sustain the investment of resources over time, the
Dublin Branding Project must be target focused in its delivery, and regularly
monitor Dublin’s position in international benchmarks and how that translates
into actual development. The Dublin Benchmarking and Indicators Report
will be a key mechanism in monitoring Dublin’s international position, but
28
A Roadmap for Branding Dublin, A Discussion Paper 2012
specifi c targets across each of the fi ve sectors above will also be agreed and
integrated with the relevant corporate strategies over the coming months by
the structures outlined in this report.
The visual representation of the model proposed shown in Figure 2
demonstrates how the Dublin brand will be led by the Creative Dublin Alliance
in articulating the brand vision and values. This will be informed through
continual civic engagement, national policy objectives, ongoing international
benchmarking, and performance on agreed city indicators. This regular
monitoring and analysis will agree:
> Dublin’s key strengths and achievements with the
Destination Marketing Alliance for the development of
appropriate promotional and marketing campaigns.
> The key challenges and areas of concern, with the Executive
Network to agree strategies to address these.
The impact of both the development strategies and promotional campaigns
will in turn infl uence Dublin’s key statistics across tourism growth, export
markets, and the attraction of talent, students and investment. This cycle will
continue to build commitment and investment in the process.
Informed By
Vision & Values
Driven By
Shared & Corporate Strategies Promotion & Marketing of Dublin Internationally
Attracting-InvestmentInternational-Students
Tourism-Growth Awareness-in-Export-Markets
Attracting-Talent
Sustainability-Indicators
Government-PolicyElected-Representatives
Dublin-BenchmarkingConstituent-Members
Civic-Engagement
CDAExecutiveNetwork
Creative DublinAlliance
Destination& Marketing
AllianceDublin
Targets Achieved
Figure 2: The Collaboration Model
29
A Roadmap for Branding Dublin, A Discussion Paper 2012
4.3 Events and Timeline
June 2012:Tourism Development International Report Launched:
“Capitalising on Dublin’s Potential”
July/ August 2012: Circulation of the Dublin Branding Project Roadmap discussion paper.
Creative Dublin Alliance agrees membership of their Executive Network.
September 2012:Creative Dublin Alliance agrees the Dublin Branding Project
Roadmap with letters of endorsement and fi nancial commitments.
Procurement process initiated to engage brand design expertise.
Agreement of the establishment of the Destination Marketing
Alliance for Dublin. Membership and terms of reference agreed.
October 2012: First meeting of the Destination Marketing Alliance for Dublin.
Agree the Brand Strategy Vision.
Innovation Dublin Festival www.innovationdublin.ie.
Launch of ‘Uniquely Dublin’ an international
competition on what makes Dublin unique.
Creative Dublin Alliance: Breakfast Briefi ng with key Citywide
stakeholders presenting outcomes and recommendations from
the UCD and Dublin Regional Authority research collaboration:
‘Dublin’s Role in the National and Global Economy’
30
A Roadmap for Branding Dublin, A Discussion Paper 2012
November 2012 – May 2013:Creative Dublin Alliance – presentation of the Dublin
Benchmarking and Indicators Report.
Contract awarded to deliver on the brand design
Brand identity concept design workshop held with the
Creative Dublin Alliance, its Executive Network and
the Destination Marketing Alliance for Dublin.
Agree brand strategy including ongoing management, delivery
structures and operational supports, vision, benchmarks and
targets, investment and commitment across all partners.
Review the potential for www.dublin.ie to be the
digital platform for the Dublin brand.
Announcement of winners of the ‘Uniquely
Dublin’ competition and public exhibition
Creative content developed and presented as part of a multi-media
communications strategy, integrated with the brand identity.
June 2013: Public launch of Dublin’s brand, including:
> The Dublin Brand Book.
> Visual identity.
> ReLaunch of Dublin.ie website.
> Promotion & communications strategy including key delivery targets.
> Development strategies for Dublin, such as tourism
events, including key performance targets.
31
A Roadmap for Branding Dublin, A Discussion Paper 2012
4.4 A Vision for DublinInterviewees and other participants in this work to date have consistently
pointed to the lack of an overarching inspirational vision for Dublin. This is
reinforced through a review of the strategies and policy documents pertaining
to Dublin.
“Cities must understand what place characteristics make them
distinctive. All cities are part of the global economy and are now more
connected physically and electronically. Nevertheless, unique place
characteristics continue to distinguish one city from another and create
competitive advantage”. 45
45 Acre, Accommodating Creative Knowledge – Competitiveness of European Metropolitan Regions within the Enlarged Union, 2012
32
A Roadmap for Branding Dublin, A Discussion Paper 2012
Figure 3: Formulation of Dublin’s Future Brand Values and Identity 46
Figure 3 illustrates the process of how the brand identity could be formulated.
46 Modifi ed from: Chief Executive Offi cers (CEOs) for Cities, BrandingYour City, 2006
Bran
d an
d Co
nstit
uent
Val
ue
Time
DUBLIN’S BRAND VALUES
Friendlinessand Warmth
Opennessand Diversity
EntrepreneurialSpirit
Innovationand Creativity
Identification of Dublin’s Assets and Challenges
Future Brand Values and Identity
Brand Assets: The proposition points of difference and associated benefits of Dublin’s brand identity. The identification of the current brand perceptions and brand values.
Brand Values: The future aspirational identity and associations of the brand. How we want internal stakeholders and those outside Dublin to view the brand and the benefits that they expect to receive from it.
Agreeing a vision for the Dublin Brand will be a critical step in its development.
Envisioning Dublin’s distinct competitive advantage, for at least the next
ten years, starts the process of building on Dublin’s unique assets and
personality, while the articulation of core values will defi ne how the brand will
be developed, managed and communicated. If based on reality and done
with integrity it will be a vision and values that people and organisations in
Dublin, Ireland and internationally will be proud to align themselves with.
Section 5 details Dublin’s assets which were identifi ed following an extensive
research and discovery process. They demonstrate Dublin’s strengths and
what is felt to be important and of value by its people, business and partners.
The assets directly inform the proposed brand values for the city which
include:
PROPOSED DUBLIN’S BRAND VALUES:
> Friendliness and Warmth:
Drawn from Dublin’s people and its distinct urban character.
> Innovation and Creativity:
Drawn from Dublin’s strong tradition of art and
culture and its role as a city of innovation.
> Openness and Diversity:
Drawn from Dublin’s people and the city’s
multicultural and cosmopolitan nature.
> Entrepreneurial Spirit:
Drawn from its role as a world leading investment and business
location, the dynamic and talented people, the strong infrastructural
assets, and the inherent resilience and adaptabiliy of Dublin’s people.
Dublin’s top asset, on which there is resounding consensus, is that it is
the people, their warmth and creativity that Dublin’s reputation is built on.
Dublin has wit, charm and people that are rated amongst the most creative,
educated and friendly in the world. With a unique character and distinct vibe,
Dublin is a city that is very much focused on innovation and creativity. Being
the second most globalised economy in the world and a key performer in
the attraction of investment and talent, Dublin’s openness and diversity is an
important attribute that is worth nurturing and celebrating. As an emerging
hub of start-ups with resilience in character, the entrepreneurial spirit of the
people of Dublin is something that stands out in the minds of many as a
34
A Roadmap for Branding Dublin, A Discussion Paper 2012
distinguishing feature. These are the core attributes of what distinguishes
Dublin and should be nurtured and celebrated through everything we do,
infl uencing behavior and impacting on people’s experience of Dublin. It is
proposed that these are the core values that should be represented by the
brand. They will build an emotional connection with the stakeholders and
infl uence how our target audiences perceive and interact with Dublin. Once
selected, the brand values inform and guide all aspects of the brand’s
development and it is vital that the brand values are the right values for Dublin.
INFO BOX: Selected Stakeholder Interviews
“People don’t understand how good the Dublin package is.”
“We undersell ourselves as a city.”
“The small size of Dublin and the ability to make connections makes us
unique.”
“Dublin is a ‘lifestyle’ place – it’s a personality – creativity is in our DNA
– we have an aptitude to succeed in business.”
“Dublin’s strong performance puts Ireland Inc on the global map”
“Dublin is a gateway to Ireland and the world.”
“Dublin has so much potential, however there is a need for greater
engagement, interpretation, energy and effort to realise this”
“This is the time and opportunity for Dublin – we need to get out there
and articulate Dublin’s uniqueness in the global context.”
35
A Roadmap for Branding Dublin, A Discussion Paper 2012
4.5 Dublin’s Target Markets and AudiencesKey indicators developed across tourism, Foreign Direct Investment, exports,
talented migrants and international education demonstrate the strong
connections that Dublin and Ireland has with the US, the UK and Europe in
particular and hence our performance in these markets must continue to
be a priority. However as the section on global mega trends demonstrates
we must also explore the opportunities that are arising from emerging
economies.
“We need to build on our existing strengths and also target new and
emerging opportunities.” – Stakeholder Interview
Tourism Target Markets:
> Great Britain is Dublin’s single largest tourist
market with 1.3 million visits in 2011. 47
> This was followed by Mainland Europe with a combined 1.5 million
visits, North America with 638,000 and other areas with 285,000. 48
The majority of tourists who visit Dublin will continue to be from Europe and
the east coast of North America, where journey times are shorter and direct
fl ights are available. However, outside of Europe and North America, Dublin is
still weakly connected to the rest of the world and so the opening up of new
travel connections should be an important factor in Dublin’s growth strategy.
Long-distance visitors from emerging economies represent the biggest
potential in terms of long-term travel growth, while established economies will
offer narrower target demographics.
47 Tourism Ireland, (2011). <http://www.tourismireland.com/Home!/About-Us/Press-
Release/2011/Social-Media-to-Steer-Tourism-Ireland-s-Road-Trip.aspx>
48 Ibid.
36
A Roadmap for Branding Dublin, A Discussion Paper 2012
INFO BOX: Capitalising on Dublin’s Potential – Tourism Research: 49
Recently published research by Tourism Development International on
behalf of ITIC (Irish Tourist Industry Confederation) provides a good analysis
of Dublin’s positioning and target markets in the tourism sector. As a city
break destination, Dublin’s strongest markets can be defi ned in terms of
accessibility, travel time and distance. Those within a 1.5 and 2.5 hour fl ying
time are most likely to visit Dublin and represent the markets that currently
have the strongest fi gures – Britain (currently 35% market share of 1.3 million
visits), Germany, France, Northern Italy, and Spain (1.5 million visits from
Mainland Europe) 50.
Visitors with longer travel times between 2.5 and 4 hours fl ying time (e.g.
Russia and the Baltic States) are more likely to travel for a longer break, and
experience some of what Ireland has to offer. This also applies to North
America (638,000 visits) as the frequency and capacity of daily fl ights
provides ongoing market expansion opportunities, while emerging long-
haul markets are opening up from Middle Eastern and Asian markets with a
growing number of high-earning young professionals in search of luxury and
premium experiences
This research by Tourism Development International recommends that an
annual stretched target growth in overseas tourists from 2011 to 2020 of
6.2% is set, which is double the overall average rate of expansion anticipated
in European City Tourism 51. This would generate 6.41 million tourists in 2020
and generate revenue of €1.8bn. This target is refl ective of the view that
Dublin’s potential as a tourism destination has yet to be fully realised and if
achieved, represents an extra 2.7 million overseas visitors, €800 million extra
in overseas tourism revenue, and an additional 12,000 jobs. However, these
targets will only be achieved ‘subject to the implementation of a clear market
positioning and branding approach underpinned by signifi cantly enhanced
collaboration and co-ordination involving key stakeholders’.
49 Irish Tourist Industry Confederation (ITIC). Capitalising on Dublin’s Potential, 2012
50 Tourism Ireland, (2011). <http://www.tourismireland.com/Home!/About-Us/Press-
Release/2011/Social-Media-to-Steer-Tourism-Ireland-s-Road-Trip.aspx>
51 Irish Tourist Industry Confederation (ITIC). Capitalising on Dublin’s Potential, 2012
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A Roadmap for Branding Dublin, A Discussion Paper 2012
Export Target Markets:
While Ireland is rated the second most globalised country in the world 52 and
new export markets are emerging, traditional trading partners continue to be
the most important for Irish exporters.
In 2011, Enterprise Ireland supported Irish fi rms 53 had €5.5 billion of exports
to the UK, €5.4 billion to the rest of Europe and €1.68 billion to North America.
The new emerging markets of Asia Pacifi c and Latin America amounted to
€978 million and €139 million of exports respectively.
Recent trade fi gures from the Central Statistics Offi ce (CSO) also highlight the
nature of our trade relationships. In April 2012: 54
> 59% of total goods exports went to Belgium and Great
Britain, while 17% of goods exports went to the USA.
> Nearly 7% of UK exports go to Ireland, making Ireland
the UK’s 5th largest export market, while Great Britain
was the source of 33% of Ireland’s imports.
CSO fi gures for 2010 show that: 55
> Ireland imported more services than it exported, with the UK
the main destination for Irish service exports, worth €14.4bn.
> Service exports to the USA were €4.2billion however, service
imports from there amounted to €23.8 billion. Service exports
to Asia were worth €7.1 billion, with €1.8 billion going to China.
The Dublin brand should seek to continue to reinforce our strong links with
existing export partners while nurturing new markets for Dublin exporters.
52 Ernst & Young, 2011
53 Enterprise Ireland Annual Report, 2011
54 Central Statistics Offi ce (CSO), 2012
55 Central Statistics Offi ce (CSO), Service Exports and Imports, 2009, 2010 &2011
38
A Roadmap for Branding Dublin, A Discussion Paper 2012
Foreign Direct Investment Target Markets:
“In no other nation in the world are US MNC’s as prevalent as they are in
Ireland.” 56
“The global information technology revolution, favourable corporate tax
rate, Irelands strategic success in attracting other high value industries
like life sciences and fi nancial services, the nation’s access to the
European Union – all of these factors converged in the mid 1990s to
make Ireland one of the most attractive destinations in the world for US
multinationals”. 57
> Ireland is renowned internationally as a prime location
for Foreign Direct Investment (FDI) attracting 79 new
announcements in 2011 while Dublin attracted 35 of
these representing a 45 per cent national share. 58
> Almost 70 percent of total FDI into Ireland and Dublin is
sourced from US based companies while Germany and
France contribute 11 percent and 5 percent respectively 59.
Estimated at roughly $55 billion in 2010 the total output of US foreign
affi liates in Ireland is equivalent or greater than the aggregate output of many
developing nations. Ireland accounts for almost a 9 percent share of total US
investment in Europe. 60
While emerging markets offer great potential for future attraction of FDI, it is
important that we do not overlook the importance of our traditional partners,
in particular the United States.
56 American Chamber of Commerce Ireland. Built to Last –The Irish-Us Economic Relationship, 2011
57 Ibid.
58 Industrial Development Agency, Announcements 2007-2011
59 Ibid.
60 American Chamber of Commerce
39
A Roadmap for Branding Dublin, A Discussion Paper 2012
International Talent Target Markets, including International Students:
A key factor affecting multinational companies investment decisions is the
availability of skilled labour, and Dublin has consistently performed well on
international talent indices. However, as international competition for talented
labour increases the Dublin brand must seek to attracted talented migrants to
the city. Anecdotal evidence from Multinationals based in Dublin suggest that
attracting such talent is not a problem.
“75% of Google staff have relocated from overseas to work in Dublin”. 61
Attracting International students is one way in which to nurture foreign talent
for use in Dublin’s workforce, while they also signifi cantly contribute to their
host economy.
A recent peer review of international education in Dublin found that there were
24,339 international students in Ireland in 2010/2011, of which 59 percent
were studying in Dublin based institutions. 62
In this year tuition fees generated in Dublin by these international students
amounted to €146.5 million, while their general expenditure is estimated to
provide a further €170 million a year to the Dublin economy. 63
The largest source markets for Dublin’s international students in 2011 were
China and the USA, followed by France, Germany, and the UK. 64 These
markets for international students should be reinforced, while at the same
time new ones sought.
Dublin is also a leading English language education centre, with an estimated
60,000 international language students coming to Dublin each year. With
Dublin positioning itself as a high-skill innovation hub it is important that the
city continues to attract international students. Furthermore, international
students who have a positive experience in Dublin will become future brand
ambassadors for the city, widening its international network.
61 John Herlihy, VP of Online Sales and Operations, Google Ireland
62 Peer Review on Developing and Promoting Dublin as an International Student City, 2011
63 Ibid.
64 Education Ireland, International Student Survey, 2011
40
A Roadmap for Branding Dublin, A Discussion Paper 2012
The Brand Audiences
The Dublin Brand will also have a series of target audiences, on whom the
focus will be in raising Dublin’s international profi le and fostering pride in it.
If these audiences are effectively engaged, there will be the opportunity for
them to become brand ambassadors for Dublin, further helping the brand to
reach its target markets.
Our Diaspora Target Audience:
“The Irish community worldwide includes many extremely infl uential business leaders who are
willing to help build a successful future for Ireland.” 65
It is estimated that approximately 70 million people worldwide presently claim
some level of Irish ancestry. 66
According to the Emigrant Advice Network (EAN), 3.1 million Irish citizens
(passport holders) currently live overseas and of these 800,000 are Irish
born (around 500,000 in the United Kingdom, 156,000 in the US, 50,000 in
Australia, 22,800 in Canada, 16,000 in France, 16,000 in Germany, and 8,000
in Spain). 67
65 42 Department of Enterprise, Trade and Employment, (2010). Trading and Investing in a Smart Economy
66 National Institute for Regional and Spatial Analysis, (NIRSA), Towards Spatial Diaspora Strategy: A Position Paper, 2008
67 Emigrant Advice Network (EAN). How many Irish people live abroad? <http://www.globalirish.ie/
issues/how-many-irish-people-live-abroad-an-ean-factsheet/ >, 2012
41
A Roadmap for Branding Dublin, A Discussion Paper 2012
The Saint Patrick’s Day celebrations are a unique opportunity in that no other
country in the world can boast the same level of international coverage of its
national day. The celebrations include such events as parades, receptions
and a major greening of the landscape, with international icons such as
Niagara Falls and the Leaning Tower of Pisa being fl oodlit in green.
The Nation as a Target Audience:
As the future brand ambassadors, Ireland’s citizens are a key audience
for the Dublin Brand, and as such the Irish people must feel that they have
ownership and involvement in the brand. The brand is not only an initiative
for attracting investment, tourists and migrants from abroad, but also for
fostering civic pride held by the Irish people in their capital city. Often there
can be a feeling of an Ireland of two places, of Dublin and the rest of the
country. Any branding strategy developed must allow for the entire country to
identify Dublin as a city that they can visit, work in, live in, and be proud of.
2016 will mark the centenary of the Easter Rising, when moves to create
an independent Irish nation gathered force. This and the following years
up to 2022 will mark the centenaries of many important events leading
up to Ireland’s independence, and Dublin will be at the centre of these
commemorations. These events will provide an unrivalled opportunity to
showcase the city, to raise its international profi le and to attract more tourists.
A brand for Dublin can play a vital part in the promotion of these celebrations
both nationally and internationally.
4.6 The Formulation of the Dublin BrandHaving identifi ed the context, the governance structure and the target
markets, Figure 4 illustrates how the Dublin Brand will be developed.
The brand should be underpinned by the values and framed within the
collaboration model to achieve the objectives, as set out in this section. The
brand’s objectives will be achieved through ten actions that are set out in
Section 6. Key to the formulation of the brand is an analysis of the brand
assets, which will play a key role in shaping the message and identity of the
brand.
42
A Roadmap for Branding Dublin, A Discussion Paper 2012
Underpinned By
Tasked to Deliverthe Objectives
Delivered Brand
Achieved through
Enhance the Tourism Product
BRANDFramed within a
Promote to Export
Markets
Place for doing
Business
Attract Talent and
International Students
Grow Tourism
Attract Investment
BRAND VALUES
Friendliness and Warmth
Innovationand
Creativity
Openness and
Diversity
Entrepre-neurialSpirit
Collab-orationModel
Agreethe Vision
SeekInternational Events and
Designations
Establish The Collaboration
Model
Engage in Regular
Monitoring of our International
Position
Engage in Internat-
ionalisation
Engage withthe people of
Dublin
Actions to Deliver for the
Brand
Objectivesof theBrand
Build upon Dublin’s Assets and address the
ChallengesDesign the
Dublin Brand
Figure 4: Formulation of the Dublin Brand
44
A Roadmap for Branding Dublin, A Discussion Paper 2012
5. Dublin’s Top Assets
“People love Dublin City Centre for its very unique and embracing
personality. Quirky, secret and unpredictable, Dublin is old but young at
heart. Sharp and quick witted, it is also conservative, narrow-minded
and disobedient”. 68
Dublin’s assets play a key role in shaping the identity and the message of
the brand. The assets of a city are not only the city’s strengths, but also
areas which are considered important and are valued by the city and its
people. By taking into account both the soft and hard assets we can form
the values that will underpin the brand, and begin to formulate an appropriate
branding strategy that will create a positive message for Dublin’s markets and
audiences.
As already acknowledged, Dublin is starting from a strong base with
evidence of a strong and positive international reputation. While most cities
have an existing reputation, not all reputations are positive, as Simon Anholt
comments:
“Unless you’ve lived in a particular city or have a good reason to know
a lot about it, the chances are that you think about it in terms of a
handful of qualities or attributes, a promise, some kind of story… Paris
is romance, Milan is style, New York is energy, Washington is power,
Tokyo is modernity, Lagos is corruption, Barcelona is culture, Rio is fun.
These are the brands of cities, and they are inextricability tied to the
histories and destinies of all these places.” 69
68 Love the City, Designing Dublin: Learning to Learn, 2010
69 Anholt, S., Competitive Identity, 2007
45
A Roadmap for Branding Dublin, A Discussion Paper 2012
Dublin’s PeopleBrand Ambassadors
Arts & Culture
Dynamic & Educated Workforce
At the heart of Ireland,
and the centre of the World
Innovation
Openness & Diversity
Infrastructure
Distinct Urban Character
World Leading
Investment Location
Character
First for Availability of Skilled Labour
Centre of Ireland’s transport network
Access to EU Markets
Ideal time zone
Testbedding the Future
Universities
Leading Venture Capital location
Vibrant Start up scene
IFSC
Low Corporation Tax
Human Capital
Cosmopolitan & Multicultural City
Leading destination for Talented Workers
Multilingual workforce
Young, vibrant workforce
National Convention Centre
Dublin Port Tunnel
Sports Stadia
Rail & Light Rail
World-class Airport
Motorway Infrastructure
Compact and Low Rise
District Character Areas
Green Space
Modern Transition
UNESCO City of Literature
Free Museums / Galleries
Renowned Musical Culture
Ease of doing business
Access to Mountains and Coast
Creativity, Warmth, Friendliness, Humour
International Connections, Diaspora
IMD 2012
Open Data: dublinked, Smart cities
Half of the world’s fleet leased aircraft
Creative, adaptable and talented
EIU Top Global City for Human Capital
20 Minutes from city centre
Iconic Architecture
Walkable city
Docklands, Georgian Core, Phoenix Park, Liberties
78sq.m of green space per peron
50% of world’s leading financial service firms
Strong regulatory model
Figure 5: A Mind Map of Dublin’s Assets
5.1 Dublin’s Leading Asset – Its People
“I love Dublin, it’s a great reminder of why it’s great to be Irish. Especially
when re-entering the country. The craic people have, the instantaneous
chat between yourself and someone you don’t know at any stage.
Dublin is very friendly that way.” – Your Dublin Your Voice panel
“Dublin is a ‘lifestyle’ place – it’s a personality – creativity is in our DNA
– we have an aptitude to succeed in business.” – Stakeholder Interview
The people of Dublin stand out as the pivotal aspect that differentiates
Dublin. Their talent, work ethic and adaptability have long been recognised
by employers, however it is also their friendliness, humour and warmth that
is time and time again what people recognise as the best thing about Dublin.
Their charm, generosity, wit and fun are among the top characteristics
mentioned in both local and international surveys. The fi rst ever UN World
Happiness Report 70 ranked Irish people among the happiest in the world.
“Its people that count, and they have never lost their generous warmth.”
– Your Dublin Your Voice panel
“Dublin has a buzz that others cities don’t have.”
– Your Dublin Your Voice panel
However, it is not only the innate character of Dublin’s people that is an asset,
it is also their international connections. Dublin’s and Ireland’s residents, as
well as a large international diaspora, have the potential to be Dublin and
Ireland’s best brand ambassadors with a global reach. 22 percent of people
who visit Dublin come to see family and friends, while Irish people themselves
have family and friends, and work and travel throughout the world 71. As
Dublin’s brand develops it will strengthen the pride that the Irish have in their
city. This in turn will only strengthen the attraction of the brand through the
international network of the Irish people. Key to this is the involvement of the
people in creating the city’s brand. Increasing their engagement will help to
heighten awareness of all that there is to love about the city. One participant
70 The Earth Institute Columbia University, World Happiness Report, 2012
71 Irish Tourist Industry Confederation, (ITIC), Capitalising on Dublin’s Potential, 2012
47
A Roadmap for Branding Dublin, A Discussion Paper 2012
in the ‘Your Dublin Your Voice’ survey noted in their response that: “Actually
I think I like Dublin more than I thought I did before taking this survey. Thank
you, an unexpected benefi t.”
Info Box: Dublin: The Friendliest City in the World? By Trevor White.
What makes Dublin unique? And how should the city present itself to the
world? If we want the Irish economy to recover, we must address those
questions. The Dublin region accounts for four out of every ten jobs in this
country. It is responsible for nearly half of all goods and services produced,
and nearly half of Ireland’s tax revenue. To put it simply: if we don’t have a
strong Dublin, the rest of the country is banjaxed.
At the moment the capital has little sense of how it is perceived in the
international marketplace, or of how to market itself. So how should we
construct a new identity for Dublin? Let us begin by acknowledging an
uncomfortable fact: in Ireland, it has long been acceptable to resent the
capital.
Last September a survey carried out for Dublin City Council revealed that only
one in four Irish people feel any emotional connection to the capital. And this
figure goes down to 15% when you exclude Dubliners. In other words, 85%
of people from outside Dublin feel no emotional connection to the capital
whatsoever.
The capital faces signifi cant challenges. Let us now focus on a very real
opportunity. In 2010 nearly three million visitors came to Dublin, bringing
much needed revenue. Tourists could well play a vital role in the rebirth of
this clapped-out place, alongside Foreign Direct Investment. What is it, then,
that makes the capital most attractive both to tourists and multinational
corporations? Indeed, what distinguishes Dublin from every other small
European capital with an erstwhile reputation for creativity and innovation?
The answer is our people. And therein lies the opportunity.
In 2010 the Lonely Planet Guide named Ireland as the friendliest country
in Europe. “Dubliners at their ease are the greatest hosts of all,” it noted,
“providing a life-affi rming experience that will restore your faith in human
nature.” According to Fáilte Ireland, 90% of tourists who come to Ireland
expect to meet “friendly, hospitable people.” They are not disappointed.
Indeed when they leave, 94% of tourists cite “friendly people” as one of their
key experiences in Ireland.
48
A Roadmap for Branding Dublin, A Discussion Paper 2012
The warmth of Dubliners has long been recognised by the IDA as a virtue
of doing business here. And companies invariably cite the friendliness and
conviviality of our people as key factors in their decision to invest here. A
senior executive from Twitter admitted that the friendliness of the Irish was
one of the main reasons the company decided to base itself in Dublin. The
following day a report in the Irish Times was headlined ‘Friendliness factor
swings it for Twitter.’ 72
5.2 City of InnovationThe Irish government is committed to establishing Ireland as ‘The Innovation
Island’ by creating an exemplary research, innovation and commercialisation
environment. In order to continue to economically develop there must be the
capacity to generate new ideas and knowledge, to transfer this knowledge
across the economy and society, and thus to create new business activities
which create a sustainable and adaptable economy. Ireland continues to
be a world leader in innovation and FDI attraction, and with its creative and
dynamic workforce and as the key economic cluster on the island, Dublin
continues to be the main centre for innovation.
There are several initiatives underway in Dublin that foster innovation and
the commercialisation of research. The universities in particular have taken
great efforts to commercialise their research and respond to private sector
needs: In University College Dublin the NovaUCD centre has incorporated
21 spin-out companies, disclosed 270 inventions and supported over 115
new ventures between 2004 and 2011; 73 Trinity College Dublin’s CRANN
nanotechnology centre collaborates with over 100 companies across
various industries 74; Dublin Institute of Technology has set up its Hothouse
to commercialise research, while Dublin City University has set up the Cloud
Computing Competence Centre in response to changing industry demands
and launched Generation 21 75, an initiative that seeks to equip all of its
graduates with the skills required in the modern workforce.
72 The Irish Times, 2011
73 NOVA Unniversity Collgeg Dublin, <http://www.ucd.ie/innovation/>
74 Trinity College Dublin (TCD) 2012, Crann Nanotechnology Centre,< http://www.ucd.ie/innovation/>
75 Dublin City University, Generation 21. <http://dcu.ie/news/2011/sep/s0911b.shtml>, 2012
49
A Roadmap for Branding Dublin, A Discussion Paper 2012
Meanwhile, Dublin’s local authorities run the annual showcase Innovation
Dublin to aid the development of innovation networks across Dublin,
have started an open data initiative 76, DubLinked, and have made their
infrastructure available for the test bedding of smart city research and
prototyping 77.
INFO BOX: Dublin’s Internet and Social Media Cluster
Dublin has a world leading web cluster based around the Grand Canal
and its basin in the Dublin 2 and Dublin 4 areas of the city. Nicknamed the
Silicon Docks, the area is the location of choice for the high profi le offi ces
of companies such as Google, Facebook, LinkedIn, Twitter, Zynga, and Gilt
Groupe. The resulting cluster has further attracted smaller fi rms and start-ups,
such as Populis and Huggity. The city is also a leading location for web start-
ups with Dogpatch Labs and Startupbootcamp both locating in the city.
Dublin’s attraction as a start-up location is strengthened by a vibrant venture
capital community. According to Enterprise Ireland there is €800 million
available through seed, venture and angel capital fi rms in Ireland, 78 and with a
strong network of lawyers, accountants and other business professionals, the
city is a competitive location for start-ups.
76 Innovation Dublin, <http://www.innovationdublin.ie/festival/2012
77 Dublinked, <http://www.dublinked.ie/>, 2012
78 Enterprise Ireland, http://www.enterprise-ireland.com/en/Invest-in-Emerging-Companies/
Source-of-Private-Capital/Venture-Capital-Funds.html, 2012
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A Roadmap for Branding Dublin, A Discussion Paper 2012
INFO BOX: Dogpatch Labs
Founded by Polaris Venture Partners to connect entrepreneurs and help
founders conceive, launch and grow startups, Dogpatch Labs provides
facilities, support and a community for web entrepreneurs. Dogpatch
currently has four locations, with Dublin being the only lab outside of the US.
Currently over 100 companies are based globally in Dogpatch Labs, including
Coderdojo, Logentries, Scrazzl and Tito, which operate out of Dublin.
Dogpatch’s Dublin labs have attracted over six €1 million investments in six
months of operation. 79
INFO BOX: Test Bedding the Future
“To participate actively in making the greater Dublin region a leader in innovation in the urban
environment … through collaboration between private, public and research partners with
the city region as a proving ground” From the Vision statement for Dublinked, June
2011 80
The ambition is for the city is to leverage its high tech cluster and universities
to use Dublin as a ‘test bed’ to create and design new products and services.
With the development of new technologies the private sector has become
increasingly aware of the new services and effi ciencies it can bring to the
public sector, such as in the more effi cient operation of cities. In order for
these products and services to be developed they must fi rst be test bedded
on existing infrastructure. Dublin hopes that through collaboration with
multinationals, SME’s, universities and the public sector the city can position
itself as the leading test bed for the development of innovative services and
solutions that tackle city challenges.
For example, the IBM smart cities partnership was formulated to increase
operational effi ciencies of city systems, enabling better city management.
IBM offers a range of technology products and services to help cities
deliver services and manage resources more effectively, and its Smart
City Technology centre is based in Dublin. Dublin is the perfect size for the
trial of new services, and it has an interesting mix of old and new urban
developments.
79 Dogpatch Labs, <http://dogpatchlabs.com/dogpatch-residents/>, 2012
80 Dublinked, <http://www.dublinked.ie/>, 2012
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A Roadmap for Branding Dublin, A Discussion Paper 2012
5.3 World Leading Investment and Business Location
INFO BOX: Ireland according to the IMD 2012 world
competitiveness index. 81
> 1st for availability of skilled labour
> 1st for fl exibility and adaptability of workforce
> 1st for investment incentives
> 1st for attitudes towards globalisation
> 2nd for business legislation – openness to foreign investors
> 2nd for large corporations that are effi cient by international standards
> 2nd for adaptability of companies
> 4th for Corporate Tax rate on profi t and real corporate taxes
“Dublin is rapidly becoming the multilingual Internet capital of Europe, and Google is proud to
be leading the charge on this and further increasing our presence here.” 82
Ireland has topped the list of the best places to invest in Western Europe,
according to the annual Global Best-to-Invest Rankings compiled by
international magazine Site Selection 83, while Dublin was ranked as the top
metro region in Western Europe to invest in followed by Frankfurt, Edinburgh
and Birmingham. IBM’s recent location trends report ranked Ireland as
the number 1 destination in the world by quality and value of investment.
Furthermore Dublin is one of the top performing cities in Europe in terms of
attracting Foreign Direct Investment, particularly in the technology sector 84.
The Irish Government has set the goal of Ireland becoming the best small
country in the world in which to do business by 2016. 85
81 Institute of Managing Directors (IMD), 2012
82 David Martin, Director, Geo Operations for Google in Europe.
83 Site Selection Magazine, http://www.siteselection.com/issues/2012/may/cover.cfm, 2012
84 IBM Global Business Services, Smarter Cities, 2010
85 Action Plan for Jobs, 2012
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A Roadmap for Branding Dublin, A Discussion Paper 2012
INFO BOX: Ireland’s specifi c advantage: Access to the EU
“Ireland’s ‘unique selling proposition’ is a bundle of four factors attractive to investors. Access
to EU markets is one. The corporate tax infrastructure is another. Ireland is also recognised
as a stable environment that prioritises the ease of doing business. And access to skills, both
domestic and from across the EU, is a competitive strength and one that is likely to grow
in importance as skills-driven international services comprise a larger share of trade and
investment.” 86 – Economist Intelligence Unit (EIU)
“Our decision to locate AXA Global Distributors in Dublin was down to the track record and
success of our other operations in Ireland, the availability of highly educated graduates with
language skills and the access Ireland provides us to EU markets.” 87
INFO BOX: The International Financial Services Centre 88
The International Financial Services Centre (IFSC) is one of the major
economic success stories of Dublin and Ireland. It is located in the docklands
area of Dublin and contributed 7.4% to the Irish GDP in 2009, with over
32,700 employed by over 500 companies. Two thirds, or 22,000, of these
jobs were based in Dublin. 89. Despite the economic downturn and problems
in the domestic fi nancial sectors employment, activity in the IFSC has
remained stable over the past 3 years. The main activities of the IFSC include
asset fi nancing, banking, captive insurance and reinsurance, corporate
treasury, fund administration and management, life insurance and securities
trading.
> More than 50% of the world’s leading fi nancial
services fi rms have subsidiaries there
> Half of the world’s fl eet of leased aircraft
> The investment fund industry represented 11% of total shares/
units in issue by euro area funds, (31 March 2011) 90
> The largest provider of cross border insurance in the
EU with €16.4 billion in premiums in 2009
86 Economist Intelligence Unit (EIU), A Survey of Foreign Direct Investors, 2012
87 Matthieu André, Joint Managing Director of AXA Global Distributors
88 Finance Dublin Magazine, 2011
89 Accenture, The International Finances Services Sector Report , 2010
90 Finance Dublin Magazine, 2011
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A Roadmap for Branding Dublin, A Discussion Paper 2012
> €1.9 trillion in funds administered in its investment
funds sector (December 2010) 91
5.4 Dynamic and Educated Talent
“People are the real wealth of a nation.” 92
The 2012 IMD World Competitiveness results showing Ireland ranks fi rst
for availability of skilled labour 93, while the Economist Intelligence Unit (EIU)
rankings on competitive cities, commissioned by Citi, ranks Dublin as the
top global city for human capital. 94 While the Irish are renowned as dynamic
and talented workers, a key factor in Dublin’s talent rankings is that it is a
destination for international talent. In particular, high-tech industries demand
more talented workers then the Irish workforce can supply.
Dublin is a city that competes strongly for talent and it has particular
specialism’s that require skills from all across the globe. It is also clear that
Dublin’s capacity to attract international investment is increasingly linked to
its ability to attract talent. Companies with headquarters in Dublin, such as
Facebook and Google, talk about the importance of a diverse and skilled
workforce and multilingual skills as being key attractors.
“Competition for Foreign Direct Investment is signifi cantly increasing and the availability of
skilled labour is, amongst other things, one of the main deciding factors when companies are
choosing a location for their overseas investments. The fact that Ireland continues to lead the
way in availability of skilled labour adds signifi cantly to our reputation as a host for FDI.” 95
5.5 Openness and DiversityDublin is a vibrant cosmopolitan and multicultural city. In the past better
known as a source of emigration, Dublin has recently become renowned
as a migration destination. Dublin has large Polish, Chinese and African
communities enhancing its global connections and leading it to be a
truly global city. In 2006 17 percent of Dublin’s population were non-Irish
nationals. 96
91 Finance Dublin Magazine, 2010
92 United Nations Development Programme (UNDP), Human Development Report, 2010
93 Institute of Managing Directors (IMD), 2012
94 Citi, Hotspots –Benchmarking Global City Competitiveness, 2012
95 Barry O’Leary, CEO, IDA Ireland
96 Demographic Trends in Dublin, 2012
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A Roadmap for Branding Dublin, A Discussion Paper 2012
“Dublin has a laid back, relaxed and chilled atmosphere, a multicultural
modern city that hasn’t yet lost its character and soul”
– Your Dublin Your Voice panel
Ireland’s history of emigration and tradition of travelling and working abroad
has led to widespread acceptance of migrants. The Global Creative City
Index ranked Ireland second for tolerance and openness to ethic and racial
minorities. 97 Dublin hosts many events celebrating the heritage of its residents
including the Chinese New Year Festival, Africa Day, the Festival of Russian
Culture and a Japanese Hanami Festival, meaning that not only are the city’s
migrant communities accepted, they are celebrated.
“Dublin is now a culturally diverse and cosmopolitan city with over 150 nationalities living
here.” 98
Recently there has been increased recognition of the valuable role of
migrants in the workforce. Many of Dublin’s growing industries, particularly
the ICT and fi nancial services sector, are dependent upon skilled migrants to
fi ll certain positions, while an increasing number of job vacancies seek fl uency
in a foreign language. This availability of a foreign talented workforce has in
part led to Ireland being ranked fi rst for Human Capital in the recent Citi / EIU
Global City Competitiveness Index 2012. 99
The Irish diaspora have strengthened Dublin’s international connections. Now
too, the city’s multiculturalism can lead to new international connections,
allowing the city to become a more attractive destination for investment,
tourism and migrants.
“With over 60-plus languages spoken here in Google (Dublin). Ireland is good at supporting
multi-lingual, multicultural and multi-currency business.” 100
5.6 A Competitive City InfrastructureThroughout the Celtic Tiger years there was extensive investment in the
upgrade of infrastructure assets throughout Ireland and Dublin, while the
city’s potential as a test bedding location for new technologies will see new
infrastructural assets and effi ciencies develop.
97 Global Creativity Index, 2011
98 Central Statistics Offi ce (CSO), Census 2006
99 Economist Intelligence Unit (EIU). Benchmarking Global City Competitiveness, 2012
100 Nelson Mattos, the vice president of Engineering at Google Europe
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A Roadmap for Branding Dublin, A Discussion Paper 2012
In terms of transport infrastructure, Dublin is now situated on the central
nexus of Ireland’s motorway network, allowing quick access to the rest of the
country.
> The 2012 Inrix Scorecard ranked Ireland the least congested out of 13
European countries and Dublin 90th out of 94 cities for congestion. 101
> Dublin Airport is one of the 10 busiest airports in Europe with an
offering of 171 different routes 102 and has seen the addition of a
new high quality terminal building. Dublin Port has had a series
of upgrades and a new cruise terminal is being planned, while
the Dublin Port Tunnel has relieved congestion in the city centre
by providing a direct route from the port to the M1 motorway.
Public transport has also been improved: the Enterprise rail service connects
Dublin and Belfast, the Luas light rail network was developed and is currently
being expanded, while plans for two metro lines for Dublin have been
prepared, and the Dublin Bikes scheme is a resounding success.
The city has seen an extensive upgrade of the business infrastructure assets.
The former docklands area was redeveloped providing modern offi ce blocks
with large fl oor spaces that have been popular for many large companies.
The Convention Centre Dublin offers world class conference facilities and its
location in the city centre gives it a competitive edge over international rivals
who have tended to locate in suburban areas.
Throughout the city there has been a concerted effort to improve the urban
realm with the provision of high quality iconic architecture. The Bord Gais
Energy Theatre designed by Daniel Liebskind and the Convention Centre
Dublin designed by Kevin Roche are both recent additions to the city, while
new bridges across the river Liffey, such as the Samuel Beckett and James
Joyce bridges designed by Santiago Calatrava, have provided greater
connectivity between the north and south sides of the city centre with breath-
taking visual impact. A new strategic development zone has been prepared
for the Grangegorman area of the city that will see extensive new medical,
educational and research facilities constructed right in the heart of Dublin.
101 Inrix Scorecard, 2012
102 Dublin Airport, <http://www.dublinairport.com/gns/about-us/media-centre/facts-fi gures.aspx>, 2012
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A Roadmap for Branding Dublin, A Discussion Paper 2012
5.7 Distinct Urban Character with a Vibrant City Centre
“It’s nice and compact so that wherever you go you’ll always know
someone nearby.” – Your Dublin Your Voice panel
The international image and branding of a city is largely based upon the built
fabric which it possesses. As a compact, low-rise city, with an interesting mix
of architectural styles, Dublin’s built environment provides a unique character
that should be promoted.
The city centre has many pubs, restaurants, galleries and museums that
can be availed off, as well as iconic areas such as Trinity College and St
Stephen’s Green that provide urban oases. These wealth of amenities and
facilities are within walking distance of each other, allowing Dublin to be a city
that can be explored and experienced with ease by the many visitors which it
receives each year.
“I like the general buzz and atmosphere in the city, be it driving through,
shopping or going out.” – Your Dublin Your Voice panel
Key to Dublin’s character is its urban and built fabric. A historic city, its
development has been characterised by the repeated replacement of its old
building stock by new buildings in different architectural styles. Seventeenth
Century gabled “Dutch Billys” were replaced with the classical fl at parapets of
eighteenth century townhouses, which were in turn replaced over successive
periods with commanding Victorian banks, modernist offi ce blocks, and late
20th century apartments.
Yet, the street pattern laid out during the late eighteenth and early nineteenth
centuries has remained largely intact, and the Georgian period has been the
most infl uential period in the development of the city. Broad, interconnected
streets replaced the medieval network and the city centre was defi ned by
the construction of the Royal Canal to the north and the Grand Canal to the
south.
Dublin has a remarkably intact Georgian core streetscape and a network of
squares that signifi cantly contribute to the character of the city. With other
signifi cant character areas including Dublin’s cultural quarter Temple Bar,
Dublin Castle, St Stephen’s Green, and the city quays, visitors to the city can
experience the different periods of the city’s history by strolling through its
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A Roadmap for Branding Dublin, A Discussion Paper 2012
streets, and observe buildings from the 18th century next to those of the 21st.
The city’s diverse but united urban landscapes are key to what makes Dublin,
Dublin.
“I like to pretend that I’m a tourist and discovering Dublin for the fi rst
time! I make an effort to look up at the old buildings – many of which
are beautiful with a lot of character.” – Your Dublin Your Voice panel
Dublin has a successful and vibrant city centre. Respondents to the Your
Dublin Your Voice survey praised its wide range of activities. With parks,
museums, cafes and pubs, there is more to the centre than just a retail
experience, and the city centre’s compact size means that each of the
activities are within walking distance of each other.
The vibrancy of Dublin’s city centre is an asset that should be emphasised in
Dublin’s brand. It provides a retail, cultural and recreational experience that is
unrivalled in the rest of Ireland. As emphasised throughout this report, Dublin
is a city of culture, literature and museums, and most of these amenities are
located in the city centre.
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A Roadmap for Branding Dublin, A Discussion Paper 2012
5.8 A Wealth of Creativity and Cultural Activity
“When I die Dublin will be written on my heart.” – James Joyce
“While Dublin tourist guides attempt to coach visitors in the pronunciation of the Dublin
greeting, ‘howaya?’ the equally common accompaniment to this – the enquiry, ‘what’s
the story?’ reveals the remnants of an oral tradition which is alive and well, while also
demonstrating Dubliners’ appetite for the world of books.” 103
In the Your Dublin Your Voice survey, the range of culture, arts and activities
was overall rated second only to Dublin’s people. From the Hugh Lane Gallery,
the world’s fi rst museum of modern art, and the Chester Beatty Library,
which houses one of the world’s most signifi cant collections of Islamic and
Far Eastern artifacts, to the Abbey Theatre and the multitude of festivals
and events that take place each year, Dublin has a richness and diversity of
cultural activity that gives an enviable international reputation for creativity
that is part of our DNA. Refl ecting this, Dublin was awarded the permanent
designation as a UNESCO City of Literature in 2010, nurturing the vibrant
literary and story-telling scene of today while celebrating the rich literary
tradition of our heritage.
“It’s great that the art galleries and museums are free, in most cities you
have to pay for these.” – Your Dublin Your Voice panel
The promotion of culture to the general public is to the fore with many of
Dublin’s museums and galleries free to visitors and signifi cant state and
city support given to the arts. Local arts theatres and centres, including
The Axis Ballymun, The Civic Theatre and Red Rua Arts Centre in Tallaght,
Draoiocht in Blanchardstown, and the Pavillion in Dun Laoghaire, are bringing
International art, theatre, dance and music to local audiences throughout
Dublin. The Science Gallery in Trinity College is unlike any other science
centre. With no permanent collection, it instead runs a series of exhibitions
every year that stimulate the public’s interaction with science and develop
innovative art-science collaborations.
“Lots of interesting people means lots of interesting events and venues,
and because of its size you hear about them and can get to them easily.”
– Your Dublin Your Voice panel
103 UNESCO City of Literature, 2012
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A Roadmap for Branding Dublin, A Discussion Paper 2012
INFO BOX: UNESCO City of Literature
Dublin has a rich literary tradition producing many giants of the literary world.
Ireland has produced four recipients of the Nobel Prize for literature (George
Bernard Shaw, W.B. Yeats, Samuel Beckett and Seamus Heaney) and four
winners of the Man Booker Prize (Iris Murdoch, Roddy Doyle, John Banville
and Anne Enright). Refl ecting this rich tradition in 2010 Dublin was awarded
the permanent designation of being a UNESCO City of Literature. Dublin
has not only produced many great writers, but has featured heavily in their
creations. Visitors can roam the streets and visit the settings of many notable
works, including those of James Joyce, Patrick Kavanagh, and Flann O’Brien.
Joyce’s most famous work ‘Ulysses’ is each year recreated on Bloomsday
when it is not uncommon to see revelers dress in period costume and drive
vintage cars in their reenactment of the route that Leopold Bloom took on the
16th June 1904. The city is also home to the prestigious International IMPAC
Dublin Literary award, one of the richest literary prizes in the world.
INFO BOX: Temple Bar
Temple Bar is Dublin’s premier cultural and entertainment quarter located in
the heart of the city. It is a vibrant area that hosts many of the city’s cultural
institutions and organisations as well as diverse range of restaurants, pubs,
shops and street entertainment offerings in a distinctive urban quarter.
Characterised by its narrow, cobbled, pedestrian friendly streets, it attracts
over 50,000 people on a daily basis, and has over 450 businesses, 50
cultural institutions and is home to over 3,000 residents. It is estimated that
the cultural businesses in Temple Bar brought €50 million in revenue in 2011
and provided 700 equivalent full-time jobs 104.
104 The Irish Times, 2012
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A Roadmap for Branding Dublin, A Discussion Paper 2012
5.9 At the Heart of Ireland, and the Centre of the WorldDublin is ideally located on Ireland’s east coast, with easy access to Dublin’s
beaches and mountains the city’s residents and visitors are never far away
from the great outdoors. As Ireland’s capital and largest city, Dublin is at the
centre of the country’s transport and communication network and is within
easy reach of Belfast, Galway and Cork, as well leading natural environments
such as the Wicklow Mountains, the Burren and Connemara. With 40 percent
of the country’s population, the city is uniquely Irish, but also distinctively
Dublin and is the leading location for culture, business, innovation and
education.
“It has a compact nature where you can see a city, a fi shing harbour and
mountains in one day.” – Your Dublin Your Voice panel
Dublin’s urban area is comprised of a series of interlinked villages and towns
with strong community values. In the city centre is Phoenix Park, the largest
enclosed urban park in Europe. The Park is home to many forms of wildlife,
including deer, and brings nature to Dublin’s door step. Dublin has roughly
78 square metres of green space per person 105 and the fact the city centre is
so close to the mountains, countryside and sea is an under-exploited asset
for tourism development in particular. The suburbs of Dublin offer an escape
from the urban lifestyle right on the city’s doorstep.
Dublin is also ideally situated right in the middle of the international business
time zones, allowing access to both the Middle Eastern and North and South
American Markets. Close to important European markets and business
centres, Dublin Airport provides access to 171 different routes and is one
of the 10 busiest airports in Europe 106, while it also hosts a United States
Customs and Border Protection facility allowing greater ease of travel to
the US. With an international airport and an excellent communications
infrastructure, Dublin is at the heart of global commerce.
105 Creative Dublin Alliance (CDA), Discovering Dublin’s Identity, 2011
106 Dublin Airport, <http://www.dublinairport.com/gns/about-us/media-centre/facts-fi gures.aspx>, 2012
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A Roadmap for Branding Dublin, A Discussion Paper 2012
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A Roadmap for Branding Dublin, A Discussion Paper 2012
6 Priority Action AreasA number of measures should be taken in order to successfully implement a
brand for Dublin. Ten priority action areas have been suggested.
6.1 Engage with the People of Dublin
A message that is consistently echoed throughout all the research
undertaken is that it is Dublin’s people and their capacity for creativity and
innovation that are Dublin’s strongest ‘brand assets’. The people of a city are
always the strongest ambassadors of its brand, but when the brand is the
people and their creativity, how those people engage with, inspire and give
vibrancy to the brand will be a defi ning characteristic of the city’s uniqueness
and an expression of its value.
Existing channels of engagement, such as Dublin’s elected representatives,
alongside established networks, will prove vital in developing commitment
and communicating the brand’s message. The development of new and
innovative ways of engaging with residents, such as the Uniquely Dublin
competition and the Your Dublin Your Voice panel, will inform and contribute
to the brand over time.
INFO BOX: Uniquely Dublin, An International Competition To Re-
Assert Dublin’s Identity In A Positive Way.
In October 2012 as part of the Branding Project and in association with a
number of partners, including Dublin City Council, the Little Museum of
Dublin and a coalition of private and public stakeholders, a major international
competition will be launched that invites people from Dublin, Ireland and
the international community to submit their creative expression of what is
unique about Dublin. The competition is being designed to build on Dublin’s
internationally renowned creative talents across literature, animation, fi lm,
design, music, visual arts, as well as its resident’s humorous and often frank
outlook on life. As well as the promise of international exposure, the Dublin
Branding Project will use the content generated to communicate Dublin’s
identity in a truly unique way.
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A Roadmap for Branding Dublin, A Discussion Paper 2012
INFO BOX: Your Dublin, Your Voice
First established in 2010, “Your Dublin Your Voice” is an initiative of the four
Dublin Local Authorities representing the Dublin City Region. It was set up
to observe the views of Dublin residents on living, working and studying
in the city region. With over 3,300 registered members, composed of a
diverse range of people, representing all 32 counties of Ireland and over 60
nationalities, Your Dublin Your Voice provides a valuable insight into how
Dublin’s residents feel about the city. 71% of respondents felt that they
would prefer to live in Dublin over anywhere else in Ireland while 90% would
recommend Dublin to family and friends as a good place to visit.
6.2 Develop the Collaboration Model
The Creative Dublin Alliance, its Executive Network and the Destination
Marketing Alliance for Dublin are the proposed structures for collaboration
across the key stakeholders in Dublin’s brand. The stakeholders are
comprised of the four Dublin local authorities, IDA Ireland, Enterprise
Ireland, Fáilte Ireland, the higher education and business sectors, and the
creative and tourism industries. Figure 2, in Section 4 displays the proposed
collaboration model to develop the Dublin brand.
The Creative Dublin Alliance is developing a strategically focused
collaborative leadership network and will agree the vision and values of the
brand concept and strategy. It will focus on raising the profi le of Dublin’s
role in the national and global economy through regular benchmarking of
Dublin’s international performance and by identifying the priorities to drive the
innovation agenda.
The Executive Network will agree collective strategies to address
challenges and align individual corporate strategies with the brand vision.
These collective strategies will work across the core areas of developing
Dublin as an internationally competitive city; driving innovation and the smart
city agenda, developing civic engagement in quality of life issues and building
wider communication and innovation networks.
The proposed Destination Marketing Alliance for Dublin would bring
together the very best of Dublin’s marketing and communications expertise
across tourism, investment, business and talent attraction to agree clear
communication messages for the promotional and marketing of Dublin
internationally. The Destination Marketing Alliance for Dublin would ensure
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A Roadmap for Branding Dublin, A Discussion Paper 2012
the implementation of innovative international marketing campaigns that will
effectively promote and communicate the overarching Dublin brand while also
developing specifi c strategies in each target market.
While Dublin City Council is taking the leadership in the development of the
brand and the Mayors of the four Local Authorities will lead in engaging the
residents, this model will pioneer a new relationship of public and private
sector collaboration informed by innovative engagement with residents on the
quality of life in Dublin while also actively managing our international networks
and reputation to promote Dublin’s role and position in the global economy.
It is proposed that the Creative Alliance, its Executive Network and the
Destination Marketing Alliance (subject to its establishment) would in due
course come together to agree a clear vision and agenda for the Dublin
Brand project and agree the funding model and operational issues of who
will manage and monitor the brand performance on an ongoing basis. This
is a vital piece of the jigsaw that keeps the whole picture in view and will
help to sustain the momentum on the brand over the longer term, support
collaboration on activity and co-ordinate the communication messages.
Winning the investment of resources by both the public and private sectors in
the Dublin Brand will require a clear focus on its performance against agreed
targets. A target driven approach will also help to align all existing strategies,
activities and communications across the key players.
6.3 Agree the Vision
Agreeing the Vision for Dublin will be a critical step in the development of the
Dublin Brand. Envisioning Dublin’s distinct competitive advantage, for at least
the next ten years, starts the process of building on Dublin’s unique assets
and personality, while the articulation of core values will defi ne how the brand
will be developed, managed and communicated. If based on reality and done
with integrity it will be a vision and values that people and stakeholders in
Dublin, Ireland and internationally will be proud to align themselves with.
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A Roadmap for Branding Dublin, A Discussion Paper 2012
6.4 Engage in Regular Monitoring of our International Position
Dublin’s International Benchmarking and Indicators Project will help to identify,
in an evidence based approach, the position of Dublin as it performs in
international rankings. It will monitor Dublin’s international performance in
areas such as investment locations, ease of doing business, quality of life and
tourism, and will help to identify its strengths while also focusing attention on
challenges and areas of concern.
In order to measure the success and effectiveness of the Dublin Brand a
number of appropriate indicators are suggested in this roadmap. However
the Creative Dublin Alliance should take these as a guide and agree relevant
indicators for each sector which are to be followed over time.
Selected International Benchmarking reports should be agreed and
monitored in the following areas:
> Quality of Living
> International Tourism
> Foreign Direct Investment
> Export Growth
> Population
> International Talent and Students
> Dublin’s place on World Business Rankings
Twice a year, reports on Dublin’s international benchmarking will be presented
to, and analysed by, the Creative Dublin Alliance, Executive Network and
Destination Marketing Alliance. At a time of increasingly intense global
competition this will allow Dublin to measure itself against other cities over
time and provide international feedback on the qualities that the brand is
projecting.
The agreement of a target driven approach for the promotional and
developmental strategies, will see the development of key benchmarks of
the brand’s position and value. Targets for tourism in Dublin have already
been recommended by the tourism industry (ITIC), with a ‘stretched’ growth
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A Roadmap for Branding Dublin, A Discussion Paper 2012
target of 6.2% annual growth in overseas tourists from 2012 to 2020. Similar
targets in the other sectors would be agreed, along with the key international
benchmarks 107.
The continued monitoring and reporting of these indicators are intended as
the starting point for an evidence based debate on Dublin’s performance.
This analysis will help to inform the agenda for meetings with Government to
ensure the Dublin and Ireland brands are mutually reinforcing and cohesive.
6.5 Build Upon Dublin’s Assets and Address the Challenges
An effective branding strategy must be supported by agreed strategies
to address the challenges Dublin faces. Given the long term nature of
investment and trading decisions, the target audiences of a brand, especially
business and investment interests, are often as interested in knowing that the
city has the leadership and capacity to address and adapt to the challenges
it faces, as they are in knowing what the actual challenges are. Therefore,
an effective brand must be supported by agreed development plans and
strategies to address the challenges the city faces.
As part of their leadership on the development of the Dublin Brand, the
Creative Dublin Alliance has identifi ed four objectives to develop Dublin’s
international position:
> Develop city leadership
> Progress innovation capacity and the smart city agenda
> Lead civic engagement and quality of life
> Build innovation and communication networks.
Programmes and activities that have a signifi cant impact under each
objective will be mapped and coordinated under the brand vision.
107 Irish Tourist Industry Confederation (ITIC). Capitalising on Dublin’s Potential, 2012
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6.6 Effectively Communicate the Brand
Designing a Multi-stakeholder communication plan for the Dublin brand
In developing a brand, the obvious priority is to clearly articulate the
communication messages to each target market and audience. When that
brand is a city region, those target audiences include the local and national
residents, stakeholders and partners, as well as key international market
segments across the tourism, talent attraction, business and investment
sectors. The brand’s vision, its transparency, governance model and its
authenticity are important considerations in creating the content of any
communications strategy. The communications methodology and channels
themselves, should be innovative and experimental, and embrace the full
range of communication technologies available. To refl ect the brand value
of encouraging people’s creativity and openness, communication must be
engaging and interactive with residents.
It is proposed that the Dublin portal website www.dublin.ie be redesigned
to become the core communication channel for the Dublin Brand. The www.
visitdublin.ie site would also continue to be developed as the tourism site for
Dublin, but the two sites would be better integrated at the front end to refl ect
the cohesive Dublin Brand. Many cities are addressing this with the delivery
of digital strategies such as London and Partners (focusing on all aspects of
city identity – business, tourism, investment etc), Do it in Barcelona (attracting
business and entrepreneurs) and I Amsterdam (focusing on residents and
tourism).
Social media strategies and campaigns will be key tools in developing
engaging and interactive communications that will contribute to the vibrancy
of the brand. There are opportunities to leverage this through the presence of
a strong internet cluster in Dublin.
The Destination Marketing Alliance will develop the Communications Strategy
for Dublin with clear communication messages for the promotional and
marketing activity of Dublin internationally. This alliance will include the best of
Dublin’s marketing and communications expertise across tourism, investment,
business and talent attraction. Figure 6 illustrates the different factors that
could be considered in formulating a communications strategy for a brand.
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A Roadmap for Branding Dublin, A Discussion Paper 2012
Figure 6: Touch Points to Deliver on Dublin’s brand 108
108 Adapted from Chief Executive Offi cers (CEOs) for Cities, Branding Your City, 2006
Dublin’sBrand
Word ofMouth
Direct Mail
Photos andMemories
PR Advertising
PR
Website
AirportsTransportation
Environment
Signage
Post-Vital /Post-
Decision
Post-Vital /Post-Decision
During Visit / While Making Decision
6.7 Enhance the Tourism Product
It is the view of many people working in the tourist industry that Dublin’s
potential as a tourism destination has yet to be fully realised, and will only be
done so with the development of a strong brand and international marketing
approach, underpinned by collaboration and co-ordination between key
stakeholders.
Establish a Destination Marketing Alliance for Dublin
Central to this is the establishment of a Destination Marketing Alliance for
Dublin that would develop and agree the international marketing of the Dublin
Brand, along with the preparation of a Dublin Tourism Development Plan.
Agree a Dublin Tourist Development Plan
The Dublin Tourist Development Plan would develop and enhance Dublin’s
existing attractions, as well as defi ne new fl agship developments, product
clusters, tourist routes, activities and events. Existing and new developments
need to be brought together in creative and imaginative ways to reinvigorate,
develop and showcase Dublin’s unique and authentic core strengths. The
recently launched DubLine, a tourist trail through the city, is a concept that
shows what can be achieved through shared focus and collaboration.
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A Roadmap for Branding Dublin, A Discussion Paper 2012
6.8 Engage in Internationalisation
“Dublin is becoming known as the Silicon Valley of Europe – there is an
exciting new crop of both indigenous and international entrepreneurs
establishing and growing their businesses here.” – Stakeholder Interview
Strategic Engagement in International Networks
Dublin is striving to be a more open internationally networked city. A brand for
Dublin would reinforce international connections through engaging with the
Irish diaspora and maintaining links with those who have spent time in Dublin
as an international student, tourist or worker. The attraction of international
talent and international students to Dublin will continue to bring diversity and
many benefi ts, as well as creating new international connections and linkages.
San José and Dublin City have been twinned since 1986 in a Sister City
Program that strives to build global cooperation at the municipal level,
promote cultural understanding and stimulate economic development
between the two, as well as the greater Silicon Valley area and Ireland. An
example of the practical outcomes that initiatives like this can deliver is the
agreement signed in 2012 between the San José Environmental Business
Cluster and The Green Way, Dublin’s cleantech cluster, to increase R&D,
business development, commercialisation and investment opportunities
across Irish and San José companies looking to access each other’s markets.
Similar twinning relationships exist with Barcelona, Liverpool, and Beijing,
and across Ireland all levels of government are seeking to establish new
international connections. For example, in 2011, in the same week Dublin
City Council travelled to Beijing to sign a formal twinning accord between
the respective capital cities, a delegation from Fingal County Council visited
Chengdu with a view to also forming a formal twinning relationship, while in
Dublin, the Minister for Agriculture, Fisheries & Food signed an agreement
with the Chinese Vice-Minister for Agriculture for the export of Irish
agricultural products.
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A Roadmap for Branding Dublin, A Discussion Paper 2012
Developing an improved understanding of Dublin’s International
Connections
The value of these international links is evidenced by the extensive
participation of the Dublin Chambers and private business. This activity
will be supported by the creation of a Dublin Brand, and the governance
structures proposed to manage the brand should provide effective channels
for the communication and exchange of information on all international
relationships.
It is proposed that Dublin should map the international activity across
Dublin’s university, business and government sectors so as to form a better
understanding of its international connections and to see where opportunities
could arise or be reinforced.
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A Roadmap for Branding Dublin, A Discussion Paper 2012
6.9 Seek International Events and Designations
Identify appropriate international designations for Dublin
Dublin has been very successful in international event bidding and earning
designations for the city that have helped shape its reputation in a pro-active
and managed way. The UNESCO City of Literature designation has been an
incredible success, and this achievement came about through collaboration
between all of the partners involved, who worked together consistently with
ambition and vision 109. The PIVOT Dublin bid for the World Design Capital
redefi ned Dublin’s recognition of the value of good design and helped build a
better connected and networked design community 110.
Dublin’s designation as European City of Science 2012 has created a sense
of excitement across Dublin that places the innovation agenda centre stage.
Sporting events, such as the Europa Cup 2011 and the Tall Ships Race 2012,
contribute real economic value to Dublin as well as placing it on the global
stage 111.
Development of a multi-annual event strategy for Dublin
The development of a multi-annual event strategy and programme would
help to bring Dublin in line with other major capital cities as an event
destination. With political endorsement and if adopted by a wide range of
entities including business and tourism interests, central government, non-
governmental organisations and event fi nanciers, the delivery of a multi-
annual strategy would provide a structure whereby the city and its partners
would deliver the following:
> Build Dublin’s reputation as a premier international destination
> Deliver a better return on investment from
Dublin’s excellent infrastructure
> Increase economies of scale through the
development of a portfolio of events
> Provide measurable economic benefi ts to
the city and its business sector
109 UNESCO City of Literature, 2012
110 Pivot Dublin, A Guide to Dublin’s Bid, 2012
111 European City of Science, <http://www.dublinscience2012.ie/ >2012
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A Roadmap for Branding Dublin, A Discussion Paper 2012
> Increase the visitor and tourism competitiveness of the city
> Enhance the profi le of Brand Dublin and
enhance the quality of life for residents
> Encourage private sector involvement in the bidding/
staging of major international events
> Provide a streamlined process that will enable event organisers
to deliver approved safe and successful events and festivals
INFO BOX: Pivot Dublin
Pivot Dublin was a joint venture between the four local authorities of the
greater Dublin area to formulate Dublin’s bid to be World Design Capital in
2014. The World Design Capital is an initiative of the International Council of
Societies of Industrial Design to focus on design’s impact on urban spaces,
economies and citizens, allowing cities to feature their accomplishments in
attracting and promoting innovative design. Dublin’s bid was successful in
reaching the fi nal shortlist along with Bilbao and Cape Town, a considerable
achievement as fi fty-six cities bid for the title, including major cities such as
Beijing.
The Dublin bid was termed ‘Pivot Dublin, Turning Design Inside Out’ which
expanded the vision of design to include fashion, video, photography, fi lm and
digital media, as well as traditional features such as architecture and graphic
design. The strategy was developed under four themes; Connecting Cities,
Making Cities Flow, Making Cities Lighter and Making Cities Smile, with seed
projects proposed under each theme.
Pivot Dublin has been praised for taking an inclusive approach, involving the
collaboration between many partners, and for being focused on people and
their needs. Pivot Dublin raised awareness of Dublin’s design assets and the
considerable design talent located here. Furthermore, it has prepared a vision
of design for Dublin that can be carried forward into the future.
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A Roadmap for Branding Dublin, A Discussion Paper 2012
6.10 Design the Dublin Brand
“Ordinary promotional activity when it is carried out without a particular
long term strategy may be effective in resulting economic development
however, unless it is directed by an underlying brand strategy there
is little chance the city as a whole will acquire any substantial brand
equity.” – Stakeholder Interview
In delivering a brand for Dublin it is essential that the brand has a strong
and consistent identity. Dublin’s brand will have multiple angles: the
residents of Dublin and Ireland; the multiple stakeholders, decision-makers
and infl uencers; as well as being for the attraction of investment, tourists,
international students and skilled migrants. The delivery of meaningful and
coherent messages to each of its target audiences, while being innovative
and creative in its design, will require professional design and branding
expertise being engaged.
Place branding is very different to corporate branding, rather than just selling
a company or a range of products, a place brand must communicate an
identity, a way of life and the unique character of a location. Place branding
involves the collaboration and consideration of many diverse stakeholders
and interests.
Professional branding expertise will design the creative identity, concepts,
content, language, and visual images. They will develop the Brand Book for
Dublin that will give a framework and guidelines to the brand partners on
its use and ensure a consistent management of the brand over time. They
will design a communications strategy for the successful communication
of Dublin’s assets and opportunities across the brand partners, and design
specifi c messages to each of the distinct target markets and audiences. Most
importantly, they will provide a framework for multi-agency operation that is
sustainable, building on Dublin’s creative ability and talent as a resource in
doing so, and will plan for the careful evolution of Dublin’s brand through time.
It is recommended that the Creative Dublin Alliance and committed brand
partners engage brand consultants to ensure quality, innovation and design
are at the heart of the brand concept, and agree an investment model for
developing that capacity over time.
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A Roadmap for Branding Dublin, A Discussion Paper 2012
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A Roadmap for Branding Dublin, A Discussion Paper 2012
7 Conclusion
“People will only change their minds about places if the people and
organisations in those places start to change the way they behave”. 112
Developing, managing and promoting Dublin’s brand is about ensuring that
Dublin, as Ireland’s capital city, is a city that its residents and the Irish citizens
are proud of, that attracts investment, trade, tourism and talent, and that
understands its position in the world. It is an ambitious project that to be
successful requires the commitment of all players to collaborate and invest in
its future success. It should project Dublin as a modern successful city that
offers something different, unique and ultimately of value to the world. It’s
about optimising our future economic potential while portraying the unique
character and quality of life in Dublin. It’s about the people of Dublin, their
creativity and their connections with the rest of the world.
It is important that the brand is authentic and grounded in people’s
experience of Dublin. This project is “a major undertaking, and there are no
short cuts to it”. 113 It requires ability to co-ordinate activity and communicate
across Dublin’s complex range of stakeholder organisations while also being
ambitious in intent and innovative and creative in design. This is no small
feat, but if achieved has the prize of helping to secure Dublin’s future role in
Ireland’s and the global economy.
This document has set out a roadmap that will lead to the launch in 2013 of
an internationally competitive Brand for Dublin. It has identifi ed key measures
and resources that are currently underway or in development in Dublin and
should be strategically aligned with the development of this brand identity.
These include:
> The development of innovative approaches to engage residents
in quality of life issues. The people of Dublin are consistently
highlighted in all research as the most valuable ‘brand
asset’ as well as potentially its strongest ambassadors;
112 Anholt, S., Cometitive Identity, 2007
113 Stakeholder Interview
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A Roadmap for Branding Dublin, A Discussion Paper 2012
> The provision of a governance structure through the Creative Dublin
Alliance and its development of a collaborative leadership model for
the Dublin region that would give a strategic focus to, and benchmark
the international position of, Dublin and drive the innovation agenda;
> The Executive Network of the Creative Dublin Alliance would
agree strategies for development across Dublin’s key areas
of the economic, innovation and smart city agendas;
> The proposal to establish a Destination Marketing Alliance
for Dublin that would develop integrated Communication
Strategies and International Marketing Campaigns to clearly
communicate and promote Dublin’s assets and uniqueness;
> The agreement of a target driven approach for the promotional and
developmental strategies will see the development of key benchmarks
of the brand’s performance over time. Targets for tourism in Dublin
have already been recommended by the tourism industry, with
a ‘stretched’ growth target of 6.2% annual growth in overseas
tourists from 2012 to 2020. Similar targets in the other sectors
would be agreed, along with the key international benchmarks.
This phase should be seen only as the preparatory stage to build the
capacity required that would enable the visionary leadership and innovative
management of the brand in the years subsequent to its launch. Building
an international brand for Dublin is an ambitious project that should only be
undertaken if it is underpinned by a commitment over the long term and
sustains the engagement of, and investment in, the public, private and civic
sectors of society throughout the process.
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A Roadmap for Branding Dublin, A Discussion Paper 2012
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A Roadmap for Branding Dublin, A Discussion Paper 2012
Underpinned By
Tasked to Deliverthe Objectives
Delivered Brand
Achieved through
Enhance the Tourism Product
BRANDFramed within a
Promote to Export
Markets
Place for doing
Business
Attract Talent and
International Students
Grow Tourism
Attract Investment
BRAND VALUES
Friendliness and Warmth
Innovationand
Creativity
Openness and
Diversity
Entrepre-neurialSpirit
Collab-orationModel
Agreethe Vision
SeekInternational Events and
Designations
Establish The Collaboration
Model
Engage in Regular
Monitoring of our International
Position
Engage in Internat-
ionalisation
Engage withthe people of
Dublin
Actions to Deliver for the
Brand
Objectivesof theBrand
Build upon Dublin’s Assets and address the
ChallengesDesign the
Dublin Brand
Formulation of the Dublin Brand
Engage with the People of Dublin
Develop the Collaboration Model
Agree the Vision
Engage in the Regular Monitoring of our International Position
Build Upon Dublin’s Assets and Address the Challenges
Effectively Communicate the Brand
Enhance the Tourism Product
Engage in Internationalisation
Seek International Events and Designations
Design the Dublin Brand
10 Steps to Dublin’s Brand
1
2
3
4
5
6
7
8
9
10
E. [email protected] T. +353 1 222 2141 www.creativedublinalliance.ie