gavin barrett schulich guest lecture: brampton edo case

TD CANADA TRUST RESL 2013: SOUTH ASIAN CREATIVE/ MEDIA

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Creating and managing Brampton’s Economic Brand NOT ALL PLACE BRANDS ARE DESTINATIONS

gavin barrett > barrettandwelsh > june 27, 2013

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A COMPLEX REALITYMultiple stakeholders, needs and objectives

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Sharon Wilcox

Bob Darling

Sohail Saeed

Cassandra Baccardax

Kelly Ballinger

Jennifer Vivian

Nancy Johnston

Andrea Thomson

Amanda Lemon

Denise McClure

Jeff Baines

Brian Stittle

Daniel Bishun

Dennis Cutajar

DOCUMENT REVIEW

SECONDARY RESEARCH

DISCOVERY: BRAND EQUITY ASSESSMENT AND ANALYSIS

INTERVIEWS: EDO

INTERVIEWS: BARACPeter VanSickle

Bob Peacock

Param Sidhu

Tony DePascal

Sham Jamal

Marnie Richards

Steve Shields

Councillor Gael Miles

Councillor Sandra

Hames

Mayor Susan Fennell

Brampton’s Economic Foundations - SWOT Analysis

Downtown Brampton HACE Creative Economy Action Plan

Brampton Guardian “Why Brampton” Contest Responses

SBEC Strategic Plan 2011 - 2015

Downtown Brampton Creative Economy Plan

Official City Plan 2006

Six Pillars Strategic Plan

City of Brampton EDO Social Media Strategy

Brampton in the Supply Chain presentation

Rose Theatre Patron Experience Survey

EDO Marketing Strategy 1999-2001, 2002-2004,

2006-2008, 2009-2011

EDO Strategy and Plan 2012

Economic Development & Communications Business Plan

Home for the Holidays - Contest Responses

Resident Attitudes Towards City of Brampton - 2007

Brampton Corporate Communications Handbook

Brampton Visual Identity Guide

Flower City Strategy and Administration Plan

Brampton Guardian

Brampton EDO Twitter feed

Mayor Susan Fennell FB Page

CatchTheSpiritBrampton.com

Workopolis Listings / Twitter feeds

TripAdvisor

StatsCanada

City of Brampton Website &

Information Portals

VISITSTours and site visits to key

Brampton EDO-related locations

Companies that recently chose not

to be in Brampton: to be completed

Primary Community Research -

recommended, not in mandate

ADDITIONAL RESEARCH(Recommended)

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“cheap and run down”, “nothing to do” blue collar, low income, high crime, not safe, high insurance, community defending & apologizing for choosing Brampton

THERE IS A “DARK CLOUD” OVER THE BRAMPTON BRAND...

DISCOVERY AND GAP ANALYSIS

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THE SILVER LINING: THE COMMUNITY

“great place to raise a family”, “I love to live here” “one of the best parks and recreation programs” “small town feel”, “a strong heritage” “great work ethic”, “hardworking” “good neighbours, great neighbourhoods” “raw energy”


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•9th largest city in Canada, 4th largest in Ontario •Lowest median age (34.7 years), among the largest cities •Average HHI of $93,961 (2011) •Culturally, ethnically rich, vibrant and alive •World Heath Organization International Safe Community •FT Ranking 8th in Infrastructure •Triple-A Credit Rating by Standard and Poors •Sheridan Institute of Advanced Technology and Learning •Algoma University

THE HARD FACTS: THE OUTLOOK IS BRIGHT

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What is best about Brampton?

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perception

Make positive realities outstrip negative perceptions.

Perception-reality disconnect.

messaging

Create positive brand mythology to replace fuzzy fictions and price of entry functional stories.

Absence of a story.

opportunity

Leverage the right assets better.

Use of non-differentiating assets.

Brampton’s positive realities had to outstrip negative perceptions. But it could not do this by leveraging the typical — like most economies.


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Strategic Brand Foundation Strategic ObjectiveBrand ID

DevelopmentStrategic Approach

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CITY BRANDS FRAMEWORK

PRESENCE

POTENTIAL

PULSE

PLACE

PEOPLE

PRINCIPAL ELEMENTS

Perception of economic and

educational opportunities.

Does it seem easy to find a job? Is it a good

place to do business or pursue higher

education.

Perception of city life: are there interesting

things to fill free time with? Is it exciting and are there new things to

discover?

City's international status and standing + the global familiarity/knowledge of the city. City's contribution to global science, culture and governance

Perception of physical attributes: climate, cleanliness, architecture, parks.

Perception of citizens: are they warm and welcoming, does it feel safe, is it easy to fit in in terms of language and culture.

Perception of city basics: are they satisfactory, affordable and accommodating? How good are the schools, hospitals, transportation and sports facilities.

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PRESENCE

POTENTIAL

PULSE

PLACE

PEOPLE

PRINCIPAL ELEMENTS

NEW YORK CITY

BILBAO

BRAMPTON (CITY)


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PRESENCE

POTENTIAL

PULSE

PLACE

PEOPLE

PRINCIPAL ELEMENTS

Perception of economic

opportunities. Does it seem easy

to find a job? Is it a good place

to do business?

Perception of city’s economic life: are there interesting businesses?

Is there a downtown business core? Are they

new business events and launches?

City's international status and standing + the global familiarity/knowledge of the city. City's place in global economy.

Perception of physical attributes: geography, climate, cleanliness, architecture, parks.

Perception of community: age, education, competitiveness, innovation, culture of entrepreneurship

Perception of city’s economic basics: are they satisfactory, affordable and accommodating? How good are the regulatory environment, financial sector, transportation, tax base, business support?

EDO BRAND FRAMEWORK

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PRESENCE

POTENTIAL

PULSE

PLACE

PEOPLE

PRINCIPAL ELEMENTS

BRAMPTON EDO

“there are three cities that

[franchisors] are not interested in,

Richmond Hill, Markham and

Brampton”

“excellent parks and rec”

“who would know”

Strategically located to access GTA, Ontario and Canada, Access to Pearson & CN Intermodal, Availability of ICI land, strong business support

“ghost town after 5”blue collar, low income, “hardworking”, “excellent workers”

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PRESENCE

POTENTIAL

PULSE

PLACE

PEOPLE

PRINCIPAL ELEMENTS

NEW YORK CITY

BILBAO

BRAMPTON (CITY)

?


BRAMPTON (ECONOMY)

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PRESENCE

POTENTIAL

PULSE

PLACE

PEOPLE

PRINCIPAL ELEMENTS

Perception of economic

opportunities. Does it seem easy to

find a job? Is it a good place to do business.

Perception of city’s economic life: are there interesting businesses?

Is there a downtown business core? Are they

new business events and launches?

City's international status and standing + the global familiarity/knowledge of the city. City's place in global economy.

Perception of physical attributes: geography, climate, cleanliness, architecture, parks.

Perception of community: age, education, competitiveness, innovation, culture of entrepreneurship

Perception of city’s economic basics: are they satisfactory, affordable and accommodating? How good are the regulatory environment, financial sector, transportation, tax base, business support?

RECAP

BRAMPTON’S ECONOMIC DEVELOPMENT BRAND

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New York:

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Paris:

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Toronto:

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Bilbao:

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Use our Guggenheim to define our brand.

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But what’s our Guggenheim?

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What is best in Brampton?

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The spirit of Bramptonians.

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Our Guggenheim is... us!

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BRAND DEVELOPMENT

Our Guggenheim is Us Strategic ObjectiveBrand ID


Approved Strategic Brand Foundation

Our Guggenheim is Us. Allows us to be rich in the most valuable of all resources - people.

Our Guggenheim is Us. Catapults us into the next generation of globally competitive cities.

Our Guggenheim is Us. Enables us to differentiate ourselves from every other city.

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BRAND DEVELOPMENT

Our Guggenheim is Us

Strategic Objective

Rebrand and reposition the Brampton

economic brand as a forward-thinking,

creative, dynamic catalyst for

business successBrand ID


Approved Strategic Brand Foundation

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?

BRAND DEVELOPMENT


Strategic Brand Foundation Strategic Objective




business success

Unleash Brampton’s most powerful,

yet underutilized asset – the raw energy of its

human potential – and leverage it

to build a mythology for Brampton’s economic brand

Strategic Approach Brand ID Development

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KEY PATHWAYS

Raw human energy

Growth catalyst Boundless opportunity


Approved Strategic Brand Foundation Approved SMO




business success

Unleash Brampton’s most powerful,

yet underutilized asset – the raw energy of its

human potential – and leverage it

to build a mythology for Brampton’s economic brand

Approved Strategic Approach Brand ID Development

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opportunity

Leverage the right assets better.

perception

Make positive realities outstrip negative perceptions.

messaging

Create positive brand mythology to replace fuzzy fictions and price of entry functional stories.

Perception-reality disconnect.

Absence of a story.

DISCOVERY AND GAP ANALYSIS: KEY LEARNINGS FOR BRAMPTON’S EDO BRAND:

Use of non-differentiating assets.

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THE PRIMARY ELEMENTS OF BRAND IDENTITY

brand name brand tag brand logo

brand identity

VERBAL IDENTITY

VISUAL IDENTITY

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BETWEEN THE LINES: B...

BRAND IDENTITY 2

Meaning: b... = brampton, brampton is more - a place that is more than the expected; b... = be, be more, be a better, greater, fuller you; b... = business, business that expands, connects, grows, is creative, opportunistic, looks for solutions, is filled with possibilities.

Rationalization: Invitation to exist in, move to and benefit from a place (Brampton) that offers a plethora of choices, a liberating diversity of opportunity.

Intangibles: raw energy, essential, personal, “Be!”, human, expressive, invitational, imperative, creative, imaginative, celebratory, a rallying cry, a call to action, unending, excitement, an appetite for life, constantly evolving, growing, no red tape, liberty, a liberating environment , freedom!, alive, aspirational, inspiring, extraordinary, open, open-ended, open-minded, potential unlocked unfolding, expanding, multi-faceted, inclusive, diverse, adaptable, flexible, connected, variegated, mosaic

Differentiation: fresh and unique as a city economic (and other) brand name both in the GTA and internationally

Negatives: ambiguous, unplanned, undefined, unknowns...

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Leadership buy in, civic pride, media buzz, a morale lift, the halo effect, the disciple effect, celebration

gavin barrett schulich guest lecture: brampton edo case

Economy & Finance