CDA – A Roadmap for Branding Dublin 2012 – A Discussion Paper

ContentsExecutive Summaryv1. Introduction 12. Global to Local 72.1 Global Trends 72.2 What is City Branding and what are other Cities Doing? 92.3 Irish Context 112.4 Dublin Context 143. Dublin’s Story 194. The Dublin Branding Project 254.1 Objectives of the Brand 254.2 Who is Leading on the Development of Dublin’s Brand? 264.3 Events and Timeline 304.4 A Vision for Dublin 324.5 Dublin’s Target Markets and Audiences 364.6 The Formulation of the Dublin Brand 425. Dublin’s Top Assets 455.1 Dublin’s Leading Asset – Its People 475.2 City of Innovation 495.3 World Leading Investment and Business Location 525.4 Dynamic and Educated Talent 545.5 Openness and Diversity 545.6 A Competitive City Infrastructure 555.7 Distinct Urban Character with a Vibrant City Centre 575.8 A Wealth of Creativity and Cultural Activity 595.9 At the Heart of Ireland, and the Centre of the World 61

6 Priority Action Areas 636.1 Engage with the People of Dublin 636.2 Develop the Collaboration Model 646.3 Agree the Vision 656.4 Engage in Regular Monitoring of our International Position 666.5 Build Upon Dublin’s Assets and Address the Challenges 676.6 Effectively Communicate the Brand 686.7 Enhance the Tourism Product 706.8 Engage in Internationalisation 716.9 Seek International Events and Designations 736.10 Design the Dublin Brand 757 Conclusion 77References and Bibliography 79

A Roadmap for Branding Dublin, A Discussion Paper 2012Executive SummaryThe ContextThis discussion document will be circulated to the Creative Dublin Alliance 1and key stakeholders in the public, private and civic sectors whosecommitment and active participation will be required in the delivery of aBrand for Dublin. The main report brings together the combined learning fromall the research, engagement and stakeholder collaborations developed todate, while pointing a clear path for the delivery of the next phase which willbe 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 expertssuch as Simon Anholt. Examples of successful city branding strategies areNew York, Barcelona, London and Amsterdam.City branding literature emphasises the argument that logos and taglineshave not been the backbone of successful city branding strategies. Areview of city branding strategies highlights the underlying importance ofshared governance, stakeholder participation, clear and concise goals, andconsistent reinforced messaging.1 A collaborative leadership network across Dublin’s leaders in local government, businessand higher education sectors. www.creativedublinalliance.iev

A Roadmap for Branding Dublin, A Discussion Paper 2012A dynamic and innovative Dublin Brand that captures the region’s uniquequalities and is well managed and communicated will enhance Dublin’sattractiveness as a global centre for international investment, trade, tourism,and talent. Increased pressures on budgets and resources make it anecessity for all those involved in the development, positioning and marketingof Dublin to better collaborate and coordinate on this work.“This is the time and opportunity for Dublin – we need to get out thereand 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 usunique”“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 greaterengagement, 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 underhalf of all goods and services produced and nearly half of Ireland’s taxrevenue. Ireland needs a strong Dublin.” 2The Dublin city region is Ireland’s only city of international scale and oneof the most attractive global locations for Foreign Direct Investment. 3 It isfurthermore ranked as the best location globally for availability of skilledworkforce, investment incentives and openness. 4 This is remarkable giventhe scale of the economic downturn faced by Ireland. The fundamentals ofDublin’s economy are strong and Dublin is showing remarkable resilience in2 Creative Dublin Alliance (CDA), Discovering Dublin’s Identity, 20113 Brookings Global Metro Monitor, 20114 Institute of Managing Directors, 2012vi

A Roadmap for Branding Dublin, A Discussion Paper 2012the face of global uncertainly and adversity. However global trends such asthe increasing power of cities, globalisation, the rise of developing economiesand a global war for talented people, leave us with no doubt as to theimportance 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. Allcities are part of the global economy and are now more connected physicallyand electronically. Nevertheless, unique place characteristics continue todistinguish one city from another and create competitive advantage” 5This document has set out a roadmap that will lead to the launch in 2013of an internationally competitive brand for Dublin. It has identifi ed keyrequirements as follows:> The development of innovative approaches to engage citizensin the branding process. The people of Dublin are consistentlyhighlighted in all research as the most valuable ‘brandasset’ as well as potentially its strongest ambassadors.> The provision of a governance structure through theCreative Dublin Alliance and the development of acollaborative leadership model for the Dublin region.> The establishment of a Destination Marketing Alliancefor Dublin that would develop integrated CommunicationStrategies and International Marketing Campaigns to clearlycommunicate and promote Dublin’s assets and uniqueness.> The agreement of a target driven approach to allow us tobenchmark the brand position over time. Targets for tourism inDublin have already been recommended by the Tourism Industry.5 Acre, Accommodating Creative Knowledge – Competitiveness of European Metropolitan Regions within the Enlarged Union, 2012vii

A Roadmap for Branding Dublin, A Discussion Paper 2012The ObjectivesThe 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 marketsThere is a strong evidence base that Dublin already has a relatively positivebrand. So this project is not starting from scratch, it is building on thepositives while at the same time attempting to address Dublin’s challenges.The promotion and marketing of Dublin to date has developed acrossa myriad of national, regional and local bodies. However, when Irelandis marketed by the state agencies there is little or no differentiationmade between Dublin and Ireland. Dublin’s international reputation andattractiveness can bring value to the Irish brand, leveraging the performanceof the Irish economy through its unique attributes and strong economicclusters 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 thatDublin and Ireland has with the US, the UK and Europe in particular, andhence our performance in these markets must continue to be a priority.However the global mega trends demonstrate that we must also explore theopportunities that are arising from emerging economies.Having set the context for the branding project it is now important to setout the current assets of our City. When developing the Dublin brand itis necessary to ensure that our brand and identity aspirations match theDublin experience. This project is “a major undertaking, and there are noshort cuts to it” 6 and requires extensive collaboration across all sectors andstakeholders in Dublin.6 Stakeholder Interviewviii

A Roadmap for Branding Dublin, A Discussion Paper 2012Brand ValuesThis information has directly informed the development of appropriate brandvalues which include:> Friendliness and WarmthDrawn from Dublin’s residents and its distinct urban character.> Innovation and CreativityDrawn from Dublin’s strong tradition of art andculture and its role as a city of innovation.> Openness and DiversityDrawn from Dublin’s people and its multiculturaland cosmopolitan nature.> Entrepreneurial SpiritDrawn from its role as a world leading investment and businesslocation, the dynamic and talented people, the strong infrastructuralassets, and the inherent resilience and adaptabiliy of Dublin’s people.x

A Roadmap for Branding Dublin, A Discussion Paper 2012The RoadmapKEY 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 commitmentand communicating the message. Engaging citizens and residents in theprocess of branding Dublin should involve the use of innovative meansof communication such as exploiting social media and crowd sourcingtechniques to generate individual and creative content. This will give residentsan opportunity to voice their opinion using tools such as Your Dublin YourVoice, 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 anumber of partners, including Dublin City Council, the Little Museum ofDublin and a coalition of private and public stakeholders, a major internationalcompetition will be launched that invites people from Dublin, Ireland andthe international community to submit their creative expression of what isunique about Dublin. The competition is being designed to build on Dublin’sinternationally renowned creative talents across literature, animation, fi lm,design, music, visual arts, as well as its citizens humorous and often frankoutlook on life. As well as the promise of international exposure, the DublinBranding Project will use the content generated to communicate Dublin’sidentity in a truly unique way.xi

A Roadmap for Branding Dublin, A Discussion Paper 20122. Develop the Collaboration ModelThe Creative Dublin Alliance, its Executive Network and, should it beestablished, the Destination Marketing Alliance for Dublin are the proposedstructures for collaboration across the key stakeholders i.e. the four DublinLocal Authorities, IDA Ireland, Enterprise Ireland, Fáilte Ireland, the highereducation and business sectors, and the creative and tourism industries. Themembers of the Creative Dublin Alliance will agree an appropriate structureand funding model for the branding project and will also agree the operationalaspects including management and monitoring of the brand performance onan ongoing basis. Figure A. provides an illustration of how the CollaborationModel would work:Informed ByDublin-BenchmarkingGovernment-Policy Constituent-MembersElected-RepresentativesCivic-EngagementSustainability-IndicatorsVision & ValuesCreative DublinAllianceDriven ByCDAExecutiveNetworkDestination& MarketingAllianceDublinShared & Corporate StrategiesPromotion & Marketing of Dublin InternationallyTargets AchievedTourism-Growth Awareness-in-Export-MarketsAttracting-InvestmentInternational-StudentsAttracting-TalentFigure A: The Collaboration Modelxii

A Roadmap for Branding Dublin, A Discussion Paper 20123. Agree the VisionAgreeing the Vision for Dublin will be a critical step in the development of theDublin Brand. The articulation of core values will defi ne how the brand willbe developed, managed and communicated, therefore the members of thebrand 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 avision that the people, businesses and partners of Dublin, and theIrish 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 andto assess the effectiveness of the Dublin Brand in fulfi lling its goal we mustprovide:> A twice yearly report on Dublin’s international benchmarking> A selection of key performance indicators to be agreed upon andmonitored in these reports, alongside specifi c benchmarks thatwill measure the brand performance in the areas of Foreign DirectInvestment, Export Growth, Tourism, International Talent andStudents, 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 audiencesof a brand need to believe that city leadership has the capacity to addressthe challenges the city faces. An effective brand must be supported byagreed development plans and strategies that address such challenges,ensuring that the brand message matches the reality on the ground. Thesedevelopment 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 networksxiii

A Roadmap for Branding Dublin, A Discussion Paper 20126. 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 communicationmessages in each market segment and develop a communication strategyfor the promotional and marketing activity of Dublin internationally. This wouldbe collectively delivered across the relevant organisations in each of theidentifi ed target markets and audiences.It is proposed that the Dublin portal website, www.dublin.ie, be redesigned tobecome the core communication channel for the Dublin brand. Many citiesare addressing this with the delivery of digital strategies such as London andPartners (focusing on business and tourism), Do it in Barcelona (attractingbusiness and entrepreneurs) and I Amsterdam (focusing on residents andtourism).7. Enhance the Tourism ProductIn order to enhance the Dublin tourist product there is a need to developa Dublin Tourist Development Plan. This is required to ensure the ongoingdevelopment and enhancement of Dublin’s existing attractions, whilealso agreeing new fl agship developments, product clusters, tourist routes,activities and events. Existing and new developments need to be broughttogether in creative and imaginative ways to reinvigorate, develop andshowcase Dublin’s unique strengths. The development of a Dublin TourismDevelopment Plan, through collaboration between Dublin’s partners, wouldensure the enhancement of Dublin’s existing attractions.8. Engage in InternationalisationDublin already has an impressive series of city linkages, being twinned withSan Jose, Beijing, Barcelona and Liverpool. With an increasingly globalisedsociety and the emergence of new foreign markets, Dublin must continue tomake the most of its current international connections and also develop newstrategic connections.xiv

A Roadmap for Branding Dublin, A Discussion Paper 20129. Seek International Events and DesignationsThe hosting of international events and receiving international designationspositively promotes cities and their reputations. Dublin has been verysuccessful in attracting high-profi le designations for the city and bidding forinternational events. With political endorsement and if adopted by a widerange of entities including business and tourism interests, central government,non-governmental organisations and event fi nanciers, the delivery of a multiannualevent strategy will build Dublin’s reputation as a premier internationaldestination. It will deliver a better return on investment from Dublin’sinfrastructure, increase economies of scale through the development of aportfolio of events and provide measurable economic benefi ts to Dublin andits business sector.10. Design the Dublin BrandProfessional branding expertise will be required to design Dublin’s creativeidentity. They will develop the Brand Book for Dublin that will give theframework and guidelines to the brand partners on its use and ensure aconsistent management of the brand over time.CommitmentDeveloping, managing and promoting Dublin’s brand is about ensuring thatDublin, as Ireland’s capital city, is a city that its residents and the Irish citizensare proud of, that attracts investment, trade, tourism and talent, and thatunderstands its position in the world. It should project Dublin as a modernsuccessful city that offers something different, unique and ultimately ofvalue to the world. It’s about optimising our future economic potential whileportraying the unique character and quality of life in Dublin. It’s about thepeople of Dublin, their creativity and their connections with the rest of theworld.This document has set out a roadmap that will lead to the launch in 2013 ofan internationally competitive brand for Dublin. The success of this ambitiousproject depends on the commitment of all players to collaborate and invest inits future success.xv

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 ProjectRoadmap with letters of endorsement and fi nancial commitments.Procurement process initiated to engage brand design expertise.Agreement of the establishment of the Destination MarketingAlliance 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 internationalcompetition on what makes Dublin unique.Creative Dublin Alliance: Breakfast Briefi ng with key Citywidestakeholders presenting outcomes and recommendations fromthe 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 DublinBenchmarking and Indicators Report.Contract awarded to deliver on the brand designBrand identity concept design workshop held with theCreative Dublin Alliance, its Executive Network andthe Destination Marketing Alliance for Dublin.Agree brand strategy including ongoing management, deliverystructures and operational supports, vision, benchmarks andtargets, investment and commitment across all partners.Review the potential for www.dublin.ie to be thedigital platform for the Dublin brand.Announcement of winners of the ‘UniquelyDublin’ competition and public exhibitionCreative content developed and presented as part of a multi-mediacommunications 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 tourismevents, including key performance targets.

A Roadmap for Branding Dublin, A Discussion Paper 2012xviii

A Roadmap for Branding Dublin, A Discussion Paper 20121. Introduction“The Dublin city region accounts for four out of every ten jobs, just underhalf of all goods and services produced and nearly half of Ireland’s taxrevenue. Ireland needs a strong Dublin.” 1The Dublin city region is Ireland’s only city of international scale. Dublin isone of the most attractive global locations for Foreign Direct Investment(FDI). 2 It is furthermore ranked as the best location globally for availabilityof skilled workforce, investment incentives and openness. 3 Despite this itis imperative that Dublin does not rest on its laurels. The magnitude of theeconomic downturn faced by Ireland has sent shockwaves across sectorsand communities throughout Dublin. Dublin’s economic performance hasdropped from being the 6 th top international city performer from 1990-2007to the second worst out of 250 global metros 4 . An increase of unemploymentfrom 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 strongand it is showing remarkable resilience in the face of global uncertainly andadversity.To this end, the Creative Dublin Alliance has initiated a process of researchand consultation in order to outline a clear and coherent purpose andambition for the region. This process involves creating a brand and identitywhich is both grounded in the ongoing actions and efforts of the keystakeholders across the region and framed by an ambition to maximize thetrue potential of the city region.This report outlines the challenges facing the region, it draws on evidencefrom various sources of Dublin’s rich cultural heritage, its diversity and itsvibrancy. A global pseudo-war for talent, investment and creativity is ongoingand it is critical at this moment in time that Dublin works together to realisea clear identity which respects its greatest assets and which compels cityregion stakeholders and residents alike to work collectively to meet currentand future challenges.1 Creative Dublin Alliance (CDA), Discovering Dublin’s Identity, 20112 Brookings Global Metro Monitor, 20113 Institute of Managing Directors, 20124 Brookings Global Metro Monitor 20115 Central Statistics Offi ce (CSO), 20121

A Roadmap for Branding Dublin, A Discussion Paper 2012A global city with a small town feel, a welcoming city with a reputation forits friendly people; these are just some of the phrases used to describeDublin – Ireland’s only city of international scale, yet just a mere village in theglobal context. Dublin is a city, that despite all its setbacks through history,has positioned itself on the world stage and punches above its weight ininternational rankings. It is ranked in the top quartile of global cities for itsquality of living 6 and has a proven track record in relation to the attraction ofForeign Direct Investment. Dublin is now a cosmopolitan city that is home toover 150 nationalities, with over 17% of the population foreign born 7 .6 Cudden, J., O’ Leary, H., Quality of Living Report, 20107 Demographic Trends in Dublin, 20122

A Roadmap for Branding Dublin, A Discussion Paper 2012Global trends such as the increasing power of cities, globalisation, the rise ofdeveloping economies and a global war for talented people, leave us with nodoubt as to the importance of developing a strong brand in order to ensureDublin’s future.“It’s not the cost of city branding: it’s the cost of not doing city branding.”– Stakeholder InterviewA dynamic and innovative Dublin brand, that captures the region’s uniquequalities and is well managed and communicated, will enhance Dublin’sattractiveness as a global centre for international investment, tourism, tradeand talent. It will promote economic recovery for Ireland, develop a sense ofpride in the capital city and connect with residents as the real ambassadorsfor Dublin. Increased pressures on budgets and resources make it anecessity for all those involved in the development, positioning and marketingof Dublin to better collaborate and co-ordinate on this work.The branding and identity project seeks to clearly set out the nature andimportance of Dublin’s role in the global network of cities but also to re-affi rmthe importance of Dublin’s relationship in the national context. Dublin is a corepart of Ireland’s international brand and its fl agship city.The Dublin brand will be led, developed and managed by the collaborativeleadership model of the Creative Dublin Alliance across the higher education,business and government sectors, whose purpose is to develop, manageand promote Dublin’s international reputation as a city where innovation andcreativity thrive.As Dublin’s fi rst citizens, the role of the Lord Mayor and the Mayors of thecounty council’s will be key in the development of the Dublin Brand tolead in the engagement of residents and in promoting Dublin’s assets toa wider business and international audience. The active role Dublin CityCouncil is taking in the development of the brand is an emerging role of cityadministrations across the world. It is taking place in the context of greatercollaboration between the four local authorities in the region, which is anagreed fundamental aspect of the management model. The organisationsinvolved realise the importance of seeing beyond their own boundaries,both geographically and organisationally, to work collectively towards thedevelopment of Dublin as a competitive international city, thus ultimatelycontributing to the greater achievement of individual corporate goals.3

A Roadmap for Branding Dublin, A Discussion Paper 2012This 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 structuresthat should defi ne and deliver the vision> Dublin’s key assets as identifi ed through an extensiveresearch and discovery programme> The priority actions to develop the brand with a timeline fromnow until June 2013 when the brand will be launched4

A Roadmap for Branding Dublin, A Discussion Paper 2012This is a discussion document that will be circulated to the Creative DublinAlliance and key stakeholders in the public, private and civic sectors whosecommitment and active participation will be required in its delivery. It bringstogether the combined learning from all the research, engagement andstakeholder collaborations that have happened to date, while pointing a clearpath for the delivery of the next phase of the process which will be concludedwith the launch of the Dublin brand in June 2013. This point is only a furthermilestone in what is a signifi cant commitment of the partners over the longterm in the ongoing delivery and management of the Dublin Brand.INFO BOX: Over 5,000 People have engaged in the Dublin BrandingProject to date> Over 70 key interviews> 5 Workshops> A touring exhibition: Discovering Dublin’s Identity> Over 5,000 people surveyed through the “Your DublinYour 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, indicatorsand benchmarking programme5

A Roadmap for Branding Dublin, A Discussion Paper 20126

A Roadmap for Branding Dublin, A Discussion Paper 20122. Global to LocalA number of global mega trends are in motion which mean that it isan absolute necessity that we carefully plan and market Dublin to aninternational audience.2.1 Global TrendsCities as a Global Phenomenon“For the fi rst time in 2010 over half of the world’s population now lives incities. 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.” 8Many observers talk about the 21 st century being the century of the cityand they are increasingly being recognized as powerful hubs in the globaleconomy. The increasing importance and valuable role of cities is alsorefl ected in the attention focused on them by many national and internationalorganisations, 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 theglobal East and South “close the gap” with higher income metros inEurope and the United States, and the worldwide economic upheavalhas only accelerated the shift in growth toward metros in those risingregions of the world. 9 ”As many of the world’s developing economies achieve rapid economicgrowth, 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 andIreland to capitalize on these opportunities it will require an expansion in ourstrategic focus to the cities and countries in the developing world.8 UN, State of the World’s Cities Report 2010/119 Brookings Global Metro Monitor Report, 20117

A Roadmap for Branding Dublin, A Discussion Paper 2012Increasing GlobalisationGlobalisation as a phenomenon is not new – it has been occurring inwaves over the last millennium and indeed throughout human history.What is different now, is the pace and scope of the current wave, which isunprecedented 10 . The proportion of goods and services that are traded grewfrom 19% in 1990 to 29% in 2008 – an increase of over 50% 11 . Over the sameperiod the number of transnational companies (TNCs) has more than doubledfrom around 35,000 to 82,000 12 . Ireland now ranks as the second mostglobalised country in the world while Dublin is one of the most connectedinternational cities in relation to advanced service provider companies 13 .The Global War for TalentOver the past decade the global shift towards a knowledge-based economyhas accelerated dramatically. Superior talent – embodied in higher education,training, skills, creativity, aptitude, innovation capacity, and the cultural andsocial skills of the workforce – is rapidly becoming the key driver of economicgrowth and activity 14 .Cities contain an increasingly large share of these highly skilled, educated,creative and entrepreneurial individuals that are becoming key drivers ofgrowth. However these people are highly mobile and willing to move tocities where the economic opportunities lie, and this is very much linked tothe quality of place and life on offer. In fact, research has found that livingconditions can infl uence the attractiveness of a location to the extent thatmigration to locations with more attractive living conditions can occur even ifearnings there are lower. 1510 IBM, Institute for Business Value, 200711 World Bank World Development Indicators, 201112 Dublin Chamber of Commerce, The World is Not Flat, 201213 Ibid.14 IBM, Institute for Business Value, 201015 Massey, et al., Theories of International Migration: A Review and Appraisal, 19938

A Roadmap for Branding Dublin, A Discussion Paper 20122.2 What is City Branding and what are other Cities Doing?“A good brand and a good brand strategy will attract investment, attracttalent, promote our exports, promote tourism (and) engage with thecitizens.” 16Branding has been around for hundreds of years, but city branding has not.This is a relatively recent concept which is pioneered by city branding expertssuch as Simon Anholt. Examples of successful city branding strategies areNew York, Barcelona, London and Amsterdam.City branding literature emphasizes the argument that logos and taglineshave not been the backbone of successful city branding strategies. Of thecity branding strategy mishaps reported, they more often than not highlightthe misguided focus on slogans, which miss the underlying importance ofshared governance, stakeholder participation, clear and concise goals, andconsistent reinforcing messaging over time as seen in the more successfulstrategies 17INFO BOX: What are other cities doing?The following is a brief overview of three of Europe’s leading city brands. Inthe formulation of their respective branding strategies each city opted tocreate an identity with broad appeal rather than emphasising one or a fewkey attributes. This approach is important as city branding no longer justconcerns tourism, but also aims to attract investment, international studentsand skilled migrants to the respective localities.I Amsterdam (www.iamsterdam.com)The ‘I Amsterdam’ brand was launched in 2004 with the aim to projectan inclusive, people-centred identity for the city. In its formulation 16 keyattributes of the city were identifi ed, which were then distilled into three corevalues of emphasis: creativity, innovation and the spirit of commerce. It wasfelt that the Amsterdam brand should unite all the attractions and activities inthe city as its power lay in the combination of associations and Amsterdam asthe versatile city. The ‘I Amsterdam’ slogan was designed to encapsulate allthat the city had to offer, and in doing so has responded to what each of itsresidents see as the city’s identity.16 Anholt, S., Competitive Identity, 200717 Casey, J., Case Study: A City Branding Strategy in Dublin, 20129

A Roadmap for Branding Dublin, A Discussion Paper 2012London & Partners (www.londonandpartners.com)London & Partners have formulated a highly business orientated strategythat is expected to provide immediate short-term returns on investment toits 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 howLondon is both a unique and exclusive location with marketing campaignssuch 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 ofCopenhagen as the most open capital city in the world symbolising a young,fashionable city, which is open to all kinds of visitors, nationalities, interestgroups and businesses. It is composed of several sub-brands, such as‘Open for Inspiration’, ‘Open for Development’, ‘Open for Shopping’ and ‘VisitCopenhagen’.Online PresenceGiven the power of social media it is interesting to note the activity on Twitterheld by the respective city brands in June 2012, and in particular Dublin’sstrong 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 opportunitiesthat are concentrating across the cities of the developing world, to promoteitself like other international cities and engage with emerging markets. Citiesare now the driving force of the global economy with intense competition forinvestment and skills. Dublin needs a strong brand to compete in this context.10

A Roadmap for Branding Dublin, A Discussion Paper 20122.3 Irish ContextIreland as a brand has been well established for the attraction of investment,international students and tourism through the co-ordinated actions ofvarious agencies. In the 2011 Country Brand Index it was ranked 13 th inEurope and 20 th globally for the strength of its national brand 18 , while alsoscoring well in various sub-brand areas, reaching 14 th for Heritage andCulture, 22 nd for Good for Business, and 18 th for Value System.In an effort to counteract negative coverage of Ireland as a result of theeconomic downturn and fi nancial crisis, the various agencies responsiblefor the Irish brand have sought to provide a positive image of Ireland. Figure1 shows an advertisement run by the Industrial Development Agency (IDA)Ireland, which emphasises the Irish workforce’s innovation capabilities and itssuccess as an investment location.While Dublin, as the centre of education and economic activity in Ireland, hasbeen a key benefi ciary of these branding strategies, in order to maximisepotential it is vital that Dublin creates a brand as an international city thatwould complement the work of these agencies.Figure 1: Industrial Development Agency (IDA), Google Advert, 201218 Future Brand, Country Brand Index, 201111

A Roadmap for Branding Dublin, A Discussion Paper 2012The following are key agencies and brand strategies that act on a nationalbasis promoting Ireland and Dublin.IDA Ireland (www.idaireland.com)IDA Ireland is the agency tasked with attracting overseas investment toIreland. The IDA currently supports almost 1,000 companies providing over146,000 jobs across the country. These companies account for exports ofover €115 billion and generate €19 billion of expenditure in the economy. In2010 these companies provided an estimated €2.8 billion in corporationtax revenues. 19 With its Information Communications and Technology (ICT),education, fi nancial and service clusters, Dublin is a key investment locationin Ireland.Enterprise Ireland (www.enterprise.ie)Enterprise Ireland (EI) is the agency charged with aiding the development ofIrish enterprise and supporting the growth of Ireland’s international exports.Its international activity includes the development of an overseas networkof 29 international offi ces, the promotion of Irish education abroad (seeEducation in Ireland below); and a €10 million international fund to enticeoverseas entrepreneurs to start a business in Ireland.Education in Ireland (www.educationireland.ie)A brand managed by Enterprise Ireland, Education in Ireland aims to promoteIreland as a quality destination for students by promoting Irish educationinstitutions and drawing attention to any blockages in the way of thesuccessful development of the international education sector. Dublin currentlyattracts almost 60 percent of the international students who study in Ireland, 20and with a leading cluster of third level institutions and a strong Englishlanguage education sector, Dublin’s performance as an international studentcity 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 supportingthe tourism industry and working to sustain Ireland as a high-quality andcompetitive tourism destination, providing practical supports to tourismbusinesses. Tourism Ireland is a cross-border body responsible for marketingthe island of Ireland overseas as a holiday destination.19 Industrial Development Agency, 2012 . Horizon 2020, IDA Ireland Strategy.< http://www.idaireland.com/newsmedia/publications/library-publications/ida-ireland-publications/IDA-Ireland-Strategy-2020.pdf>,201220 Peer Review on Developing and Promoting Dublin as an International Student City, 201112

A Roadmap for Branding Dublin, A Discussion Paper 2012Irish BrandsAccording to INC.com the top 5 globally recognised Irish brands are Bailey’sIrish Cream, Guinness, Jameson Irish Whiskey, Harp Lager and WaterfordCrystal respectively 21 . That the top four brands are alcohol related bringsattention to the inescapable fact that Ireland and Dublin are stronglyassociated with alcohol. While Dublin’s pub culture may have negativeconnotations, it should be noted that this is a part of the city’s image, and isa factor that attracts many visitors. One respondent to the ‘Your Dublin YourVoice’ survey noted that;“My favourite thing to do in Dublin, and the one thing that is streetsahead of every other city in world I’ve been to, is to buy a book ornewspaper and then retire to one of my favourite pubs and while awayan evening over a stout.” – Your Dublin Your Voice panelTMHowever, could other brands come to the fore that represent other aspects ofIreland’s rich culture? Brands such as Riverdance, Avoca and Irish beef alsohave strong international profi les and highlight other understandings of what itis to be Irish. Ireland could also take advantage of its high-profi le cultural andsporting 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>13

A Roadmap for Branding Dublin, A Discussion Paper 20122.4 Dublin Context“Although Dublin accounts for almost half of national GDP, we shouldnot be complacent about its position as an internationally competitivelocation. Its continued success is critical for the performance of theentire economy.” – National Competitiveness Council, 2009 22Dublin’s international reputation and attractiveness brings value to the Irishbrand, leveraging the performance of the Irish economy through its uniqueattributes and strong economic clusters such as internationally tradedservices, fi nancial services, tourism, education, software and ICT, and thecreative industries.22 Devitt, A., Our Cities: Drivers of National Competitiveness, 200914

A Roadmap for Branding Dublin, A Discussion Paper 2012INFO 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 29It should be acknowledged that Dublin has fared relatively well in theabsence of a managed brand identity 30 . We are fortunate that from a tourismperspective Dublin is renowned for its friendly people, Guinness, whiskey,pubs, music and literature. We also have the benefi t of an extensive IrishDiaspora 31 and a national festival, St Patrick’s Day, that is celebratedthroughout the world.While Dublin Tourism was traditionally the main proponent of branddevelopment for Dublin through the ‘Truly, Madly, Deeply’ campaign,operations were merged into Fáilte Ireland in January 2012. This presents asignifi cant opportunity to review the Dublin brand and restructure it in light ofchanging international trends and the value of cities to the global economy.Dublin has world class research and higher education facilities, attractsrecord amounts of Foreign Direct Investment and trade and is a successfuldestination for international tourism 32 . It is an open and connected hub inthe global economy, particularly through its advanced services economy – a23 Central Statistics Offi ce (CSO), 201224 Ibid.25 Industrial Development Agency, Announcements 2007-201126 Failte Ireland, , 201227 Education Ireland, Education Ireland Student Survey, 201128 Higher Education Authority, 201229 Failte Ireland, 201130 Saffron Brand Consultants, 200831 National Institute for Regional and Spatial Analysis (NIRSA). Towards an Irish Diaspora Strategy: A Position Paper, 200832 The Times Higher Education Rankings, 2012; Financial Times (2012), FDI Benchmark,2012; IBM Global Business Services, Global Location Trends, 201015

A Roadmap for Branding Dublin, A Discussion Paper 2012world leader in particular in IT and Financial Services. 33 One of Dublin’sbiggest assets is the concentration of multinationals based here as a result ofa pro-business national policy agenda 34 . It consistently performs strongly inwealth and quality of life indices 35 and Dubliners are generally upbeat aboutlife in the city with over 80 percent positive about living, working or studyingin Dublin 36 .Dublin also performs well in international brand performance rankings. A CityRepTrak monitor positions Dublin as the 24 th top city brand 37 , while a 2009European city branding index placed Dublin 11 th across European cities 38 .So this project is not starting from scratch. It’s building on the positives whileat 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 Statistics34 World Bank Ease of Doing Business, 2011; European Cities Monitor, 201135 Cudden, J., O’ Leary, H., Quality of Living Report, 201036 Your Dublin Your Voice, Topline Commentary, 2012, Millward Brown Landsdowne, Dublin Survey, 201037 City RepTrak The World’s Most Reputable Cities, 201138 European City Brand Barometer, 201116

A Roadmap for Branding Dublin, A Discussion Paper 2012INFO BOX: Selection of Dublin’ Quotes“Decadent, delightful and full of surprises, Dublin packs a punch that, delivered correctly, willleave you reeling but still wanting more. That’s big talk for a small capital”…”A city whosesoul 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 replacedits 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 competitivedestination 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 21 st centurycity.” – 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 panel39 Dublin City Guide, Lonely Plant, 200840 Fodor’s Dublin’s 25 Best, 201141 Anholt, Beyond the Nation Brand, 201117

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A Roadmap for Branding Dublin, A Discussion Paper 20123. Dublin’s Story“Dublin is a paradox. It’s high and low, pristine and well-worn, playfuland intense. Dublin provokes and engages. It’s absurd and serious,shambolic and sharp. It’s divided yet connected by a myriad of wallsand fences, barriers that are often the very place for interaction andnegotiation. We meet there, rest there, talk there, argue and reconcilethere.Dublin is mountains and sea, swerve of shore and bend of bay. Dublinhas history; it has deep roots, constantly refreshed. We are a socialcity; one that is vibrant, chaotic and quirky. We are a city built onrelationships, open to conversation, full of ideas and always ready fordebate. We are a creative city, small and nimble, willing to change andalways looking for the extraordinary in the everyday. This sense of ourown character, of being Dubliners, is what empowers us to reach intothe future and create new ways of living.Dublin is not dour perfection or timeless monotony. Dublin is aboutpeople, relationships, creativity and culture. It’s about the valueof difference. It’s about everything that’s possible when people,relationships, creativity and culture collide.” 4242 The Introduction to the PIVOT Dublin bid for the World Design Capital, 201219

A Roadmap for Branding Dublin, A Discussion Paper 2012Dublin 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 andtimes of joy, with heroes and villains aplenty. Dublin has progressed frombeing a provincial outpost, set on the banks of the River Liffey, to becomethe capital of a modern, developed democracy. Despite some bumps alongthe road no one should lose sight of the progress that Dublin has made overthe 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 itas much as successive waves of migration across its thousand years ofexistence. It was the Vikings who founded it, the Normans who consolidatedit, the Anglo-Irish who designed and built it, and yet, it has always been theDubliners who have owned it. Dublin’s story has four distinct parts, from itsjourney from a provincial outpost, to the enlightened city of the 18 th Century,to its period of decline in the 19 th and into the 20 th centuries, to its recentcomeback and growth. The greatest part of Dublin’s tale is that it is by nomeans fi nished, and whatever the setbacks, the future looks bright well intothe future.A provincial outpostWhile for the past 5,000 years there have been small settlements in the areaof 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 slavetrade. For much of the time, Viking Dublin operated with a large degreeof autonomy, however, it was the Normans who established Dublin’s preeminentposition 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 Normandomination of Ireland. Dublin was further knocked back by the Black Death inthe 14 th Century which killed thousands of the city’s inhabitants. The city tookcenturies to recover.Its recovery was further hampered by Ireland’s unstable political situation. Asthe Norman settlers integrated and became Irish, gradually the Normans losttheir power over the land. Only the Pale, Dublin and its surrounds, kept theKing’s law, and this area gradually shrank, leaving Dublin cut off from the restof Ireland. The centre of power in Ireland lay in Kildare, and Dublin, in chargeof only the Pale, was merely a minor English trading post.The improvement in Dublin’s fortunes happened gradually, and began withthe Elizabethan plantations which colonised much of Ireland. However, itwasn’t until the Cromwellian conquest in 1649, and the later Battle of the20

A Roadmap for Branding Dublin, A Discussion Paper 2012Boyne, that the Irish were once again subjugated and dispossessed of theirlands. With the return of English control of the island the colonial city ofDublin again returned to prominence.The Enlightened CityThe long period of peace that followed the Battle of the Boyne saw theemergence of a new Ireland.In the 18 th Century the Anglo-Irish consolidated their control of the island.In possession of the Irish’s lands they were both extremely wealthy andpowerful. In this Protestant Ascendency, Dublin was the centre of powerand a showcase for their wealth and enlightened thinking. Dublin underwentdramatic change. The Wide Streets Commission cleared through the warrenof medieval streets creating wide, classically designed thoroughfares. Newresidential squares were laid out, bridges across the Liffey connected thenorth and south of the city, and landmark buildings were constructed. In thisperiod, often referred to as Dublin’s golden age, Dublin was the second cityof the British Empire, a leading location in the European enlightenment, andthe centre for conspicuous consumption. However, whatever the wealth andclassical sophistication that it possessed, the city maintained the feelingof a frontier town. Handsome Bucks duelled in the street, and frequentfi ghts and riots took place throughout the city. Throughout this period, theIrish dispossessed of their lands faced poverty, oppression and religiouspersecution. The Anglo-Irish’s political control was a delicate façade and itcame crashing down with the 1798 rebellion. The rebellion was eventuallycrushed but the divisions in the country were exposed. In 1801 the IrishParliament was moved to Westminster, and with it went Anglo-Irish society,with their wealth, power and enlightened thinking.Dublin in DeclineFrom 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 neGeorgian streets became slums. Migrants fl owed in from the countryside,escaping famine and misery and spreading poverty throughout the city. Theupper classes left for London and the middle classes fl ed to the suburbs.In the early 20 th Century Dublin was a key theatre in the fi ght for IrishIndependence. However, the city didn’t wear these confl icts well. The EasterRising destroyed O’Connell Street, the War of Independence burnt down theCustoms House, while the Civil War left the Four Courts as a shell.21

A Roadmap for Branding Dublin, A Discussion Paper 2012A Rising CapitalThe 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 massemigration and low levels of economic growth. However, the 1990s saw theemergence of a new Ireland, with Dublin as its capital.Attracted by the low corporation tax, an educated workforce, and a primebusiness location, multinational companies began to invest in Ireland,and Dublin entered upon an unprecedented and unparalleled period ofeconomic growth. While at fi rst concentrated on back-offi ce and lowgrademanufacturing, Ireland emerged as world leader in innovation andhigh-end manufacturing. Dublin has developed into a dynamic economiccluster, a centre for the ICT and web based industry, new technologies andfi nancial services. Dublin has become a destination for immigrants who areattracted by the city’s reputation, quality of life and the many opportunitieshere. Though the economic boom came to a halt in 2008, stymied by aproperty crash and a global fi nancial crisis, Dublin remains a world leaderin many high-tech and creative sectors. There is currently high-levels ofunemployment and a fi nancial crisis, but Dublin’s most valued resource, itspeople, will continue to see that Dublin continues to prosper in a mannerunparalleled throughout its rich history.Always a city of characterThrough Dublin’s highs and lows, its people have taken new developments onthe chin. Dubliners are people of resilience, strength and character. Throughtime, life in Dublin has not always been easy, but its people have never given22

A Roadmap for Branding Dublin, A Discussion Paper 2012up and have always focused on the future. It is this quality that has givenDublin its unique character and its greatest strength. The attitude of “sure itcould be worse” has helped Dubliners celebrate the good times and ploughon through the bad. Come what may, and whatever the city’s story has instore, Dublin should always be one of Ireland’s most treasured assets.“The city’s impressive range of architecture, from the wide streets andgrand, romantic edifi ces of Georgian Dublin to the concrete of thepostwar years and current regeneration in the Docklands area, remainshighly viewable by foot, while the Irish capital’s place in the historyof modernism is starting to be appreciated. Meanwhile, the serviceindustries may have been augmented by thousands of Baltic immigrants,but the new workforce has caught on quick to the city’s reputation forfriendliness and the human touch – the cliché of a thousand welcomesremains high pitched. And of course there is the wit, the Guinnessand Dublin’s legendary pubs. For many, these would be worth the tripalone.” 43– Introduction to the DUBLIN Wallpaper City Guide43 Wallpaper Guide to the City, 200823

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A Roadmap for Branding Dublin, A Discussion Paper 20124. The Dublin Branding Project4.1 Objectives of the BrandThe promotion and marketing of Dublin to date has developed across amyriad of national, regional and local bodies and is generally grouped into thenational brand with little distinction between the city region and state. WhileIreland is marketed by the state agencies such as Fáilte Ireland, IDA Ireland,and Enterprise Ireland there is little or no differentiation made between Dublinand Ireland. The potential to leverage the international position of Dublin in aglobal economy where cities dominate is lost, thus losing traction for both theDublin 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 marketsTo 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 itis the residents who live and sell the brand> Gain the active commitment of both the public and private sector> Be target driven and benchmark performanceto identify the brand value generated25

A Roadmap for Branding Dublin, A Discussion Paper 2012“We need to set out a vision for Dublin which we can all jointly worktowards.” – Stakeholder Interview“International evidence has demonstrated that for a city branding projectto be successful it requires the “involvement of representatives notjust from the city’s government, but from the private sector, tourismand civil society, this is fundamental to constructing and maintaining asuccessful city brand.” 444.2 Who is Leading on the Development of Dublin’s Brand?“Dublin has so much potential, however there is a need for greaterengagement, interpretation, energy and effort to realise this.”– Stakeholder InterviewRecognising the Importance of Dublin’s PeopleThe research undertaken to date has consistently highlighted that it isthe capacity of Dublin’s people for creativity and innovation and theircharacteristic warmth and friendliness that are Dublin’s strongest ‘brandassets’. The people of a city are always the strongest ambassadors of itsbrand, and when the brand is the people and their creativity, how thosepeople engage with, inspire and give vibrancy to the brand will be a defi ningcharacteristic of the city’s uniqueness and expression of its value. A brandstrategy for Dublin must seek to engage with and represent the people ofDublin, and in doing so harness their creativity and their role as ambassadorsfor 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 messageof the brand. But developing new and innovative ways of engaging with theresidents of Dublin, such as the Uniquely Dublin competition currently beingplanned (described in Section 6) and the ‘your Dublin your voice’ citizen andresidents panel, will further inform and contribute to the brand over time.44 EUROCITIES, A Shared Vision on City Branding in Europe , 201026

A Roadmap for Branding Dublin, A Discussion Paper 2012Developing the Governance & Leadership of the Dublin brandA strong governance structure is needed to develop, lead, manage, andpromote the brand, articulating its vision and the values that underpin it.The design of this governance model must enable the necessary linkagesto be made across all of Dublin’s target audiences at the local, nationaland international levels. It requires the buy-in and commitment of theorganisations that will be the key delivery channels for the brand and ajoined-up approach is required to co-ordinate activity. It will require eachparticipating organisation to reach beyond their corporate vision into a visionfor Dublin that is collectively shared and actively contributed to, particularly ifthat organisation represents a wider network of people or members. This isthe model proposed through the Creative Dublin Alliance.Creative Dublin Alliance (CDA)The Creative Dublin Alliance is a collaborative leadership network acrossDublin’s leaders in local government, business, and higher education sectors,where the purpose is to develop, manage and promote Dublin’s internationalreputation as a city where innovation and creativity thrive. It does this byproviding a unique arena for dialogue across Dublin’s leaders; developingthe city’s capacity for innovation through a triple helix approach representinglocal government, the private sector, and research and education institutions.The CDA presents the opportunity to manage and promote Dublin’scompetitive advantage to a national and international audience. The Alliancehas identifi ed four core objectives to achieve this purpose:> Develop a city leadership that understands, manages andpromotes the role of Dublin as an internationally competitive city> Build on Dublin’s capacity for innovation andits development as a smart city> Facilitate civic engagement that elicits people’sparticipation in their quality of life> Develop Dublin’s international brand marketing campaign andbuild dynamic innovation and communication networksExecutive Network of the Creative Dublin AllianceTo support the achievement of its objectives the CDA is setting up a high-levelExecutive Network of the organisations that have a key role to contribute toDublin’s position as an internationally competitive city region. Its role will be27

A Roadmap for Branding Dublin, A Discussion Paper 2012to provide an ongoing assessment of Dublin’s international position, agreecollective strategies to address challenges and align individual corporatestrategies with the brand vision. As part of its co-ordinating role, theExecutive Network will be organised into fi ve sectors that will be composedof the relevant organisations that have an interest in the development of eachsub-strategy.1. Attracting Talent: Dublin Chamber of Commerce2. International Education: Dublin’s Higher Education Institutions3. Attracting Investment: IDA Ireland4. Growing Tourism: Fáilte Ireland and Dublin’s local authorities5. Business Growth & Export Markets Awareness: Enterprise IrelandBecause of their overarching remit in the overall development of their localareas the four local authorities in Dublin have a role in all of the above strands.Destination Marketing Alliance for DublinA recently published report on the tourism sector in Dublin, led by industry,has recommended the establishment of a Destination Marketing Alliance forDublin to develop innovative international marketing campaigns, underpinnedby an overarching vision and brand across Dublin’s qualities as a place tovisit, live, study, work, and invest in. That recommendation is supported inthis report and it is furthermore recommended that it be aligned with theCreative Dublin Alliance and the Dublin Branding Project as it would bringtogether the very best of Dublin’s marketing and communications expertiseacross tourism, investment, business and talent attraction to agree clearcommunication messages for the promotional and marketing activity forDublin internationally.Measuring Performance and Achieving TargetsIn order to commit and sustain the investment of resources over time, theDublin Branding Project must be target focused in its delivery, and regularlymonitor Dublin’s position in international benchmarks and how that translatesinto actual development. The Dublin Benchmarking and Indicators Reportwill be a key mechanism in monitoring Dublin’s international position, but28

A Roadmap for Branding Dublin, A Discussion Paper 2012specifi c targets across each of the fi ve sectors above will also be agreed andintegrated with the relevant corporate strategies over the coming months bythe structures outlined in this report.The visual representation of the model proposed shown in Figure 2demonstrates how the Dublin brand will be led by the Creative Dublin Alliancein articulating the brand vision and values. This will be informed throughcontinual civic engagement, national policy objectives, ongoing internationalbenchmarking, and performance on agreed city indicators. This regularmonitoring and analysis will agree:> Dublin’s key strengths and achievements with theDestination Marketing Alliance for the development ofappropriate promotional and marketing campaigns.> The key challenges and areas of concern, with the ExecutiveNetwork to agree strategies to address these.The impact of both the development strategies and promotional campaignswill in turn infl uence Dublin’s key statistics across tourism growth, exportmarkets, and the attraction of talent, students and investment. This cycle willcontinue to build commitment and investment in the process.Informed ByDublin-BenchmarkingGovernment-Policy Constituent-MembersElected-RepresentativesCivic-EngagementSustainability-IndicatorsVision & ValuesCreative DublinAllianceDriven ByCDAExecutiveNetworkDestination& MarketingAllianceDublinShared & Corporate StrategiesPromotion & Marketing of Dublin InternationallyTargets AchievedTourism-Growth Awareness-in-Export-MarketsAttracting-InvestmentInternational-StudentsAttracting-TalentFigure 2: The Collaboration Model29

A Roadmap for Branding Dublin, A Discussion Paper 20124.3 Events and TimelineJune 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 ProjectRoadmap with letters of endorsement and fi nancial commitments.Procurement process initiated to engage brand design expertise.Agreement of the establishment of the Destination MarketingAlliance 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 internationalcompetition on what makes Dublin unique.Creative Dublin Alliance: Breakfast Briefi ng with key Citywidestakeholders presenting outcomes and recommendations fromthe 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 2012November 2012 – May 2013:Creative Dublin Alliance – presentation of the DublinBenchmarking and Indicators Report.Contract awarded to deliver on the brand designBrand identity concept design workshop held with theCreative Dublin Alliance, its Executive Network andthe Destination Marketing Alliance for Dublin.Agree brand strategy including ongoing management, deliverystructures and operational supports, vision, benchmarks andtargets, investment and commitment across all partners.Review the potential for www.dublin.ie to be thedigital platform for the Dublin brand.Announcement of winners of the ‘UniquelyDublin’ competition and public exhibitionCreative content developed and presented as part of a multi-mediacommunications 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 tourismevents, including key performance targets.31

A Roadmap for Branding Dublin, A Discussion Paper 20124.4 A Vision for DublinInterviewees and other participants in this work to date have consistentlypointed to the lack of an overarching inspirational vision for Dublin. This isreinforced through a review of the strategies and policy documents pertainingto Dublin.“Cities must understand what place characteristics make themdistinctive. All cities are part of the global economy and are now moreconnected physically and electronically. Nevertheless, unique placecharacteristics continue to distinguish one city from another and createcompetitive advantage”. 4545 Acre, Accommodating Creative Knowledge – Competitiveness of European Metropolitan Regions within the Enlarged Union, 201232

Figure 3: Formulation of Dublin’s Future Brand Values and Identity 46Brand Values: The future aspirationalidentity and associations of the brand.How we want internal stakeholdersand those outside Dublin to view thebrand and the benefits that theyexpect to receive from it.Future Brand Valuesand IdentityBrand Assets:The propositionpoints ofdifference andassociatedbenefits ofDublin’s brandidentity. Theidentification ofthe current brandperceptions andbrand values.Friendlinessand WarmthDUBLIN’SBRAND VALUESOpennessand DiversityEntrepreneurialSpiritInnovationand CreativityBrand and Constituent ValueIdentification of Dublin’sAssets and ChallengesTimeFigure 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

A Roadmap for Branding Dublin, A Discussion Paper 2012Agreeing a vision for the Dublin Brand will be a critical step in its development.Envisioning Dublin’s distinct competitive advantage, for at least the nextten years, starts the process of building on Dublin’s unique assets andpersonality, while the articulation of core values will defi ne how the brand willbe developed, managed and communicated. If based on reality and donewith integrity it will be a vision and values that people and organisations inDublin, Ireland and internationally will be proud to align themselves with.Section 5 details Dublin’s assets which were identifi ed following an extensiveresearch and discovery process. They demonstrate Dublin’s strengths andwhat 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 whichinclude: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 andculture and its role as a city of innovation.> Openness and Diversity:Drawn from Dublin’s people and the city’smulticultural and cosmopolitan nature.> Entrepreneurial Spirit:Drawn from its role as a world leading investment and businesslocation, the dynamic and talented people, the strong infrastructuralassets, and the inherent resilience and adaptabiliy of Dublin’s people.Dublin’s top asset, on which there is resounding consensus, is that it isthe 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. Beingthe second most globalised economy in the world and a key performer inthe attraction of investment and talent, Dublin’s openness and diversity is animportant attribute that is worth nurturing and celebrating. As an emerginghub of start-ups with resilience in character, the entrepreneurial spirit of thepeople of Dublin is something that stands out in the minds of many as a34

A Roadmap for Branding Dublin, A Discussion Paper 2012distinguishing feature. These are the core attributes of what distinguishesDublin and should be nurtured and celebrated through everything we do,infl uencing behavior and impacting on people’s experience of Dublin. It isproposed that these are the core values that should be represented by thebrand. They will build an emotional connection with the stakeholders andinfl uence how our target audiences perceive and interact with Dublin. Onceselected, the brand values inform and guide all aspects of the brand’sdevelopment 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 usunique.”“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 greaterengagement, interpretation, energy and effort to realise this”“This is the time and opportunity for Dublin – we need to get out thereand articulate Dublin’s uniqueness in the global context.”35

A Roadmap for Branding Dublin, A Discussion Paper 20124.5 Dublin’s Target Markets and AudiencesKey indicators developed across tourism, Foreign Direct Investment, exports,talented migrants and international education demonstrate the strongconnections that Dublin and Ireland has with the US, the UK and Europe inparticular and hence our performance in these markets must continue tobe a priority. However as the section on global mega trends demonstrateswe must also explore the opportunities that are arising from emergingeconomies.“We need to build on our existing strengths and also target new andemerging opportunities.” – Stakeholder InterviewTourism Target Markets:> Great Britain is Dublin’s single largest touristmarket with 1.3 million visits in 2011. 47> This was followed by Mainland Europe with a combined 1.5 millionvisits, North America with 638,000 and other areas with 285,000. 48The majority of tourists who visit Dublin will continue to be from Europe andthe east coast of North America, where journey times are shorter and directfl ights are available. However, outside of Europe and North America, Dublin isstill weakly connected to the rest of the world and so the opening up of newtravel connections should be an important factor in Dublin’s growth strategy.Long-distance visitors from emerging economies represent the biggestpotential in terms of long-term travel growth, while established economies willoffer narrower target demographics.47 Tourism Ireland, (2011). 48 Ibid.36

A Roadmap for Branding Dublin, A Discussion Paper 2012INFO BOX: Capitalising on Dublin’s Potential – Tourism Research: 49Recently published research by Tourism Development International onbehalf of ITIC (Irish Tourist Industry Confederation) provides a good analysisof Dublin’s positioning and target markets in the tourism sector. As a citybreak destination, Dublin’s strongest markets can be defi ned in terms ofaccessibility, travel time and distance. Those within a 1.5 and 2.5 hour fl yingtime are most likely to visit Dublin and represent the markets that currentlyhave the strongest fi gures – Britain (currently 35% market share of 1.3 millionvisits), Germany, France, Northern Italy, and Spain (1.5 million visits fromMainland 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, andexperience some of what Ireland has to offer. This also applies to NorthAmerica (638,000 visits) as the frequency and capacity of daily fl ightsprovides ongoing market expansion opportunities, while emerging longhaulmarkets are opening up from Middle Eastern and Asian markets with agrowing number of high-earning young professionals in search of luxury andpremium experiencesThis research by Tourism Development International recommends that anannual stretched target growth in overseas tourists from 2011 to 2020 of6.2% is set, which is double the overall average rate of expansion anticipatedin European City Tourism 51 . This would generate 6.41 million tourists in 2020and generate revenue of €1.8bn. This target is refl ective of the view thatDublin’s potential as a tourism destination has yet to be fully realised and ifachieved, represents an extra 2.7 million overseas visitors, €800 million extrain overseas tourism revenue, and an additional 12,000 jobs. However, thesetargets will only be achieved ‘subject to the implementation of a clear marketpositioning and branding approach underpinned by signifi cantly enhancedcollaboration and co-ordination involving key stakeholders’.49 Irish Tourist Industry Confederation (ITIC). Capitalising on Dublin’s Potential, 201250 Tourism Ireland, (2011). 51 Irish Tourist Industry Confederation (ITIC). Capitalising on Dublin’s Potential, 201237

A Roadmap for Branding Dublin, A Discussion Paper 2012Export Target Markets:While Ireland is rated the second most globalised country in the world 52 andnew export markets are emerging, traditional trading partners continue to bethe most important for Irish exporters.In 2011, Enterprise Ireland supported Irish fi rms 53 had €5.5 billion of exportsto 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 thenature of our trade relationships. In April 2012: 54> 59% of total goods exports went to Belgium and GreatBritain, while 17% of goods exports went to the USA.> Nearly 7% of UK exports go to Ireland, making Irelandthe UK’s 5 th largest export market, while Great Britainwas 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 UKthe main destination for Irish service exports, worth €14.4bn.> Service exports to the USA were €4.2billion however, serviceimports from there amounted to €23.8 billion. Service exportsto 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 withexisting export partners while nurturing new markets for Dublin exporters.52 Ernst & Young, 201153 Enterprise Ireland Annual Report, 201154 Central Statistics Offi ce (CSO), 201255 Central Statistics Offi ce (CSO), Service Exports and Imports, 2009, 2010 &201138

A Roadmap for Branding Dublin, A Discussion Paper 2012Foreign Direct Investment Target Markets:“In no other nation in the world are US MNC’s as prevalent as they are inIreland.” 56“The global information technology revolution, favourable corporate taxrate, Irelands strategic success in attracting other high value industrieslike life sciences and fi nancial services, the nation’s access to theEuropean Union – all of these factors converged in the mid 1990s tomake Ireland one of the most attractive destinations in the world for USmultinationals”. 57> Ireland is renowned internationally as a prime locationfor Foreign Direct Investment (FDI) attracting 79 newannouncements in 2011 while Dublin attracted 35 ofthese representing a 45 per cent national share. 58> Almost 70 percent of total FDI into Ireland and Dublin issourced from US based companies while Germany andFrance contribute 11 percent and 5 percent respectively 59 .Estimated at roughly $55 billion in 2010 the total output of US foreignaffi liates in Ireland is equivalent or greater than the aggregate output of manydeveloping nations. Ireland accounts for almost a 9 percent share of total USinvestment in Europe. 60While emerging markets offer great potential for future attraction of FDI, it isimportant 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, 201157 Ibid.58 Industrial Development Agency, Announcements 2007-201159 Ibid.60 American Chamber of Commerce39

A Roadmap for Branding Dublin, A Discussion Paper 2012International Talent Target Markets, including International Students:A key factor affecting multinational companies investment decisions is theavailability of skilled labour, and Dublin has consistently performed well oninternational talent indices. However, as international competition for talentedlabour increases the Dublin brand must seek to attracted talented migrants tothe city. Anecdotal evidence from Multinationals based in Dublin suggest thatattracting such talent is not a problem.“75% of Google staff have relocated from overseas to work in Dublin”. 61Attracting International students is one way in which to nurture foreign talentfor use in Dublin’s workforce, while they also signifi cantly contribute to theirhost economy.A recent peer review of international education in Dublin found that there were24,339 international students in Ireland in 2010/2011, of which 59 percentwere studying in Dublin based institutions. 62In this year tuition fees generated in Dublin by these international studentsamounted to €146.5 million, while their general expenditure is estimated toprovide a further €170 million a year to the Dublin economy. 63The largest source markets for Dublin’s international students in 2011 wereChina and the USA, followed by France, Germany, and the UK. 64 Thesemarkets for international students should be reinforced, while at the sametime new ones sought.Dublin is also a leading English language education centre, with an estimated60,000 international language students coming to Dublin each year. WithDublin positioning itself as a high-skill innovation hub it is important that thecity continues to attract international students. Furthermore, internationalstudents who have a positive experience in Dublin will become future brandambassadors for the city, widening its international network.61 John Herlihy, VP of Online Sales and Operations, Google Ireland62 Peer Review on Developing and Promoting Dublin as an International Student City, 201163 Ibid.64 Education Ireland, International Student Survey, 201140

A Roadmap for Branding Dublin, A Discussion Paper 2012The Brand AudiencesThe Dublin Brand will also have a series of target audiences, on whom thefocus 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 forthem to become brand ambassadors for Dublin, further helping the brand toreach its target markets.Our Diaspora Target Audience:“The Irish community worldwide includes many extremely infl uential business leaders who arewilling to help build a successful future for Ireland.” 65It is estimated that approximately 70 million people worldwide presently claimsome level of Irish ancestry. 66According to the Emigrant Advice Network (EAN), 3.1 million Irish citizens(passport holders) currently live overseas and of these 800,000 are Irishborn (around 500,000 in the United Kingdom, 156,000 in the US, 50,000 inAustralia, 22,800 in Canada, 16,000 in France, 16,000 in Germany, and 8,000in Spain). 676542Department of Enterprise, Trade and Employment, (2010). Trading and Investing in a Smart Economy66 National Institute for Regional and Spatial Analysis, (NIRSA), Towards Spatial Diaspora Strategy: A Position Paper, 200867 Emigrant Advice Network (EAN). How many Irish people live abroad? , 201241

A Roadmap for Branding Dublin, A Discussion Paper 2012The Saint Patrick’s Day celebrations are a unique opportunity in that no othercountry in the world can boast the same level of international coverage of itsnational day. The celebrations include such events as parades, receptionsand a major greening of the landscape, with international icons such asNiagara 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 audiencefor the Dublin Brand, and as such the Irish people must feel that they haveownership and involvement in the brand. The brand is not only an initiativefor attracting investment, tourists and migrants from abroad, but also forfostering civic pride held by the Irish people in their capital city. Often therecan be a feeling of an Ireland of two places, of Dublin and the rest of thecountry. Any branding strategy developed must allow for the entire country toidentify 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 createan independent Irish nation gathered force. This and the following yearsup to 2022 will mark the centenaries of many important events leadingup to Ireland’s independence, and Dublin will be at the centre of thesecommemorations. These events will provide an unrivalled opportunity toshowcase 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 celebrationsboth nationally and internationally.4.6 The Formulation of the Dublin BrandHaving identifi ed the context, the governance structure and the targetmarkets, Figure 4 illustrates how the Dublin Brand will be developed.The brand should be underpinned by the values and framed within thecollaboration model to achieve the objectives, as set out in this section. Thebrand’s objectives will be achieved through ten actions that are set out inSection 6. Key to the formulation of the brand is an analysis of the brandassets, which will play a key role in shaping the message and identity of thebrand.42

Figure 4: Formulation of the Dublin BrandFramed within aBRANDCollaborationModelUnderpinned ByBRAND VALUESDelivered BrandTasked to Deliverthe ObjectivesFriendlinessand WarmthInnovationandCreativityOpennessandDiversityEntrepreneurialSpiritAchieved throughAttractInvestmentSeekInternationalEvents andDesignationsEngage withthe people ofDublinEstablish TheCollaborationModelPromote toExportMarketsPlace fordoingBusinessObjectivesof theBrandAttractTalent andInternationalStudentsGrowTourismEngage inInternationalisationDesign theDublin BrandActions toDeliver for theBrandEnhance theTourismProductAgreethe VisionEngage inRegularMonitoring of ourInternationalPositionBuild uponDublin’s Assetsand address theChallenges

A Roadmap for Branding Dublin, A Discussion Paper 201244

A Roadmap for Branding Dublin, A Discussion Paper 20125. Dublin’s Top Assets“People love Dublin City Centre for its very unique and embracingpersonality. Quirky, secret and unpredictable, Dublin is old but young atheart. Sharp and quick witted, it is also conservative, narrow-mindedand disobedient”. 68Dublin’s assets play a key role in shaping the identity and the message ofthe brand. The assets of a city are not only the city’s strengths, but alsoareas which are considered important and are valued by the city and itspeople. By taking into account both the soft and hard assets we can formthe values that will underpin the brand, and begin to formulate an appropriatebranding strategy that will create a positive message for Dublin’s markets andaudiences.As already acknowledged, Dublin is starting from a strong base withevidence of a strong and positive international reputation. While most citieshave an existing reputation, not all reputations are positive, as Simon Anholtcomments:“Unless you’ve lived in a particular city or have a good reason to knowa lot about it, the chances are that you think about it in terms of ahandful of qualities or attributes, a promise, some kind of story… Parisis 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 thehistories and destinies of all these places.” 6968 Love the City, Designing Dublin: Learning to Learn, 201069 Anholt, S., Competitive Identity, 200745

Figure 5: A Mind Map of Dublin’s AssetsDublin’s PeopleCharacterBrand AmbassadorsCreativity, Warmth, Friendliness, HumourInternational Connections, DiasporaDynamic& EducatedWorkforceAt the heartof Ireland,and the centreof the WorldFirst for Availability of Skilled LabourCentre of Ireland’s transport networkAccess to EU MarketsAccess to Mountains and CoastIdeal time zoneIMD 2012InnovationWorldLeadingInvestmentLocationTestbedding the FutureUniversitiesLeading Venture Capital locationVibrant Start up sceneIFSCLow Corporation TaxEase of doing businessHuman CapitalOpen Data: dublinked, Smart cities50% of world’s leading financial service firmsHalf of the world’s fleet leased aircraftStrong regulatory modelCreative, adaptable and talentedEIU Top Global City for Human CapitalOpenness& DiversityCosmopolitan & Multicultural CityLeading destination for Talented WorkersMultilingual workforceYoung, vibrant workforceInfrastructureDistinct UrbanCharacterNational Convention CentreDublin Port TunnelSports StadiaRail & Light RailWorld-class AirportMotorway InfrastructureCompact and Low RiseDistrict Character AreasGreen SpaceModern Transition20 Minutes from city centreWalkable cityDocklands, Georgian Core, Phoenix Park, Liberties78sq.m of green space per peronIconic ArchitectureArts & CultureUNESCO City of LiteratureFree Museums / GalleriesRenowned Musical Culture

A Roadmap for Branding Dublin, A Discussion Paper 20125.1 Dublin’s Leading Asset – Its People“I love Dublin, it’s a great reminder of why it’s great to be Irish. Especiallywhen re-entering the country. The craic people have, the instantaneouschat 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 InterviewThe people of Dublin stand out as the pivotal aspect that differentiatesDublin. Their talent, work ethic and adaptability have long been recognisedby employers, however it is also their friendliness, humour and warmth thatis time and time again what people recognise as the best thing about Dublin.Their charm, generosity, wit and fun are among the top characteristicsmentioned in both local and international surveys. The fi rst ever UN WorldHappiness 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 panelHowever, 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, aswell as a large international diaspora, have the potential to be Dublin andIreland’s best brand ambassadors with a global reach. 22 percent of peoplewho visit Dublin come to see family and friends, while Irish people themselveshave family and friends, and work and travel throughout the world 71 . AsDublin’s brand develops it will strengthen the pride that the Irish have in theircity. This in turn will only strengthen the attraction of the brand through theinternational network of the Irish people. Key to this is the involvement of thepeople in creating the city’s brand. Increasing their engagement will help toheighten awareness of all that there is to love about the city. One participant70 The Earth Institute Columbia University, World Happiness Report, 201271 Irish Tourist Industry Confederation, (ITIC), Capitalising on Dublin’s Potential, 201247

A Roadmap for Branding Dublin, A Discussion Paper 2012in the ‘Your Dublin Your Voice’ survey noted in their response that: “ActuallyI think I like Dublin more than I thought I did before taking this survey. Thankyou, 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 theworld? If we want the Irish economy to recover, we must address thosequestions. The Dublin region accounts for four out of every ten jobs in thiscountry. 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 astrong Dublin, the rest of the country is banjaxed.At the moment the capital has little sense of how it is perceived in theinternational marketplace, or of how to market itself. So how should weconstruct a new identity for Dublin? Let us begin by acknowledging anuncomfortable fact: in Ireland, it has long been acceptable to resent thecapital.Last September a survey carried out for Dublin City Council revealed that onlyone in four Irish people feel any emotional connection to the capital. And thisfigure goes down to 15% when you exclude Dubliners. In other words, 85%of people from outside Dublin feel no emotional connection to the capitalwhatsoever.The capital faces signifi cant challenges. Let us now focus on a very realopportunity. In 2010 nearly three million visitors came to Dublin, bringingmuch needed revenue. Tourists could well play a vital role in the rebirth ofthis clapped-out place, alongside Foreign Direct Investment. What is it, then,that makes the capital most attractive both to tourists and multinationalcorporations? Indeed, what distinguishes Dublin from every other smallEuropean 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 countryin 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 humannature.” According to Fáilte Ireland, 90% of tourists who come to Irelandexpect to meet “friendly, hospitable people.” They are not disappointed.Indeed when they leave, 94% of tourists cite “friendly people” as one of theirkey experiences in Ireland.48

A Roadmap for Branding Dublin, A Discussion Paper 2012The warmth of Dubliners has long been recognised by the IDA as a virtueof doing business here. And companies invariably cite the friendliness andconviviality of our people as key factors in their decision to invest here. Asenior executive from Twitter admitted that the friendliness of the Irish wasone of the main reasons the company decided to base itself in Dublin. Thefollowing day a report in the Irish Times was headlined ‘Friendliness factorswings it for Twitter.’ 725.2 City of InnovationThe Irish government is committed to establishing Ireland as ‘The InnovationIsland’ by creating an exemplary research, innovation and commercialisationenvironment. In order to continue to economically develop there must be thecapacity to generate new ideas and knowledge, to transfer this knowledgeacross the economy and society, and thus to create new business activitieswhich create a sustainable and adaptable economy. Ireland continues tobe a world leader in innovation and FDI attraction, and with its creative anddynamic workforce and as the key economic cluster on the island, Dublincontinues to be the main centre for innovation.There are several initiatives underway in Dublin that foster innovation andthe commercialisation of research. The universities in particular have takengreat efforts to commercialise their research and respond to private sectorneeds: In University College Dublin the NovaUCD centre has incorporated21 spin-out companies, disclosed 270 inventions and supported over 115new ventures between 2004 and 2011; 73 Trinity College Dublin’s CRANNnanotechnology centre collaborates with over 100 companies acrossvarious industries 74 ; Dublin Institute of Technology has set up its Hothouseto commercialise research, while Dublin City University has set up the CloudComputing Competence Centre in response to changing industry demandsand launched Generation 21 75 , an initiative that seeks to equip all of itsgraduates with the skills required in the modern workforce.72 The Irish Times, 201173 NOVA Unniversity Collgeg Dublin, 74 Trinity College Dublin (TCD) 2012, Crann Nanotechnology Centre,< http://www.ucd.ie/innovation/>75 Dublin City University, Generation 21. , 201249

A Roadmap for Branding Dublin, A Discussion Paper 2012Meanwhile, Dublin’s local authorities run the annual showcase InnovationDublin to aid the development of innovation networks across Dublin,have started an open data initiative 76 , DubLinked, and have made theirinfrastructure available for the test bedding of smart city research andprototyping 77 .INFO BOX: Dublin’s Internet and Social Media ClusterDublin has a world leading web cluster based around the Grand Canaland its basin in the Dublin 2 and Dublin 4 areas of the city. Nicknamed theSilicon Docks, the area is the location of choice for the high profi le offi cesof companies such as Google, Facebook, LinkedIn, Twitter, Zynga, and GiltGroupe. 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 startupswith Dogpatch Labs and Startupbootcamp both locating in the city.Dublin’s attraction as a start-up location is strengthened by a vibrant venturecapital community. According to Enterprise Ireland there is €800 millionavailable through seed, venture and angel capital fi rms in Ireland, 78 and with astrong network of lawyers, accountants and other business professionals, thecity is a competitive location for start-ups.76 Innovation Dublin,

A Roadmap for Branding Dublin, A Discussion Paper 2012INFO BOX: Dogpatch LabsFounded by Polaris Venture Partners to connect entrepreneurs and helpfounders conceive, launch and grow startups, Dogpatch Labs providesfacilities, support and a community for web entrepreneurs. Dogpatchcurrently has four locations, with Dublin being the only lab outside of the US.Currently over 100 companies are based globally in Dogpatch Labs, includingCoderdojo, Logentries, Scrazzl and Tito, which operate out of Dublin.Dogpatch’s Dublin labs have attracted over six €1 million investments in sixmonths of operation. 79INFO BOX: Test Bedding the Future“To participate actively in making the greater Dublin region a leader in innovation in the urbanenvironment … through collaboration between private, public and research partners withthe city region as a proving ground” From the Vision statement for Dublinked, June2011 80The ambition is for the city is to leverage its high tech cluster and universitiesto use Dublin as a ‘test bed’ to create and design new products and services.With the development of new technologies the private sector has becomeincreasingly aware of the new services and effi ciencies it can bring to thepublic sector, such as in the more effi cient operation of cities. In order forthese products and services to be developed they must fi rst be test beddedon existing infrastructure. Dublin hopes that through collaboration withmultinationals, SME’s, universities and the public sector the city can positionitself as the leading test bed for the development of innovative services andsolutions that tackle city challenges.For example, the IBM smart cities partnership was formulated to increaseoperational effi ciencies of city systems, enabling better city management.IBM offers a range of technology products and services to help citiesdeliver services and manage resources more effectively, and its SmartCity Technology centre is based in Dublin. Dublin is the perfect size for thetrial of new services, and it has an interesting mix of old and new urbandevelopments.79 Dogpatch Labs, , 201280 Dublinked, , 201251

A Roadmap for Branding Dublin, A Discussion Paper 20125.3 World Leading Investment and Business LocationINFO BOX: Ireland according to the IMD 2012 worldcompetitiveness index. 81> 1 st for availability of skilled labour> 1 st for fl exibility and adaptability of workforce> 1 st for investment incentives> 1 st for attitudes towards globalisation> 2 nd for business legislation – openness to foreign investors> 2 nd for large corporations that are effi cient by international standards> 2 nd for adaptability of companies> 4 th 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 tobe leading the charge on this and further increasing our presence here.” 82Ireland has topped the list of the best places to invest in Western Europe,according to the annual Global Best-to-Invest Rankings compiled byinternational magazine Site Selection 83 , while Dublin was ranked as the topmetro region in Western Europe to invest in followed by Frankfurt, Edinburghand Birmingham. IBM’s recent location trends report ranked Ireland asthe 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 ofattracting Foreign Direct Investment, particularly in the technology sector 84 .The Irish Government has set the goal of Ireland becoming the best smallcountry in the world in which to do business by 2016. 8581 Institute of Managing Directors (IMD), 201282 David Martin, Director, Geo Operations for Google in Europe .83 Site Selection Magazine, http://www.siteselection.com/issues/2012/may/cover.cfm, 201284 IBM Global Business Services, Smarter Cities, 201085 Action Plan for Jobs, 201252

A Roadmap for Branding Dublin, A Discussion Paper 2012INFO BOX: Ireland’s specific advantage: Access to the EU“Ireland’s ‘unique selling proposition’ is a bundle of four factors attractive to investors. Accessto EU markets is one. The corporate tax infrastructure is another. Ireland is also recognisedas a stable environment that prioritises the ease of doing business. And access to skills, bothdomestic and from across the EU, is a competitive strength and one that is likely to growin importance as skills-driven international services comprise a larger share of trade andinvestment.” 86 – Economist Intelligence Unit (EIU)“Our decision to locate AXA Global Distributors in Dublin was down to the track record andsuccess of our other operations in Ireland, the availability of highly educated graduates withlanguage skills and the access Ireland provides us to EU markets.” 87INFO BOX: The International Financial Services Centre 88The International Financial Services Centre (IFSC) is one of the majoreconomic success stories of Dublin and Ireland. It is located in the docklandsarea of Dublin and contributed 7.4% to the Irish GDP in 2009, with over32,700 employed by over 500 companies. Two thirds, or 22,000, of thesejobs were based in Dublin. 89 . Despite the economic downturn and problemsin the domestic fi nancial sectors employment, activity in the IFSC hasremained stable over the past 3 years. The main activities of the IFSC includeasset fi nancing, banking, captive insurance and reinsurance, corporatetreasury, fund administration and management, life insurance and securitiestrading.> More than 50% of the world’s leading fi nancialservices 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 theEU with €16.4 billion in premiums in 200986 Economist Intelligence Unit (EIU), A Survey of Foreign Direct Investors, 201287 Matthieu André, Joint Managing Director of AXA Global Distributors88 Finance Dublin Magazine, 201189 Accenture, The International Finances Services Sector Report , 201090 Finance Dublin Magazine, 201153

A Roadmap for Branding Dublin, A Discussion Paper 2012> €1.9 trillion in funds administered in its investmentfunds sector (December 2010) 915.4 Dynamic and Educated Talent“People are the real wealth of a nation.” 92The 2012 IMD World Competitiveness results showing Ireland ranks fi rstfor availability of skilled labour 93 , while the Economist Intelligence Unit (EIU)rankings on competitive cities, commissioned by Citi, ranks Dublin as thetop global city for human capital. 94 While the Irish are renowned as dynamicand talented workers, a key factor in Dublin’s talent rankings is that it is adestination for international talent. In particular, high-tech industries demandmore talented workers then the Irish workforce can supply.Dublin is a city that competes strongly for talent and it has particularspecialism’s that require skills from all across the globe. It is also clear thatDublin’s capacity to attract international investment is increasingly linked toits ability to attract talent. Companies with headquarters in Dublin, such asFacebook and Google, talk about the importance of a diverse and skilledworkforce and multilingual skills as being key attractors.“Competition for Foreign Direct Investment is signifi cantly increasing and the availability ofskilled labour is, amongst other things, one of the main deciding factors when companies arechoosing a location for their overseas investments. The fact that Ireland continues to lead theway in availability of skilled labour adds signifi cantly to our reputation as a host for FDI.” 955.5 Openness and DiversityDublin is a vibrant cosmopolitan and multicultural city. In the past betterknown as a source of emigration, Dublin has recently become renownedas a migration destination. Dublin has large Polish, Chinese and Africancommunities enhancing its global connections and leading it to be atruly global city. In 2006 17 percent of Dublin’s population were non-Irishnationals. 9691 Finance Dublin Magazine, 201092 United Nations Development Programme (UNDP), Human Development Report, 201093 Institute of Managing Directors (IMD), 201294 Citi, Hotspots –Benchmarking Global City Competitiveness, 201295 Barry O’Leary, CEO, IDA Ireland96 Demographic Trends in Dublin, 201254

A Roadmap for Branding Dublin, A Discussion Paper 2012“Dublin has a laid back, relaxed and chilled atmosphere, a multiculturalmodern city that hasn’t yet lost its character and soul”– Your Dublin Your Voice panelIreland’s history of emigration and tradition of travelling and working abroadhas led to widespread acceptance of migrants. The Global Creative CityIndex ranked Ireland second for tolerance and openness to ethic and racialminorities. 97 Dublin hosts many events celebrating the heritage of its residentsincluding the Chinese New Year Festival, Africa Day, the Festival of RussianCulture and a Japanese Hanami Festival, meaning that not only are the city’smigrant communities accepted, they are celebrated.“Dublin is now a culturally diverse and cosmopolitan city with over 150 nationalities livinghere.” 98Recently there has been increased recognition of the valuable role ofmigrants in the workforce. Many of Dublin’s growing industries, particularlythe ICT and fi nancial services sector, are dependent upon skilled migrants tofi ll certain positions, while an increasing number of job vacancies seek fl uencyin a foreign language. This availability of a foreign talented workforce has inpart led to Ireland being ranked fi rst for Human Capital in the recent Citi / EIUGlobal City Competitiveness Index 2012. 99The Irish diaspora have strengthened Dublin’s international connections. Nowtoo, 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 supportingmulti-lingual, multicultural and multi-currency business.” 1005.6 A Competitive City InfrastructureThroughout the Celtic Tiger years there was extensive investment in theupgrade of infrastructure assets throughout Ireland and Dublin, while thecity’s potential as a test bedding location for new technologies will see newinfrastructural assets and effi ciencies develop.97 Global Creativity Index, 201198 Central Statistics Offi ce (CSO), Census 200699 Economist Intelligence Unit (EIU). Benchmarking Global City Competitiveness, 2012100 Nelson Mattos, the vice president of Engineering at Google Europe55

A Roadmap for Branding Dublin, A Discussion Paper 2012In terms of transport infrastructure, Dublin is now situated on the centralnexus of Ireland’s motorway network, allowing quick access to the rest of thecountry.> The 2012 Inrix Scorecard ranked Ireland the least congested out of 13European countries and Dublin 90 th out of 94 cities for congestion. 101> Dublin Airport is one of the 10 busiest airports in Europe with anoffering of 171 different routes 102 and has seen the addition of anew high quality terminal building. Dublin Port has had a seriesof upgrades and a new cruise terminal is being planned, whilethe Dublin Port Tunnel has relieved congestion in the city centreby providing a direct route from the port to the M1 motorway.Public transport has also been improved: the Enterprise rail service connectsDublin and Belfast, the Luas light rail network was developed and is currentlybeing expanded, while plans for two metro lines for Dublin have beenprepared, 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 blockswith large fl oor spaces that have been popular for many large companies.The Convention Centre Dublin offers world class conference facilities and itslocation in the city centre gives it a competitive edge over international rivalswho have tended to locate in suburban areas.Throughout the city there has been a concerted effort to improve the urbanrealm with the provision of high quality iconic architecture. The Bord GaisEnergy Theatre designed by Daniel Liebskind and the Convention CentreDublin designed by Kevin Roche are both recent additions to the city, whilenew bridges across the river Liffey, such as the Samuel Beckett and JamesJoyce bridges designed by Santiago Calatrava, have provided greaterconnectivity between the north and south sides of the city centre with breathtakingvisual impact. A new strategic development zone has been preparedfor 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, 2012102 Dublin Airport, , 201256

A Roadmap for Branding Dublin, A Discussion Paper 20125.7 Distinct Urban Character with a Vibrant City Centre“It’s nice and compact so that wherever you go you’ll always knowsomeone nearby.” – Your Dublin Your Voice panelThe international image and branding of a city is largely based upon the builtfabric which it possesses. As a compact, low-rise city, with an interesting mixof architectural styles, Dublin’s built environment provides a unique characterthat should be promoted.The city centre has many pubs, restaurants, galleries and museums thatcan be availed off, as well as iconic areas such as Trinity College and StStephen’s Green that provide urban oases. These wealth of amenities andfacilities are within walking distance of each other, allowing Dublin to be a citythat can be explored and experienced with ease by the many visitors which itreceives each year.“I like the general buzz and atmosphere in the city, be it driving through,shopping or going out.” – Your Dublin Your Voice panelKey to Dublin’s character is its urban and built fabric. A historic city, itsdevelopment has been characterised by the repeated replacement of its oldbuilding stock by new buildings in different architectural styles. SeventeenthCentury gabled “Dutch Billys” were replaced with the classical fl at parapets ofeighteenth century townhouses, which were in turn replaced over successiveperiods with commanding Victorian banks, modernist offi ce blocks, and late20 th century apartments.Yet, the street pattern laid out during the late eighteenth and early nineteenthcenturies has remained largely intact, and the Georgian period has been themost infl uential period in the development of the city. Broad, interconnectedstreets replaced the medieval network and the city centre was defi ned bythe construction of the Royal Canal to the north and the Grand Canal to thesouth.Dublin has a remarkably intact Georgian core streetscape and a network ofsquares that signifi cantly contribute to the character of the city. With othersignifi cant character areas including Dublin’s cultural quarter Temple Bar,Dublin Castle, St Stephen’s Green, and the city quays, visitors to the city canexperience the different periods of the city’s history by strolling through its57

A Roadmap for Branding Dublin, A Discussion Paper 2012streets, and observe buildings from the 18 th century next to those of the 21 st .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 rsttime! I make an effort to look up at the old buildings – many of whichare beautiful with a lot of character.” – Your Dublin Your Voice panelDublin has a successful and vibrant city centre. Respondents to the YourDublin Your Voice survey praised its wide range of activities. With parks,museums, cafes and pubs, there is more to the centre than just a retailexperience, and the city centre’s compact size means that each of theactivities are within walking distance of each other.The vibrancy of Dublin’s city centre is an asset that should be emphasised inDublin’s brand. It provides a retail, cultural and recreational experience that isunrivalled in the rest of Ireland. As emphasised throughout this report, Dublinis a city of culture, literature and museums, and most of these amenities arelocated in the city centre.58

A Roadmap for Branding Dublin, A Discussion Paper 20125.8 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 Dublingreeting, ‘howaya?’ the equally common accompaniment to this – the enquiry, ‘what’sthe story?’ reveals the remnants of an oral tradition which is alive and well, while alsodemonstrating Dubliners’ appetite for the world of books.” 103In the Your Dublin Your Voice survey, the range of culture, arts and activitieswas 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 andFar Eastern artifacts, to the Abbey Theatre and the multitude of festivalsand events that take place each year, Dublin has a richness and diversity ofcultural activity that gives an enviable international reputation for creativitythat is part of our DNA. Refl ecting this, Dublin was awarded the permanentdesignation as a UNESCO City of Literature in 2010, nurturing the vibrantliterary and story-telling scene of today while celebrating the rich literarytradition of our heritage.“It’s great that the art galleries and museums are free, in most cities youhave to pay for these.” – Your Dublin Your Voice panelThe promotion of culture to the general public is to the fore with many ofDublin’s museums and galleries free to visitors and signifi cant state andcity support given to the arts. Local arts theatres and centres, includingThe Axis Ballymun, The Civic Theatre and Red Rua Arts Centre in Tallaght,Draoiocht in Blanchardstown, and the Pavillion in Dun Laoghaire, are bringingInternational art, theatre, dance and music to local audiences throughoutDublin. The Science Gallery in Trinity College is unlike any other sciencecentre. With no permanent collection, it instead runs a series of exhibitionsevery year that stimulate the public’s interaction with science and developinnovative 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 panel103 UNESCO City of Literature, 201259

A Roadmap for Branding Dublin, A Discussion Paper 2012INFO BOX: UNESCO City of LiteratureDublin has a rich literary tradition producing many giants of the literary world.Ireland has produced four recipients of the Nobel Prize for literature (GeorgeBernard Shaw, W.B. Yeats, Samuel Beckett and Seamus Heaney) and fourwinners of the Man Booker Prize (Iris Murdoch, Roddy Doyle, John Banvilleand Anne Enright). Refl ecting this rich tradition in 2010 Dublin was awardedthe permanent designation of being a UNESCO City of Literature. Dublinhas not only produced many great writers, but has featured heavily in theircreations. Visitors can roam the streets and visit the settings of many notableworks, including those of James Joyce, Patrick Kavanagh, and Flann O’Brien.Joyce’s most famous work ‘Ulysses’ is each year recreated on Bloomsdaywhen it is not uncommon to see revelers dress in period costume and drivevintage cars in their reenactment of the route that Leopold Bloom took on the16 th June 1904. The city is also home to the prestigious International IMPACDublin Literary award, one of the richest literary prizes in the world.INFO BOX: Temple BarTemple Bar is Dublin’s premier cultural and entertainment quarter located inthe heart of the city. It is a vibrant area that hosts many of the city’s culturalinstitutions 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 attractsover 50,000 people on a daily basis, and has over 450 businesses, 50cultural institutions and is home to over 3,000 residents. It is estimated thatthe cultural businesses in Temple Bar brought €50 million in revenue in 2011and provided 700 equivalent full-time jobs 104 .104 The Irish Times, 201260

A Roadmap for Branding Dublin, A Discussion Paper 20125.9 At the Heart of Ireland, and the Centre of the WorldDublin is ideally located on Ireland’s east coast, with easy access to Dublin’sbeaches and mountains the city’s residents and visitors are never far awayfrom the great outdoors. As Ireland’s capital and largest city, Dublin is at thecentre of the country’s transport and communication network and is withineasy reach of Belfast, Galway and Cork, as well leading natural environmentssuch as the Wicklow Mountains, the Burren and Connemara. With 40 percentof the country’s population, the city is uniquely Irish, but also distinctivelyDublin and is the leading location for culture, business, innovation andeducation.“It has a compact nature where you can see a city, a fi shing harbour andmountains in one day.” – Your Dublin Your Voice panelDublin’s urban area is comprised of a series of interlinked villages and townswith strong community values. In the city centre is Phoenix Park, the largestenclosed 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 roughly78 square metres of green space per person 105 and the fact the city centre isso close to the mountains, countryside and sea is an under-exploited assetfor tourism development in particular. The suburbs of Dublin offer an escapefrom the urban lifestyle right on the city’s doorstep.Dublin is also ideally situated right in the middle of the international businesstime zones, allowing access to both the Middle Eastern and North and SouthAmerican Markets. Close to important European markets and businesscentres, Dublin Airport provides access to 171 different routes and is oneof the 10 busiest airports in Europe 106 , while it also hosts a United StatesCustoms and Border Protection facility allowing greater ease of travel tothe US. With an international airport and an excellent communicationsinfrastructure, Dublin is at the heart of global commerce.105 Creative Dublin Alliance (CDA), Discovering Dublin’s Identity, 2011106 Dublin Airport, , 201261

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A Roadmap for Branding Dublin, A Discussion Paper 20126 Priority Action AreasA number of measures should be taken in order to successfully implement abrand for Dublin. Ten priority action areas have been suggested.6.1 Engage with the People of DublinA message that is consistently echoed throughout all the researchundertaken is that it is Dublin’s people and their capacity for creativity andinnovation that are Dublin’s strongest ‘brand assets’. The people of a city arealways the strongest ambassadors of its brand, but when the brand is thepeople and their creativity, how those people engage with, inspire and givevibrancy to the brand will be a defi ning characteristic of the city’s uniquenessand an expression of its value.Existing channels of engagement, such as Dublin’s elected representatives,alongside established networks, will prove vital in developing commitmentand communicating the brand’s message. The development of new andinnovative ways of engaging with residents, such as the Uniquely Dublincompetition and the Your Dublin Your Voice panel, will inform and contributeto 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 anumber of partners, including Dublin City Council, the Little Museum ofDublin and a coalition of private and public stakeholders, a major internationalcompetition will be launched that invites people from Dublin, Ireland andthe international community to submit their creative expression of what isunique about Dublin. The competition is being designed to build on Dublin’sinternationally renowned creative talents across literature, animation, fi lm,design, music, visual arts, as well as its resident’s humorous and often frankoutlook on life. As well as the promise of international exposure, the DublinBranding Project will use the content generated to communicate Dublin’sidentity in a truly unique way.63

A Roadmap for Branding Dublin, A Discussion Paper 2012INFO BOX: Your Dublin, Your VoiceFirst established in 2010, “Your Dublin Your Voice” is an initiative of the fourDublin Local Authorities representing the Dublin City Region. It was set upto observe the views of Dublin residents on living, working and studyingin the city region. With over 3,300 registered members, composed of adiverse range of people, representing all 32 counties of Ireland and over 60nationalities, Your Dublin Your Voice provides a valuable insight into howDublin’s residents feel about the city. 71% of respondents felt that theywould prefer to live in Dublin over anywhere else in Ireland while 90% wouldrecommend Dublin to family and friends as a good place to visit.6.2 Develop the Collaboration ModelThe Creative Dublin Alliance, its Executive Network and the DestinationMarketing Alliance for Dublin are the proposed structures for collaborationacross the key stakeholders in Dublin’s brand. The stakeholders arecomprised of the four Dublin local authorities, IDA Ireland, EnterpriseIreland, Fáilte Ireland, the higher education and business sectors, and thecreative and tourism industries. Figure 2, in Section 4 displays the proposedcollaboration model to develop the Dublin brand.The Creative Dublin Alliance is developing a strategically focusedcollaborative leadership network and will agree the vision and values of thebrand concept and strategy. It will focus on raising the profi le of Dublin’srole in the national and global economy through regular benchmarking ofDublin’s international performance and by identifying the priorities to drive theinnovation agenda.The Executive Network will agree collective strategies to addresschallenges and align individual corporate strategies with the brand vision.These collective strategies will work across the core areas of developingDublin as an internationally competitive city; driving innovation and the smartcity agenda, developing civic engagement in quality of life issues and buildingwider communication and innovation networks.The proposed Destination Marketing Alliance for Dublin would bringtogether the very best of Dublin’s marketing and communications expertiseacross tourism, investment, business and talent attraction to agree clearcommunication messages for the promotional and marketing of Dublininternationally. The Destination Marketing Alliance for Dublin would ensure64

A Roadmap for Branding Dublin, A Discussion Paper 2012the implementation of innovative international marketing campaigns that willeffectively promote and communicate the overarching Dublin brand while alsodeveloping specifi c strategies in each target market.While Dublin City Council is taking the leadership in the development of thebrand and the Mayors of the four Local Authorities will lead in engaging theresidents, this model will pioneer a new relationship of public and privatesector collaboration informed by innovative engagement with residents on thequality of life in Dublin while also actively managing our international networksand reputation to promote Dublin’s role and position in the global economy.It is proposed that the Creative Alliance, its Executive Network and theDestination Marketing Alliance (subject to its establishment) would in duecourse come together to agree a clear vision and agenda for the DublinBrand project and agree the funding model and operational issues of whowill manage and monitor the brand performance on an ongoing basis. Thisis a vital piece of the jigsaw that keeps the whole picture in view and willhelp to sustain the momentum on the brand over the longer term, supportcollaboration on activity and co-ordinate the communication messages.Winning the investment of resources by both the public and private sectors inthe Dublin Brand will require a clear focus on its performance against agreedtargets. A target driven approach will also help to align all existing strategies,activities and communications across the key players.6.3 Agree the VisionAgreeing the Vision for Dublin will be a critical step in the development of theDublin Brand. Envisioning Dublin’s distinct competitive advantage, for at leastthe next ten years, starts the process of building on Dublin’s unique assetsand personality, while the articulation of core values will defi ne how the brandwill be developed, managed and communicated. If based on reality and donewith integrity it will be a vision and values that people and stakeholders inDublin, Ireland and internationally will be proud to align themselves with.65

A Roadmap for Branding Dublin, A Discussion Paper 20126.4 Engage in Regular Monitoringof our International PositionDublin’s International Benchmarking and Indicators Project will help to identify,in an evidence based approach, the position of Dublin as it performs ininternational rankings. It will monitor Dublin’s international performance inareas such as investment locations, ease of doing business, quality of life andtourism, and will help to identify its strengths while also focusing attention onchallenges and areas of concern.In order to measure the success and effectiveness of the Dublin Brand anumber of appropriate indicators are suggested in this roadmap. Howeverthe Creative Dublin Alliance should take these as a guide and agree relevantindicators for each sector which are to be followed over time.Selected International Benchmarking reports should be agreed andmonitored 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 RankingsTwice a year, reports on Dublin’s international benchmarking will be presentedto, and analysed by, the Creative Dublin Alliance, Executive Network andDestination Marketing Alliance. At a time of increasingly intense globalcompetition this will allow Dublin to measure itself against other cities overtime and provide international feedback on the qualities that the brand isprojecting.The agreement of a target driven approach for the promotional anddevelopmental strategies, will see the development of key benchmarks ofthe brand’s position and value. Targets for tourism in Dublin have alreadybeen recommended by the tourism industry (ITIC), with a ‘stretched’ growth66

A Roadmap for Branding Dublin, A Discussion Paper 2012target of 6.2% annual growth in overseas tourists from 2012 to 2020. Similartargets in the other sectors would be agreed, along with the key internationalbenchmarks 107 .The continued monitoring and reporting of these indicators are intended asthe starting point for an evidence based debate on Dublin’s performance.This analysis will help to inform the agenda for meetings with Government toensure the Dublin and Ireland brands are mutually reinforcing and cohesive.6.5 Build Upon Dublin’s Assets andAddress the ChallengesAn effective branding strategy must be supported by agreed strategiesto address the challenges Dublin faces. Given the long term nature ofinvestment and trading decisions, the target audiences of a brand, especiallybusiness and investment interests, are often as interested in knowing that thecity has the leadership and capacity to address and adapt to the challengesit faces, as they are in knowing what the actual challenges are. Therefore,an effective brand must be supported by agreed development plans andstrategies to address the challenges the city faces.As part of their leadership on the development of the Dublin Brand, theCreative Dublin Alliance has identifi ed four objectives to develop Dublin’sinternational 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 eachobjective will be mapped and coordinated under the brand vision.107 Irish Tourist Industry Confederation (ITIC). Capitalising on Dublin’s Potential, 201267

A Roadmap for Branding Dublin, A Discussion Paper 20126.6 Effectively Communicate the BrandDesigning a Multi-stakeholder communication plan for the Dublin brandIn developing a brand, the obvious priority is to clearly articulate thecommunication messages to each target market and audience. When thatbrand is a city region, those target audiences include the local and nationalresidents, stakeholders and partners, as well as key international marketsegments across the tourism, talent attraction, business and investmentsectors. The brand’s vision, its transparency, governance model and itsauthenticity are important considerations in creating the content of anycommunications strategy. The communications methodology and channelsthemselves, should be innovative and experimental, and embrace the fullrange of communication technologies available. To refl ect the brand valueof encouraging people’s creativity and openness, communication must beengaging and interactive with residents.It is proposed that the Dublin portal website www.dublin.ie be redesignedto become the core communication channel for the Dublin Brand. The www.visitdublin.ie site would also continue to be developed as the tourism site forDublin, but the two sites would be better integrated at the front end to refl ectthe cohesive Dublin Brand. Many cities are addressing this with the deliveryof digital strategies such as London and Partners (focusing on all aspects ofcity identity – business, tourism, investment etc), Do it in Barcelona (attractingbusiness and entrepreneurs) and I Amsterdam (focusing on residents andtourism).Social media strategies and campaigns will be key tools in developingengaging and interactive communications that will contribute to the vibrancyof the brand. There are opportunities to leverage this through the presence ofa strong internet cluster in Dublin.The Destination Marketing Alliance will develop the Communications Strategyfor Dublin with clear communication messages for the promotional andmarketing activity of Dublin internationally. This alliance will include the best ofDublin’s marketing and communications expertise across tourism, investment,business and talent attraction. Figure 6 illustrates the different factors thatcould be considered in formulating a communications strategy for a brand.68

Figure 6: Touch Points to Deliver on Dublin’s brand 108PRAdvertisingDirect MailPost-Vital /Post-DecisionWebsiteWord ofMouthPost-Vital /Post-DecisionDublin’sBrandPRSignagePhotos andMemoriesDuring Visit /While Making DecisionAirportsTransportationEnvironment108 Adapted from Chief Executive Offi cers (CEOs) for Cities, Branding Your City, 2006

A Roadmap for Branding Dublin, A Discussion Paper 20126.7 Enhance the Tourism ProductIt is the view of many people working in the tourist industry that Dublin’spotential as a tourism destination has yet to be fully realised, and will only bedone so with the development of a strong brand and international marketingapproach, underpinned by collaboration and co-ordination between keystakeholders.Establish a Destination Marketing Alliance for DublinCentral to this is the establishment of a Destination Marketing Alliance forDublin that would develop and agree the international marketing of the DublinBrand, along with the preparation of a Dublin Tourism Development Plan.Agree a Dublin Tourist Development PlanThe Dublin Tourist Development Plan would develop and enhance Dublin’sexisting attractions, as well as defi ne new fl agship developments, productclusters, tourist routes, activities and events. Existing and new developmentsneed to be brought together in creative and imaginative ways to reinvigorate,develop and showcase Dublin’s unique and authentic core strengths. Therecently launched DubLine, a tourist trail through the city, is a concept thatshows what can be achieved through shared focus and collaboration.70

A Roadmap for Branding Dublin, A Discussion Paper 20126.8 Engage in Internationalisation“Dublin is becoming known as the Silicon Valley of Europe – there is anexciting new crop of both indigenous and international entrepreneursestablishing and growing their businesses here.” – Stakeholder InterviewStrategic Engagement in International NetworksDublin is striving to be a more open internationally networked city. A brand forDublin would reinforce international connections through engaging with theIrish diaspora and maintaining links with those who have spent time in Dublinas an international student, tourist or worker. The attraction of internationaltalent and international students to Dublin will continue to bring diversity andmany benefi ts, as well as creating new international connections and linkages.San José and Dublin City have been twinned since 1986 in a Sister CityProgram that strives to build global cooperation at the municipal level,promote cultural understanding and stimulate economic developmentbetween the two, as well as the greater Silicon Valley area and Ireland. Anexample of the practical outcomes that initiatives like this can deliver is theagreement signed in 2012 between the San José Environmental BusinessCluster and The Green Way, Dublin’s cleantech cluster, to increase R&D,business development, commercialisation and investment opportunitiesacross 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 newinternational connections. For example, in 2011, in the same week DublinCity Council travelled to Beijing to sign a formal twinning accord betweenthe respective capital cities, a delegation from Fingal County Council visitedChengdu with a view to also forming a formal twinning relationship, while inDublin, the Minister for Agriculture, Fisheries & Food signed an agreementwith the Chinese Vice-Minister for Agriculture for the export of Irishagricultural products.71

A Roadmap for Branding Dublin, A Discussion Paper 2012Developing an improved understanding of Dublin’s InternationalConnectionsThe value of these international links is evidenced by the extensiveparticipation of the Dublin Chambers and private business. This activitywill be supported by the creation of a Dublin Brand, and the governancestructures proposed to manage the brand should provide effective channelsfor the communication and exchange of information on all internationalrelationships.It is proposed that Dublin should map the international activity acrossDublin’s university, business and government sectors so as to form a betterunderstanding of its international connections and to see where opportunitiescould arise or be reinforced.72

A Roadmap for Branding Dublin, A Discussion Paper 20126.9 Seek International Events and DesignationsIdentify appropriate international designations for DublinDublin has been very successful in international event bidding and earningdesignations for the city that have helped shape its reputation in a pro-activeand managed way. The UNESCO City of Literature designation has been anincredible success, and this achievement came about through collaborationbetween all of the partners involved, who worked together consistently withambition and vision 109 . The PIVOT Dublin bid for the World Design Capitalredefi ned Dublin’s recognition of the value of good design and helped build abetter connected and networked design community 110 .Dublin’s designation as European City of Science 2012 has created a senseof 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 globalstage 111 .Development of a multi-annual event strategy for DublinThe development of a multi-annual event strategy and programme wouldhelp to bring Dublin in line with other major capital cities as an eventdestination. With political endorsement and if adopted by a wide range ofentities including business and tourism interests, central government, nongovernmentalorganisations and event fi nanciers, the delivery of a multiannualstrategy would provide a structure whereby the city and its partnerswould deliver the following:> Build Dublin’s reputation as a premier international destination> Deliver a better return on investment fromDublin’s excellent infrastructure> Increase economies of scale through thedevelopment of a portfolio of events> Provide measurable economic benefi ts tothe city and its business sector109 UNESCO City of Literature, 2012110 Pivot Dublin, A Guide to Dublin’s Bid, 2012111 European City of Science, 201273

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 andenhance 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 organisersto deliver approved safe and successful events and festivalsINFO BOX: Pivot DublinPivot Dublin was a joint venture between the four local authorities of thegreater Dublin area to formulate Dublin’s bid to be World Design Capital in2014. The World Design Capital is an initiative of the International Council ofSocieties of Industrial Design to focus on design’s impact on urban spaces,economies and citizens, allowing cities to feature their accomplishments inattracting and promoting innovative design. Dublin’s bid was successful inreaching the fi nal shortlist along with Bilbao and Cape Town, a considerableachievement as fi fty-six cities bid for the title, including major cities such asBeijing.The Dublin bid was termed ‘Pivot Dublin, Turning Design Inside Out’ whichexpanded the vision of design to include fashion, video, photography, fi lm anddigital media, as well as traditional features such as architecture and graphicdesign. The strategy was developed under four themes; Connecting Cities,Making Cities Flow, Making Cities Lighter and Making Cities Smile, with seedprojects proposed under each theme.Pivot Dublin has been praised for taking an inclusive approach, involving thecollaboration between many partners, and for being focused on people andtheir needs. Pivot Dublin raised awareness of Dublin’s design assets and theconsiderable design talent located here. Furthermore, it has prepared a visionof design for Dublin that can be carried forward into the future.74

A Roadmap for Branding Dublin, A Discussion Paper 20126.10 Design the Dublin Brand“Ordinary promotional activity when it is carried out without a particularlong term strategy may be effective in resulting economic developmenthowever, unless it is directed by an underlying brand strategy thereis little chance the city as a whole will acquire any substantial brandequity.” – Stakeholder InterviewIn delivering a brand for Dublin it is essential that the brand has a strongand consistent identity. Dublin’s brand will have multiple angles: theresidents of Dublin and Ireland; the multiple stakeholders, decision-makersand infl uencers; as well as being for the attraction of investment, tourists,international students and skilled migrants. The delivery of meaningful andcoherent messages to each of its target audiences, while being innovativeand creative in its design, will require professional design and brandingexpertise being engaged.Place branding is very different to corporate branding, rather than just sellinga company or a range of products, a place brand must communicate anidentity, a way of life and the unique character of a location. Place brandinginvolves the collaboration and consideration of many diverse stakeholdersand interests.Professional branding expertise will design the creative identity, concepts,content, language, and visual images. They will develop the Brand Book forDublin that will give a framework and guidelines to the brand partners onits use and ensure a consistent management of the brand over time. Theywill design a communications strategy for the successful communicationof Dublin’s assets and opportunities across the brand partners, and designspecifi c messages to each of the distinct target markets and audiences. Mostimportantly, they will provide a framework for multi-agency operation that issustainable, building on Dublin’s creative ability and talent as a resource indoing so, and will plan for the careful evolution of Dublin’s brand through time.It is recommended that the Creative Dublin Alliance and committed brandpartners engage brand consultants to ensure quality, innovation and designare at the heart of the brand concept, and agree an investment model fordeveloping that capacity over time.75

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A Roadmap for Branding Dublin, A Discussion Paper 20127 Conclusion“People will only change their minds about places if the people andorganisations in those places start to change the way they behave”. 112Developing, managing and promoting Dublin’s brand is about ensuring thatDublin, as Ireland’s capital city, is a city that its residents and the Irish citizensare proud of, that attracts investment, trade, tourism and talent, and thatunderstands its position in the world. It is an ambitious project that to besuccessful requires the commitment of all players to collaborate and invest inits future success. It should project Dublin as a modern successful city thatoffers something different, unique and ultimately of value to the world. It’sabout optimising our future economic potential while portraying the uniquecharacter and quality of life in Dublin. It’s about the people of Dublin, theircreativity and their connections with the rest of the world.It is important that the brand is authentic and grounded in people’sexperience of Dublin. This project is “a major undertaking, and there are noshort cuts to it”. 113 It requires ability to co-ordinate activity and communicateacross Dublin’s complex range of stakeholder organisations while also beingambitious in intent and innovative and creative in design. This is no smallfeat, but if achieved has the prize of helping to secure Dublin’s future role inIreland’s and the global economy.This document has set out a roadmap that will lead to the launch in 2013 ofan internationally competitive Brand for Dublin. It has identifi ed key measuresand resources that are currently underway or in development in Dublin andshould be strategically aligned with the development of this brand identity.These include:> The development of innovative approaches to engage residentsin quality of life issues. The people of Dublin are consistentlyhighlighted in all research as the most valuable ‘brandasset’ as well as potentially its strongest ambassadors;112 Anholt, S., Cometitive Identity, 2007113 Stakeholder Interview77

A Roadmap for Branding Dublin, A Discussion Paper 2012> The provision of a governance structure through the Creative DublinAlliance and its development of a collaborative leadership model forthe Dublin region that would give a strategic focus to, and benchmarkthe international position of, Dublin and drive the innovation agenda;> The Executive Network of the Creative Dublin Alliance wouldagree strategies for development across Dublin’s key areasof the economic, innovation and smart city agendas;> The proposal to establish a Destination Marketing Alliancefor Dublin that would develop integrated CommunicationStrategies and International Marketing Campaigns to clearlycommunicate and promote Dublin’s assets and uniqueness;> The agreement of a target driven approach for the promotional anddevelopmental strategies will see the development of key benchmarksof the brand’s performance over time. Targets for tourism in Dublinhave already been recommended by the tourism industry, witha ‘stretched’ growth target of 6.2% annual growth in overseastourists from 2012 to 2020. Similar targets in the other sectorswould be agreed, along with the key international benchmarks.This phase should be seen only as the preparatory stage to build thecapacity required that would enable the visionary leadership and innovativemanagement of the brand in the years subsequent to its launch. Buildingan international brand for Dublin is an ambitious project that should only beundertaken if it is underpinned by a commitment over the long term andsustains the engagement of, and investment in, the public, private and civicsectors of society throughout the process.78

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Formulation of the Dublin BrandFramed within aBRANDCollaborationModelUnderpinned ByBRAND VALUESDelivered BrandTasked to Deliverthe ObjectivesFriendlinessand WarmthInnovationandCreativityOpennessandDiversityEntrepreneurialSpiritAchieved throughAttractInvestmentSeekInternationalEvents andDesignationsEngage withthe people ofDublinEstablish TheCollaborationModelPromote toExportMarketsPlace fordoingBusinessObjectivesof theBrandAttractTalent andInternationalStudentsGrowTourismEngage inInternationalisationDesign theDublin BrandActions toDeliver for theBrandEnhance theTourismProductAgreethe VisionEngage inRegularMonitoring of ourInternationalPositionBuild uponDublin’s Assetsand address theChallenges

10 Steps toDublin’s Brand1Engage with the People of Dublin2Develop the Collaboration Model3Agree the Vision4Engage in the Regular Monitoring of our International Position5Build Upon Dublin’s Assets and Address the Challenges6Effectively Communicate the Brand7Enhance the Tourism Product8Engage in Internationalisation9Seek International Events and Designations10Design the Dublin BrandE. edu@dublincity.ie T. +353 1 222 2141 www.creativedublinalliance.ie