Rebuilding Brand Boston After The Marathon Bombings

photo credit: Stuck in Customs via photopin cc

photo credit: Stuck in Customs via photopin cc

By Sabrina Caserta

(With special contribution by Dr. Hume Johnson)

One month after the tragic Boston marathon bombing of April 15, 2013, where three people were killed and 264 injured, the city of Boston is picking up the proverbial pieces and Bostonians are moving on with their lives.

The great city of Boston, birthplace of the American Revolution, home to some of the world’s finest educational institutions, headquarters of world-renowned sports teams, a pivotal cornerstone in American politics and a major metropolis of commerce has been stained by blood, death and tragedy.

Prior to April 15, an Internet search on Boston would have revealed beautiful landscapes, the famous Fenway Park and numerous places of interest.  Today, the same search populates the page with photos of chaos and mayhem brought on by terrorists. Indeed, any mention of Boston in conversation invites a discussion on extremism, disaster and tragedy. According to brand expert Dr. Hume Johnson, “This is the new Boston. Terror is now a part of the city’s story. Although the marathon attack has not changed the physical landscape of Boston per se, as the September 11 attacks did to New York City, it most certainly altered what Boston means in the public’s memory.”

According to Dr. Johnson, “the perception of un-safety always lingers in the minds of the public when a violent and vicious attack such as this occurs. Boston, and all countries and cities plagued by terror, violence and instability should become alert to this perception.”  Yet, it is how Boston acts in response to this attack that will communicate much of the city’s identity and brand image.

Branding Boston: ‘Boston Strong’

Moments after the pressure cooker bombs exploded at the finish line of the 2013 Boston Marathon, ordinary citizens broke down the marathon barriers and assisted the injured. Heroes emerged in the form of emergency personnel, bomb squad members, first responders and hospital staff. In the city’s darkest hour, Bostonians opened their homes to marathon runners, donating shoes and clothing. Boston Marathon participants, who had been running for hours, ran to the nearest hospital to donate blood immediately after the explosion.

photo credit: CC Chapman via photopin cc

photo credit: CC Chapman via photopin cc

Indeed, in the wake of the tragedy, a tagline emerged: ‘Boston Strong’. This boldly communicated the city’s key message and promoted its brand identity in the way Boston wanted the outside world to see it. From buses to hotels, businesses to t-shirts, the ‘Boston Strong’ sign is broadcast in every nook and cranny of the city. Boston Strong has become Boston’s American emblem.

Boston native Matt Regan commented, “It gives Bostonians a new way to connect and console each other over the tragic event that occurred. Seeing the signs everywhere, and people wearing t-shirts and sweatshirts with the insignia helps show how much pride we Bostonians have for our city.”

In the immediate aftermath of the bombing, many businesses in the Boston metropolitan area were unable to open their doors. However, Boston Duck Tours, a Boston based trolley tour company, reports that they were up and running the day after the attack.

“We are ambassadors for the city. We can’t shut down, we have to keep spirits up,” said Bob Schwartz, director of marketing and sales for Boston Duck Tours. According to Schwartz, in the days following the bombings, Boston Duck Tours took remaining marathon runners on trolley tours. “The city has seen a lot and gone through a lot. Our history is so deeply rooted in staying strong, we’ve always been strong, we are strong and we will continue to be strong.”

Communicating Brand Boston 

Beyond the T-shirts and signs strung around the city that read ‘Boston Strong,’ some brand specialists agree there is a core message that Boston must communicate to the world in order to be seen as a strong, resilient metropolis. Dr. Hume Johnson said, “In the immediate post bombing period, Boston showed evidence of a brand boost by immediately returning the city to the myriad commercial, political and social activities that have become core to the city’s personality and image. Bostonians have been out and about living their lives – shopping or relaxing at cafes; working, taking their kids to schools and parks – as they normally would. The ‘Boston strong’ atmosphere offered a powerful competing brand image against the mayhem and tragedy.”

But Boston’s brand has transcended the city’s borders. A survey of frequent travelers revealed that since the marathon bombing, support for Boston has mushroomed throughout the United States and across the world. “From restaurants and hotels in Denver, San Francisco, Phoenix, and New York City to 7-11s right off the of the highway, I’ve seen tip cups for One Fund Boston and places pledging their support,” said one businessman.

Has the Marathon Bombing Branded Boston as Unsafe?

Following the terror attack at the Boston Marathon, airlines and hotels faced numerous cancellations. Some offered to waive cancellation fees in order to allow travelers to cancel their trips to Boston without facing a penalty. Travel to Boston had suddenly become precarious. The possibility of a terror attack registers with travelers and often affect their decision when booking trips.

photo credit: Jay Heritage Center via photopin cc

photo credit: Jay Heritage Center via photopin cc

Nearly 12 years after 9/11, the United States and the rest of the world have become more accustomed to the notion that terrorism can occur in any place, at any time. Since 9/11, threat levels for major cities such as New York are high. Does the Boston marathon bombing mean Boston is a high threat city? Has the marathon bombing rendered the city of Boston unsafe?

Dr. Johnson remarked, “The Boston bombing, unfortunate as it was, was a one–off event. It would be a gross overstatement to now brand Boston as an unsafe city in as much as I would hesitate to brand New York an unsafe place. Before the unfortunate event, Boston has never suffered a terrorist attack in its history and the city has never truly been under any obvious threat. Of course, it’s enormously important for Boston and major cities around the world to stay alert to the threat of international terrorism, but they should be careful not to become so consumed with security threats that the personality and the positive brand image of the city become lost.”

The Boston Economy Post-Bombing

The economic impact of a terror attack on a metropolitan area comes at great cost, especially in a major city of commerce such as Boston. The city of Boston is said to boast a more productive economy when compared to European countries such as Ireland, Portugal and Greece. On any given day, Boston’s normal economic production amounts to $US1 billion. According to Jim Diffley at HIS Global Insight, shutting down Boston for one day costs the city nearly $333 million.

When Boston businesses resumed production following the marathon bombings, it generated momentum for the city to begin its healing process. According to Dr. Johnson, “After the tragic events, Boston also communicated that it is open for business. The city’s commercial center revved up again; its noted educational institutions reopened their doors; trolley tours crowded with tourists cruised through the city’s busy thoroughfares; The Boston harbor and other city landmarks were immediately accessible. Games resumed play at the city’s stadia. Boston is carrying on with what it does best – celebrating its history and culture. The immediate resumption of commercial activity is the economic oxygen of a city, and is often the most authoritative indicator of a resilient Boston brand.”

Boston’s Sports Brand

The annual Boston marathon is just one manifestation of Boston’s superb sports brand. In addition to being a city of commerce, music, arts, history and fine education, Boston has also built itself up as a domestic sports hub, and a genuine American sporting center. Home to the famous Boston Red Sox, Boston Bruins and Boston Celtics sports teams, sports have always been an integral part of the Boston spirit and central to Boston’s brand.

photo credit: goddam via photopin cc

photo credit: goddam via photopin cc

Immediately after the marathon bombing, the Red Sox played their first game wearing sports jerseys that read ‘Boston’ instead of ‘Red Sox’. The Bruins wore local police caps during their pregame skate and the Celtics offered a “Boston Stands as One” T-shirt and are giving 100% of the proceeds to The One Fund in Boston.

The spirit of fellowship with Boston from sports clubs and fans that emerged throughout the city of Boston and throughout the nation and across the world was notable. In the days following the tragedy, marathons were run in England and Germany where runners wore black ribbons or armbands with the slogan “Run For Boston.”

Boston Moving Forward

After the most tragic event in its modern history, Boston is moving forward.  Although tragedy tarnished her first marathon, student Melissa Pennington and her father are planning to run in the Boston 2014 Marathon. Every year, for as long as she could remember, Melissa had been waiting at the finish line for her father, who had run in 22 Boston Marathons. This year, warned about the bombings at the finish line, Melissa and her father ran through the back streets of Boston to avoid public areas in case of another attack. After sitting on the steps of strangers – cold, exhausted and without phone contact for hours – Melissa and her father finally got in touch with family.

“The city of Boston is full of heart. We have heart for our sports teams, our history, our neighbors, and that heart has just gotten bigger. The amount of support, and love that has come out of this tragedy, it’s unbelievable and makes me so proud to be from Boston.” Pennington said.

Shane Olesen, another Boston native said, “Boston has always been strong. We are the birthplace of America. This event has simply awoken all of Boston and has reignited the flame that drives us to keep moving forward and to fight another day.”

On Boston’s recovery, Dr. Hume Johnson said, “Boston has a famous, strong and enduring brand built on the city’s illustrious history, vibrant culture and the spirit and grit of the city’s inhabitants. It is this fighting spirit of the people of Boston and the city’s engagement in myriad activities and events that best communicates Brand Boston post bombing and which truly defines Boston going forward.” ω

Sabrina Caserta is a writer. She lives in Bronx, New York. Contact her by email, or Twitter 

Dr Hume Johnson is a PR and brand expert specialising in place branding, and founder of the Re-Imagine Jamaica Project. Follow her on  Twitter.

Will the European Union 2020 Strategy Bring New Opportunities for Place Branding Projects?

P0103670011By Eduardo Oliveira

Setting the context

Some time ago I wrote my own thoughts about the European Union 2020 Strategy and its implications for the practice of place branding. This is my follow up of the ideas I shared. There are various interconnected reasons that motivated me to keep exploring the European Union (EU) policy and place branding, which I will now explore here.

Firstly, the European Union opened the formal talks on the European Union budget for the coming seven years (2014-2020) on a meeting on Monday evening (May 6) between the European Commission President José Manuel Barroso, the European Parliament President Martin Schulz and Taoiseach Enda Kenny for the Irish Presidency of the Council. The proposal for the next multiannual financial framework is a step forward to operationalise or to deliver a budget for the Europe 2020 strategy (EU 2020). The cohesion policy and territorial cooperation remain key vectors of the coming financial package for the European Member States and their regions.

Secondly, it is fundamentally important to underline that place branding is a highly political process, where the Place Branding Organizations (PBO), if any, aim to coordinate their actions to achieve not only economic objectives but also political and social goals. So, when designing a place branding strategy, PBO’s should examine what is going on in terms of economic and social dimensions to gain a deeper understanding of current policies at national and supra national level, such as EU level.

Place branding can provide a useful basis for strategic thinking in place development in economic, social, cultural or any other terms. But place branding needs a budget to become truly effective. In contemporary society, with the lack of resources, including financial means, it is necessary to develop the best strategies to find solutions for current challenges, such as unemployment, and economic imbalances.

Place branding could play a determinant role. This role will be enhanced if also supported by common participation, joint programmes and the integration in suitable European development programmes in cooperation with other places/EU regions. A place brand can be developed through cooperation, shared vision and entrepreneurship networks.

From my point of view, the EU Commission proposals for the Multiannual Financial Framework 2014-2020 seems to give a strong step for territorial cooperation and cross-border entrepreneurship. Finally, my desire as a place branding researcher is not only to contribute to the literature on the topic but to create open discussions around the practice of place branding, which I see as essential for effective theoretical development.

Delivering the European Union 2020 strategy

symbolique de la poignée de mains sur fond de Drapeau européenThe Europe 2020 strategy defines priorities designed to help the EU and Member States to deliver high levels of employment, productivity and social cohesion. The strategy consists of five ambitious key sectors: employment, innovation, education, social inclusion and climate/energy. The goals are to be reached by 2020. Territorial cohesion is a core subject of the 2020 strategy agenda, therefore the 2014-2020 EU budget proposal is part of the cohesion policy package for that period.

The European Union cohesion policy is the main investment instrument to support the EU priorities underpinned by the Europe 2020 strategy, by focusing on the countries and regions where needs are greater. The European Territorial Cooperation is one of the goals of the cohesion policy and provides a framework for implementation of joint actions and policy exchanges between national, regional and local actors from different Member States. The EU argument is that to address the current cross-boundary challenges, joint co-operative action is required at the appropriate territorial level.

Place branding can be, and has successfully been used as at least part of policies aimed at furthering fundamental economic restructuring, attempting to increase social inclusion and cohesion, political engagement and participation, to reinforce place identity and the well-being of citizens. That means a window of opportunity for place branding projects may gain new momentum under the EU Multiannual Financial Framework 2014-2020.

But I wonder, is there institutional background for developing joint place branding strategies? Can we design transboundary place branding programmes?

European Territorial Cooperation and place branding in practice

The European Territorial Cooperation aims to better operationalise the cohesion policy of the EU and to reinforce the cooperation between regions of the European Union (NUTS 3). The proposal for regulation of the European Parliament and of the Council on specific provisions to the European Territorial Cooperation goal states that transboundary problems can most effectively be solved with cooperation and transnational actions by providing  an effective mechanism for sharing good practice, enhancing competitiveness and to support growth and employment.

For me, the discourse is unquestionable, but I still have some doubts after analysing the document. Which strategies to implement? Can place branding strategy be effective in this way?

In place branding research, words such as cohesion and cooperation are part of the lexicon and work as objectives of a place branding strategy, in parallel with the desire of  economic prosperity. This aims to improve quality of life for citizens and to enhance the overall attractiveness of the place, advancing tourism and industry as a result.

In this respect, the new EU financial framework 2014-2020 encourages cooperation between regions, in addition to special cross-border cooperation, and opens up opportunities for projects, perhaps under the labels of tourism and regional development.

It may seem a difficult task to develop common place branding strategies, but they could be articulated between EU regions, with common objectives and therefore receiving a higher budget through EU funding, saving resources by sharing the existing ones.

It seems that likely and desired transboundary initiatives and perhaps a unique place branding strategy for two different regions in two different Member States, it should be possible to establish networks of cooperation which are able to enhance the image and therefore the attractiveness of those two regions and therefore of the two Member States. Several regional entities face a lack of financial support for their projects.

A new EU financial package could bridge that gap, however the EU is clear that partnership between regions and countries would receive greater support, and it is precisely at this point that I highlight the necessity for cross-border strategic thinking in place branding processes.

 

Branding the Golden Ring: Case Study of Kostroma, Russia

place branding

by Oksana Klyuchinskaya

Now that destination branding has become popular worldwide, Russia is trying to catch up. However, the whole thing is seen by many as yet another way of money laundering and/or budget wasting. Russians are traditionally pretty pessimistic about most things that promise time-delayed results. They think their lives are likely to change drastically by then, so why bother?

The place branding industry has just started taking shape in Russia. Those involved in the field are mainly specialists in design and company branding, with an additional sprinkling of passionate amateurs. The main issue they face is strategy building for a destination. According to experts, in order to truly have a strategy and follow it, a city should rely on government, business, or the local community – ideally all three.

But in Russia, city branding is mainly initiated and supported by local governments. On one hand, this ensures necessary budgeting and coverage. On the other hand, though, governors often use city branding to their own political and business advantage, and once the regional head is gone, the branding process is discontinued – or slammed and U- turned by his successor. That said, city managers rarely engage specialists to work out long-term strategies as they need results to be seen (or rather shown off) while they are still in office. The measures they take are often bold, costly yet pointless, such as reviving an airport no-one uses, or trying to drive culture in a region with a programme that includes closing 200 libraries and 300 leisure centres.

Examples of businesspeople who encourage city branding are hardly found in Russia because the branding process requires tight cooperation between competitors, and a feeling of stability; while today, businesses hardly perceive themselves as a community and try to survive. It’s every company for itself.Several places in Russia have movers and shakers that invest time and money into destination branding just for the love of the city. These people often work bottom-up and start by engaging locals into discussions on what makes their hometown unique and what should be done to highlight it. This is a slow process as people often appear skeptical and reluctant. If you start a topic at a city forum and tell people you are writing a city guide, the first response will probably be, “You sure do this rubbish out of boredom – better start a family or, if you won’t, then write about poverty and drinking issues”. However, persistent attempts have proven successful in some regions – yet even there, measures are isolated and mainly driven by the efforts of individuals.

As a result, most destinations in this huge country are still largely unknown outside their immediate vicinities, and cannot benefit from the immense potential many of them have.

Kostroma is an ancient Russian town included in Russia’s Golden Ring, a tourist route first introduced in the 1960s. Back in Soviet times, Kostroma attracted numerous visitors as internal tourism was the only option available for USSR citizens. The city had no need to attract people in any special way, and the infrastructure was limited and low-quality. Still, when the Iron Curtain came down, people discovered places such as Turkey and Egypt that had better facilities, warmer climates, exotic sightseeing and even lower prices due to market competition. Russia’s Golden Ring towns developed a reputation of being outdated, overpriced, comfortless ruins only suitable for low-income seniors. Meanwhile, SMB started to develop as the economy turned to capitalism, and little yet comfortable hotels and restaurants opened in Kostroma, transforming the place into a nice surprise for visitors. Local farmers tried to capitalise on the Soviet-time fame of local cheeses and beef, and even discovered marble meat in Kostroma-bred cows. Russian Orthodox Church supported restoration of the old churches and turned local monasteries into blossoming gardens.

place branding

As a result of the recent economic recession and following the events of the Arab Spring, some Russians turned back to internal tourism and were happy to find proper infrastructure in Kostroma. Nowadays, the tourist traffic in the town is slowly growing year on year. But still, the town faces a number of problems.

The previous Governor of Kostroma Region was a typical attention-seeker who initiated film festivals and Faberge exhibitions in Kostroma but left the economy exhausted and aggravated many problems. Branding-wise, he introduced a logo and a slogan that were lame and obviously imitated those of Putin’s party the Governor tried to please.

The current Governor now tries to make up for all the problems at once and chooses to restrict any culture-oriented costs. Thus, the town has hardly any celebrations planned for the Romanov Dynasty 400th Jubilee coming this year, an event that Kostroma played an important role in, and that could bring IMMENSE tourist traffic to the town. This swinging approach does absolutely no good to a town that is very rich in historical heritage.

It is clear that Kostroma lacks the necessary vision of the city brand. It also lacks local support, as the Governors’ policy is so misleading and the visitors do not directly influence the lives of many local people. The city’s businesses struggle all on their own but receive no support from the community or authorities. The spotty, sketchy approach is well illustrated by public transport stops in the city centre that feature posters divided in 16 squares called ‘Our Touristic Brands’. The ‘brands’ are pictures of different sights in Kostroma and region, chosen with no logic or order. Some of those have good coverage and access while others are neglected.

Here are several suggestions for proper Kostroma branding:
1. Kostroma’s roads perfectly match the famous saying, Russia has two problems, roads and fools. To encourage individual tourism, motorways, railroads, and region-wide helicopter routes must be optimised, developed, and well cared for. The region is pretty big (about a Switzerland and a half) and covered in thick undisturbed forests where little beautiful towns are scattered, some of them about 900 years old. All the towns (that the region can also benefit a lot from) need to be easily accessed from Kostroma and surrounding regions despite the swampy soils and tight freeze-thaw conditions. Kostroma stands on the Volga, and water tourism infrastructure should be seen as a priority.

2. The government should not merely rely on SMB but should support it by maintaining stability within the region and initiating new tourism projects while keeping an eye on monopolies arising. This would bring more logic to tourism evolving throughout the region.

3. A balance should be kept between old and new, local and global, public and commercial. Today, we see projects to transform unique 18th century shopping arcades into ultramodern malls, which include total restructuring of the place and destruction of most of the actual buildings. This is unacceptable and frightening. Instead, we should make good use of the old constructions, but only together with archaeologists and historians. The town’s cosy, relaxed, 19th century atmosphere should be preserved by all means.

4. A committee should be formed to work out a long-term strategy for the town branding, featuring all stakeholders, e.g. government, local community (bloggers and other opinion leaders), hospitality, museum professionals, environmentalists, and industry. Tourism is not the only thing that can interest visitors. Kostroma has the largest college-per-person ratio in Russia, a strong cultural background, and industrial legacy/potential.

5. A customer-oriented approach should be encouraged in the hospitality industry as well in the whole of city management. The system of public transport is leftover from Soviet times and is not efficient enough today, meaning many hotels, sights, and museums are tricky to reach. Hotels, however warm in greeting guests, do not have free-of-charge town maps and are not proactive in offering extra services like excursions, shops, or places to eat. Best practices and international standards should be promoted, and training sessions should be held. The town should be as comfortable and inspirational for both citizens and visitors as possible.

6. Awareness of Kostroma should be promoted in Russia and internationally, using a tight-knit vision, SMART goals, and clearly defined identity. Kostroma is a town Russia should be proud of!

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Did Qatar’s Brand Management Concerns Spell Release for Dorje Gurung?

place branding

Dorje Gurung, from Nepal, a chemistry teacher at one of Qatar’s leading schools, Qatar Academy, arrived home in Kathmandu today after spending 10 days in a Doha jail following accusations of ‘insulting Islam’.

The veteran teacher, who has lived and worked all over the world in places such as Azerbaijan, Saigon, the UK and the US, was arrested last week after one of his students alleged Gurung had ‘insulted Islam’. According to several colleagues at Qatar Academy, Gurung often encountered students who challenged his authority because he was ‘just a Nepalese’.

The story of the incident goes like this. One day at Qatar Academy, Dorje Gurung got into an argument with some 12 year old Qatari students. During the argument, in which the boys poked their fingers in Gurung’s ears while taunting him for being Nepalese, Gurung eventually responded by asking them a hypothetical question along the lines of, “how would you like to be negatively stereotyped, i.e. what if I said all Arabs were terrorists?” The children immediately reported Gurung’s remark to their powerful parents. That was when it got blown out of all proportion. Dorje Gurung soon found himself not only fired from his job, but arrested and jailed on charges of insulting Islam, a criminal offence in Qatar.

Local online media channel Doha News soon got hold of Gurung’s story, and the public outcry that followed led to a major campaign on Change.org that amassed over 13,000 signatures from 168 countries. Several international news sources, such as the Washington Post, also picked up the story. It soon became clear that most of the international community considered this incident unjust, and weren’t going to let it go without a battle.

Then suddenly, just as public sentiment was gaining greater traction, all charges were dropped and Dorje Gurung was released not just from jail, but also from Qatar (every foreigner working in Qatar requires employer permission to leave the country).

Angela Onwuachi-Willig, law professor and Dorje Gurung’s former classmate, helped start a legal defense for him that fortunately was not needed. Onwuachi-Willig hired Qatar’s top lawyer, Dr Najeeb Al-Nuaimi, to lead the case for Gurung. Onwuachi-Wilig commented that “Qatar has cultivated a reputation as a modern nation”, and she “was hopeful that the leaders there would be concerned about the image of the country if this were to go further.”

So did someone in power notice the growing international outrage at this incident and considering the risk to Qatar’s ‘tolerant’ reputation, decide it was safer to let Gurung go free? If so, then the story of Dorje Gurung clearly illustrates the inextricable links between digital media, public opinion and national reputation management. It also highlights the indisputable fact that image and reputation are of vital importance for all countries in our globalised and closely interconnected world.

 

 

 

From Tiger to Tech Hub: Talking Brand Ireland with John Dennehy

ImageJohn Dennehy is CEO of Zartis.com, a recruitment marketing and software company based in Ireland. The company runs regional branding initiatives to attract skilled professionals. These include Make IT in Ireland, and Make IT in Cork. Previously John was co-founder of Upstart Games a developer and publisher of mobile games. With offices in Tokyo, LA and Dublin it was acquired in Nov 2006. The company developed games for US media groups including Disney and Sony Pictures. John has a BA in Communications from Dublin City University and a postgrad in Journalism from Rhodes University, South Africa.

Connect with John:

Twitter

LinkedIn

Zartis website

PB: Hi John, thanks for taking the time to talk with PlacesBrands. 

We first got in contact because of the initiative you’re currently running to attract new tech and ICT talent into Ireland, makeITinireland.com. As well attracting top-notch tech talent to Ireland, this project is also contributing to ongoing efforts to develop an international perception of Ireland as an ICT and tech hub.

So how did the Make IT in Ireland and Make IT in Cork projects come into being, and what do you hope to achieve through them?

JD: The objective of both projects is the same: to create an abundance of digital and multi-lingual skills in Ireland. One is a regional initiative, the other operates at a national level.

We started working on Make IT in Cork last year. A group of tech companies got together to look at ways in which they could work together to promote the tech cluster in Cork to an external audience of potential employees. We were introduced to the group and worked on the plan that became Make IT in Cork.

Later last year we were introduced to a group of leading companies in Dublin looking at the same issue but at a national level. This prompted the launch of Make IT in Ireland in January of this year. The project is 100% funded by the companies involved with no state support.

PB: Governments in general are wising up and gaining interest in projects that have the potential to improve their nation’s image. How has the Irish government reacted to Make IT in Ireland?

JD: Make IT in Cork has got great support from stakeholders at local government level. So far there has been no support for Make IT in Ireland. It’s important to show that there is genuine demand for this project from industry before approaching government agencies. We’re close to that point now.

PB: What in particular about Ireland makes it such a strong choice for an ICT and tech destination?

JD: IDA Ireland, an agency responsible for attracting foreign direct investment, made a strategic decision to focus on ICT companies many years ago. That strategy was hugely successful. The early wave of arrivals included tech companies like Intel and Microsoft. Next came a wave of social media companies including Google, Facebook, LinkedIn and Twitter. Now we’re seeing a new phase of high growth companies like of indeed.com, HubSpot and Marketo landing in the country.

There are tax advantages to locating in Ireland. But that’s overplayed as a reason. The primary reason a large tech company will locate in any area is because of the availability of talent. If a region has the talent everything else will follow. Right now, Ireland has the talent. What we have to do is ensure that remains the case.

The population is young, well educated and English speaking. We’ve also benefitted from a huge influx of skilled and multilingual talent over the past decade. It’s a virtuous circle. Companies attract the talent and the talent attracts the companies.

PB: If I was a tech professional considering relocating to Dublin to find work, which features of the city (and Ireland overall) would be most likely to lure me there? 

JD: We survey hundreds of professionals who moved to Ireland to find out the answer to that question. Most professional migrants came because of a job. Most of them stay because of the people. It’s the answer we consistently got: we like Dublin because of the people. Over the past decade the number of non-nationals in Ireland has more than doubled. There’s a really interesting influx of people and cultures that are mingling with the traditional Irish culture to create a melting pot of sorts. It’s ironic because Ireland has always been a country associated with massive migration.

PB: Ireland already plays host to some of the world’s major tech giants, such as Google, Microsoft, and Facebook. The presence in itself of these names must be a strong ‘pull’ factor for potential new talent. What kind of reactions has your project received from the tech industry in Ireland?

JD: We’ve got fantastic support from the tech companies in Ireland. All of the ones you mention are sponsors of Make IT in Ireland. They definitely pull talent into the country. Although they’re tech companies, not all of the positions are in software development. If a multinational sets up its European HQ in Ireland they’re going to need business analysts, supply chain experts, online advertising, customer support, sales and technical support. They’re also going to need to fill a lot of multilingual positions. This creates an opportunity for somebody with native language skills to get a job in the tech sector in Ireland that they might not have been able to get in their home country. Some will only stay for a year or two and return with experiences, both professional and social, that will stand to them for a long time. 

PB: Social media is a powerful tool for branding, and an important part of your project. I noticed you’ve been getting some great coverage from bloggers and tweeps with huge numbers of followers. How did you make this happen? And tell us about any other ways you’ve been using social media for the project.

JD: Many of the companies we work own the major social media channels. Having Twitter, Facebook and Google onboard is a big plus. All of the people we’re trying to reach consume a lot of their news and content through social media channels. It’s a great way for us to reach them.

We’ve had great experiences in some areas. One of our developers is based in Spain. He contacted some bloggers in Madrid about what we’re doing. The message spread like wildfire on Twitter which was fantastic. A lot of the interest was in a tech map we built of Ireland showing all the tech companies in Ireland. It’s online at http://makeitinireland.com/tech-map/

PB: How would you rate Ireland’s current nation brand value? What do you think springs to mind when people hear Ireland mentioned? And if you had it your way, what would these associations be?

JD: Like any brand identity Ireland’s has gone through numerous changes in the past thirty years. The country suffered some reputational damage in recent years as a consequence of the banking and property sectors. If you ask a 23 year old in Berlin what they think of Ireland I’m sure their impression has been affected by the negative economic news over the past 5 years. Ireland has endured other, and much greater, challenges in the past and has pulled through.

There is still huge growth in Ireland’s tech sector. I’d like to see that communicated. The government has made it clear that it wants Ireland to be the best country in the world for the availability of digital skills. I think that’s a fantastic ambition and believe it can be achieved.

PB: What challenges have you encountered while running the Make IT in Ireland project?

JD: To make the project work three things have to happen. Firstly, we have to do a good job in communicating the message to the right audience. Secondly, companies have to get behind the initiative. And finally, state agencies have to get involved. If any of these three things fails then the project will not work. Getting all three to work on a limited budget is a big challenge.

PB: What would you say is the project’s biggest achievement to date?

JD: The biggest achievement to date is that some of the best companies in the world have thrown their weight behind this and are working together on it. The odds on the project getting launched in the first place were pretty slim. I think it’s a great reflection on the ability of people in a sector that compete in many ways to actually sit down on work together for the greater good of all.

PB: And finally John, what’s your vision for the future of ‘Brand Ireland’? 

JD: What we’re trying to do is specially promote the tech sector. Most tech companies already understand the benefits of locating in Ireland. The IDA has done a fantastic job over the past 20 years of communicating the benefits and attracting companies. I would love to see a strategy in place over the next decade that communicates the advantages of Ireland to the knowledge workers of the world, the human capital that drives innovation and growth. 

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