The Brand of Barcelona - Essay Example

Barcelona City Repositioning

The brand of a city comprises its reputation or the mental connections the city conjures up among its various audiences. The brand of a city has a strong effect on the predisposition of people to everything the city says, proposes or does and turns into a vital component in decision-making. A great city brand involves a fundamental competitive edge (Baker 2012).

Barcelona city has a population of about 1.6 million, it comprises the second largest city in Spain based on population, and it is Catalonia’s capital city (Barcelona.de n.d.). The city significantly contributes to the economy of Spain and is responsible for over 25 percent of the entire exports in Spain. The city has about 5 km of beaches and has a rich cultural heritage and history that spans over 2,000 years. In the past two decades, the city has position itself among the best cities across the globe. People relate it with culture, sport, high quality of life, and creativity. It is among one of the major tourist destinations in the European continent. During the year 2013, the city received about 8 million tourists. It is popular for scientific, corporate, sporting and cultural events as well as congresses. Nevertheless, while the city has a good image as a tourist location,its relation with high quality of life is linked with ideals such as creativity and considered as the hub of innovation by offering quality education, especially based on business schools; its stand as a preferred destination for business is not high. In turn, this is the city's most unsettled problem.

Background

The city has attained great changes in its image since the 1980s. Barcelona has reinvented itself effectively, has strengthened its stand in Europe, and has attracted tourists and global entrepreneurs. The strategy of the city beginning from the 1980s to the 1990s comprised restoration of confidence in the city (Eaude 2008). The city focused on developing visible signs of transformation as well as iconic projects to increase internal confidence and establish external interest. The physical redevelopment of the city began this way. A symbol of that strategy was the 1992 Olympic Games (Ingersoll 2004). The Olympics were important because they marked a turning point for the city in the push for the change and global projection of Barcelona. They created resources, as well as the tremendous energy that such a large challenge unleashed, were catalysts for the change process that the city was planning (Rowe 2006). The games were a good global shop, and they enabled the city to manage and develop with success and creativity such an activity that had numerous features and difficulties. Following the Olympic Games, the city turned into a modern, touristic and cosmopolitan location. Students, professional and tourists from across the globe desired visiting, studying and working in what had turned into a fashionable destination. The change of city continued through creation and innovation of different types of activities and initiatives, which greatly contributed to increasing the attractiveness and awareness of the location.

Repositioning

Following the success of the 1992 Olympics that was unguaranteed and necessitated enormous capacity to deliver, the ambitions of the city broadened beyond physical renewal to a greater value economic growth to turn into an important city in Europe. The Olympics enabled the city to deal with its infrastructure issues as well as to rebuild its global reputation. The use of promotion as well as city branding allowed the city to attract foreign tourism and entrepreneurs, foreign investment and well as to high market sectors of growth, such as media, biotechnology, design and logistics (Oliveira 2015). Barcelona pursued economic diversification by increasing Foreign Direct Investment, competitiveness, new jobs, and entrepreneurship. The city made fundamental attempts in attracting global talent and retaining as well as enlarging its population. Strategies were developed for an economy based on knowledge. In turn, growth and enlargement of the economy necessitated Barcelona to enhance its physical connectivity and working associations with metropolitan area partners. Private players became important partners in the regeneration of the city (Harvey 1989).

However, among the main issues entailed when talking about a city as a brand comprises the real term brand that surfaced from marketing and mostly linked to the business and production environment. Besides, the term is mostly linked with the visual and verbal expressions of an organization, a country or a product, mainly in connection to a promotional or media campaign (Clifton & Ahmad 2009). On the other hand, the intensity of the discussion spills off when talking about the city brand based on its reputation or image since most people understand the significance of a great image for a product, an individual or an organization. A city brand is its image or the mental relationships it creates among its various audiences (Riza, Doratli & Fasli 2012). City brand has the primary effect on the predisposition of people to everything said by the destination; everything the destination proposes or does, as well as turns into an important component in making decisions (Boisen, Terlouw, & van Gorp 2011). A good city brand offers a fundamental competitive edge as it attracts professionals, tourists, events, talents, customers, investments and global organizations. In turn, this creates a great ability to generate jobs and income.

Besides, city branding has to have a tangible and direct effect on the social and economic development of Barcelona as well as the wellbeing of people (Belloso 2011). The implication here is that for the brand of Barcelona to succeed, it cannot rely on the presentation of its image but it ought to be supported by substantive evidence, which the tourist, entrepreneur, professional or the resident will directly or indirectly experience.

The city has managed to create a reputation that draws about 8 million tourists every year. The city is also the main cruise location of the Mediterranean and Europe and is among one of the most favorite cities in the globe for the organization of global business and scientific meetings. In turn, this has compelled numerous students from across the globe desire to come and studies in the city. How has the city manage to do all this? The image of a city comprises the result of a combination of elements and factors, which establishes its unique reputation and the activities and initiatives taken over time by the different private and public actors as well as by its people (Kavaratzis, Warnaby, & Ashworth 2015).

There are a number of reasons for the success of the city. The city has demonstrated consistent entrepreneurial as well as farsighted leadership (Hospers 2008). The city had created a framework of private-public partnership as well as the engagement of the citizens that changes regularly but its fundamental standards have remained the same (Ashworth & Kavaratzis 2009). The city has concentrated on quality that mostly differentiates most cities from each other (Demirbag Kaplan, Yurt, Guneri & Kurtulus 2010). Barcelona has also globalized its reach and its ambitions. The city has worked systematically on the essentials of the economy and some important economic sectors such as bio-medics, tourism, ICT and culture (Zenker & Jacobsen 2015).

Finally, the city regularly evaluates itself and is mostly willing to compare its performance with other great destinations internationally. Another important factor has been its city government. Barcelona’s city council has identified that being governed well and being efficient is vital, particularly in an era of scarce possessions (Anholt 2005). The city government has made significant attempts to renovate and improve its performance, particularly with e-services. City leaders understood that provision of well-run city services is needed but not an adequate rule of city success. The city government has to be a leader and a shaper of the city (Musterd & Kovács 2013). Now, the idea of place shaping is fashionable. The city has shown leadership in developing the type of destination that people internationally as well as domestically desire to live, invest and work in. this has been the key to the success of the city. It is also important to understand that the success of the city comprises the result of its culture, history, values and traditions as well as other factors associated with its geographical location, such as the climate, the sea, Mediterranean lifestyle and gastronomy (Pasquinelli 2010). All of these elements comprise a part of the city's identity and have been combined with other elements to make the city among the most attractive destinations to work, live and study.

New Strategies

However, the city has some unsettled issues that have to be addressed. For instance, the city is greatly known as a tourist location, a location with a high quality of life, and is linked with ideals such as creativity and is considered as a hub for innovation. However, Barcelona’s stand as the preferred business location is not that high, in spite of the suggestions of numerous global rankings. The city has yet to turn into a leader in terms of innovation and creativity, entrepreneurship and economics. The city government together with the private sector has created ‘Barcelona Growth’ that works to position the city as a location of choice for business and talent. However, this necessitates the improvement of different elements, for instance, increased facilities for entrepreneurs, talent and innovation, creators, enhancement of language fluency and connectivity. In turn, this will be important for the creation of quality jobs and the development of opportunities for the youth as well as entrepreneurs and in drawing global talent that mostly seek locations offering excellent opportunities in a motivating setting along with high quality of life (Pryor & Grossbart 2007).

It is important to understand that a city ought to be conceived in a balanced way in order to serve the population through public services as well as an adequate space design as well as draw more tourists, events and visitors (Kavaratzis 2009). Social cohesion, quality of life, services and urban spaces comprise ideals that the city ought not to lose. A city ought to possess a clear vision of the type of city model it desires because brand building, as well as city building, comprise a part of the same issue (De chernatony, Mcdonald & Wallace 2011). Therefore, the city government has to consider the increasing concerns sparked by the success of tourism in specific locations of Barcelona. Such issues run the danger of turning into veritable urban theme parks, which expel residents as well as traditional shops and makes them lose their identity as well as authenticity that are the essence of their appeal to residents and visitors.

Nevertheless, the city has done most changes on the cultural part, such as nightlife, shopping, hotels, as well as recreational and physical facilities. The city has also done much to improve road, air, sea and rail communication. On the other hand, the ability electricity grid is a factor. The city needs affordable housing to retain low-income workers in the city center (Kavaratzis 2009). Besides, the city has to deal with the issues of pollution and congestion if it desires to retain its high quality of life.

In spite of the strength of the city’s higher education bodies, media and ICT clusters, Barcelona’s knowledge base is not being translated into commercial application adequately. As a city, Barcelona is subject to the global economy. Globalization of financial markets, goods and services, international companies, internationalization as well as computerization of economies, the emergence of knowledge as an important factor in productivity, production as well as competitiveness have resulted in a fresh competitiveness economy (Baker 2012). Competitiveness comprises the mechanism of developing and disseminating skills that rely on microeconomic aspects as well as the ability of the region to enhance economic activity (Riza, Doratli & Fasli 2012). Competitiveness comprises an issue of developing a physical, social, technological, institutional and environmental surrounding that is able to attract and promote wealth and create jobs, enhance acting players as well as compete with other schemes. Thus, the city ought to enhance technology commercialization and lift the entrepreneurship activity level.

The city lacks adequate knowledge-based firms that are developed from higher education institutions. The city necessitates an apparent city inclusive innovation scheme with a broad range of current organizations operationalizing a shared agenda. The city can create a competitive edge through creation of effective urban layouts, facilities and infrastructure to promote activities (Baker 2012). Besides, it can establish adequate plans for training, support and marketing organizations for given events.

The city also needs to continue to attract global talent as well as the investment they bring or may attract (Musterd & Kovács 2013). The city needs a plan connected to growth industries in which global talent exists, for instance, digital and creative sectors, research or higher education, technology, advanced services and bioscience.

Furthermore, there is a need to assist firms in enabling them to survive during difficult market conditions. The important thing is to ensure the availability of better premises in a tight commercial property market. There is a possibility of other destinations to tempt companies from Barcelona. Thus, Barcelona requires a strategy to retain businesses for tactically vital companies (Boisen, Terlouw, & van Gorp 2011). The existing range of business development events necessitate improved harmonization as well as well managed private and public joint projects and connection.

As the city will demand more employment services, immigration to the city is going to increase as well as opportunities for employment (De chernatony, Mcdonald & Wallace 2011). In the large metropolitan area, supply of labor will continue to be a factor. In turn, this will require management.

In conclusion, this study has underlined the human capital and skills, innovation, the ability to make strategic decision, the quality of a place as well as connectivity are the main drivers of city brand competitiveness. Barcelona has improved its performance substantially on all the above aspects recently. The city encourages innovation through its higher education institutions and in vital economy sectors, for instance, design, logistics and biomedicine. The city has also made substantial efforts to enhance its skill foundation. Connectivity has been upgraded recently following the modernization and expansion of its metro systems, airport, rail and port. The city is currently better linked. The quality of life of the city is better. After the 1992 summer Olympics, the city has made great attempts in improving urban design, developing a destination that is modern and authentic with roots in its traditional identity and culture. Barcelona has also made enormous attempts in promoting and developing its reputation globally. The city has the ability to make substantial strategic decisions. Regarding the political economy, the city authorities have contributed significantly with a leadership that is of high quality and consistent. The city government has also enhanced private-public collaboration by its process of strategic planning and through different economic development initiatives.

On the other hand, the city has to address an increasing number of social challenges, such as employment management, innovation, skills and knowledge commercialization as well as attraction of vital employers. The effectiveness of any city brand mostly relies on a strong vision of great leaders of the city, as well as its consistent and coherent execution. In turn, this is only possible if a strong dedication to the public and a continued partnership between the private and public players. Branding Barcelona faces a number of challenges that have to be dealt with and resolved. For instance, the city has to establish the way to coordinate the major stakeholders as well as their attempts in promoting and branding the city. Besides, the city has to establish the way to protect as well as to ensure the correct utilization of the brand name of the city. Furthermore, practical challenges also exist, for instance, the way to create a sustainable touristic framework for Barcelona, the way to make Barcelona more attractive as well as welcoming for talented people and for investment, and the way to engage and involve the population with the brand.