City Marketing of Bordeaux - Case Study Example

City Marketing of Bordeaux

Overview

City marketing is becoming an important concept in the modern day. Particularly, different cities represent the powerhouses of the tourism and hospitality industry. The cities serve as cultural hubs with varied assets and tourist attractions. As a result, there is a salient need for each city to market itself effectively. City marketing is comprised of market-oriented as well as well-ordinated activities whose major purpose is to register an improvement in the real quality of ICT (Healey 2011). Moreover, the coordinated set of activities also seeks to communicate the quality of the city with a diverse range of target audiences. Evidently, the need to create a unique city brand is becoming evident. Although cities do not represent products or services, there is a need for packaging the city into a recognizable brand.

The development of a city brand seeks to highlight its desirability as a habitable place for the current residents as well as other interested individuals. Moreover, the city brand should also depict the urban business desirability of the city encouraging potential investors. The different activities that make up city marketing seek to establish a recognizable brand and manage it effectively (Judd 2003). Without a doubt, brand creation is only the first step in marketing. There must be efforts designed to maintain the created brand. Experts highlight that city marketing seeks to enhance the value of a city brand. Effective city marketing establishes a remarkable relationship between the people and the city image. City marketing relies on a sustainable communicative strategy (Law 2002). Without an effective strategy, it may prove extremely difficult to develop a remarkable city brand. City marketing and branding makes a specific city distinct from other tourist destinations. With such a distinction, more tourists and investors are likely to exhibit interest in the city.

In the European region, city marketing has become very popular. Many countries are focusing on packaging their cities into recognizable brands so that they can compete effectively with other cities in the region. The European market is highly competitive, and only cities that can reinvent themselves and enhance their quality will be preferred destinations in the region (Kolb 2006). The tourism sector is very dynamic, and customer expectations change often. City marketing should consider the emerging needs and expectations of different target groups. Unlike the marketing of products, it is more involving to market a city because there is a need to consider the interests of the different target groups. The French city of Bordeaux has been a leading tourist destination in Europe (Smith 2012). Particularly, France has made remarkable efforts in city marketing. The government has introduced a framework that makes it easier to create a city brand and enhances the popularity of the brand image. Particularly, the fact that the government promotes decentralization and that municipalities have much more power opens up more opportunities for intensive city marketing.

Bordeaux has a reputation for being a central point that allows tourists to experience a great variety of French wines. Scholars have described Bordeaux as being a cultural centre. Visitors to the city have an opportunity to experience the French culture and experiment with the wide varieties of wines (Kavaratzis 2004). However, the wines are not the only asset in Bordeaux. There are many tourist attractions available in Bordeaux that should form part of the city brand. Despite its numerous assets, Bordeaux has registered a decline in the number of visitors in the recent few years. It is apparent that the development of an intervention strategy should allow Bordeaux to develop a more recognizable city brand (Navarro & Martinez-Martinez 2011). Currently, the city is facing certain challenges in its effort to reinvent itself and repackage its brand name to highlight its outstanding strengths. In the next section, there will be a detailed analysis of the challenges that the city is facing in its efforts to package a remarkable tourist brand.

Issues that Bordeaux is facing in Reinventing and Marketing itself onto the European and World Stage to Tourism

Evidently, many European cities have exhibited the need to present a positive image regarding their economic development and other cultural assets to the external environment. Particularly, the cities are trying to develop a brand recognizable in the European market as well as on the world tourism platform. The cities have embraced promotional programs with the core objective of creating awareness of the city brand (Landry 2006). It is imperative for a city to carry out an effective advertisement with the aspirations of reaching a diverse audience so that it can attract potential investors and tourists. However, it is impossible to carry out successful city marketing without developing effective networks within the city. Cities need to establish knowledge networks before they focus on advertising (Landry 2008). The creation of knowledge networks allows cities to identify critical problems that they face as well as identify emerging opportunities.

The knowledge networks comprise of human capital and infrastructure. The creation of city knowledge networks can promote a measure of sustainability. In the case of Bordeaux, there is an evident lack of knowledge networks a factor that makes it difficult to carry out successful city marketing (Maitland & Ritche 2009). Without a doubt, the Bordeaux city is yet to establish powerful knowledge networks that can help the city recognize the existing problems and focus on exploiting new opportunities. The municipality leading the city is yet to develop the required networks that promote knowledge sharing (Clarke 2003). Particularly, a knowledge city is one that carries out the creation of knowledge, sharing, evaluation, renewal, as well as updating. There is a salient need for Bordeaux to become a knowledge city so that it can understand how to carry out effective interactions with other cities.

Bordeaux is also facing a major challenge in its efforts to promote sustainability alongside its city marketing efforts. The issue of sustainability in the tourism industry has received much emphasis in the recent past. Many entities in the tourism industry have developed sustainable development objectives (Boddy & Parkinson 2004). The struggle for Bordeaux to promote urban sustainability has been clear over the years. The city has been trying to build a strong position for itself in matters related to urban development. Achieving sustainability is a separate entity from being able to convince potential tourists that a certain city is sustainable. City marketing efforts need to place emphasis on the level of sustainability that the city has achieved (Hallyar, Griffin, & Edwards 2008). Bordeaux has not yet integrated city marketing and sustainability. Without sustainability, it is impossible to maintain the city brand. City brands that are not sustainable will not last long in the market. The European market expects all entities in the tourism industry to demonstrate that they have an undying commitment to achieve sustainability. Bordeaux is yet to figure out how it can integrate its city marketing efforts and the promotion of sustainability.

Experts in city marketing have highlighted that place marketing forms the basis of creating a successful city brand. The first step in place marketing is usually the diagnostic phase. The phase involves the successful identification and management of the territory, its specific offers, and assets, as well as its identified demand (Gascó & Torres-Coronas 2009). In the case of Bordeaux, it emerges that the diagnostic phase did not take place appropriately. The focus has been on wine, and tourist and stakeholders have given little attention to the city’s other assets. Notably, tourists and investors will only come to the city if they have the conviction that it has more to offer than the wine experiments (Tross 2007). It is true that the diverse variety of wines in Bordeaux is a major attraction that represents the French wine culture. However, there is a salient need for the city leaders to identify and manage its other assets. It is clear that Bordeaux has not given attention to other intriguing assets that are likely to attract tourists (Kavaratzis 2008). As a result, it is time for the city to undertake a thorough diagnostic phase using relevant qualitative and quantitative techniques to identify all its assets and develop strategies for managing them.

Notably, other cities around the globe that are recognized tourist destinations have a specific vision and strategic positioning. After carrying out the diagnostic phase, such cities take the time to identify all the stakeholders involved and their expectations. Most importantly, the identification of the different perceptions exhibited by stakeholders is of critical importance when developing an effective strategy (Smith 2012). Before carrying out the development of strategies, a city should identify the experience of the different stakeholders in the city. Urban places affect all the residents living in the place, but different ways. Bordeaux needs to identify a specific vision and carry out strategic positioning (Hallyar, Griffin, & Edwards 2008). Currently, Bordeaux lacks an inclusive vision that reflects where the city wants to be in the future. The vision should highlight the city’s ambitions to become a leader in the European market as well as a recognizable player on the world stage.

Bordeaux has focused on only a few stakeholders. A fact worth noting is that many cities face a similar challenge. Instead of giving attention to all the target audiences involved, many cities seem to narrow down their focus to a single specific stakeholder. Bordeaux only gives attention to tourists interested in its rich wine culture. However, a city has a diverse range of stakeholders, and the specified vision should reflect the expectations of all the stakeholders. If the vision involves the expectations of all the stakeholders, then Bordeaux will be in a better position to attract tourists from different regions. Failure to identify all the stakeholders and their expectations only serves to create barriers in the branding process.

Failures of Bordeaux to consider all the stakeholders and their perceptions have made it difficult to enhance the quality of the city. Evidently, developing a remarkable city brand involves a collection of impressions exhibited by residents, stakeholders, investors, and tourists. For this reason, the development of a remarkable Bordeaux brand should reflect the impressions of all these parties. Without a doubt, the city is yet to achieve such an inclusive city brand. Currently, the existing brand for Bordeaux does not promote a sense of attachment from all the stakeholders. The need to make a city brand inclusive is significant because it enables different stakeholders to associate with the city (Gascó & Torres-Coronas 2009). In the case of tourists, they are likely to consider the city brand. If the brand does not represent the impressions of different stakeholders, some tourists may feel left out. The major disadvantage of failing to give attention to different stakeholders when developing a city brand is that the created brand does not reflect a place. According to experts, cities do not have consistency in value, quality, and identity (Hallyar, Griffin, & Edwards 2008). However, the branding of cities has its basis on a network of several organizations. Bordeaux has not been able to crack down the complexities involved in city marketing. It is yet to integrate its cultural sector and business societies in the creation of its brand. Currently, the city’s brand has been focusing on the wine business societies giving little attention to its diverse cultural sector.

Bordeaux has not been able to register effective brand awareness. The primary reason for such failure is that tourists do not recognize the uniqueness of the Bordeaux brand. Successful cities in the European market have created a detailed website that allows potential tourists to learn about the assets and tourist attractions they have. Bordeaux is yet to develop a website that connects the city to potential tourists and investors from all over the globe (Ashworth & Kavaratzis 2010). Particularly, an interactive website can allow Bordeaux to create brand popularity and increase brand awareness. On the world stage of the tourism industry, creating brand awareness is of significant importance. Failure to create brand awareness leads to a decline in sales. As a result, Bordeaux has not been registering the expected sales because of the limited brand awareness.

The city requires a detailed website that highlights all the unique features that may attract different tourists. Potential tourists should be able to recognize the uniqueness of Bordeaux as a distinct tourist destination in Europe. Bordeaux has been making efforts to increase its popularity. However, it has not yet recognized the potential of a good website. Experts have highlighted that having a good website is a remarkable tool for any business. Particularly, having a website with reliable content, ease of navigation, and the potential to interact with interested visitors can help in city marketing (Tross 2007). Bordeaux is yet to develop online tools with such features. It may be impossible for the city to create brand awareness if it does not take the initiative of developing an interactive website.

Effective city marketing involves the creation of reliable media relations. Cities should develop a proactive approach to ensuring that they create a positive media image concerning the city. Successful media relations ensures that a city a positive reputation irrespective of any available negative aspects highlighted by the media. Bordeaux has not established successful media relations. Currently, the city does not have any reliable content highlighted in the media that can promote a positive image. Residents and potential tourists need to interact with different media contents so that they can fully recognize the positivity of the Bordeaux image (Kavaratzis 2004). The leaders responsible for inventing the Bordeaux city need to ensure that they utilize various media forms to create the expected brand awareness. There are numerous business journals and other platforms used by players in the tourism industry to create awareness (Tross 2007). As a result, the city should ensure that it has a rigorous public relations department that promotes brand awareness. All the progressive services or the advancement of the city’s brand should receive attention from the leaders and appear in various media forms.

According to experts, an effective city marketing mix should comprise of the place, promotion, price, product and services, governance, cooperation, lobbying, public opinion, political power, loyalty and retention, and boosting attractiveness. Bordeaux’s marketing mix lacks some of these critical elements. For example, the city’s marketing mix does not enhance governance. A marketing mix that promotes governance can convince tourists and investors that the city has the potential to create effective policies (Ashworth & Kavaratzis 2010). If city marketing is to be effective, it has to give attention to all the elements mentioned above when developing the marketing mix. Integrating the elements of marketing in the creation of a marketing mix is a challenge for many cities. Bordeaux is facing such a challenge because bringing together all these elements is not an easy task. The integration of these elements is the most important aspect of place marketing.

A critical analysis of Bordeaux reveals that it does not carry out effective advertisements. The advertisement is of critical importance in city marketing because it ensures that potential tourists are aware of the existing offers from the city. If Bordeaux is to become a leader in the European market and become a recognized player on the world stage of tourism, then it must invest more in the advertisement. The effective advertisement will ensure that the global audience is aware of what it offers as a tourist destination. The city’s current investment on the advertisement is quite limited (Ashworth & Kavaratzis 2010). The city’s failure to invest a remarkable amount of its revenue in advertising has only served to reduce the number of tourists that it can receive annually. There is a need for Bordeaux to commit itself to intensive advertising so that it can increase its revenue from tourism. In the tourism industry, rigorous advertising is a characteristic of the leading players. For this reason, Bordeaux needs to do more in this sector if it is to ensure that it becomes a recognized brand.

A close analysis of Bordeaux’s city marketing efforts reveals that the city is yet to establish open communication channels between the local authorities and the tourists. Particularly, investors, tourists, and urban dwellers do not have an opportunity to give their feedback to the city. Feedback systems are important because they can help the city gain a deeper understanding of the level of tourist satisfaction as well as their emerging needs. In other cases, feedback systems may motivate potential tourists who want to have a similar experience as that described in the feedback (Ashworth & Kavaratzis 2010). Creating feedback systems is not an easy task. However, the local authorities in charge of Bordeaux need to ensure that the city can collect feedback from different stakeholders and be able to develop effective strategies. Without feedback systems, it is difficult for Bordeaux to determine how visitors view its different assets.

In an effort to make itself a premium destination because of its diverse variety of wines, Bordeaux increased wine prices. Increasing prices may have a negative effect on the number of tourists or investors. Particularly, many visitors have a profound interest in the wine industry. If prices are high, such visitors may choose other destinations. There is a salient need for Bordeaux to consider lowering the prices as a strategy of attracting more visitors (Heeley 2015). If it increases prices, it may eventually drive itself out of the market. As highlighted above, pricing is of critical importance when developing the marketing mix in city marketing. Although premium prices may signify the premium value associated with the brand, they may also discourage potential visitors compromising the percentage of sales.

Bordeaux’s City Marketing Strategy and Communications Plan

Vision of Bordeaux City

Bordeaux city is a recognized wine capital of the world that has registered a remarkable transformation into an urban area. Currently, the city has exhibited efforts of providing visitors with an exemplary wine experience, a diverse cultural experience, as well as a connection to nature. As a result, Bordeaux promises that every visit to the city will translate to remarkable Bordeaux moments. The city has rich cultural and business activities and is a leading hub for tourism in France (Heeley 2015). The city hopes to become the leading tourist destination in Europe by providing visitors with unforgettable experiences. The people of Bordeaux have a South Western spirit that is highly infectious and makes visitors want to come back to the city.

Mission of Bordeaux City

Bordeaux city seeks to increase the number of visits to the city per year by diversifying the number of interesting experiences that can attract visitors. The city will carry out a rigorous promotion of its available offerings and experiences with the core objective of increasing awareness. Bordeaux will reinvent its brand with the aspiration of highlighting its numerous tourist attractions alongside the rich wine culture (Heeley 2015). In the next three years, Bordeaux will focus on promoting all the tourist appeals that have the ability to intrigue visitors. Additionally, the city’s marketing efforts will give more attention to the fact that Bordeaux is a world heritage site that will present visitors with an opportunity to experience the French culture.

Marketing Objectives

• Bordeaux city will become a remarkable source of comprehensive content regarding its tourist attractions through different marketing campaigns, social media channels, and the destination website.
• Bordeaux city will share content that reflects its traditional and emerging destination strengths.
• The city seeks to develop a consistent marketing identity renowned across the globe.
• Bordeaux will diversify its communication channels and establish feedback systems, allowing all the stakeholders to participate in the development of the city.
• Bordeaux will expand strategic partnerships that will promote community growth.
• The city will lay out various activities and strategies that can help it to achieve its full potential as a tourist destination.

Communication Objectives

• To inform the community and the region of the strengths of Bordeaux city as a remarkable tourist destination
• To enhance and encourage two-way communication channels. Bordeaux city lacks effective communication channels and there is a need to establish communication channels with feedback systems.
• To drive community participation and engagement through advertising, digital, and social media

Goals

The key goals for the Bordeaux City marketing and communications plan include:

• Reinvent Bordeaux City’s brand identity and diversify it to be relevant to the world stage of the tourism industry.
• Integrate marketing, communication, and public relations activities with the core objective of promoting brand identity and awareness.
• Position the Bordeaux city in a manner that makes it a distinct destination and sets it apart from competitors in the region as well as in the globe. Align Bordeaux city’s identity with the European economic development branding efforts.

Strategic Priorities

Take Control and Manage Bordeaux’s Image

There is a need to bridge the existing gap between the city’s external reputation and its internal reality. Currently, the city has more strengths than the public recognizes. Particularly, the city is renowned as the leading wine capital in the world. However, the globe does not recognize the level of urban development that has taken place in Bordeaux making it a remarkable hub for tourism and business(Nyseth & Viken 2009). The city has become highly vibrant with an increased connection with transportation and infrastructure. Bordeaux has moved from being the European’s best destination to a global tourist destination. However, there is an existing gap between its recognition by the public and its current tourism strengths. It has become a centre of unique foods, especially the South Western cuisines.

Many potential tourists are still unaware of the unique South Western Spirit that they can enjoy in Bordeaux. There is also a need to create awareness of the wine and trade museum in Bordeaux that represents a cultural hub for the city. Its landmark architecture has not received the attention it deserves in the globe (Nyseth & Viken 2009). As a result, there is a need to ensure a high level of accuracy, consistency, and frequency in the city’s internal and external communication efforts. There will be efforts to increase awareness of Bordeaux’s current position as a leading tourist destination. Near-term priorities will include the creation of task forces in the municipality to establish specific initiatives related to Bordeaux’s image. Long-term priorities include the appointment of an advisory council that will spearhead the reinvention of the Bordeaux city brand.

Make Bordeaux City Part of the Dialogue

For a long time, Bordeaux city has not been able to interact with strategic partners and expand awareness of its position in the tourism industry. As a result, short-term priorities include the recruitment of leading Bordeaux business to become brand ambassadors. Particularly, the leading wine businesses have been representing the Bordeaux city brand for a long time. There is a need to diversify the recruited businesses that will serve as brand ambassadors (Heeley 2015). There will be educational programs designed for regional leaders as well as industry partners with a specific focus on Bordeaux’s current positioning and messaging. Near-term priorities will include the facilitation of effective collaboration with key partners with the core objective of bringing together expertise and resources (Nyseth & Viken 2009). For a long time, Bordeaux city has lacked knowledge of networks, and one of the priorities is to leverage partner networks with the aspiration of establishing an effective channel of distributing information. Long-term priorities will include the exploration of mass communication programs with the purpose of increasing brand awareness. The organization of large events and conferences is also a long-term priority.

Invest in Tools with the Greatest Impact

In the past, Bordeaux did not invest in online tools and other techniques that are relevant to the modern day city marketing. As a result, one of the short-term priorities is to update its current assets and tools for engaging with potential customers (Nyseth & Viken 2009). The near-term priority will be the development of an economic development website that will be interactive and that will provide visitors with ease of navigation. Long-term priorities will include an upgrade of the existing assets and tools as well as the launching of online surveys to serve as feedback systems.

Target Audiences

The target audiences represent all the internal and external stakeholders with whom Bordeaux city has an on-going relationship in the marketing outreach efforts (Gerritsen et al. 2014). Particularly, there is a need to prioritize and expand the stakeholders with the core objective of creating a more realistic city brand.

City Residence

These residents include families, retirees, and the current workforce.

Visitors and Seasonal Residents

These include regional, national, and international visitors coming to Bordeaux city.

Stakeholders

The major stakeholders include the elected officials at different levels, city and county staff, as well as community organizations.

Businesses

The wine industry represents one of the most important businesses in the Bordeaux city. However, in the effort to expand the Bordeaux city brand, other industries such as the hospitality industry are of great interest.

Target Audience Messaging

Core Message

Bordeaux city is an established tourist destination in Europe, and it is seeking to become a leading destination on the globe. All the members of the Bordeaux city contribute to the definition of its brand and identity. For a long time, the wine industry has defined the upper hand in identifying Bordeaux city. However, there are emerging strengths in the culinary and hospitality industries that the city’s visitors need to experience (Gerritsen et al. 2014). People view the Bordeaux city brand from a diverse perspective because visitors coming to the city will recognize that it has a lot to offer. Currently, Bordeaux city invites everyone to take advantage of the available opportunities and experience its unique strengths.

Outreach Tools for Target Messaging

• Website and online media
• Industry Press
• Partnerships and networks
• Briefings
• Trade media
• Brochures and fact sheets
• Community educational forums

Suggesting Message to Visitors and Investors

• Outstanding tourist attractions
• Progressive city leadership
• Desirable location for development and investment
• The city’s development into a business hub

Market Awareness

Website Design and Online Tools

Bordeaux city will develop an effective website and numerous online tools for creating market awareness. Its website will provide speed, useful content, and ease of navigation. The city lacks an effective website that can allow it to connect with potential visitors (Smith 2012). For this reason, the development of an effective website will be of critical importance because it will serve as an effective channel of building interest and creating market awareness.

Media Relations

Bordeaux city will establish reliable media relations with the purpose of developing a positive reputation of its current position in the tourism industry (Gerritsen et al. 2014). In the past, the city did not have remarkable media relations.

Events

Bordeaux city will organize events that can help it to show its current strengths and diversify its existing brand (Smith 2012). The events will also serve as a platform for networking with the purpose of developing effective relationships with key partners and other stakeholders.

Advertisement

Bordeaux city will increase its investment in advertisement and utilize various media forms to advertise its tourism strengths. Advertisements will use the following channels.

• Television advertisements
• Print advertisements
• Billboards
• Online advertisements

Three-Year Strategic Marketing Plan

In the next three years, Bordeaux city will embark on a strategic marketing plan that will integrate six core components, namely; brand advertising, events, technology marketing, marketing communications, public relations, and media relations.

Conclusion

As highlighted above, Bordeaux city needs to engage in rigorous city marketing so that it can become a leading destination not only in Europe but also in the world. Bordeaux needs to reinvent its city brand in agreement with the different stakeholders. In the past, the city’s focus has been on the wine industry. However, the city has developed other strengths that are likely to increase the number of visitors. For example, the culinary industry has exhibited growth in the recent past, explaining why there is a need for the city to create awareness of its emerging strengths. The development of a website will allow Bordeaux city to interact with potential visitors to have a remarkable online presence. The city needs to take into consideration all the aspects of place advertising if it is to create a remarkable city brand. It is true that tourists have recognized Bordeaux city in Europe. However, if it is to become a distinct brand, there is a need for more rigorous brand awareness and public relations. The reinvention of the Bordeaux image requires an effective approach that will bridge the gap between its internal reality and its external reputation. The city has more strengths than members of the public have recognized. Through city marketing efforts, it is possible to make the brand recognizable across the globe as a preferred destination offering remarkable experiences.