Redalyc.From Strategic Planning to City Branding: Some Empirical

PASOS. Revista de Turismo y Patrimonio Cultural ISSN: 1695-7121 [email protected] Universidad de La Laguna España

Rizzi, Paolo; Dioli, Ilaria From Strategic Planning to City Branding: Some Empirical Evidence in Italy PASOS. Revista de Turismo y Patrimonio Cultural, vol. 8, núm. 3, 2010, pp. 39-49 Universidad de La Laguna El Sauzal (Tenerife), España

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Vol. 8 Special Issue págs. 39-49. 2010

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From Strategic Planning to City Branding: Some Empirical Evidence in Italy

Paolo Rizzii Ilaria Dioliii Università Cattolica del Sacro Cuore (Italy)

Abstract: In a globalized world where places compete with each other, the image of the city plays a crucial role to attract tourists and investors, and to make citizens stay with satisfaction and avoid their moving away. By exploring the connections and implications between theory and empirical outcomes of some Italian cities as to its attractiveness for tourists and investors, this paper intends to offer a useful overview both for academicians and practitioners. The purpose is not only to go through the extensive literature on strategic planning place marketing and city branding, but to focus specifically on some Italian cases (Turin, Genoa, Venice, Piacenza), where the application of the above mentioned instruments has provided interesting results to compare.

Keywords: Strategic planning; Place marketing; City branding; Events hosting; Tourism and foreign direct investment attraction.

Resumen: En un mundo global en el que los sitios compiten entre ellos, la imagen de la ciudad juega un papel crucial para atraer turistas e inversores, y para conseguir que los ciudadanos se queden satisfechos y evitar su desplazamiento. A través de la exploración de conexiones e implicaciones entre la teoria y los resultados empíricos obtenidos en varias ciudades italianas en relación a su atractivo para turistas e inversores, este artículo pretende ofrecer una útil visión general para académicos y profesionales. El obje- tivo es no sólo el de revisar la extensa literatura de la planificación estratégica en marketing y el proceso de marca de las ciudades, sino también es el de concentrarse específicamente en algunos casos italianos (Turín, Génova, Venecia y Piacenza), donde la aplicación de los instrumentos mencionados ha propor- cionado resultados interesantes para comparar.

Palabras clave: Planificación estratégica; Marketing de sitios; Marca de ciudades; Patrocinio de even- tos; Atracción de los fondos extranjeros de inversión directos de turismo.

i Director of Laboratory of Local Economy (LEL) at the Università Cattolica del Sacro Cuore – Piacenza; [email protected]. ii Researcher of Laboratory of Local Economy (LEL) at the Università Cattolica del Sacro Cuore – Piacenza; [email protected].

Introduction intangible elements play a crucial role for a successful image renewal. According to a In the contemporary globalized econ- cross-fertilizations of themes, where many omy, cities are in great competition and try different fields of studies combine together, as best they can to attract investments, cities can change their former look, become business, residents and tourists, and to vibrant hubs and thus attract the class improve citizens’ satisfaction. In order to Florida (2000) called “creative”. Nowadays, deal with this competition, which puts un- more than ever, what is really important is der pressure not only enterprises but also no longer the purchase and consumption of territorial areas, they use different tools: goods, but rather the aesthetic consensus strategic plan adoption, place marketing obtained through strategies to create and strategies and city branding actions, as promote a new identity built on symbolic well as event hosting. Where all these ele- dimensions and shared emotions. ments are well managed and governed, the potentials to obtain good results are defi- Strategic Planning and Place Marketing: nitely higher. Triggering the Process Some Italian cases have been chosen to exemplify such practices, tools and tech- In the framework of such complex proc- niques, outlining relevant topics for further esses, urban planning plays an essential research, critical reflections and discus- role through its local actors who define sions about the measurement of relevant visions and lines to change and improve a results and outcomes. In the second part of city. Strategic planning has substituted the this paper, devoted to empirical data, there traditional government approach with gov- is an attempt to evaluate what is described ernance, an instrument to improve com- theoretically in the first part. The cities petitiveness by building a shared perspec- taken into consideration - Turin, Genoa, tive among the local stakeholders on eco- Venice and Piacenza - are different on di- nomic and social levels (Lindblom, 1975; mensions, history and processes under- Friend & Jessop, 1977; Faludi, 1984). Aim- taken, but it is interesting to try to define ing at stimulating and coordinating – ac- among these case studies the ones which cording to a bottom-up framework – the obtained the best results. That is why some city development processes, all actors of the findings have been provided in order to local community are involved in order to compare and evaluate the goals reached in reach a consensus (Bryson, 1988; Houghton terms of attraction of investments and & Counsell, 2004). Strategic plans, charac- tourists, and in relation to the level of resi- terized by medium- and long-term visions dents’ contentment. and grounded on a voluntary basis, have From a methodology point of view, open taken various forms according to the differ- interviews to each case’s operators have ent situations where they were produced been made, local administrators belonging (Perulli, 2004; Borelli, 2005). When it was to the economic and tourism sectors and first adopted – San Francisco was one of development agencies have been contacted the very first American cities to carry it on and met, and existing documents have been between 1982 and 1984 –, strategic plan- analysed (i.e. strategic plans, advertise- ning belonged almost exclusively to big ment campaigns, etc). On a more quantita- metropolitan areas facing a need for inter- tive level, each case has been studied national re-positioning and improving per- through data comparisons in order to esti- formances. In Italy, it has been applied a mate some policies’ effects, mainly through couple of decades after its application in tourism and Foreign Direct Investments other European cities (Barcelona, Lille, (FDI) attraction provided by the Italian Bilbao, Lyon) and it has taken into consid- National Institute of Statistics (the Istat) eration not only large but also middle-size figures. cities. Another aspect that has been pondered In this paper, some interesting Italian on is the weight of creativity on re-thinking cases have been chosen to illustrate the the design of the city. The immaterial and different kinds of planning they have un-

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dergone and the instruments they have an understanding of the total complexity of decided to use according to the overall vi- the place product, such as its geography, sion of every single city. history and local economic system. Place Turin has been one of the first Italian marketing tries to put the basis of this dia- cities to adopt a strategic plan (2000), trig- logue between the local and an essential gering a virtuous process on different lev- international openness and to make supply els. Drawn up in collaboration with both and demand meet. Good place marketing public and private representatives, it out- contributes to create a favourable location lines six strategic guidelines – with objec- to attract capitals, talents and investments, tives and actions – and eighty-four pro- and to limit the risk of “commodification”. jects, aiming especially at integrating the Unlike Turin, Genoa did not really have metropolitan area within the international a strategic plan but started a programme system. Since then, Torino Internazionale shared and coordinated by public actors is the association that has been implement- and private stakeholders, and carried on ing the process. It encompasses a lean precise place marketing actions within the structure with few officers, but with a large whole process. A specific Committee was number of collaborators and many private chaired by the Mayor and included repre- and public partners. Its mission is to pro- sentatives of the Region and Province, the mote strategic planning methods, monitor University, the Chamber of Commerce and its actions, organize specific workshops, the Port Authority. The management in all communicate the plan’s results and en- of its aspects was deferred first to a society courage the citizenship participation. The called Porto Antico, then to an agency mission of the second strategic plan (2005- named Waterfront & Territorio, which be- 2010) is to transform Torino into a knowl- came in 2008 the Urban Lab with the task edge-based society. of monitoring the urban activities and city Being a strategic plan’s instrument, the promotion choices. more successful is place marketing, the Along with the Piedmont city and Milan, better designed is the plan itself. Place Genoa has been for a long time one of the marketing borrows some typical enterprise vertices of the Italian “industrial triangle”. marketing actions (i.e. swot analysis, In spite of its important story (as a Medie- benchmarking, targeting and positioning val naval power that controlled routes from techniques, etc) and applies them to the the Eastern Mediterranean to the Black urban context. According to this idea, Sea, and as an independent Republic) and places, like products, are ideally “sold” to ability to change and survive, the Genoese tourists and investors who become like economy lost competitiveness and collapsed “customers” and choose a place among dif- in the ’80s; many companies closed down ferent options and possibilities. Of course, and the port became more and more obso- places are much more complex than prod- lete. Local authorities and policy makers ucts, as they gather and intertwine compli- understood how crucial was the need to cated symbolic, intangible and historical change and give to the city a new identity, elements that cannot be merely considered assuring and reinforcing the citizens’ self- as mere objects (Ashworth & Voogd, 1995; reliance. They planned to re-establish the Schmitt, 1999). It is not just about selling; past importance of the port in the every- cities deal with their past, their cultural day life of people who weren’t used to con- identity and historical backgrounds, and at sider the port as part of the city because of the same time with their present, while its bad conditions and critical situation. they are striving to gain a cosmopolitan That is when it was decided to re-discover character that nowadays they cannot do Genoa’s waterfront: the former location for without (Kavaratzis, 2004; Anholt, 2007). maritime trade and production (shipyards, Having an important heritage is not steel production, oil refinery) turned into a enough to ensure success; today it must be space for recreation and leisure. Being the rationally contextualized and well planned most important space to be re-vitalized, the through marketing strategies. Mastering harbour was chosen as the place in which place marketing requires knowledge not to build a big Aquarium. This was just the only of business or social sciences, but also first step of a broader process of transfor-

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42 From Strategic Planning to City Branding

mation that was taking place. Then, the action. In 2003 the Patto was awarded with massive grain silos were demolished leav- an official acknowledgment as a best prac- ing free space to culture and loisir: Such a tice in the Forum for the Public Admini- demolition symbolized the end of the indus- stration, and in 2004 a similar appreciation trial era letting the pace to a new economy, was granted to the Territorial Marketing and the necessity for aesthetic purposes. A Plan. In 2005 a new phase started and led wider policy of re-qualifying public spaces to the second edition of such agreement and restoring facades was adopted, accord- named Piacenza 2020. It focused mainly on ing to the idea of connecting and integrat- the experience of “Learning by planning” ing the old city centre with the harbour, and “Learning by evaluating” through the which were previously set apart. Both involvement of youth and schools in the places intended to become lively centres for participative process of decision-making people’s life. The transformation of the old (Ciciotti & Rizzi, 2005). port intended to give to the city a new vi- In all cases, strategic plans turn out to brant waterfront. One of the first persons be a sort of a tool box where not only place who triggered the new Genoa vision was marketing but also branding techniques the internationally–known Genoese archi- find their essential and complementary tect Renzo Piano, who made some propos- place. als; some of them became real (“Bigo”, “Bolla”); others did not (“Affresco” project), City Branding and Events Hosting: Build- mainly because of monetary and environ- ing a New Identity mental issues. Even without having been approved, Piano’s “Affresco” vision had the Like place marketing, branding has also positive effect to push forward the debate been used as a product marketing tech- on the city’s future (Gastaldi, 2003). Actu- nique and not just a simple advertising ally it became the starting point to trigger tool. From the ‘90s place branding has been a real change; many of the actions that introduced in order to make cities (as well have been carried out in the last decades as nations and regions) memorable and began from that idea. recognizable (Twitchell, 2005). Thanks to The scope of strategic planning is usu- its images and slogans, these places tend to ally very wide. Venice’s plan, for example, stick in people’s mind and create a direct includes the promotion of a city as an in- link between expectations and reality. The ternational and cross-over centre of culture, etymology of the word “brand” comes in- a hub of technology, a core of creativity. It deed from the act of burning something in aims at reinforcing the internal cohesion, somebody’s mind. The image and the logo assisting potential investors and enhancing of a city are the summary and simplifica- export. Venice has drawn its strategic tion of beliefs, ideas and impressions that planning also focusing on former productive people have of it. Choosing an identifying areas to turn them from abandoned condi- representation and a coherent logo is not tions to aesthetic re-use, such as Marghera an easy task. Cities include so many differ- (Edensort, 2005; Trigilia, 2005). Venezia ent areas of interest that it is almost im- 2004-2014 strategic plan envisages the city possible to come up with a single identity as a metropolitan centre and dynamic (Kavaratzis, 2005). In order to make this crossover; it is articulated in line with operation successful, only a few of the exist- structural conditions and strategic lines, ing social and cultural symbols of the city combining environment, society and the must be chosen. Deciding on the right economy. brand can help increase the status of the Even smaller and minor cities have set city as a tourism destination to visit, as a off their development process. Piacenza has residential place to live in or as a business started its strategic process by introducing space to invest in. At the same time the an institutional planning instrument: Patto risk for a generalization and an excess of per Piacenza. In 2000 the convocation of simplification is pretty high. There must be the General States produced results that a few powerful and simple ideas that have were carried on by the Strategic Committee been created, and on which the branding who divided such materials in four areas of strategy has to be based in order to capture

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the unique qualities of the place. It is not Games in 1992 are an example of tourism just about a logo; everything around the boosting and regeneration activation. They city must also remind of those inspirations, were just the starting point of a long proc- coordinating and modulating them so that ess that literally has been changing the city they become appropriate for different kinds and its image since then. Other important of audiences. Once a city decides which events have been staged on the Catalan brand it wants to have, then it will try to city in the following years, such as the Cul- make its appearance, services and all mes- tural Forum in 2004, supporting the aim to sages consistent and coherent with the maintain an international status once the chosen brand identity. The action of brand- Games were over. ing has two different steps: an inside-out Thanks to a consistent strategic plan one, which consists on defining how the city and an efficient place marketing view, Tu- itself wants to be perceived by the world, rin succeeded in hosting the 2006 Winter and an outside-in one, which is related to Olympic Games (Guala, 2007). A well de- the citizens’ perception (Morgan, Pritchard fined communication program was also & Pride, 2007). Of course these two aspects started for that event, and this helped to are strictly connected, as branding is not change the image of the whole city. Turin just a loose marketing activity, but some- paid a great attention to designing the thing holistic that influences the whole promotional strategies and to promoting its place, its inhabitants and people who come new look both on a national and interna- across it. Especially inhabitants need to tional level; its advertisement campaign recognize and identify themselves with the has been conceived both in Italian and in image transferred. Just as images tend to English, under a few simple and precise re-create and re-shape a city, events can ideas and pay-offs, dealing with the con- help engage the renewal process and they cepts of passion (“Passion lives here”), can play a functional role in creating an movement (“Always on the move”) and dis- appealing and distinctive image for a city. covery spread all over the city. These kinds There are different ways to make a place of advertising campaigns are not just tradi- distinguished: through testimonials (fa- tional or conventional promotional vehicles, mous people or characters from the past, but they also focus on feelings, becoming such as Shakespeare for Stratford-upon- sorts of “emotion-providers”. Avon, Dante for Florence or Gaudi for Bar- Recently communication resorts to nar- celona) or through flagship constructions rative and rhetorical techniques in order to and iconic buildings (for example the Gug- facilitate the construction of local identi- genheim Museum in Bilbao or the Bury ties; advertisement makes use of stories Tower in Dubai). Klingmann (2008) speaks emphasising not only origins, continuity, of “brandscape” referring to the so-called tradition and timelessness, but also origi- archistars’ structures as real “landmarks” nality, suspense and surprise effects. Such able to promote and communicate a city symbolism helps to convey certain images and turn it into an attractive place to go able to stick in people’s mind, because of and visit. their richness and density of meanings. Event hosting is considered another op- Narrative strategies insist on discovery and portunity for local, national and especially revelation aspects (Baker, 2007; Galucci & international promotion, mainly thanks to Poponessi, 2008). The use of such ideas is the attention paid by foreign TV, newspa- both inward and outward-directed, as it pers, etc. Even just bidding for the Olympic helps to build and strengthen local identi- Games can provide prestige and promotion ties and to create positive reputations and by the media. Once the event is over, what expectations in tourists, visitors and poten- is sometimes underestimated is the aspect tial investors. of legacy, which is extremely important. It Marketing techniques, along with city is vital to plan the effective post-event use branding actions, are often used to trans- of the newly-built facilities, in order to help form a city, especially the ones which have translate physical changes into wider re- undergone industrial crisis (Amin & Thrift, generative benefits (Bobbio & Guala, 2002; 2002). Because of its economic specialisa- Dall’Ara, 2009). The Barcelona Olympic tion on production of cars, Turin has been

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44 From Strategic Planning to City Branding

for a long time one of the main and the as innovative and technological sectors oldest Italian industrial cities and consid- have caught the attention of foreign enter- ered a one-company-town. Fiat deeply af- prises. fected the economic, social, cultural and Another example of an industrial city political development both on a local and that has changed after the economic down- national level. The industrial crisis that turn is Genoa, which re-shaped its image occurred in the ‘80s induced a process of re- thanks to some events staged in the last orientation of the city’s profile by adopting decades. Some of them have been able to policies based on services and new activi- foster an overall development already ties. The old specialization on the indus- started and to enhance the social and cul- trial sector changed into more and more tural dimensions. International initiatives differentiated offers. In order to consolidate are especially expected to produce and trig- its new profile, the city decided to adopt ger the urban renovation, at the same time policies and investments aiming at the strengthening the local identity. With the promotion of the cultural dimension. This waterfront renovation process, hosting big change caused also a social transformation; events seemed to be the right way to pro- from being a city where the working-class mote a new image of the city and collect the experienced activism, strikes and political extra funds that were needed. In 1992 “Co- movements, Turin has now become able to lombiadi” - the celebration of 500 years attract the class that Florida called crea- since Columbus’ arrival on the American tive, and it has seen in the last decades a continent in 1492 - represented the first number of foreign high-tech companies opportunity to start modifying its indus- coming to locate and invest. Such a turn trial image. A few years later, in 2003, the deeply influenced also the perception of the G8 political forum for the governments of city itself, not only through having hosted Canada, France, Germany, Italy, Japan, the Olympic Games in 2006, but also Russia, UK and USA has been another through having won the title of Capital of source of funds to go on renewing the city. Design in 2008. Turin has demonstrated But the most important move forward was remarkable achievements in the field of the 2004 European Culture Capital nomi- design. With a good grasp of the economic nation, which was a vital opportunity to impact of its design industry, Turin has make the city more coherent with its new shown its abilities in many different design profile of activities and to promote further sectors, not only in cars, but also in innova- strategic actions for tourism and culture. tive furniture, architecture, photography The European Culture Capitals programme and visual arts. In such a post-fordist con- started in 1985 as an official program of the text, knowledge and innovation are recog- European Community. The now called nized as basic growth motors able to give European Cities of Culture programme new chances even to cities that experienced results in the nomination of a couple of the industrial crisis; that is why all these cities every year to become the centre of aspects have helped in spreading world- many different activities and initiatives wide a new image of Turin, influencing (theatre, music, dance, arts, expositions, tourists and the investors’ gaze. Besides etc), drawing the international attention. the Olympic Games and the Capital of De- In 2004 Genoa also won the “Grand Prix sign nomination, the city has been obtain- Pubblicità Italia” as the best public coming other international opportunities, such munications campaign of the year and the as the World Convention of Architects in Globe Award for the Best New Tourism 2008, and it has become the steady location project Worldwide, a prize yearly awarded for important events such as the Interna- by the British Guild of Travel Writers. tional “Salone del Gusto” (for high quality In spite of its strong image, Venice also food and wine), the Torino Film Festival, felt the need to update its image; re- the International Book Fair and the Bien- thinking the Carnival has meant moderniz- nal of Emerging Artists. All these elements, ing a tradition, with the double result of along with a rich cultural offer made of keeping traditions’ lovers and attracting different museums and art galleries, have young people. Experience theories have attracted people from Italy and abroad, just pointed out the importance of the personal

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involvement, jus as if the visitor is an actor tival del Diritto) without really obtaining on stage, playing an active role (Florida, any real international outcomes. For a few 2002; Mikunda, 2004; Fabris, 2008). People years Piacenza has had a development need to experience uniqueness but in up- agency too (Agenzia di Marketing Terri- dated ways; sometimes popular stereotypes otiale) but with scarce results. Now, be- can become a limit for succeeding in chang- cause of its geographical position, many ing an image of the city that does not fit the efforts are directed to obtain some benefits tradition anymore. As a paradox, a vast from the Milan Expo 2015. heritage turns out to be a burden to carry. In all cases, promoting a new image and Such a difficulty to overcome traditional its values brings in potential investors and labels finds its solution in new branding tourists because of the city’s distinctive proposals focused on keywords such as dy- advantages. namism, multiculturalism, sensation and emotional appeal, cosmopolitism and vari- Evidence in Measuring the Effects of Place ety of choice. That is indeed how Venice Marketing and City Branding Actions acts by choosing to modernize the Carnival which was already a strong brand of the Being an attractive city in terms of tour- city. Yet, “Sensation” – that is how the re- ism is different to being attractive in terms visited Carnival was named by the agency of investments. The characteristics are Venezia Marketing & Eventi – divides the substantially different, as the concepts of Serenissima in six districts, each of them quality of life and relax do not easily go refering to a sense (smell, touch, sight, along with the idea of accessibility and hearing, mind and imagination). This is a pervasiveness of infrastructures. Yet, there way to read the tradition in a modern way. are cities showing good ability in attracting New forms of planning are adopted to start both tourists and investors, especially those a multi-faceted regeneration process, fo- which worked hard on re-building their cused on both physical renovation and so- image and identity. Some cities have bene- cial spaces re-qualification (Currid, 2007; fitted from the value of the image’s change Codeluppi, 2007). The agency understood more than others. the power of sensations and emotions ex- In order to analyse the effects of place perienced through senses; “Love” – the col- marketing and city branding’s policies, lective kiss in piazza San Marco every New some elements are taken into considera- Year’s eve – is another example of such tion, such as population growth and attrac- meaningful concept put on stage. Events tion of new residents, tourists and visitors, have to be unique, authentic and memora- and Foreign Direct Investment (FDI). ble as the direct involvement of the audi- As far as attraction of investments, the ence makes the difference; the spectator first important cases in Europe were Wales becomes actually the actor (Pine & Gil- and Ireland in the ’70-‘80s and some New more, 1999; Pike, 2008). Industrialized Countries, which either tried Without having a real brand and a big to increase their critical situations or im- event to refer to, Piacenza has carried out prove their economic systems; in these ar- its advertising campaign using different eas transnational corporations found mar- elements that have been chosen to commu- ket advantages, such as in terms of labour nicate Piacenza’s identity focused on differ- costs. In Italy, policies to attract foreign ent aspects of its attractiveness: food and businesses started about a decade ago wine taste (Piacenza bella da gustare), high through specific agencies on a national quality of life (Piacenza bella da vivere), (Sviluppo Italia), regional (Ervet in Emilia- arts and culture discovery (Piacenza bella Romagna) or local (Agenzia Nord Milan, da scoprire). These elements have also be- later named Milano Metropoli) level with come a point of strength for a minor and different kinds of result for each pilot ac- more marginal city such as Piacenza tion. Turin has an important structure (Baker, 2007). As far as events are con- called CEIP (Centro Estero per cerned, Piacenza hosted many important l’Internazionalizzazione), formerly ITP festivals (Carovane, GeoFest, Le fabbriche (Invest Turin Piedmont), established by the della Felicità, Festival della Teologia, Fes- Region, The Chamber of Commerce, Uni-

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46 From Strategic Planning to City Branding

versities and local associations, operating tion. to enhance the competitiveness and attrac- The attraction of tourist flows acts dif- tion of foreign enterprises. In spite of Tu- ferently; in spite of the general crisis, some rin’s marginal geographic position within Italian destinations keep on having good Italy, the city is actually strategically lo- results, such as some regions (Trentino cated at the international level, being at Alto-Adige, Sardegna) and some cities of the crossroads of important European axes art (Rome, Florence, Venice). of development and traffic corridors (i.e. Here follows a comparison among the Lyon), and it has a good-quality natural four Italian cases taken into consideration environment (the Alps). These elements according to tourism arrival and overnight help both tourism and investments’ attrac- stays in the last five years:

Arrivals Genoa Turin Piacenza Venice 2000 1,097,689 1,011,486 112,571 6,070,356 2001 1,064,169 1,037,740 163,473 6,225,752 2002 1,112,710 1,050,047 176,868 6,015,634 2003 1,122,861 1,161,924 178,238 6,022,374 2004 1,238,740 1,209,786 192,495 6,281,113 2005 1,173,277 1,584,614 210,072 6,626,108 2006 1,233,289 1,436,657 232,990 7,081,495 Average 1,148,962 1,213,179 180,958 6,331,833 Var.% 2000-2006 12.4 42.0 107.0 16.7 Overnight stays Genoa Turin Piacenza Venice 2000 3,157,134 3,071,864 324,367 28,988,801 2001 3,204,825 3,346,680 404,053 30,394,654 2002 3,212,551 3,320,722 454,347 29,326,115 2003 3,168,784 3,561,319 531,933 29,038,119 2004 3,306,076 3,938,875 578,127 28,945,641 2005 3,147,043 4,784,399 596,722 30,275,185 2006 3,321,438 5,070,179 574,514 32,025,961 Average 3,216,836 3,870,577 494,866 29,856,354 Var.% 2000-2006 5.2 65.1 77.1 10.5 Source: Istat, 2008 Table 1. Tourism arrivals and overnight stays

Each city shows a different ability of at- points of view, as well as from the perspec- traction, from Venice with its 6 million of tive of their fame. Yet, it is interesting to arrivals every year (30 million overnight notice Piacenza and Turin’s extremely posi- stays) to Piacenza with its 181 thousand of tive flow trends; Piacenza has just started arrivals (494 overnight stays). Turin and its tourism promotion policies and Turin Genoa are placed in the middle; the first has taken advantage of its good campaigns with 1 million 200 thousand arrivals and planned during the Olympic Games. the latter with 1 million 100 thousands Another way to analyse the policies’ ef- arrivals on average in the period 2000- fects concerns the attraction of foreign in- 2006. vestments. Turin turns out to be the most As a matter of fact, the characteristics of attractive city out of the four, whereas the four cities are extremely different from Piacenza and Venice result pretty weak. the historic, artistic, natural and cultural

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Foreign Direct FDI per 100 in- Arrivals per 2006 Population Investments habitants (thou- inhabitant (thousands €) sands €) Genova 875,732 141 1,028,244 117 Piacenza 273,689 85 22,873 8 Turin 2,236,941 64 13,892,644 621 Venice 829,418 854 117,220 14 Source: Istat, 2008 Table 2. Foreign direct investments

By comparing the data about tourists other hand, Venice attracts many tourists and FDI attraction with the other Italian because of its history and famous charm; provinces (103 on the whole), some “spe- its position comes just after two cities well- cializations” refer namely to Turin and known for being winter seaside destina- Venice. On the one hand, Turin, following tions (Bolzano and Rimini). Piacenza is Milan – the main Italian economic attrac- near the average of the other provinces, tor at the international level – is able to whereas Genoa shows good tourism and attract foreign firms and capitals. On the investments performances:

700 MILANO

TORINO 600

500

400

300

200

FDI per 100 inhabitants (€ thousands) (€ inhabitants 100 per FDI GENOVA 100 BOLZANO PIACENZA VENEZIA RIMINI 0 - 200 400 600 800 1.000 1.200 Tourist Arrivals per 100 inhabitants

Figure 1. FDI and tourists arrivals (2006 values weighted by population)

Conclusions framework of strategic planning; all proce- dures concern a multidimensional combina- The multiple and fragmented aspects of tion of activities, negotiations, decisions the contemporary cities need to be well and efforts that take place under the wider coordinated and clearly communicated; umbrella of the strategic planning process. that is why urban and territorial areas that With the idea of strategic planning comes succeed in differentiating themselves are along the concept of governance, which the ones able to manage different comple- encompasses horizontal cooperation, bot- mentary planning tools. Place marketing tom-up management and coordination of all and city branding turn out to be more suc- local powers, energies and actors and goes cessful when they are carried on within the against the hierarchical, top-down govern-

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48 From Strategic Planning to City Branding

ing styles. Similarly, events seem to leave a Regions. London: Palgrave Macmillan. more positive legacy when they are used to Ashworth, Gregory J. & Voogd, Henk accelerate or facilitate the accomplishment 1995 Selling the City; Marketing Ap- of existing plans. When they are included proaches in Public Sector Urban Plan- within wider strategies, well planned proc- ning. Chichester: Wiley. esses have high possibility to ensure and Baker, Bill provide the basis for cities’ economic and 2007 Destination Branding for Small Cit- social development. ies. Portland: Creative Leap Books. Even though strategic planning, place Bobbio, Luigi & Guala, Chito marketing and city branding are the com- 2002 Olimpiadi e Grandi Eventi. Roma: mon tools used to develop and enhance a Carocci Editore. city, it is important to apply them in the Borelli, Guido appropriate way as each situation is unique 2005 La Politica Economica delle Città and what works in a place may not work Europee: Esperienze di Pianificazione elsewhere. In order to be successful, strate- Strategica. Milano: Franco Angeli. gic plans and marketing actions should be Bryson, John based on the local distinctive characteris- 1988 Strategic Planning for Public and tics and provide a long-term systematic Non-profit Organizations. San involvement. In spite of all the differences Francisco: Jossey Bass. among the four cases taken into considera- Ciciotti, Enrico & Rizzi, Paolo tion in this paper, the empirical evidence 2005 Politiche per lo Sviluppo Territoriale. shows how cities which have been undergo- Roma: Carocci. ing the industrial crisis, such as Turin and Codeluppi, Vanni Genoa, have improved their appeal and 2007 La Vetrinizzazione Sociale. Il changed their look by taking advantage of Processo di Spettacolarizzazione degli events hosting and by conceiving a new Individui e della Società. Torino: Bollati image to communicate. That is where the Boringhiri. best results in terms both of tourism and Currid, Elizabeth investments’ attraction are obtained and 2007 The Warhol Economy. Princeton: that is also where creativity and culture Princeton University Press. are mostly employed to build an innovative Dall’Ara, Giancarlo image. The city is the scene where good 2009 Il Marketing Degli Eventi. Matelica: changes and exchanges are possible, ac- Halley. cording to the nowadays need to reconfig- Edensor, Tim ure and reinvent itself, by keeping the best 2005 Industrial Ruins: Space, Aesthetics from the past but looking at the future. and Materiality. Oxford: Berg. These considerations and findings, Fabris, Giampaolo P. which are still to be widened and investi- 2008 Societing il Marketing Nella Società gated, could represent interesting and use- Postmoderna. Milan: Egea. ful implications for academicians, but espe- Faludi, Andreas cially for city managers and policy-makers 1984 Planning Theory. Oxford: Pergamon both at national and international levels. Press. Yet, measuring the effects of place market- Florida, Richard ing techniques and city branding actions is 2002 The Rise of the Creative Class and still an open question essential to evaluate How It's Transforming Work, Leisure, urban policies. Community and Everyday Life. New York, NY: Basic Books. References Friend, John K. & Jessop, William N. 1977 Local Government and Strategic Amin, Ash & Thrift, Nigel Choice. Oxford: Pergamon Press. 2002 Cities: Re-imagining the Urban. Galucci, Francesco & Poponessi Paolo, Cambridge: Polity Press. 2008 Marketing dei Luoghi e delle Anholt, Simon Emozioni. Milan: Egea. 2007 Competitive Identity: The New Brand Gastaldi, Francesco Management for Nations, Cities and 2003 “Concertazione e Politiche di Sviluppo

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Locale: Riflessioni Critiche”. Rivista Morgan, Nigel, Pritchard, Anette & Pride, Scienze Regionali- Italian Journal of Roger Regional Science , 1. 2007 Destination Branding. Oxford: El- Guala, Chito sevier Butterworth – Heinemann. 2007 Mega Eventi. Modelli e Storie di Perulli, Paolo Rigenerazione Urbana. Roma: Carocci. 2004 Piani Strategici. Milan: Franco Angeli Houghton, Graham & Counsell, Dave Pike, Steven 2004 Regions, Spatial Strategies and Sus- 2008 Destination Marketing. Oxford: El- tainable Development. London: sevier. Routledge. Pine, Joseph B. & Gilmore, James H. Kavaratzis, Michalis 1999 The Experience Economy. Boston: 2004 “From City Marketing to City Brand- Harvard Business School Press. ing: Towards a Theoretical Framework Schmitt, Bernd H. for Developing City Brands”. Journal of 1999 Experimental Marketing. New York: Place Branding , 1(1):58-73. The Free Press. Kavaratzis, Michalis Trigilia, Carlo 2005 “Place Branding: A Review of Trends 2005 Sviluppo Locale. Roma: Laterza and Conceptual Models”. The Marketing Twitchell, James B. Review 5(4):329-342. 2005 Branded Nations. New York: Simon & Klingmann, Anna Schster Paperbacks. 2007 Brandscapes. Cambridge: The MIT Press. Lindblom, Charles 1975 “The Sociology of Planning: Thought and Social Interaction”. In Bornstein, Morris: Economic Planning, East and Recibido: 15/09/2009 West. Cambridge: Ballinger Publishing. Reenviado: 20/12/2009 Mikunda, Christian Aceptado: 23/02/2010 2004 Brand Lands, Hot Spots and Cool Sometido a evaluación por pares anónimos Spaces. New York, NY: Kogan Page.

PASOS. Revista de Turismo y Patrimonio Cultural, 8(3) Special Issue. 2010 ISSN 1695-7121