Branding of 2015 - 2018 Local Action Plan Aarhus, March 2015

Innovative place-brand management _Aarhus

With a population of 320,000, Aarhus Approximately 20 per cent of all is ’s second largest city and trips in Aarhus are made by bike and the fastest growing in the country. In the city is working hard to support the past 10 years, the city has received healthy lifestyles and protect the en- 15,000 new residents and created vironment. The city aims to be CO2 20,000 new jobs, the majority within neutral by 2030. the knowledge, service and innovation industries. The greater Aarhus area is organised into Business Region Aarhus to coor- A strong university – in the top 100 dinate the synergies between the City of the world’s 17,000 universities – of Aarhus and the surrounding 11 makes Aarhus a driver for growth municipalities, with approximately for the entire region, with more than 2.1 million inhabitants. 50,000 students. The university, along with the waterfront and the so-called The City of Aarhus has extensive Latin Quarter, gives the city a young experience in promoting growth and vibrant feel. In 2017 Aarhus will through targeted investments and be the European Capital of Culture. work in close cooperation with the local business life, the university and other knowledge institutions.

Internationalise with Aarhus 2015 Authors: Line Gerstrand Knive, [email protected], Stinne Bille, [email protected], Mayor’s Department City of Aarhus Graphic design and layout: Stine Sandahl, www.sandahls.net City branding toolbox: www.citybrandaarhus.dk All reproduction must be approved beforehand. © 2015 City of Aarhus. All rights reserved Make a future with Aarhus

Yearly growth in inhabitants 4-5.000 INTERNATIONALISE WITH AARHUS 6 7 INDEX

Foreword by Mayor Jacob Bundsgaard 8 Excutive Summary 13 Offset for city branding in Aarhus 16 Aarhus’ brand DNA 21 City wide innovation – The brand proposition 22 Brand governance – The local support group 24 International qualification – Taking part in the Urbact CityLogo project 29 Target groups 31 Business clusters as positioning tools 37 Strategic initiatives undertaken by the municipality 43 Must win battles 56 City branding team activities 2015–2018 58 INTERNATIONALISE WITH AARHUS 8 9 FOREWORD

_ Foreword by Mayor Jacob Bundsgaard

Aarhus has a fantastic location by the we create the conditions that attract a vital aim of our branding strategy sea and next to ancient forests - a dy- good jobs and capable employees. In which is linked to a longer-term effort namic urban environment surrounded Aarhus, educational institutions and to internationalise Aarhus. by the beauty of nature. Aarhus is an businesses generate knowledge and an open, inclusive city where there’s room international perspective. In fact, our Internationalization is on our agenda. for everyone. Young and old, families worldclass university ranks among In 2017, Aarhus will be the European with children, students, artists, es- the 100 best in the world. Capital of Culture - a golden oppor- tablished businesses and start-ups: tunity to show the world what Aar- no matter who you are or where you Even as we continue to grow, we will hus has to offer. To measure the city’s come from, Aarhus will make you feel insist on preserving our city’s spirit progress, we have set the following at home. of cooperation and social cohesion. concrete goals: We believe that Aarhus should be a We often call Aarhus ‘the City of good place to live for all of our citizens, • Aarhus will create 2000 new jobs Smiles’. Unpretentious, easy-going, and that room for diversity, space for each year until 2030 fresh, optimistic, ambitious and buzz- expression and openness to the outside • Business Region Aarhus will achieve ing with life. At the start of the new world are all qualities that help make growth levels that are above the na- millennium, we defined a vision for Aarhus an attractive city. Even though tional average Aarhus. A vision that still guides us: some of our fellow citizens may a help- • Aarhus will be CO2 neutral by 2030 ing hand, all of us have something to • 95% of young people in Aarhus will Aarhus – a good city for everyone contribute. complete secondary education Aarhus – a city on the move • The proportion of financially self-suf- Aarhus – a city that works together Talent and the circulation of bright ficient Aarhus citizens must be in- minds to and from Aarhus are vital creased to meet the national average The vision doesn’t just express what to the city’s development. Aarhus Uni- • Aarhus must have a high level of we value about our city right now and versity and the talent pool it attracts civic participation what we want to preserve from our are some of our city’s most important • Aarhus must be seen as a good city past. It’s about our development to- assets. The high concentration of ed- for everyone by its citizens wards the future – a development that ucational institutions in the city also keeps accelerating. Our population makes Aarhus a very young and dy- In Aarhus, city branding is closely is growing; new neighborhoods are namic city – in fact, the average citizen linked to the city’s strategic devel- springing up; a new skyline is taking is 24 years old. We welcome our new opment, and we do not perceive our form. Aarhus is under construction, students warmly and we work hard branding activities as limited to com- with new businesses, new education- to make their stay memorable. And munication and marketing in the al and cultural institutions, and new hopefully, when they leave us they will traditional sense. Branding is just as landmark public construction projects, recommend a stay in Aarhus to other much a matter of helping to create the including the largest university hospi- promising young talents. framework for the city’s continued tal in Scandinavia, which will be linked City branding is an investment into development. to the city center by a new light rail. the future. If we are to maintain the high level of welfare we have today, This strategy has been created in col- More and more, Aarhus is becoming it’s important to attract new talent laboration with key stakeholders in the engine of growth in the entire re- in the form of students, businesses the city, and I hope that it will serve gion – the cultural and industrial pow- and employees that can help drive the as a common frame of reference in our erhouse of West Denmark. We work development and growth of the city. efforts to brand our city. together with neighboring municipali- And these students, businesses and ties to promote economic, cultural and employees come to us from all over the Mayor of Aarhus infrastructure development. Together, world. This makes attracting talent Jacob Bundsgaard Feel the vibe with Aarhus

The population is young, 45% is under 30 years old INTERNATIONALISE WITH AARHUS 12 13 SUMMARY

_ Executive Summary

Aarhus is in a positive development perience of interacting with and living Working with facts phase, activity is high and there is a in the city. With this strategy we will start mon- positive attitude towards the city’s im- itoring how Aarhus is perceived and age. Branding activities are to build Branding and strategic development what Aarhus is known for in relevant on this position and develop it even Branding in Aarhus is about support- target groups. With the brand moni- further. ing the city’s strategic development. toring tool we will be able to measure The branding effort focuses on posi- the effect of branding activities much Since 2010 the city has gone through tioning the city through supporting more effectively and get a more long- three major identity processes: the city and promoting existing activities, or- term perspective on the activities. brand development process in 2011, ganisations, events, businesses, etc. the application for European Capital of that exemplify the brand position. The Creating a platform for integrated Culture in 2011, and the political vision branding effort in Aarhus is not cen- city branding developed in 2014. The three processes tred at City Hall. We choose, rather, to In 2015 the main efforts of the city- all point to the city’s same core values distribute branding activities to dedicat- branding team will be to establish a and thus support this branding strat- ed organisations like VisitAarhus, the platform for the LSG to work coordi- egy. Therefore the strategic positions ECC2017 secretariat (European Capital nated with branding of the city. This of Aarhus identified in 2011 are still of Culture) and local institutions. means creating an updated toolbox relevant. We will continue our work with target specific texts, pictures, with that storytelling and positioning Co-branding presentations, videos etc. for the local strategy in the coming years. Branding Aarhus is the task of the support group and other interested entire city. With this local action plan parties. Furthermore we we work City wide innovation (LAP) we try to set some directions systematically with Aarhus online – The brand proposition for the branding of Aarhus in close presence, trying to create a more con- Aarhus invites people, companies and collaboration with our local support sistent image across the most used whole sectors to move forward by im- group. Therefore this LAP focuses on webchannels. A greater focus on the mersing them in an innovation eco-sys- brand governance – on the way the target groups students is part of the tem that’s broader and more diligent city facilitates the collaborative effort effort. In 2015 we will create a prac- than any other on the planet. of branding Aarhus. The city speaks tioners network for HR and commu- through the behaviour of its stake- nication staff from the educational Aarhus has 4 key differentiators: holders. institutions in order to create a more • A city that takes on big challenges consistent and powerful branding to- • A city that works together Focusing on reasons to wards students. • A city that is hungry to experiment The LAP focuses on target groups’ and rethink conventional ways of interaction with the city. This means We will conduct a survey on Aarhus doing things focusing on reasons to move, reasons image both specifically for the student/ • A city with pragmatic determination to invest, reasons to relocate your talent target group and for the other to do things better business or job, and reasons to go. target groups of the city. After con- For example, , VIA ducting the survey targeted efforts We do not view city branding as a University College and the other educa- are expected to be initialized in collab- campaign or single initiative, but as tional institutions are the main reason oration with the Local Support Group. a journey or progression the city car- why people choose to move to Aarhus. ries on together. When measuring the Therefore a close collaboration with effects of city branding we therefore these institutions on talent attraction detach ourselves from marketing logics and retention is a vital part of brand- and focus on both the city’s strategic ing the city. development and the ‘customers’’ ex- Be part of something bigger with

AarhusApproximately 325,000 inhabitants and 1.3 million within one hour drive INTERNATIONALISE WITH AARHUS 16 17 OFFSET FOR CITY BRANDING

The work with coordination of city tion with these institutions on talent ARoS and our brand new prehistoric branding is conducted by a small attraction and retention is a vital part museum MoMu. Aarhus also has a cross-departmental team placed in of branding the city. great degree of urban coolness at e.g. _ Offset for the Mayors department. The team is , , Vestergade etc. part of the Business and City devel- When looking at reasons to invest the Last but not least, being the European opment section. city’s business clusters play an im- Capital of Culture in 2017 offers great city branding portant role. The presence of our food opportunities for attracting visitors to Hence the role of the branding team cluster centred in the Agro Food Park the many events that will take place in the City of Aarhus is to: with its research and development in Aarhus in 2017. facilities etc. is the reason why several in Aarhus • Monitor the brand. global players in the food industry Working with facts • Identify needs in terms of branding choose Aarhus for their company or Aarhus’ goals (as listed in the Mayor’s based on facts and stakeholders’ investment. foreword) are for Aarhus’ strategic needs. development. City branding is to sup- • Set a direction/initiate in collabo- When looking to relocate, expats look port the realisation of these goals and ration with the stakeholders. primarily for a concrete position; is not to be measured by exposition • Gather the relevant stakeholders. secondly they look at the overall job and size of logo. • Secure the execution of an initia- market and perspectives in the loca- tive. tion. Denmark has the best climate With this strategy we will start mon- in Europe according to Forbes and itoring how Aarhus is perceived and Focusing on reasons to… international companies like Google, what Aarhus is known for in relevant The LAP focuses on target groups’ Arla, IBM, Lego etc. are located in target groups. With the brand moni- interaction with the city. The focus the area. This, together with a good toring tool we will be able to measure lies on how selected target groups climate for international workers, the effect of branding activities much Aarhus is in a positive development will Ambassador programme, where consistent storytelling from all par- perceive the city. This means focusing motivates expats to move to Aarhus. more effectively and get a more long- phase, activity is high and there is international students are chosen ties in the city in a form that matches on reasons to move, reasons to invest, term perspective on the activities. a positive attitude towards the city’s to brand their city of study. http:// specific target groups, where we fo- reasons to relocate your business or When looking at reasons to go to image. Branding activities are to build ygadenmark.org. This has resulted in cus on co-branding, e.g. with Aarhus job, and reasons to go. Aarhus for a shorter period of time on this position and develop it even several branding products for the city University. there are several events and attrac- further. among them the initiative Discover For example, Aarhus University, VIA tions with international appeal. These City www.discovercity.dk. Tertiary Communication: We will seek University College and the other ed- are events like the festival, the Since 2010 the city has gone through to influence how citizens talk about ucational institutions are the main NorthSide Festival, the Food Festival, three major identity processes: the According to citymetric.com, 86 per the city, to make them good ambas- reason why people choose to move to Internet Week Denmark and attrac- city brand development process in cent of all defined city branding ef- sadors, and to alter their mindsets Aarhus. Therefore a close collabora- tions like the museum of Modern Art 2011, the application for European forts fail. Therefore we continue to to match the desired brand position. Capital of Culture in 2011, and the seek an alternative approach to tra- political vision developed in 2014. The ditional marketing logics. We will Aarhus’ approach to city branding three processes all point to the city’s not measure our success in terms of Branding in Aarhus is about support- same core values and thus support exposure of a logo or the number of ing the city’s strategic development. this branding strategy. Therefore times the city’s name is mentioned – The branding effort focuses on posi- the strategic positions of Aarhus the important thing is that the city’ tioning the city through supporting identified in 2011 are still relevant. stakeholders work together to pro- and promoting existing activities, Tertiary Communication We will continue our work with that mote the activities that take place organisations, events, businesses, etc. Word of mouth storytelling and positioning strategy in the city and the things that make that exemplify the brand position. We in the coming years. us proud. support existing efforts and make sure to highlight cases and create a Since 2011 the city branding effort In Aarhus we do not view city brand- storytelling that reflects our brand has created an open source visual ing as a campaign or single initiative, position. Secondary Communication identity meaning that every one is but as a journey or progression the allowed to customize the visual identi- city carries on together. When mea- The branding effort in Aarhus is Advertising, PR, Graphic Design, Slogans etc. ty to fit their existing setup. A brand suring the effects of city branding not centered at City Hall. We choose, toolbox with text, pictures, and a logo we therefore have to detach ourselves rather, to distribute branding activ- generator was part of this effort. This from marketing logics and instead ities to dedicated organisations like was done in order to have as many focus on both the city’s strategic de- VisitAarhus, the ECC2017 secretariat Primary Communication stakeholders of the city use the brand velopment and the ‘customers’’ expe- (European Capital of Culture) and as possible. Furthermure the Aarhus rience of interacting with and living local institutions. Landscapes Strategies Behaviour Marketing Alliance was established, in the city. Design Quality of Services a forum consisting of a large group Co-branding Architecture Events of stakeholders that where to discuss Branding the city is a holistic disci- Branding Aarhus is the task of the Public Spaces Financial Incentives new branding initiatives and set the pline in Aarhus and we will seek the entire city. With this local action plan Public Art Opportunities strategic direction for branding of the approach illustrated in this model. (LAP) we try to set some directions City Brand City. for the branding of Aarhus in close Primary communication: Through collaboration with our local support Organisatorial Infrastructure Aarhus also engaged in creating a city planning and services we can group. Therefore this LAP focuses on Stucture Accessibility Internal Culture Cultural Facilities toolbox and campaigns specifically affect the interaction between citizen brand governance – on the way the Local Communities Tourism Facilities for companies to attract international and city. These must support and ex- city facilitates the collaborative effort Synergies talent. This toolbox is available at emplify the desired brand position. of branding Aarhus. In city branding Citizens’ participation www.talentattractiondenmark.dk. it is action, not words, that creates Aarhus also experienced great suc- Secondary communication: This in- reputation. The city speaks through cess with the national Youth Good- volves PR activities and unfolding a the behaviour of its stakeholders. Source: Kavartzis, 2004 Trade wit h Aarhus

Denmark’s largest port is located in Aarhus INTERNATIONALISE WITH AARHUS 20 21 AARHUS´ BRAND DNA

_ Aarhus’ brand DNA

The common narrative about the city Aarhus’ city brand was created in makes it easier to create impact. Rath- 2011 as part of the city’s business er than having businesses and indi- development plan. The brand was viduals telling their own individual built upon an analysis of the city’s stories, everybody should have their strengths, through focus groups with personal version of the common nar- business clusters and a survey among rative. This brand narrative is not to the citizens. Precisely, 41 focus groups be used as direct end-user communi- and meetings and a survey of 1,500 cation. It is a communication tool to citizens were held throughout spring be used as a common narrative about 2011, so as to find the ‘Aarhus DNA’. the city DNA. All user-centered com- As a result, the core of the brand is munication, activity and interactions currently relevant and new. should refer to the shared narrative of city wide innovation, progress and The brand has come up with an overall the four key differentiators in order to brand strategy that is closely connect- create a consistent image and brand ed to the city’s long-term strategic identity for the city. goals. The strategy was designed in close collaboration with its key stake- holders when it comes to branding the city internationally. INTERNATIONALISE WITH AARHUS 22 23 CITY WIDE INNOVATION

_ City wide innovation the brand proposition

Aarhus invites people, companies and decided to place its global innovation Aarhus combines the Danish design whole sectors to move forward by headquarters. And let us not forget ethos – minimalism + usability + eth- immersing them in an innovation Navitas – our new centre for modern ical integrity – with a flair for the eco-system that’s broader and more energy, housing education, research, unexpected. This enables it to deliver diligent than any other on the planet. business and entrepreneurs all in solutions to problems that are both one location. well thought through and genuinely That looks like a pretty bold claim, but innovative. We will do this when we Aarhus definitely has what it takes A city that works together host the European Capital of Culture A city that to substantiate it. The world of city brands is littered in 2017. We will rethink the way cul- with claims of ‘collaboration’ and be- ture events drive innovation. You can takes on big The big headline here is the approach ing ‘networked’. Most of these claims also see our experimental approach in the city takes to innovation: it has the can be difficult to substantiate but the Smart Aarhus partnership where challenges intimacy and the flexibility to bring in Aarhus, collaboration is impos- experimentation and breaking exist- A city with together smarter people from diverse sible to ignore as it is integral to so ing rules are vital. In Smart Aarhus sectors more quickly and more fre- many aspects of city life. In Aarhus we launch small speedboats instead quently than any other city can make the ability and desire to collaborate of building great pyramids. pragmatic possible. This citywide approach to is hard-wired. You see this in our innovation enables Aarhus to get big Headstart Fashion Network where A city with pragmatic determina- determination thinkers to work together without we invite all stakeholders from the tion to do things better barriers and the result is ideas and local fashion industry to join a net- Aarhus doesn’t hope to advance, it to do things better actions that are simply better. work to support and develop the expects to. There’s a belief that things fashion industry in Aarhus. And can always be improved and a non- AARHUS’ 4 KEY you see it when we celebrate the In- chalance in people’s ability to create DIFFERENTIATORS ternet economy and digitalisation what’s necessary to deliver those im- during Internet Week Denmark, provements. Aarhusians are relent- A city that A city that takes on big challenges which we created in a private– less, they don’t give up easily and they With the people of the developing public partnership that manages to aren’t satisfied until they’ve found a world demanding a higher stan- engage rsearch and education, NGOs, progressive outcome. Whether big works together dard of living and the people of the companies, entrepreneurs, investors leaps of innovation or small steps in developed world living longer and and citizens in a festival. efficiency, the Aarhus Effect is always longer, the planet faces a new set furtherance. This ability is reflected of challenges. Food, energy, health A city that is hungry to experiment in the theme of the Capital of Culture care and digitalisation all need to be and rethink conventional ways of 2017. RETHINK – take the existing looked at in entirely different ways doing things and improve it, whether it is twisting to meet the needs of such a fast There’s a little bit of anarchy in Aar- a wing of a wind turbine a few degrees changing world. Aarhus has devel- hus – a slight lack of respect for to create a more effective flow of wind oped important competencies in all authority and a desire to do things or educating chaos pilots. of these areas. Concrete examples differently. Putting this into perspec- A city that is hungry to of our knowledge hubs within these tive, it would be wrong to suggest areas are IT-City Katrinebjerg and that Aarhus could make a claim to experiment and rethink the Smart Aarhus partnership. We be one of the world’s creative hubs, are building Northern Europe’s big- like London or Berlin, but there is a conventional ways gest University Hospital in . distinct flavour to Aarhus’ spirit of We have one of Europe’s best rated experimentation that could be note- food environments in the Agro Food worthy when applied to a commercial of doing things Park where the dairy giant Arla just context. INTERNATIONALISE WITH AARHUS 24 25 BRAND GOVERNANCE

_ Brand governance the Local Support Group

This strategy has been created in close VIA University College Department of Citizen Services City Architect collaboration with key local stakehold- VIA University College offers a wide Citizen services in Aarhus are very The office of the City Architect does ers – the Local Support Group. The range of educational programmes in internationally minded so we have all the physical planning in the city Members of the local support group are: areas such as health, social education, created a one stop shop for interna- and is a vital part of the city’s strate- technology, trade, design, business and tional citizens where they can get help gic development. The City Architect Visit Aarhus animation. VIA is Denmark’s largest for anything they need when settling and their office are in close contact Visit Aarhus is Aarhus’ official tourism university of applied sciences striving in Denmark. They have also created with investors and developers with organisation, and its aim is to help to be a leading educational institution – a welcome package with all the basic interest in Aarhus. develop tourism in Aarhus and brand in Denmark and internationally. ‘need to knows’ about Aarhus. Citizen Aarhus as a holiday and travel desti- Services also run an international Business Aarhus nation. Visit Aarhus works to ensure Aarhus University landing page with info for interna- Business Aarhus is the city’s official that tourism in Aarhus creates results Aarhus University (AU) is a top 10 tional citizens working in one of the business care service. Business Aar- for the city, the region and Denmark. university among those universities 11 cities around Aarhus. hus is one entrance to the city for Visit Aarhus has a performance con- founded within the past 100 years. It www.businessregiionaarhus.com companies and investors looking to tract with the City of Aarhus and is the has a long tradition of partnerships locate or invest in Aarhus. Business organisation that handles all market- with some of the world’s best research Aarhus Events Aarhus markets Aarhus as a business ing and promotion in relation to the institutions and university networks. Aarhus Events is a department that destination. tourism target groups. The following AU has a strong commitment to the aims at attracting and supporting ma- organisations are partners of Visit development of society that is realised jor events in the city. Aarhus Events Department of Business and City Aarhus: through its collaboration with govern- is one entrance to receive support for Development ment agencies and institutions and events, apply for permissions etc. Aar- This department works to create the Aarhus City Association the business community. Aarhus Uni- hus Events also aims to attract major best possible framework for business Aarhus City Association markets the versity currently has approximately sports events and in 2018 Aarhus will growth and economic development city’s shops in combination with events, 45,000 students and is a vital part of host the ISAF World Championship in the city. The department works cultural events and City Experiences. Aarhus’ DNA. in sailing. in close collaboration with the city’s The primary goal is to promote Aarhus key stakeholders and local business City as a shopping and experience cen- Erhverv Aarhus Mayor’s Press Office clusters. The city branding team is tre for people throughout East Erhverv Aarhus is Aarhus’ business The Mayor’s communication team located within this department. and to market the Aarhus City profile association. Erhverv Aarhus works advise the mayor on all aspects of nationally. broadly as the voice of the business communication and are important All the members of the local support community in terms of the city’s de- actors in terms of telling the Aarhus group were consulted regularly Aarhus 2017 velopment. The aim is to ensure that narrative. during the process of creating this Aarhus will be the European Capital the framework for doing business in local action plan. of Culture in 2017. Aarhus 2017 is Aarhus is attractive both now and in Communication Teams of Culture, the single most important marketing the long term for local, regional and Citizen Services and the Technical effort for Aarhus within the next three international companies. Department years. Capital of Culture Aarhus 2017 These departments are relevant in is supported by the Central Denmark International Community terms of the target groups of city Region and all its municipalities. It is International Community supports in- branding. deeply rooted in strong regional coop- ternational employees and their fam- eration across the entire region. ilies during their stay in the Aarhus region. They create social and profes- sional networks to the benefit of expats through a wide range of events, sem- inars and online activities. Spend the night with Aarhus

18,6% yearly growth in overnight hotel guests INTERNATIONALISE WITH AARHUS 28 29 INERNATIONAL QUALIFICATION _ International qualification Taking part in the Urbact CityLogo project

While in the process of creating this in the marketing of Aarhus. This is most needed. For example, if students strategy Aarhus participated in a best done by delivering concrete, high choose a different city than Aarhus to cross European project with nine quality branding material such as pic- study in because they have heard that other cities. CityLogo is a transna- tures, standard text material, videos, it is difficult to find student housing, tional learning experience on city presentations etc. even if it is not the case anymorethe branding and marketing in modern city branding team should focus on urban politics. It is about better po- Also discussions about logo and visu- changing that concrete image. sitioning of cities in the (post) crisis al identities have led to new insights. economic arena and reinforcing the All experiences from the partner cities Finally, being part of an Urbact proj- communication dimension in urban show that visual identities are very ect has been a good catalyst in terms management. often not liked by the local citizens of moving a stagnated city branding and often steal attention from the effort ahead. Creating a strategy in Throughout a three-year period the overall branding strategy. Therefore close collaboration with the local sup- 10 project cities collaborated and giving less focus to the visual identity port group is a first step in terms of shared best practices and experienc- and more focus to collaboration and institutionalising the city’s branding es in today’s city branding. Several of creating good relations to stakehold- effort and committing the different the partner cities also qualified and ers is part of this strategy. stakeholders to common actions. commented on this strategy. But even though citizens often do There have been several important not like a new identity they play a things learnt from CityLogo, and the very important role in city branding. most important points overall are Citizens and visitors of the city are mentioned here. First, city branding the best ambassadors for the city if demands leadership, and preferably they like being part of it. Therefore political leadership. Not because it working on creating the best possible is a matter that should be controlled experience for guests and other users from the top down, but because it is of the city is an important investment important to show that coordinating into the city’s long-term attractive- the branding efforts is an important ness. This is the reason why many priority for the city as a whole. actions in this strategy focus on stu- dents and creating good experiences Another important element is that in Aarhus. networks to coordinate branding ef- forts are most effective when they Measuring the effects of city branding are target group specific. It is very is very difficult unless marketing log- difficult to create relevant common ics are applied. Then you can measure projects that address target groups exposure to logo, articles etc. How- ranging from international investors ever, when the aim of city branding to students. Therefore integrated city is to attract new students, workers, branding does not necessarily mean companies and visitors to the city we that all relevant stakeholders coordi- have to look at different parameters to nate all efforts; rather, that stakehold- measure our effects. Therefore one of ers addressing common target groups the most important new efforts in this can coordinate their initiatives. The strategy is to conduct image surveys city’s role is to facilitate this collab- among specific target groups. This is oration and to ensure consistency in order to focus the effort where it is INTERNATIONALISE WITH AARHUS 30 31 TARGET GROUPS

_ Target groups

When working with city branding and Why are they important? Youth Goodwill Ambassador Corps promotion we naturally address differ- An important part of the city’s DNA The Youth Goodwill Ambassador Corps ent target groups. We target local, na- and future development is to be an (YGA) is a global network of talented in- tional and international target groups. attractive educational city. The high ternational students. They brand Denmark Their interactions with Aarhus, rea- percentage of young people in the as an attractive study destination while sons to … and perceptions of the city city adds to a vibrant and innovative working to increase the job opportunities are very differentiated. Therefore our atmosphere and a unique cultural life. for the appointed youth ambassadors as approach will be to form strong part- well as international talents in Denmark. nerships with local stakeholders to Reasons to move All members of the network study in Den- target each group directly at their Surveys reveal that international stu- mark while taking part in a unique talent individual level. dents are mostly recruited by recom- development program and working with mendation; therefore it is important key Danish stakeholders within business, We will work to make the local tar- to see current students as ambassa- culture and academia. Today the network get groups ambassadors of the city dors of the city. Danish students are consists of more than 400 international who can recommend Aarhus and tell known to choose their city of study students from more than 65 countries positive stories about it. We will do over university and academic stan- worldwide. this through our international Cit- dards. They are also known not to be Read more http://ygadenmark.org/ izen Services, through ambassador very geographically mobile during programmes and by welcoming new their first year of study. CITIZENS students warmly. On a national level Who are they? we will work to create more aware- Aim is to: Citizens in Aarhus are a complex ness through events, lobbyism and The primary focus of the initiatives group. This segment includes all of ambassadors. aimed at students is to create great the groups previously covered and framework conditions, so that stu- more. Citizens are the private individ- Internationally we seek to heighten dents have a good experience study- ual and are of all ages and social and the level of awareness of Aarhus in ing in Aarhus and work as ambas- economic backgrounds. Some have a the minds of relevant selected target sadors both internationally and in high engagement level in the themes groups, e.g. in collaboration with Aar- Denmark. Furthermore we would like covered in this strategy while others hus University, Visit Aarhus, the Inter- the brightest minds to stay in Aar- go about their own lives. They share a national Community and businesses. hus and build a career in Denmark. common pride in and love of their city. We want Aarhus to be known as a Below we describe the selected target vibrant city with an international Citizens primarily have touch points groups, focus points for each target atmosphere, where there are good with the municipality through day group and who is responsible for ac- job and family prospects. care, schools, medical services and tivities aimed at the specific group. citizen services. They also meet the Who is responsible for the initia- community through private initia- STUDENTS tives aimed at students? tives such as culture, sports and lei- Who are they? Educational institutions, Citizen Ser- sure activities. Aarhus has a student population of vices, International Community, Stu- 50,000 full-time students. About 6000 denterhus Aarhus, kollegiekontoret, Why are they important? students are international, and the rest Visit Aarhus. The branding initiative has to reso- are Danish from the rest of the coun- nate with the citizens – they are in try. The student population accounts number and engagement our stron- for about 20 per cent of the population gest ambassadors. There is a strong in Aarhus. will to create in Aarhus, and its cit- izens continually create initiatives INTERNATIONALISE WITH AARHUS 32 33 TARGET GROUPS

that promote and add value to the city Aim is to: COMPANIES AND INVESTMENTS Several clusters in Aarhus and Aar- Moesgaard have a positive impact on brand. One example is the photogra- The primary focus of the initiatives Who are they? hus University are currently devel- branding Aarhus for visitors outside pher ‘ukendt Aarhus’. aimed at international labour is to These are companies within Aarhus’ oping and growing rapidly. This is Denmark. encourage them to settle in Aarhus business strongholds looking to de- having a very positive impact on the Who is responsible for the initia- for a period of at least three years and velop their business in a certain clus- investment promotion and branding. Who is responsible for the initia- tives towards citizens? to become good ambassadors of the ter, companies that wish to recruit Who is responsible for the initia- tives aimed at visitors? Visit Aarhus, Citizen Services, Aarhus city. An easy settlement and spouse talented people and companies that tives aimed at companies and in- Visit Aarhus: It has an official guest Events, Aarhus 2017 and Aarhus City programme as well as a broad career want to invest. According to a bench- vestments? strategy and a performance contract Association. market are important in this regard. mark study from IMD, Denmark is a City of Aarhus: Developing frame- that specifies its role in terms of pro- world leader when it comes to R&D work and optimised business condi- moting Aarhus to tourists and guests INTERNATIONAL WORKFORCE Who is responsible for the initiatives and productivity. Aarhus’ businesses tions. The aftercare service to compa- in general. Who are they? aimed at the international workforce? are among the very best at combining nies is organised by Business Aarhus. The internationally mobile worker Businesses in Aarhus, Citizen Ser- innovation and efficiency. This is why Invest in Denmark: Responsible for will be looking for the possibility to vices, International Community, numerous international companies attracting foreign investments to progress their career and improve of Global Talent, have chosen to locate their centres Aarhus. future opportunities, as well as the IB World School. of excellence here. StartVækst Aarhus: Responsible for city’s ability to project a safe and en- startups. joyable lifestyle. In Aarhus we have focused on local, nation- Why are they important? al and international talent as main target Aarhus aims to attract, develop and VISITORS Why are they important? group, in close cooperation with a dedicated retain companies, jobs and invest- The branding and promotion strategy Aarhus needs to attract international and vigorous strategy at country level. We ments. They are fundamental in terms towards visitors is organised under talent to stay on top of competition compare the Aarhus´ approach of talent of creating job prospects and attract- Visit Aarhus, which has a perfor- and attract the brightest minds to management to a dinner party: ing/retaining talent. The goal is to mance-based agreement with the City Aarhus’ companies. International create 2000 new jobs per year. of Aarhus and works closely together workers also contribute to diversity, • Attract - send out invitations and create with partners in realising the strat- innovation and international under- interest. In Aarhus talent attraction is pri- Reasons to invest: egy. The primary target groups are standing. It is important to help this marily up to employer and educational The situation is positive and has im- from Sweden, Norway, Germany and group settle and enjoy life in Aarhus institutions, the city brand team support provement possibilities: the UK. in order to secure the investment into with tools like adapted city narrative, pro- international recruitment of the hir- motional material, testimonials, etc. • Of the companies located in Aarhus, The vision behind the promotion and ing companies. • Welcome at the door. The city provides one 35 per cent expect to create more branding activities towards visitors stop shop service and welcome package to jobs in the coming year. is that: Aarhus has to manifest itself Reasons to move new foreign residents. • Most foreign direct investments internationally, and should be known International labour and talent pri- • Entertain – make sure the guests have a derive from M&A and expansions, and recognised as one of the region’s marily move to Aarhus because of great time and meet the right people, needs therefore the FDI strategy is very best cities to visit and work, study attractive job opportunities. The city are meet. There are special activities and much focused on aftercare. and live in. plays a secondary role. But usual- events for the expat community such as • The cooperation between compa- ly the worker brings a spouse and free courses of Danish, Sunday brunch, nies and the City of Aarhus must In 2014, the City of Aarhus developed sometimes family and when consider- brainstorming sessions and other social be improved. Current evaluation a visitor policy that forms the basis of ing their needs the city and its facili- activities 15. of the business climate shows im- Visit Aarhus’ strategy for 2015–2018. ties are vital. Factors such as a work– • Goodbye – thanks’ for a lovely evening, provement possibilities in terms of life balance, international schools, hope to see you soon, moving on. Aarhus business conditions as infrastruc- Several initiatives and institutions international citizens services, safety and Denmark make an extensive use of ture, service deliveries and com- such as European Capital of Culture and job opportunities – including for the ambassador formula to keep the inter- munication. 2017, Aarhus University, NorthSide the spouse – matter in terms of mov- national talent engaged, even when they and the strong investments in at- ing to Aarhus. leave the country. tractions at ARoS, Old Town and Do business with Aarhus

Business Region Aarhus is next to Business Region the most important center of growth in Denmark INTERNATIONALISE WITH AARHUS 36 37 BUSINESS CLUSTERS

_ Business clusters as positioning tools

Locations all over the world com- Aarhus is an expert city within food The New University Hospital will pete for investment, export share, development and production. Along be the largest hospital in Northern talent, residents, resources, political with the rest of Central Denmark, Europe and will house some of the attention and media space. Business the Aarhus area accounts for 60 per world’s most innovative health tech- clusters can act as effective tools in cent of Denmark’s food exports. The nology, including the new centre for strategic brand building. By growing city offers food businesses easy ac- particle cancer therapy. The hospital strong clusters a region can position cess to strong networks, widespread will become an enormous hospital itself to attract talent, investments collaborations and highly educated city, with nearly 1.25 mio. sqm. The and new companies and to support labour from the city’s many special- hospital will house approximately internationalisation. ised educations. 10,000 employees. Overall, the proj- ect is a 0.86 billion euro investment. Aarhus has several business clusters Aarhus holds a significant role in that support the city brand. Their the international food market, and In terms of positioning the health development coexists with the city’s several large food businesses have cluster there is also a business de- ambitions to grow and attract inter- chosen to place their headquarters velopment facility – the MedTech In- national talent and investments. and R&D centres in the city. This novation Centre. The goal is to com- includes companies such as Arla, Aar- mercialise and implement innovative In Aarhus the major research and hus Karlshamn, Dupont and Danish research projects and business ideas. development centres are places on the Crown. The food cluster is centred in Part of the centre’s activity is to pro- Knowledge Corridor that stretches the Agro Food Park, which markets mote the sector. from the harbour to the northern and promotes the cluster profession- part of Aarhus. The ambition is to ally. Among other achievements, the Responsible: MedTech Innovation strengthen the level of knowledge food cluster has succeeded in creat- Centre, The New University Hospital. about the relevant clusters in relevant ing Northern Europe’s biggest food target groups. festival, which is held once a year in IT, digitalisation and Smart City September. Aarhus is home to a comprehensive Food ICT and innovation cluster – IT-City The Danish food cluster is the third Responsible: Agro Food Park and the Katrinebjerg – a rich source of talent, largest in the world and the second Food Consortium. knowledge and opportunity for pro- largest in Europe, employing more fessional networking. Furthermore, than 200,000 people. The city has Health and welfare Aarhus has the largest growth in ICT developed a strong value chain from Denmark is famous for its unique companies in the country and 20,000 farm to fork, and Denmark is invest- welfare and health care programmes workplaces within a radius of 10 km. ing heavily in further development and Aarhus is a hotspot for health within the food sector. care technology. We are in the process Denmark’s largest ICT and innova- of establishing one of the largest and tion environment is located in the The Danish food cluster is located most advanced hospitals in Northern Katrinebjerg quarter. The area is within the Agro Food Park in Aar- Europe. an ICT powerhouse and home to a hus N. The Agro Food Park is one of unique development and innovation Europe’s most powerful centres for The setting of the health care clus- environment. This creative environ- food innovation. It combines knowl- ter in Aarhus gives way to close ment is facilitated through close col- edge, research and entrepreneurship collaboration between health related laboration between businesses and to handle the growing complexity of businesses, the University and the public research, and it is supported modern agriculture and food pro- public health care sector, providing by favourable physical surroundings duction. the setting for groundbreaking R&D with shared offices, a project hotel and health-care products. and an ICT Science Park. INTERNATIONALISE WITH AARHUS 38 39 BUSINESS CLUSTERS

The digital efforts of the city go be- The sector delivers an astonishing 55 is expected to create more awareness Education There is no strong common organisa- yond Katrinebjerg, however. ‘Smart per cent of Denmark’s entire export about the clean tech stronghold in Aarhus has the highest concentration tion that represents all educational and Aarhus’ proposes an alternative way of architectural output. The city com- Aarhus. The City of Aarhus is also of students in Denmark in relation to research institutions. of creating solutions for the city. prises everything from a bubbling a member of the national clean tech the size of its population, a position the Through a collaborative partnership environment of creative freelancers to cluster organisation CLEAN, which city wants to maintain and strength- Responsible: Aarhus University, VIA between companies, the University two of the world’s largest architecture promotes Danish clean tech and Smart en. As part of national Danish policy, University College and other educa- and the public sector, the aim is to businesses and Scandinavia’s largest City activities. Aarhus has been earmarked as a cen- tional institutions. address the challenges of urbanisa- integrated design house, Designit. In tre for education and research, and tion and of becoming an increasingly terms of positioning the sector, there Responsible: Navitas, Aarhus CO2030 the number of students is expected to Shopping digital society. The city’s ambition is is a smaller cluster organisation – and CLEAN. increase by more than 10,000 in the Aarhus has a wealth of different shops. to be a frontrunner in digitalising AND+ The Architecture Projekt that coming years. This will result in the You need only to stroll through Aarhus its business, urban living and public promote and develop the architecture Fashion greatest concentration of students in to feel the special atmosphere and to spaces. and design cluster. AND+ is financed The fashion industry in the Aarhus re- Scandinavia. see people with stuffed shopping bags by the City of Aarhus and the Central gion is growing rapidly. In 2012, the before you understand why Aarhus IT-City Katrinebjerg has no . sector had a revenue of approximately With more than 30,000 bachelor and has been named the best shopping city communication and promotion unit, €6 billion, and thus accounted for the masters students, and a world top in Northern Europe. Design, fashion, but different groups such as the In- Responsible: The Architecture Pro- largest share of turnover within the 100 ranking by several influential lifestyle and trendsetting – these are cuba Science Park and the Alexandra ject, AND+. creative industries in Denmark. rankings, Aarhus University is the just some of the words that describe the Institute are working on rebranding head of Aarhus’ educational sector. wealth of great shopping experiences the area. Smart Aarhus carries out Clean tech Aarhus has 348 fashion companies VIA University College is Denmark’s waiting in the city. Promoting Aarhus promotional activities locally, nation- According to IMD, Denmark is a world and a number of educational institu- biggest university college with the as a shopping destination is obvious ally and internationally alongside oth- leader in clean tech innovation, and tions within fashion. Together they most popular welfare programmes especially for the visitor target group. er events like Internet Week Denmark Aarhus plays a significant part in this offer great potential for growth and in the country. Moreover, there is a and Media Architecture Biennale. position. One-third of Denmark’s clean new jobs. The main epicentre is located wide range of other higher education Responsible: Visit Aarhus and the tech industry is placed in the region. in Balticagade, from which many new institutions with an extensive choice Retail Association of Aarhus (City- Responsible: IT-City Katrinebjerg (In- businesses and educational institu- of study programmes and courses. foreningen). cuba, Alexandra Instituttet and more), The businesses in the region excel tions emerge. Smart Aarhus partnership. especially within energy storage, pro- The wide choice of study programmes Production duction of sustainable energy, and en- Aarhus attaches great importance to in Aarhus ensures excellent recruit- Aarhus is the largest production area Architecture and design ergy infrastructure and distribution. strengthening the sector and boosting ment possibilities for businesses in the in Denmark. There are 10,000 industry The many architecture and design At the same time, the Aarhus region further growth in the fashion indus- city, while the depth of programmes jobs in the city. Research from DI (net- businesses in Aarhus are well rep- has the highest rate of specialisation try. Therefore, the Municipality and allows businesses to take on employees work of Danish production companies, resented on the international scene. in Denmark – measured by the num- the Central Denmark Region launched with a high degree of specialisation. Dansk Industri) shows that 100 jobs Three of the largest architectural ber of employees within energy and the Headstart Fashion initiative. This At the same time, the close relations in the industrial area add 35 jobs in practices in Scandinavia are located environment – and 40 per cent of all initiative is an important step towards between the different institutions help supporting areas. The innovative busi- in Aarhus. Danish full-time employees within a stronger cluster within the fashion to produce strong, interdisciplinary ness climate in Denmark is based on energy and energy technology work industry in the Aarhus area – and graduates for the business community. close relations between craftsmanship, Creativity thrives in Aarhus. The in the Central Denmark Region. thus contributes to triggering the production and knowledge workers. Danish heritage of democratic and huge potential for growth and jobs. Aarhus University is broadly engaged This underlines the importance of a user-oriented design, along with the Energy of the future – Navitas Headstart Fashion is now a collab- in the city and works systematically strong industrial sector to support strong collaborative culture in Aar- Within energy and environmental oration between public and private towards attracting talent and branding innovation and ensure that Aarhus hus, creates an inspiring space for technology, a new and open innovation parties and the organisation works the University. VIA University College, will be continuously at the forefront architects, designers and other cre- environment housing 2000 students actively to promote and develop the which is responsible for most of our of innovation. ative minds to break the boundaries and more than 300 businessmen, fashion industry in Aarhus. welfare education, also has a range of of ‘how we used to do it’. researchers and lecturers is being international activities, e.g. export of Responsible: MADE. established at the waterfront. Navitas Responsible: Headstart Fashion. systems within health and education. Study with Aarhus

50.000 students are enrolled at higher educational – That’s 15% of the population INTERNATIONALISE WITH AARHUS 42 43 STRATEGIC INITIATIVES

_ Strategic initiatives undertaken by the municipality

In terms of city branding, the most These activities offer a unique oppor- important task for the municipality tunity to implement the brand more is to provide framework for initiatives consistently in the city’s activities and in the city. We do this by provide good they are great opportunities to work service, leave room in city planning, towards the desired brand identity. provide permits and bring people to- gether an on a practical level help The branding team does not run these private stakeholders to take initiative activities, but will be in continual di- in the city. alogue with the local stakeholders to ensure that we make the most of this The city can also encourage activity activities when it comes to creating and development by setting up net- the right image of Aarhus. works and co working relations. Aar- hus is planning a number of initiatives and events in the coming years that will strengthen the city’s identity and exemplify the brand DNA. INTERNATIONALISE WITH AARHUS 44 45 STRATEGIC INITIATIVES

_Aarhus 2017

Aarhus has been appointed European Aarhus 2017 is also expected to po- Capital of Culture in 2017. The title sition and brand Aarhus remarkably represents one of the most presti- well. The following vision is set for gious and prominent cultural events the branding of Aarhus during the in Europe. event:

The theme for Aarhus 2017 is RE- Aarhus 2017 will increase awareness, THINK. The theme emerged as a re- visibility and attraction value of the sult of input from more than 8000 city and the region, nationally and residents and reflects the unique internationally, while creating a high- strengths of Aarhus and the Central er level of cultural cooperation and Denmark Region. The project will dialogue with Europe. include a focus on urban development, integration, business development, Responsible: The 2017 secretariat. tourism, infrastructure and inter- Aarhus University and the IMPACT national collaboration. The Capital of 2017 project are responsible for mea- Culture aims to facilitate engagement suring the effects of the effort. and participation across all existing clusters and networks. INTERNATIONALISE WITH AARHUS 46 47 STRATEGIC INITIATIVES

Hobro

Skive Viborg _Business Region Aarhus Business Region Aarhus is a collab- ficiency, improved access to financing oration of 11 East Jutland munici- and representation of interests on a Grenaapalities working across municipal national level. boundaries to create growth and jobs and to maintain and strengthen the Business Region Aarhus has just re- area as one of Denmark’s two leading cently upscaled the level of collabora- growth centres with international tion and the organisation is having an impact. increasing impact. Business Region Aarhus will play an important role Business Region Aarhus initiates ac- in both the national and the interna- tivities in business development and tional branding of Aarhus. improvement of framework condi- Lystrup tions that are in the common interest Responsible: The Business Region and that run better together than Aarhus secretariat. separately. Business Region Aarhus focuses on creating synergy in terms of better use of resources, greater ef- Aarhus Odder Hedensted Vejle

Fredericia Kolding Middelfart INTERNATIONALISE WITH AARHUS 48 49 STRATEGIC INITIATIVES

_Internationalisation

The City of Aarhus has an increased • Improving international city facili- focus on internationalisation and ties like English language in shops, has created an Internationalisation restaurants and hotels. Committee with representatives from both the public and the private sector. We expect the work of the Interna- The main goal of the committee is to tionalisation Committee to be strongly create strategic efforts to improve connected to the branding effort of the internationalisation with focus on city. Relevant initiatives from the city talent attraction. The work areas of branding team will be run through the committee will follow three tracks: the Internationalisation Committee.

• Attracting, receiving and retain- Responsible: The Internationalisation ing workforce and students (e.g. Committee. more extensive international citizen services) as well as companies and investments. • Developing international skills for the city’s companies. INTERNATIONALISE WITH AARHUS 50 51 STRATEGIC INITIATIVES

_Smart Aarhus

Smart Aarhus was initiated as a part- and economic challenges. Interna- Also Smart Aarhus is behind the In- nership between the City of Aarhus, tionally, Smart Aarhus is considered ternet Week Denmark event, which the Central Denmark Region, Aarhus a Scandinavian ‘third way’ of how to creates a lot of media attention both University, the Alexandra Institute, develop a Smart City. The American nationally and on social media. The VIA University College, the Danish Smart City development is primarily ambition is to develop Internet Week Technological Institute, and the com- built on commercial interests. In Asia, Denmark into an international event pany Systematic. A wide range of a centrally controlled model is used. within the next three years. public and private organisations and citizens have been (and still are) in- On an international level the Smart Responsible: The Smart Aarhus secre- volved in specific projects. Aarhus model – running city develop- tariat and the Internet Week Denmark ment based on partnerships and with secretariat. Smart Aarhus is a mindset developed the involvement of citizens – has cre- in order to create sustainable urban ated wide attention and interest. The innovation and growth. It is a mod- wide network of partners in Smart el based on involving stakeholders Aarhus with international touch through partnerships. Smart Aarhus points and participation in several is a digital marketplace established EU projects make the partnership in order to generate value and to ideal for the branding of Aarhus in- help solve societal, environmental ternationally. INTERNATIONALISE WITH AARHUS 52 53 STRATEGIC INITIATIVES

_Events

Events are a strong component in Development and cooperation: Denmark – have all in a short period branding and promoting Aarhus. • Support the Capital of Culture 2017. established a positive impact on the From 2015 the City of Aarhus has • Develop new partnerships, net- branding and promotion of Aarhus. created a new and bigger event de- works and working methods, and partment. break down barriers between tra- Sporting events such as the UEFA ditional sectors in society (culture, U21 championship in 2011 and The vision is to create an active and sports, business, education, tour- ISAF2018 support the general level unique event city, which will help ism etc.). of awareness about Aarhus outside to create value and growth. Aarhus Denmark. Events like business and has to be more known nationally and Experiences: university conferences do not have internationally as a great city for • Create unique, experimental and any general branding effect whereas hosting events and as Cultural Capital life-affirming experiences for local they may have a very strong effect on in 2017. The events have to contrib- citizens and visitors. a more specific target group. ute to Aarhus’ positions of strength • Ensure broad popular participation as a city in terms of experimenting, and involvement in city events and Responsible: Aarhus Events. rethinking and collaborating. create pride among citizens.

The aim of the new event strategy is: Several newer events – such as • Contribute to growth. Northside, Spot, Nykredit Aarhus • Attract more Danish and foreign City half-marathon, Classic Car Race tourists, investments, jobs and res- and Sculpture by the Sea – and also idents. more cluster oriented events – such as • Brand the city through events. the Food Festival and Internet Week Love your taxes with Aarhus

Tax level is among the lowest in Denmark INTERNATIONALISE WITH AARHUS 56

_ Must win battles Tertiary Communication

Secondary Communication

We have identified a number of must MUST WIN BATTLES FOR THE From DI benchmark (Dansk Industri win battles in order to bridge the gap CITY BRANDING OF AARHUS IN – Danish Industry Association) ‘poor between desired brand position and 2015–2018 business climate measure’ to ‘good reality. Through systematic brand dialogue and good cooperation’ monitoring we will test the city brand From approx. 300,000 inhabitants Aarhus has scored poorly in busi- in regard to these must win battles. to 1.5 million within 1 hour’s drive ness climate measures, but the fact is We have also set up a number of We need to make citizens aware and that the business climate in Aarhus brand governance activities for the proud of the fact that they are part is quite good. There are rumours and city branding team to strengthen of Denmark’s second centre of eco- misconceptions that need to be cleared the branding process. We will work nomic growth. We need to influence up and the city’s business community among others with the local support the mindset of our citizens to prepare needs to come together to create a group to reach these goals. them to be part of a metropolis so that positive vibe. they begin to embrace the advantages Aarhus is on a journey from a medi- and challenges of big city life, e.g. From ‘study destination’ to ‘See your um size town to becoming a larger more traffic. future in Aarhus’ international city. Aarhus is a rich In brand surveys Aarhus tends to re- city with many opportunities, the city From ‘a city in Europe’ to ‘a Euro- ceive low scores for career opportuni- is in a positive development phase pean city’ ties. At the same time local businesses Primary Communication and most citizens are happy to live in Citizens must see the advantages of have difficulty finding qualified spe- Aarhus. But this does not necessarily being part of an international com- cialists – we need to bridge this gap. mean that they talk about their city munity, to create a welcoming, open with pride. and embracing culture.

Must win battles are specific efforts From ‘hard to find student housing’ that have great impact in terms of to Aarhus is a great city to study in Aarhus’ image. There are certain The fact is that 10 months a year cases that contribute to a negative there is vacant student housing in image of Aarhus – and even though the city. We will keep working on both the initial problem may have been re- temporary and permanent housing solved the story still sticks to the city. for students and on changing the Therefore the city branding effort will storytelling about the difficulty of also concentrate on must win battles finding such housing in the city. that matter to Aarhus’ image. City Brand From poor infrastructure to good We will initiate activities that may mobility influence and nuance the talk of the Industry, the municipality and the town. The city needs to handle the citizens need to come together to solve development of negative myths and mobility problems, and the city needs rumours and the way citizens talk to change the mindset and expecta- about Aarhus. We need citizens to be tions from that of a small city to that good ambassadors both within the of a metropolis. city and in relation to the outside world. We will do this through actions and events, consistent storytelling and active fact based communication. INTERNATIONALISE WITH AARHUS 58 59 CITY BRANDING TEAM ACTIVITIES

_ City branding team activities 2015 - 2018

Brand governance is the core task of with a budget of 20. mio. DKK pr. year. Brand monitoring Local support group Practitioners’ networks the city branding team and includes Furthermore the Municipality sup- During the development of the brand The local support group will be a broad As a supplement to the branding organization of the branding effort, ports and initiates numerous events strategy, it became clear that there is gathering of all stakeholders who can board there will be practitioners’ creation of a brand toolbox, brand both within sports, culture and busi- very limited monitoring of Aarhus’ influence the city brand positively. It networks that will meet more reg- monitoring etc. ness that support the brand story of image. The limited evaluation of city will meet once a year to discuses the ularly to discuss the concrete imple- Aarhus. Also the municipality sup- branding that has been made focus- results of the brand evaluation. mentation of actions for a certain Creating an effective governance ports some of the key stakeholders es on use of the logo and knowledge target group. These forums should structure is vital to the success of any in the Local Support Group such as about the tagline. Future branding activities should be be a place for knowledge exchange city branding effort. In Aarhus we con- the International Community and the based on facts, so every year we will and inspiration. tinue the work with the Local Support Studenthouse that play a vital part in In the future, a more coherent brand discuss the results of the brand status Groupas a network to be consulted in attracting and retaining international monitor will be established in cooper- report. Responsible: matters of branding the city. talent. ation with the relevant partners. The The city branding team. monitoring will focus on: The group will discuss: The approach is not to create a new The political leadership of the city • Main image goals to work on for the formal setup, but to meet with the therefore advised the Local Support • For target groups in Aarhus: expe- following year. relevant stakeholders when there is a Group to use the Local Action Plan rience, satisfaction and recommen- • What the individual stakeholder can concrete matter or project of collabo- primarily as a tool for institutionaliz- dation. do to better the brand position. ration usually connected to a specific ing the branding effort and describing • For target groups outside Aarhus: • What the network of stakeholders target group. the collaboration model. There fore the knowledge (Aarhus and/or institu- can do together to better the brand Local Action Plan works as a strate- tions, initiatives etc.), preference, position. There is an established network facil- gic roadmap rather than a concrete association and reason to go/invest/ • Which activities to initiate. itated by Visit Aarhus for all tourism action plan and budget for branding relocate. • Topics for the next brand status report. stakeholders that meet regularly to of the city. initiate common initiatives. This col- Initiatives: The brand position reports must be laboration model is also works well In order to best facilitate and support 2015: Test brand monitoring used actively to mobilise stakeholders, with the student target group where the Local Support Group in their work 2016: Implement brand monitoring to engage them and to drive change. all educations institutions work to- the citybranding team will work with Positive results from the brand mon- gether to marked the educations of these initiatives: Responsible: itoring should also be used to create Aarhus in a 3 day event called U-days The city branding team will initiate positive PR for Aarhus. http://www.udays.dk/ the dialogue on monitoring for the selected areas. Responsible: There is consensus in the Local Sup- The city branding team. port Group about this decentralized approach to branding, where the Mu-

nicipality’s primary role is to create Tertiary Communication Tertiary Communication Tertiary Communication connections and facilitate collabora- tion among the key stakeholders. Secondary Secondary Secondary Communication Communication Communication Therefore this Local Action Plan does not include the concrete actions plans and budgets that exist for efforts such Primary Primary Primary as tourism or the European Capital Communication Communication Communication of Culture in 2017. The Municipality

invests massively in the Cultural Cap- City Brand City Brand City Brand ital and has just created a consortium just for the marketing of Aarhus 2017 INTERNATIONALISE WITH AARHUS 60 61 CITY BRANDING TEAM ACTIVITIES

Online presence and publicity Toolbox Merchandise Aarhus has many digital represen- At the moment the toolbox for In order to create local awareness tations ranging from material on city branding is on the website: and coolness in terms of branding Wikipedia and Tripadvisor to nu- www.citybrandaarhus.dk. We will Aarhus, the city branding team will merous Facebook groups, Instagram still have the toolbox, but it will need collaborate with local designers to accounts and regular websites. The some adjustments to align with our create a limited edition of Aarhus digital channels are the main window new strategy. The toolbox will consist merchandise that can be bought in to the rest of the world and there is of high quality images, videos, gen- selected shops in the city. Items could an unused potential in working more eral and target group specific texts, include a cool T-shirt or a nice iPad strategically with these channels – presentations and other material that cover. The aim is both to promote up and with the potential ambassadors makes it easy for the city stakeholders and coming talent, and to create ex- that create content about Aarhus. to tell a consistent and positive story clusiveness and good karma around about the city. The content of the tool- Aarhus and the branding of Aarhus. As part of the branding effort the box will be limited and the focus will city branding team will map the most be on high-quality, shareable content. Responsible: important channels for Aarhus on The city branding team in cooperation both the web and social media. For There will be less background and with private partners. each major target group we will find strategy on the website and more di- the most dominant channels/people/ rect navigation to the branding and organisations in terms of creating marketing material. digital pressure and promoting cer- tain agendas. After that we will create Responsible: a strategy for each target group and The city branding team. a suitable, agile organisation. This effort will be carried out with help from experts in the digital field.

Responsible: The city branding team.

Tertiary Communication Tertiary Communication Tertiary Communication

Secondary Secondary Secondary Communication Communication Communication

Primary Primary Primary Communication Communication Communication

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Aarhus invests 1,1 billion in infrastructure