Mary Klemm

Corporate branding: analysis of a city communication strategy

This exploratory research examines how corporate communications can influence stakeholder perceptions to enhance or detract from the city as a brand. It uses the UK city of Bradford as a case study and adopts theoretical concepts of product and corporate branding. Balmers AC2ID test of corporate identity is applied to identify gaps in the Citys official communications strategy, revealing conflicting messages between local government policy and different stakeholder groups. This analysis points to the need for positive visual evidence of change, such as an improved built environment in the city centre. The analysis may have value for policy‐makers in the UK and elsewhere who seek to improve community and stakeholder relationships. This research may also help to promote an honest approach towards branding cities as well as providing the potential for an enhanced brand value.

Tourism in difficult areas revisited: the case of Bradford.

Abstract Bradford was the first city in a “difficult area” in the UK to try to capitalise on tourism. This concept was introduced by Buckley and Witt in the 1980s using Bradford as an example. The article looks at how Bradford and its tourism policies have changed since their initial success in the 1980s. Support for tourism from Local Government has fluctuated because of funding crises, uncertainty about the benefits of tourism and changing political priorities in the City. In the late 1990s, Bradford launched a new strategy to attract leisure tourists, using support from the private sector and funds from Europe. Finally, we attempt to evaluate Bradfords success in tourism over the period and relate this to the original study of difficult areas

The decline of tourism in Northern Ireland.

Abstract This article examines the impact of terrorism on tourism to Northern Ireland in a wide context. The situation of Northern Ireland is placed in the context of overall tourism trends including the decline of the UK domestic holiday market and the growth of business and conference tourism, day visits, short breaks and activity holidays. Tourism trends in Northern Ireland are compared with those experienced by the Irish Republic and some interesting differences and parallels emerge. Following this, income and employment multipliers are examined for Northern Ireland and the ‘tourism in difficult areas’ literature is examined for relevance. Against this background, the impact of terrorism can be evaluated both in general and in the specific case of Northern Ireland. The administrative structure for tourism in Northern Ireland is examined and is compared with that of the Irish Republic. The conclusions and recommendations suggest ways forward for the Northern Irish tourism industry which, despite severe constraints, does have opportunities for development.

Sustainable tourism development: Languedoc—Roussillon thirty years on

Abstract This article discusses the development of the French resort Languedoc- Roussillon and looks at whether its product can be sustained in the future. In this respect the involvement of the public sector, both in its own right and in partnership with the private sector, is deemed crucial.

Sharing the vision: Company mission statements in Britain and France

Abstract Company Missions in Britain and France are compared in two respects: the content of the mission statement and the extent of participation in the drafting process. Concurrent research in British and French companies shows that, despite some superficial similarities, there are major differences in the content, development process and impact of the missions in the two countries. This study examines these differences in some detail and develops a model for the analysis of company missions in an international context. In a practical sense the article also offers some useful insights into the business culture and decision making processes in Britain and France.

Languedoc Roussillon: adapting the strategy

Abstract The mass market resorts on the Mediterranean coast of this French region were designed in the 1960s for the mass market tourist and second-home owner looking for ‘sun and sand’ holidays. The change in lifestyles, work patterns and the more demanding consumer meant that by 1990 this popular holiday region needed to develop a greater variety of tourist products. In 1993 the Regional Government launched a strategy to refurbish the coastal resorts and to develop new products in the historic towns, the countryside and the mountains of the region — areas which had previously been neglected. This article presents a critique of the new strategy, and a resume of the difficulties encountered in adapting the products and image of a tourist destinction area over time.

Planning in practice — a case study

The previous chapters of the book have looked in some depth at the different planning tasks which were identified in Chapter 1 (Figure 1.3). Whereas the separate discussion of these planning tasks can help in understanding each task more fully there are some dangers that readers will forget that the tasks need to fit together within any organisation. For this reason this final chapter will be devoted to an in-depth look at one particular real world organisation and the way in which it approaches business planning. It is hoped to show how the various planning tasks are undertaken and some of the reasons for approaching planning in that way. Equally importantly the example will seek to illustrate some of the very real difficulties of making plans work out in practice and how the company’s circumstances affect the choice of planning ‘techniques’.

Strategic planning — thinking ahead

The previous chapters have stressed the importance of business planning as a means of ensuring that an organisation remains successful over time. Strategic planning is particularly concerned with the longer term health of an organisation and identifying the changes which may be necessary in order to secure a successful future.

Organising for planning

The previous chapter outlined the various types of planning which occur within organisations. One of the most difficult problems is deciding on how to organise these various activities. Deciding WHO should be involved in and responsible for the different planning efforts of an organisation is just as important as the content of the plans. It is for this reason that these issues are raised at this early stage in the book before a more detailed consideration of the content of business plans. If companies do not organise their planning properly it can result in wasted effort, poor quality plans, and a lack of commitment within the organisation to make the plans work.

Completing jobs on time

One of the criticisms of many organisations is that they are extremely poor at completing jobs on time. Customers complain of consistently late deliveries and the apparent lack of responsiveness of many companies to their needs. The ability to complete jobs on time is clearly influenced by the way in which work is planned within an organisation, and this is the issue for discussion in this chapter.