Aaron Renn writes on civic branding, but also on themes of promise, authenticity, and looking to the future with a real awarenesses of one’s past:
At its most basic, a brand is a promise. Branding, by extension, is the act of managing that promise. Branding is a management practice.
This deceptively simple statement is actually quite powerful. For example, when you make a promise, you promise something to someone. You don’t promise everything to everybody. You commit to delivering something specific. If you want your promise to have value, it has to be something at least relatively distinctive, something that everybody else isn’t already promising the other person. And when you make a promise, you have to keep it or else suffer a huge loss of credibility. …
Cities are not start ups. They already have residents, businesses, a history, a culture, a set of values—a brand, if you will. The attempt to radically shift a city from its existing brand to something else will appear inauthentic and fail. It will also send a subtle message to existing residents that there is no place for them in the future—that they are of less value than a new class of people the city wants to attract.
So in addition to being distinct, brands need to be authentic. They need to speak to the people who already live in a city as well as to potential newcomers. They need to be an expression or a reflection of the history, heritage, and reality that already exist. To be sure, a city’s reality needs to continue to grow and evolve, and, at times, corporate brands need to be reinvented. But successful reinventions and evolutions generally try to stay true to the authentic core of the brand.
This is even true in the fashion industry. When fashion designer Karl Lagerfeld revived Chanel in the early 1980s, he did so by drawing on inspiration from the firm’s archives. This became a model that others followed. As the New York Times stated, “Lagerfeld’s wildly successful echoing of Chanel’s history has become the blueprint for labels across the world. Today, designers use archival styles to anchor their individual aesthetics to a brand’s past.” By contrast, “New Coke” was one of the great rebranding flops in history. Coca-Cola is as American as apple pie. Changing such an iconic product was a betrayal of its brand promise. The company swiftly backtracked.
In short, cities too often have decided that they need to replace their existing brand to copy another’s that they think is necessary in order to compete. This typically fails because a brand needs to promise something distinct. Harvard business professor Michael Porter puts it thus: “Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value.”
There’s nothing wrong with having bike lanes or coffee shops. But today, these things aren’t going to sell a city to businesses or potential residents.
“The Dos and Don’ts of Civic Branding” is worth a read if any of this is compelling.