Wally Olins is one of the UK’s foremost experts in branding and founder chairman of Wolff Olins, brand consultant. Here, in the week when English core cities meet for their annual event in Nottingham, he gives his views on how cities should brand themselves
English cities in the 19th century were powerful, vital places, with a strong sense of self. They made things, or they traded. Liverpool had docks, Manchester cotton, Nottingham lace, etc. They attracted immigrants from the countryside around them, who came in search of money and excitement.
But the cities provided more than jobs – they gave a sense of momentum, of belonging, and of community.
Figures such as Joe Chamberlain, who ran Birmingham, built great monuments for their city and, incidentally, to themselves, as well as grand town halls, theatres and universities.
A superb infrastructure, for its day, including sanitation, decent housing and streetlights, emerged, thanks to powerful local government. There was pride and a real sense of place and purpose.
Then, gradually, the power of local government was reduced by increasingly-centralised decision-making. Cities had less control over their own fortunes.
At the same time, manufacturing in Britain began its long, slow decline. Cities in Britain were no longer competing with their geographic peers but with other cities from halfway across the globe, which could make similar quality products cheaper. The industrial infrastructure on which the city’s wealth was based was eroded, and the gradual decline began.
As industry began to disappear from Britain in the second half of the 20th century, cities didn’t know quite what or who they were anymore. They lost their pride and their sense of direction. In addition to this, mass immigration permanently changed their ethnic pattern. Cities began to look and feel different.
Today, there is a renaissance of British cities. Universities and the science, technology and commerce attached to them seem to be the key ingredient in converting former industrial towns into vibrant competitors in the knowledge economy. Many cities in Britain have already found solutions of their own.
Edinburgh is internationally known for its summer festival. Manchester United has fan clubs even in Beijing. And Oxford is a worldwide city brand, courtesy of its university. What is needed is a cohesive story which runs through the actions and communications of local government, businesses and cultural organisations. You can also call this the big idea that a strong city brand is based on.
What all this means is that cities today need a strong sense of themselves – of what they are as a place. They need to become strong brands which stand for something, and deliver on what they promise. They must know what kind of companies they wish to attract, what they want to be known for globally, and how they are different from other comparable cities.
By thinking hard about these questions and by seriously committing to solutions, cities can develop a strong city brand that stands for something and is recognised the world over. Only then will a city be able to provide its inhabitants with a sense of place – with a sense of belonging ‘here’.
If we look around Europe at say Bilbao or Barcelona – we can see the winners. We can also see the losers – such as Naples. Which do you want to be? The choice is yours. n
Wally Olins is chairman of Saffron Brand Consultants
But the cities provided more than jobs – they gave a sense of momentum, of belonging, and of community.
Figures such as Joe Chamberlain, who ran Birmingham, built great monuments for their city and, incidentally, to themselves, as well as grand town halls, theatres and universities.
A superb infrastructure, for its day, including sanitation, decent housing and streetlights, emerged, thanks to powerful local government. There was pride and a real sense of place and purpose.
Then, gradually, the power of local government was reduced by increasingly-centralised decision-making. Cities had less control over their own fortunes.
At the same time, manufacturing in Britain began its long, slow decline. Cities in Britain were no longer competing with their geographic peers but with other cities from halfway across the globe, which could make similar quality products cheaper. The industrial infrastructure on which the city’s wealth was based was eroded, and the gradual decline began.
As industry began to disappear from Britain in the second half of the 20th century, cities didn’t know quite what or who they were anymore. They lost their pride and their sense of direction. In addition to this, mass immigration permanently changed their ethnic pattern. Cities began to look and feel different.
Today, there is a renaissance of British cities. Universities and the science, technology and commerce attached to them seem to be the key ingredient in converting former industrial towns into vibrant competitors in the knowledge economy. Many cities in Britain have already found solutions of their own.
Edinburgh is internationally known for its summer festival. Manchester United has fan clubs even in Beijing. And Oxford is a worldwide city brand, courtesy of its university. What is needed is a cohesive story which runs through the actions and communications of local government, businesses and cultural organisations. You can also call this the big idea that a strong city brand is based on.
What all this means is that cities today need a strong sense of themselves – of what they are as a place. They need to become strong brands which stand for something, and deliver on what they promise. They must know what kind of companies they wish to attract, what they want to be known for globally, and how they are different from other comparable cities.
By thinking hard about these questions and by seriously committing to solutions, cities can develop a strong city brand that stands for something and is recognised the world over. Only then will a city be able to provide its inhabitants with a sense of place – with a sense of belonging ‘here’.
If we look around Europe at say Bilbao or Barcelona – we can see the winners. We can also see the losers – such as Naples. Which do you want to be? The choice is yours. n
Wally Olins is chairman of Saffron Brand Consultants
