CDA – A Roadmap for Branding Dublin 2012 – A Discussion Paper

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A Roadmap for Branding Dublin, A Discussion Paper 20126.4 Engage in Regular Monitoringof our International PositionDublin’s International Benchmarking and Indicators Project will help to identify,in an evidence based approach, the position of Dublin as it performs ininternational rankings. It will monitor Dublin’s international performance inareas such as investment locations, ease of doing business, quality of life andtourism, and will help to identify its strengths while also focusing attention onchallenges and areas of concern.In order to measure the success and effectiveness of the Dublin Brand anumber of appropriate indicators are suggested in this roadmap. Howeverthe Creative Dublin Alliance should take these as a guide and agree relevantindicators for each sector which are to be followed over time.Selected International Benchmarking reports should be agreed andmonitored in the following areas:> Quality of Living> International Tourism> Foreign Direct Investment> Export Growth> Population> International Talent and Students> Dublin’s place on World Business RankingsTwice a year, reports on Dublin’s international benchmarking will be presentedto, and analysed by, the Creative Dublin Alliance, Executive Network andDestination Marketing Alliance. At a time of increasingly intense globalcompetition this will allow Dublin to measure itself against other cities overtime and provide international feedback on the qualities that the brand isprojecting.The agreement of a target driven approach for the promotional anddevelopmental strategies, will see the development of key benchmarks ofthe brand’s position and value. Targets for tourism in Dublin have alreadybeen recommended by the tourism industry (ITIC), with a ‘stretched’ growth66
A Roadmap for Branding Dublin, A Discussion Paper 2012target of 6.2% annual growth in overseas tourists from 2012 to 2020. Similartargets in the other sectors would be agreed, along with the key internationalbenchmarks 107 .The continued monitoring and reporting of these indicators are intended asthe starting point for an evidence based debate on Dublin’s performance.This analysis will help to inform the agenda for meetings with Government toensure the Dublin and Ireland brands are mutually reinforcing and cohesive.6.5 Build Upon Dublin’s Assets andAddress the ChallengesAn effective branding strategy must be supported by agreed strategiesto address the challenges Dublin faces. Given the long term nature ofinvestment and trading decisions, the target audiences of a brand, especiallybusiness and investment interests, are often as interested in knowing that thecity has the leadership and capacity to address and adapt to the challengesit faces, as they are in knowing what the actual challenges are. Therefore,an effective brand must be supported by agreed development plans andstrategies to address the challenges the city faces.As part of their leadership on the development of the Dublin Brand, theCreative Dublin Alliance has identifi ed four objectives to develop Dublin’sinternational position:> Develop city leadership> Progress innovation capacity and the smart city agenda> Lead civic engagement and quality of life> Build innovation and communication networks.Programmes and activities that have a signifi cant impact under eachobjective will be mapped and coordinated under the brand vision.107 Irish Tourist Industry Confederation (ITIC). Capitalising on Dublin’s Potential, 201267
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ContentsExecutive Summaryv1. Introd
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CDA – A Roadmap for Branding Dublin 2012 – A Discussion Paper

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