A <strong>Roadmap</strong> <strong>for</strong> <strong>Branding</strong> <strong>Dublin</strong>, A <strong>Discussion</strong> <strong>Paper</strong> <strong>2012</strong>> The provision of a governance structure through the Creative <strong>Dublin</strong>Alliance and its development of a collaborative leadership model <strong>for</strong>the <strong>Dublin</strong> region that would give a strategic focus to, and benchmarkthe international position of, <strong>Dublin</strong> and drive the innovation agenda;> The Executive Network of the Creative <strong>Dublin</strong> Alliance wouldagree strategies <strong>for</strong> development across <strong>Dublin</strong>’s key areasof the economic, innovation and smart city agendas;> The proposal to establish a Destination Marketing Alliance<strong>for</strong> <strong>Dublin</strong> that would develop integrated CommunicationStrategies and International Marketing Campaigns to clearlycommunicate and promote <strong>Dublin</strong>’s assets and uniqueness;> The agreement of a target driven approach <strong>for</strong> the promotional anddevelopmental strategies will see the development of key benchmarksof the brand’s per<strong>for</strong>mance over time. Targets <strong>for</strong> tourism in <strong>Dublin</strong>have already been recommended by the tourism industry, witha ‘stretched’ growth target of 6.2% annual growth in overseastourists from <strong>2012</strong> to 2020. Similar targets in the other sectorswould be agreed, along with the key international benchmarks.This phase should be seen only as the preparatory stage to build thecapacity required that would enable the visionary leadership and innovativemanagement of the brand in the years subsequent to its launch. Buildingan international brand <strong>for</strong> <strong>Dublin</strong> is an ambitious project that should only beundertaken if it is underpinned by a commitment over the long term andsustains the engagement of, and investment in, the public, private and civicsectors of society throughout the process.78
A <strong>Roadmap</strong> <strong>for</strong> <strong>Branding</strong> <strong>Dublin</strong>, A <strong>Discussion</strong> <strong>Paper</strong> <strong>2012</strong>References and BibliographyReferencesAccenture, (2010). The International Finances Services Sector Report. Financial Services Ireland. Availableat: Acre, (<strong>2012</strong>). Accommodating Creative Knowledge <strong>–</strong> Competitiveness of European Metropolitan Regionswithin the Enlarged Union. University of Amsterdam. Amsterdam Institute <strong>for</strong> Social Science ResearchAvailable at: A Guide to <strong>Dublin</strong>’s Bid <strong>–</strong> Pivot <strong>Dublin</strong>. (<strong>2012</strong>). Available at: Anholt, S., (2011). Beyond the Nation Brand: The Role of Image and Identify in International Relations. U.K.Foreign Offi ce Public Diplomacy Board. Available at: Anholt, S., (2007). Competitive Identity: The New Brand Management <strong>for</strong> nations, Cities and Regions.Palgrave Macmillan. 1 st Ed.Boyle, M., Kitchin, R., (2008). Towards an Irish Diaspora Strategy. A Position <strong>Paper</strong>. National Institute <strong>for</strong>Regional and Spatial Analysis (NIRSA).Brookings, Global Metro Monitor (2011), The Path to Economic Recovery. Available at: Casey, J., (<strong>2012</strong>). Case Study: A City <strong>Branding</strong> Strategy in <strong>Dublin</strong>.City RepTrak, (2011). The world’s most reputable cities. Available at: Chief Executive Offi cers (CEO’s) <strong>for</strong> Cities, (2006). <strong>Branding</strong> Your City. Prophet. Available at: Central Statistics Offi ce (CSO), (2006). Census. <strong>Dublin</strong> Stationary Offi ce.Central Statistics Offi ce (CSO), (2009,2010,2011). Service Exports and Imports. <strong>Dublin</strong> StationaryOffi ce. Available at: Central Statistics Offi ce (CSO), <strong>2012</strong>. Quarterly Household Survey, Q1. Stationary Offi ce<strong>Dublin</strong>. Available at:79
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