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Place marketing, local identity, and cultural planning: The

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Discussion Paper Series, 13(16): 367-380

Place marketing, local identity, and cultural

planning: The CultMark INTERREG IIIc project
Alex Deffner
Assistant Professor οf Urban and Leisure Planning
Department of Planning and Regional Development, School of Engineering,
University of Thessaly, Volos 383 34, Greece
e-mail: adeffner@prd.uth.gr
Theodore Metaxas
Adjunct Lecturer
Department of Planning and Regional Development, School of Engineering,
University of Thessaly, Volos 383 34, Greece
e-mail: metaxas@prd.uth.gr

Abstract
During the last twenty years, especially the European cities/ regions are characterised
by a plurality of efforts to define their vision, to construct their identity and to shape their
images, in order to become more competitive, and also to increase their market share in
a globalised economy. Furthermore, cities/ regions have been elaborating and
implementing particular competitive policies, such as place marketing and strategic
plans in order to attract the potential target markets (new investments, tourists, new
residents etc.). In addition, the identification of culture as an important factor in urban/
regional planning is, in its own right, a scientific research area, with particular interest,
especially in the last two to three decades, in the US and Europe. In this context, the
paper presents and discusses the philosophy, the structure and the methodological
approach of the CultMark project (Cultural Heritage, Local Identity and Place
Marketing for Sustainable Development), which is an operation in the framework of the
European Union programme of inter-regional co-operation INTERREG IIIC that
occurred in five European places from 2004 till 2006: Nea Ionia/ Magnesia/ Greece
(lead partner), Chester/ UK, Kainuu/ Finland, Rostock-TLM/ Germany and Pafos/
Cyprus. The CultMark project applied a place marketing strategy with a cultural
planning character. In other words it emphasizes the cultural dimension of marketing, as
well as the promotion of the cultural resources of each place both in connection with the
planning of demonstration actions.

Key words: strategic planning, place marketing, local identity, cultural image,
cultural planning, CultMark Interreg IIIC project

November 2007

Department of Planning and Regional Development, School of Engineering, University of Thessaly

Pedion Areos, 38334 Volos, Greece, Tel: +302421074462, e-mail: regiolab@prd.uth.gr, http://www.prd.uth.gr
Available online at: http://www.prd.uth.gr/research/DP/2007/uth-prd-dp-2007-16_en.pdf
 Place marketing, local identity, and cultural planning: The CultMark INTERREG IIIc project 369

1. Introduction: what is actually place marketing?

During the last twenty years cities/ regions, especially the European ones, are
characterised by a plurality of efforts to define their vision, to construct their identity and
to shape their images, in order to become more competitive, and also to increase their
market share in a globalised economy. Furthermore, cities/ regions have been
elaborating and implementing particular competitive policies, such as place marketing
plans and strategic plans in order to attract the potential target markets (new
investments, tourists, new residents etc.) [Bailey, 1989; Ashworth and Voogd, 1990;
Kearns and Philo, 1993; Kotler et al. 1993, 1999; Gold and Ward, 1994; Duffy, 1995;
Bramwell and Rawding, 1996; Selby and Morgan, 1996; Ward, 1998; Avraham 2000,
2004; Hope and Klemm, 2001; Murray, 2001; Urban, 2002; Konken, 2004; Kolb, 2006].
In case of place marketing this product (Goodwin, 1993), or ‘good’ (Metaxas, 2003), is a
place or a city.

Place/ city marketing concerns the adaptation of the generic and very popular model of
‘4ps’ (product, price, place, promotion) [Kotler and Armstrong, 2005] and its
performance in the procedure of place/city marketing. This paper selects the model of
‘8ps’ is more complicated ‘8ps’ model: product, partnership, people, packaging,
programme, place, price, promotion (Morrison, 1989/2001). The realisation of place
marketing as a procedure is based, first of all, on the realisation of marketing procedure
as a science and practice (Short and Kim, 1998). Marketing evolved largely among
commercial enterprises in the inter-war period, as a means of selling physical products
to paying customers for short-term financial profits (Ashworth and Voogd, 1994).

2. Place marketing and spatial planning

Place/ city marketing complements, and does not substitute, spatial/ urban planning.
The main fields of complementarity are the following: a) spatial/ urban development, b)
urban management, c) urban governance, d) cultural planning, e) place/ city branding, f)
planning of demonstration actions, g) urban regeneration, h) spatial/ urban policy.

The application of city marketing policies as tools for urban development expanded in
several sectors such as tourism, sports, recreation, the arts and the media (Bianchini,
1993: 29), creating, at the same time, powerful cultural industries, including a variety of
activities such as fashion and design, architecture and townscape, heritage, local
history, eating and entertainment, and generally a city’s identity and external image
(Pratt, 1997; Deffner, 2000; Kong, 2000). Place/ city marketing is also connected to
spatial/ urban development as an innovative approach to planning.

Discussion Paper Series, 2007, 13(16)

 370 Alex Deffner, Theodore Metaxas

A city marketing procedure should be primarily evaluated under the philosophy of urban
management (Ashworth and Voogd, 1990), in the same way that the promotion process
constitutes a main part of marketing (Sandhusen, 1998/ 2000). The strategic planning
process concerns the analysis of the internal and the external environment of places/
cities (SWOT and PEST analyses)1, relating to the examination of the relationships,
which developed inside the place/ place2. City marketing depends on the cooperation of
a plurality of local actors and the building of social consensus, and thus relates to urban
governance.

3. Local Identity

The identity of a place relates to the historical/heritage background and to the

particularities that traditionally characterise the city/region concerned. There exist two
complementary views regarding place identity: a) according to Barke and Harrop (1994),
the identity of a place may be regarded as an objective thing, and b) Pritchard and
Morgan (2002), examining the relationship between culture, place identity and tourism
representation, support that ‘the representations used in destination marketing are not
value-free expressions of a place’s identity; instead they are the culmination of
historical, social, economic and political processes’.

4. Culture as a ‘procedure’ of place promotion and

planning

The identification of culture as an important factor in urban/ regional planning is, in its
own right, a scientific research area, with particular interest, especially in the last two to
three decades, in the US and Europe. A very interesting recent elaboration argues for
an alternative, cultural planning approach to place marketing that, apart from the link to
place development, can contribute to the sense of place (Murray, 2001). This initiates an

1
SWOT analysis: Strengths, Weaknesses, Opportunities and Threats
PEST analysis: Political, Economical, Social and Technological factors.
2
In the case of place marketing, but also in marketing in general, the parameters of analysis are the following:
Basic factors examining the identification of the relationships between the organisation and Strategic Planning
in the past (where we were)
Basic factors examining the identification of the relationships between the organisation and Strategic Planning
in the present (where we are)
Basic factors examining the identification of the relationships between the organisation and Strategic Planning
in the future (where we would like to go)
(Needham, et al, 1999: 17).

UNIVERSITY OF THESSALY, Department of Planning and Regional Development

 Place marketing, local identity, and cultural planning: The CultMark INTERREG IIIc project 371

additional link to the construction of local identity and the promotion of cultural heritage.
Generally, the work done in cultural planning indicates that, in order for cities/ places to
be successful, marketing must be inter-connected with planning. There exist examples
of cities (Amsterdam) that have very elaborate marketing plans. A city in order to be
successfully marketed has to be ‘branded’, or vice versa, thus place/ city marketing is
interrelated to place/ city branding (Morgan et al. 2002/2004; Patteeuw, V./ Urban
Affairs, 2002; Kavaratzis, 2004; Kavaratzis and Ashworth, 2005). Place/ city marketing
is also related to the planning of demonstration actions as is indicated in the example of
the CultMark project.

5. The CultMark INTERREG IIIc Project3

CultMark (Cultural Heritage, Local Identity and Place Marketing for Sustainable
Development) was an operation in the framework of the European Union programme of
inter-regional co-operation INTERREG IIIc that was conducted in five European places
from 2004 till 2006: Nea Ionia/ Magnesia/ Greece (lead partner), Chester/ UK, Kainuu/
Finland, Rostock-TLM/ Germany and Pafos/ Cyprus. CultMark is applying a place
marketing strategy with a cultural approach. This means that it emphasizes the cultural
dimension of marketing, as well as the promotion of the cultural resources of each place
both in connection with the planning of demonstration actions. We would like to express
our thanks to the JTS INTERREG IIIC East and to the partners for the use of the
delivered material.

The main aim of CultMark is to create a final successful image for each city/ region
partner, as well as the study area as whole. The main objective is the development and
implementation of innovative place marketing strategies, based on the elements of local
identity and the cultural assets of the partner areas, in order to contribute to their
sustainable economic and social development. Its secondary objectives include: the
promotion of heritage as a significant factor in local and cultural development, the
promotion and improvement of the investment climate of each area, the global
promotion and support of the image of each area, the connection between place
marketing and spatial development as an innovative approach to planning, the
promotion and support of the representation of common developmental interests, the
promotion and support of local knowledge and skills, the development of common and
individual demonstration actions taking into account the particularities of each area, the

3
The scientific support of CultMark was provided by the Laboratory of Tourism Planning Research and Policy
(LA.TOU.PREP), Department of Planning and Regional Development, University of Thessaly. The director is
Alex Deffner, Assistant Professor of Urban and Leisure Planning, and the members are Pashalis Arvanitidis
(Lecturer), Nick Bogiazides (Αdjunct Assistant Professor), Theodore Metaxas (Adjunct Lecturer), Christos
Liouris, Penelope Melidou, and Christina Vlahopoulou

Discussion Paper Series, 2007, 13(16)

 372 Alex Deffner, Theodore Metaxas

support of the provision and diffusion of knowledge and know-how to actors,

encouraging the development of entrepreneurial skills.

The outcomes of the project were based on the analysis of: the international experience
of place and heritage marketing, the economic, tourist and investment profile of the
partner areas, the internal and external environment of the places (including their target
markets), the ‘final provided good’ based on the local distinctive characteristics, the
promotion and distribution channels, the cultural sector capacity, the strengths/
weaknesses/ opportunities/ threats. In this context, a variety of plans were also
produced such as place marketing pre and pilot plans, public relations plans,
culminating to a guide of innovative place marketing strategies and implemented actions
leading to best practices in the promotion of cultural heritage.

As far as the methodology is concerned, the whole process and the evolution of the
project have followed the steps of strategic planning in order to produce the specified
deliverables for each place. The project was based on the collection of primary and
secondary research data, as well as the implementation of specific models (Critical Path
Model, 8ps’ model).

6. Demonstration actions, marketing strategies and

common strategic actions

The demonstrations actions per place were the following:

• Nea Ionia, Magnesia, Greece: Promotion of Silk Museum, Olympic City image and
legacy (2004 football preliminary games), local cuisine / gastronomy ‘(tsipouradika’),
Asia Minor traditions, info kiosk, Blues and Rock festival

• Chester or Dee Estuary, UK: Leisure canals, Boat museum (Ellesmere Port and
Neston Borough Council)

• Kainuu, Finland: most northern castle in the world, local cuisine, crossroads of
civilizations

• Rostock-TLM, Germany: Industrial and maritime traditions, exhibition in cooperation

with professionals artists in Rostock and Wismar in connection with Hansesail 2005,
failed Olympics bid 2012, establishment as biennial festival or Triennale in Wismar
on the area of the museum.

• Pafos, Cyprus: Signing of St Paul’s trails, with provision of relevant signing

interpretation facilities, preparation of brochure in 3 languages, production of CD-
ROM, info kiosk at old harbour, promotion of Aphrodite Festival as a key factor of

UNIVERSITY OF THESSALY, Department of Planning and Regional Development

 Place marketing, local identity, and cultural planning: The CultMark INTERREG IIIc project 373

the Pafos place marketing strategy, participation in overseas tourism exhibitions and
development of a tourism info centre.

Based on the ‘Strategies and tactics of place marketing development policies’ report
(CultMark, 2004a), the partners followed particular strategies in order to support their
development objectives and cultural images. Because of the character of the partners
(places or small cities with distinctive characteristics), the proposed strategies aimed at
the most appropriate combination with these objectives in order to become successful.
More particularly, the proposed strategies for each partner were the following:

• Nea Ionia, Greece: it has audited its distinctiveness on a general basis and focused
on the development of particular types of tourism. Nea Ionia should follow a focus
marketing strategy. Based on its distinctive characteristics and the advantage of an
Olympic City, Nea Ionia should attempt to acquire a strong position in the area of
sport and cultural tourism.

• Chester, Chester Canal UK: Chester should use a combination of focus marketing
strategy and cooperative marketing strategy, since it invests on particular
characteristics of the place, and applies them to particular target markets, by using
all the local forces and the organizers of all the other events on this effort. The most
important point is that the proposed combination of strategies aims more at the
support of Chester Ellesmere Port canal corridor image and less to the city centre.

• Kainuu, Finland: It has to develop a combination of the diversification and focus

strategies. The diversification strategy aims to help the marketing of the new
modern high-tech image that Kainuu wants to promote. Kainuu offers a ‘new good’
and this good has to be supported effectively. The focus strategy will help planners
to identify distinctive specific target markets, in order to promote mainly Kainuu’s
traditional-heritage image.

• Rostock-TLM, Germany: Rostock should follow a penetration strategy in order to

gain a variety of potential target markets, based on a very well organized basis. The
existence of a city marketing plan will provide on a long term horizon to the city
actors the opportunity to face the new challenges of the European and international
environment, considering the ability of the city to meet these challenges.

• Pafos, Cyprus: Concerning the cultural sector, Pafos should follow a focus strategy
based on the promotion of particular events and also on the penetration to specific
target markets. In tourism Pafos, in accordance with the general tourism strategy of
the region (developed as part of CultMark), should follow a penetration strategy,
investing to a variety of special tourist products aiming to become an attractive
tourist destination for a large tourist market.

The implementation and the management of the aforementioned strategies consists the
basis of place marketing effectiveness. The main concern relates to the way the

Discussion Paper Series, 2007, 13(16)

 374 Alex Deffner, Theodore Metaxas

partners perform and adjust these strategies to their actions, the degree of difficulty, and
to the potential benefits for each of them, but also for the programme as a whole.

In order that all the demonstration actions had the greatest success, it became
necessary to connect place marketing with spatial development and planning in order to
foster innovation, thus focusing on a cultural planning approach aiming at place
development. The proposed marketing strategies and tactics per place have been
presented and evaluated by each partner at Workshop no. 4, in Ellesmere Port,
Cheshire (December, 2005). Main points such as the focus on the development of
cultural brands, the development of each place’s distinctiveness, the role of local
community participation in relative actions and the connection of marketing strategies
with cultural planning, have been acknowledged as an outcome of the workshop.

One of the crucial phases that followed was the development of common actions
strategically planned which aimed at the diffusion and support of the ‘final provided
good’ of the place, that constitutes its image. It was important that, in the context of a
well organised effort of places’ image support, all partners had planned and performed a
variety of common actions in order to transfer the image to the potential target markets
in places’ internal and external environment. Particular interest has been given to the
role of exhibitions, the significance of networking, the importance of training and
education, the implementation of seminars and the awareness of the role of the
museums in image promotion. Especially in the case of museums, the contribution of
marketing to museums is based, according to Deffner and Metaxas, on the hypothesis
that museums are ‘goods’ which are applied to specific potential target markets, thus
contributing to both urban cultural and economic development, and to the satisfaction of
the needs, demands and perceptions of the target markets (2003).

7. The main instruments of the promotion of cultural

image in CultMark places

7.1. The existence of a promotion and distribution office

The existence of this office is crucial, since it is related to the planning and the
implementation of particular promotion strategies and tactics in order to support ‘the final
provided good’.

Nea Ionia does not have such an office. Actually, the satisfaction of the effective
provision of the multi-dimensional good could be materialized only through policies that
this office can plan and develop. Furthermore, this office has to recruit specialised
workforce and has to be the link between the public and private sector in the decision
making process concerning the promotional activities of the city. Chester has a
promotion and distribution office with numerous employees and a city marketing officer,

UNIVERSITY OF THESSALY, Department of Planning and Regional Development

 Place marketing, local identity, and cultural planning: The CultMark INTERREG IIIc project 375

something which is also connected to the strong British experience of place marketing.
In Kainuu there is a promotion and distribution office, but it has to reconstruct the main
strategies and scenarios for tourism development. The current marketing status in
Kainuu has to be more clear and specific, concerning ways and means in order to
satisfy the goal of the promotion and effective support of the final provided good which is
the development of a ‘cultural, historical and natural image’. The promotion and
distribution office has to plan, evaluate and implement particular and innovative actions
in order fro Kainuu to meet the development objectives and to increase its market share
in this area of international tourism (CultMark, 2004b).

In the case of Rostock, the main aim is to present a multiple city image, combining
culture, business, port activities and tourism in the context of a general urban
development. Despite the strong German tradition of city marketing (Zerres, 2000;
Tsegenidi, 2001; Konken, 2004) there is no promotion and distribution office. The
creation of such an office is absolutely necessary for the planning and implementation of
particular promotion strategies and tactics. In the case of Pafos, a tourism marketing
office exists, but it is absolutely necessary to apply a place marketing perspective. On
the other hand, in the tourist sector there exist several significant proposals for
development (General Tourism Marketing Strategy of Cyprus 2003-2010). Taking into
account the ‘Strategies Report’, Pafos should move towards the process of gaining a
competitive advantage in the area of tourism combining the ‘mass tourism package’ with
the development of culture and particularly the organisation of special events, such as
the Aphrodite Festival which is promoted as a cultural event with an international status.
The whole effort has to be supported by the application of a place marketing
perspective, thus ensuring a better effectiveness (CultMark, 2004b).

7.2. Distribution channels – positioning of place image

In all the cases, the identification of the distribution channels concerns the transmission
of the ‘final provided good’, the ‘message’ of the place/ city, to the potential target
markets. We identify two kinds of geographical distribution channels that have been
proposed in all the cases regarding to the separation of the selected target markets: the
internal one and the external. In this part, the focus is on the analysis of two levels of the
distribution process. ‘Level A’ concerns some generic distributors that they are also
target markets at national, European and international level, and ‘Level B’, concerns the
selection of distributors regarding the character of the ‘final provided good’.

In the case of Nea Ionia, particular interest has been given to the internal environment,
since it firstly has to be known to Greeks, and to Level ‘A’. The structure of the
distribution channels in case of Chester is quite different from Nea Ionia, since the focus
is on Chester’s external environment. The main goal is the effective promotion and
support of cultural and historical heritage in the context of a sustainable tourism

Discussion Paper Series, 2007, 13(16)

 376 Alex Deffner, Theodore Metaxas

development. Chester, like other medium or large cities (Glasgow, Edinburgh, York,
Bradford etc.), has developed partnerships with different market segments, which are all
active in the city’s internal environment. This fact is also supported from Chester
Economic Development Task Group, which based its proposals is the development of
partnerships between the public and private sector (hoteliers, tourist businesses etc.), in
order to produce particular Tourism Development Plans (CultMark, 2004b).

In the case of Kainuu, ‘Level A’ in both distribution channels concerns the development
of partnerships with all the private and public organizations, and ‘Level B’ concerns the
separation of the ‘final provided good’ of Kainuu, in two sectors (culture and events)
regarding the internal distribution channel, and in four sectors (culture, winter sports,
nature and events) regarding the external distribution channel. On the other hand,
Rostock’s distribution channels have to be separated in two geographical areas: the first
area concerns the Baltic and Eastern Europe, and the second area concerns the rest of
Europe and the world. Furthermore, Rostock has to invest on an effective distribution
management, since the main development goal is to increase its market share in the
sectors of business and culture. Since the main business development axis are the
commercial and services sectors, Rostock has to distribute its image to those
distributors that are related to profitable target markets and to the potential consumers
that choose Rostock as the appropriate area for investments, visits, vacations and finally
a good place to live and work (CultMark, 2004b).

Pafos distribution channels have also to be separated in two geographical areas: the
Mediterranean zone (different from Rostock) and the rest of Europe and the world
(common with Rostock). In the Mediterranean zone, Pafos faces a very strong
competition, since this zone has a high degree of tourist attractiveness. Pafos, by
following a penetration strategy, has to develop particular distribution tactics in a context
which is the most difficult to compete as well as to be distributed. The majority of the top
tourist destinations in Greece, Spain, Italy or Turkey perform similar strategies and
tactics successfully, more or less. Thus, the effectiveness of the distribution of Pafos’
image has to be very well organized. The characteristic of Pafos is that, in any case, it
follows the principles of the General Tourism Marketing Plan of Cyprus. This plan
includes actions, which concern the total tourism environment of the Island. This point is
very crucial for two main reasons: a) Pafos needs to audit and promote its
distinctiveness bad in order to achieve this goal it has to develop an attack (or face to
face) strategy, which has to be supported by the state tourist authorities, b) the state
tourist authorities in order to support Pafos have first to audit those characteristics that
could create competitive advantages for the area and for the island as whole (Deffner
and Metaxas, 2006).

UNIVERSITY OF THESSALY, Department of Planning and Regional Development

 Place marketing, local identity, and cultural planning: The CultMark INTERREG IIIc project 377

8. Conclusions

The paper aimed at presenting a way that place marketing as a strategic planning
process could become an effective tool of constructing the local identity of cities/ regions
and of supporting their cultural development. The starting point of this process is the
awareness of culture as an important factor in urban/ regional development and the
implementation of particular cultural policies.

The demonstration actions of the five CultMark places had a variety of common
elements: industrial heritage (Nea Ionia and Rostock), maritime heritage (Chester and
Rostock), sport and event tourism (Nea Ionia as host of the 2004 Olympics football men
and women preliminaries, Rostock Hansesail 2005 and as bidder, albeit unsuccessful,
for the 2012 Olympics), festival tourism (Nea Ionia Blues and Rock, and Pafos Aphrodite
festival), gastronomy tourism based on local cuisine (Nea Ionia and Kainuu), info kiosks
(Nea Ionia for the 2004 Olympics), Pafos (at the old harbour, and elsewhere), museums
(Silk museum in Nea Ionia, Boat Museum in Ellesmere Port and Neston Borough
Council in Chester). Perhaps the most 'unknown' action is the promotion of gastronomy
tourism, which is characterized by such issues as: taste, protected names, events,
festivals, food trail.

The main objective was the development and implementation of innovative place
marketing strategies, based on the elements of the local identity and the cultural assets
of the partner areas, so as to contribute to economic and social development. The
fulfillment of the objective depends also on supplementary and additional initiatives
taken by the partners in the coming years and will be tested in the long run. At the
moment, we can briefly evaluate the demonstration actions, concerning their importance
for the places and the satisfaction of the programme’s objectives. In this context, the
following conclusions are drawn:

• Compatibility with the strategies proposed and the objectives of each place: the
planning and implementation of all the kinds of actions related strongly with the
proposed development and promotion strategies and with the primary objectives
that each partner wanted to satisfy. Especially in the case of cultural centres
network and the role of museums, but also of the effective planning of seminars, all
partners have shown strong participation and development of innovative actions.

• Different dynamics and a common aim: All partners have not got the same
experience in cultural development, place marketing and heritage management
issues. Apart from that, each place has different and distinctive characteristics.
Based on the different capacity and distinctiveness, each partner has identified its
weaknesses and builds on their overcoming. The implementation of the
aforementioned demonstration actions indicates a variety of relevant good
examples.

Discussion Paper Series, 2007, 13(16)

 378 Alex Deffner, Theodore Metaxas

• Innovation and creativity: These were two important issues that the whole CultMark
programme aimed to achieve, mainly through the development of partners’ actions.
In all the cases, the partners combined the distinctiveness of their places with
strategic planning and with the selection, evaluation and performance of innovative
and creative activities, especially in the case of seminars.

• What is the additional value? The contribution and the direct participation in actions
is related not only with the implementation of the pilot place marketing plans and the
support of the cultural images, but also with the establishment of a strategic local
development process, with additional value not only at the local level but also to that
of the wider area.

Acknowledgments
This paper was presented in the International Symposium “Planning Cultures in
Europe”, Hafen City University, Hamburg, 28-29 June 2007

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UNIVERSITY OF THESSALY, Department of Planning and Regional Development

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