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BRANDING OF GREENLAND - A CASE STORY Presentation 1/9 - 2006, Danish Ministry of Economic and Business Affairs 1
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WHAT IS GREENLAND?
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World’s largest island Unspoiled Arctic nature Rich on natural resources: Water, ice, fish, minerals An independent part of Denmark, Seeks economic independence
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THE BRAND PROJECT (2004 -) In 2004 the Home Rule Government and the Tourism Organization “Greenland Tourism” decided to begin the process of improving the “Greenland brand”. The objective of the brand project was help accellerate growth in the domestic economy and thereby help make Greenland economically independent. Main focus was exports and tourism. The Home Rule Government hired Kontrapunkt for strategic and creative advice.
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THE STEPS OF BRANDING A COUNTRY Goals Establish an organizational setup for the process with clear political goals and the necessary means and competencies.
Perceptions What are the perceptions of the brand externally and internally? What does key stakeholders in business community and other areas think needs to be done?
Incorporate into sub-area strategy Incorporate the concept into the strategies of the tourism, the investor and export organizations.
Competitiveness assessment
Partnership
Assess the key economic brand related challenges of the country? What is the competitive advantages? In what areas can an improved brand benefit the economy? What is the potential economic impact?
Establish relations to key stakeholders in the business community and among organizations (tourism board, export and investment organizations and municipal organizations). Buy in in an early phase is key to success.
Creative concept
Presentation and testing
Concept for the brand including positioning, brand essence and values, key messages and concrete actionable ideas.
Testing among key internal and external stakeholder. Further development of the concept.
Activities
Measurement
Develop a plan of key activities internally and externally to support the brand (products, communication, experience and behaviour).
Carry out the activities and create an organizational set-up for the the different organizations and key businesses to 4 coordinate. Measure the impact annually.
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A SIX MONTH PROJECT (2004 - 2005) FOCUSED ON THREE ASPECTS Goals Establish an organizational setup for the process with clear political goals and the necessary means and competencies.
Perceptions What are the perceptions of the brand externally and internally? What does key stakeholders in business community and other areas think needs to be done?
Incorporate into sub-area strategy Incorporate the concept into the strategies of the tourism, the investor and export organizations.
Competitiveness assessment
Partnership
Assess the key economic brand related challenges of the country? What is the competitive advantages? In what areas can an improved brand benefit the economy? What is the potential economic impact?
Establish relations to key stakeholders in the business community and among organizations (tourism board, export and investment organizations and municipal organizations). Buy in in an early phase is key to success.
Creative concept
Presentation and testing
Concept for the brand including positioning, brand essence and values, key messages and concrete actionable ideas.
Testing among key internal and external stakeholder. Further development of the concept.
Activities
Measurement
Develop a plan of key activities internally and externally to support the brand (products, communication, experience and behaviour).
Carry out the activities and create an organizational set-up for the the different organizations and key businesses to 5 coordinate. Measure the impact annually.
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A COUNTRY BRAND MUST MEASURED ON DIRECT ECONOMIC IMPACT - NOT PERCEPTIONS - TO GUIDE WHERE AND WHAT TO INVEST Political influence
Tourism Increased marketing efficiency Higher prices Increased loyalty
Brand loyalty
Brand knowledge
Brand value Export Marketing efficiency Higher prices
Perceived value
Easier access to new markets
Brand associations
Trade negotiationd Access to markeds Subsidies
Internal value United direction Pride Less imigration Understanding of the growth policy Encouraging entrepreneurship
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Investments
Loyalty towards products
Marketing efficiency Attraction of knowledge workers
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THREE MAIN DELIVERABLES
Competitive strategy
Action points
Brand platform
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Competitive strategy
Action points
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Brand platform
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GREENLAND IS NOT A LOW-INCOME COUNTRY
Kilde: 2002. Grønlands Statistik og OECD
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COSTS LEADERSHIP
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SHRIMPS ARE ALL OVER THE PLACE, BUT TOURISM HAS HUGE POTENTIAL
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CONT Kilde: Grønlands statistik: Samlet eksport: Ca. 2,3 mia. kr. Turisme strategi
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SHRIMP EXPORT DOMINATES...
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... BUT GLOBAL SHRIMP PRICES ARE IN DECLINE...
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Kilde: Grønlands Statistik.
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Coffee
Illy
Milano
x8
Salt
Maldon Sea Salt
England
x12
Sugar
Cuban Sugar
Cuba
x7
Shrimps
Royal Greenland x 1,3 Greenland
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FUR EXPORT IS COMPETITIVE DUE TO UPMARKET STRATEGY
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THE GREENLAND BRAND MUST SUPPORT A TRANSITION TO COMPETITIVE UPMARKET EXPORTS
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Competitive strategy
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Action points
Brand platform
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THE MANY SMALL, CONCRETE OPPORTUNITIES The project identified around 25 concreate initiatives to build the brand and accellerate growth
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Direct flight to USA Make Greenland a stop-over
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Production of minerals to high end constructions - Greenland stone, a new luxury
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Sell the melting water
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Develop exclusive foods
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Competitive strategy
Action points
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Brand platform
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Value map Relevance
Freedom, possibilities
Rough nature
Pure
Grand
Peace, harmony, quiet
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Authenticity
Icebergs Open, warm
Contrasts: Light / dark
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Inuit culture
Eternal
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Relevance
Freedom, possibilities Pure
Rough nature Power of Nature Grand
Peace, harmony, quiet
Authenticity
Icebergs Open, warm
Contrasts: Light / dark
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Inuit culture
Eternal
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Power of Nature
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Greenland has a century old tradition of exploiting natural resources in a respectful manner to maintain life. The future of Greenland lies in the continuation of this tradition.
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Greenland strives to be the best country in the world to exploit natural resources in a respectful way.
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Greenland will make a living through the export of natural products, be it minerals, fish, water, energy or enzymes. Greenland will research and further develop methods to exploit nature’s raw materials.29 MAXIMUM CONTENT WIDTH
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”Power of Nature” encapsulates Greenland’s history, its culture and its future.
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Brand concept
Power of nature Sender
Greenland
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Values
Rough - Pristine - Spirit - Grand - Origin
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RESULTS SO FAR 1: Common vision. Up market strategy adopted by the Greenlandic business community Royal Greenland launches premier brand in the autumn - new price, retail and design strategy
2: Focus on new markets Air Greenland opens route to North America - Joint marketing efforts in Europe between shrimp, general foods and travel industries
3: Increased confidence and entrepreneurship
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- ‘We can do it’ attitude and entrepreneurship: Micro breweries and vodka distilleries exporting to Europe and North America
4: Marketing efficiency and increased coordination - Expo board established - CEOs of top20 Greenland companies plus civil servants - Brand project group - VPs of marketing of top5 Greenland companies plus civil servants - Coordinated marketing campaigns. Pilot project in London. Shared public private expenses. 32
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LEARNINGS The economy Measure economic impact, not values. This enables more rational decision making.
Link to sub-area strategy Coordinate, but let each sub-area define own strategies linked to the vision. Don’t make the scope to broad.
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Concrete ideas and actions Abstract brand vision can be very controversial but with little concrete impact. Don’t preach it. Focus on concrete actionable ideas that demonstrate the essence.
Facilitate coordination There are huge gains and quick wins from improved coordination.
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