PROPOSAL FOR MARKETING STARTEGY FRAMEWORK

1. Inga Vilka Municipal Consultancy Centre Riga, Latvia Helsinki, 6 June, 2006 PROPOSAL FOR MARKETING STARTEGY FRAMEWORK

2. NECESSITY OF CITY MARKETING STRATEGY • The choice widens to decide on living place, recreation, meeting place; investments and business • It is facilitated by the increase of mobility in the result of the development of technique and technology • With the influence of globalization the competition is not in national or continental scale, but even wider

3. NECESSITY OF CITY MARKETING STRATEGY - RIGA • The number of inhabitants is decreasing • The socio economic indicators drops behind the indicators of othercapital cities in Europe • The number of tourists is growing, but this is not used sufficiently for the development of city • Riga does not have a unified image as a value • Riga has already used several explicit marketing activities, but they are fragmentary

4. PRINCIPLES FOR CREATION OF MARKETING STRATEGY I • Using of marketing and city marketing theory • Evaluation of experience of other cities and use of some elements from them • Using wide range of marketing elements – product, price, promotion • Including of all groups of city users

5. CITY MARKETING MATRIX

6. PRINCIPLES FOR CREATION OF MARKETING STRATEGY II • Structuring of he strategy by main user groups - residents, business, and visitors • Consideration of marketing mission statement To understand the needs and convert them into offer regarding all user groups

7. CITY MARKETING STRATEGY RIGA CITY MARKETING STRATEGY Residents marketing strategy Business marketing startegy Visitors marketing strategy

8. PRINCIPLES FOR CREATION OF MARKETING STRATEGY III • Main priority of the city – residents • Using of different economical development theories and modern directions in the city marketing regarding business (clusters, innovations, creative class) • Wide use of classical marketing aspects in the city marketing strategy towards visitors • Step by step process of the creation and implementation of consolidated marketing strategy according to the resources allocated

9. PRINCIPLES FOR CREATION OF MARKETING STRATEGY IV • Involvement of the city’s decision making power, executive power and the staff of municipal institutions in the process of creation of marketing strategy • Collaboration with state institutions, NGOs, business representatives, etc. Formation of partnership • Collaboration with neighboring region municipalities and other cities/places.

10. PRINCIPLES FOR CREATION OF MARKETING STRATEGY V • Consequence, continuity and political inheritance within the implementation of marketing strategy • High effectiveness and efficiency – maximal results with available resources • Patience within implementation – results and impact will not arise momentarily • Follow up activities within implementation of strategy

11. STRATEGY • Document of the Riga city business marketing strategy is short, clear and obvious • Structure of the strategy: • analysis of existing situation; • vision/overall objectives; • objectives; • tasks (operational directions); • implementation and monitoring mechanism.

12. OBJECT • Performers of economic activities - business: • both existing and potential • both local and international

13. SUBJECT • Municipality – its decision-making power, executive power and executive institutions, cooperation institutions and organizations

14. VISION How do we see the city in the nearest future, taking into consideration the interests of the city as the subject in relation to the concrete user group – entrepreneurship?

15. OBJECTIVES What the city wants to achieve regarding the user group? What kinds of indicators are characterizing it? • The objectives have to be put forward, taking into consideration reasonable advantages of the city competitiveness. • These objectives have to be harmonized contextually with the city objectives, which are put forward in the development strategy/programme. • The definition of every objective is complemented with the more extended description – advantages, drawbacks, activities. • The development of today’s economy is not possible without innovations.

16. TASKS, ACTIVITIES What and when is planned to implement in order to achieve the objectives stated? What kinds of resources are needed? Which of the chosen objectives (activities, projects) are prior?

17. ORGANIZATION AND MANAGEMENT OF IMPLEMENTATION Who will organize and control the implementation of strategy? • In the structure of city council a separate department responsible for the implementation of city business activities marketing strategy, elaboration of operational plan (action programme) is needed. • In the department it is necessary to involve specialists of economics, finances, marketing.

18. MONITORING AND EVALUATION In what way, how often, who and for whom is reporting regarding the implementation of the strategy – activities implemented, results achieved, efficiency and necessity to update the strategy?

19. DISCUSSIONSBREAK-OUT SESSIONS • Organizational and institutional aspects of city marketing in the metropolis • Competition v.s. collaboration • Focused v.s. liberal approach