Let’s Talk Brand & Reputation

Featured

What are the first images that come to mind when people think of the word Edmonton? Are they images of festivals and events? Images of young entrepreneurs? Images of blue skies and river valleys? Images of Rogers Place and PCL cranes in the sky? Or are they images of a cold, isolated city? Images of an industrial town? Images of Gretzky crying while being traded? Images of big shopping malls?

Whatever images come to mind shape the Brand of our city.

What are the words that people use to describe Edmonton when you are not in the room? Are they words like young and energetic? Progressive and compassionate? Open and tolerant? A city of opportunity? Or are they words like tough and unsafe? Boring and uneventful? Dirty and slow? Unwalkable and unapproachable?

Whatever words are spoken form the Reputation of our city.

Many words and images have been used in the past to describe our city – words and images often left to others to contrive. And many have had negative associations because we never managed our brand, our reputation, our story with intention.

And we know now that if we don’t tell our story, someone else will … their own way.

So, we set out to change that. To take control of our brand and reputation. It started four years ago, under Mayor Stephen Mandel and has since been championed by Mayor Don Iveson. We needed to change the brand and reputation of Edmonton, and we needed to do it by telling our story … which is the summation of all our individual stories, past and present.

In fact, the Master Story goes back thousands of years, well before European settlers arrived. As the ice receded, this particular bend on this particular river is where various indigenous peoples gathered to trap, to trade, to learn, to heal and to celebrate. An isolated community, open to the elements, where people had to support one another in order to survive, to grow, to be entertained and to get ahead. It was a community with characteristics of being open, inventive, courageous and cooperative – the very brand characteristics that describe our city today.

Todd Babiak of Story Engine began doing the research into the Master Story. He was inundated with examples of how people came to our city, were welcomed here, took a risk and tried something new, only to find that they had the support of the entire community and that their journeys were filled with an unusual level of success. The Master Story was filled with anecdotes from Edmonton building the first Mosque in North America, to starting the first Food Bank when times were tough, to starting the first Fringe Festival in North America where theatre groups could test their productions before launching them across the globe. Stories of my alma matter, Procter & Gamble, using Edmonton as their test market for new products, to the PCL story, the Running Room story, the Booster Juice story, the Henry Marshall Tory story, the Cal Nichols story, the Karl Clark story and the Sandy MacTaggart story. Everyone he interviewed was filled with anecdotes that reinforced our Master Story and our brand promise that “If you have the courage to take an idea to reality, to make something, Edmonton is your city.”

And it’s a beautiful story. One that is unique to Edmonton. And one that we can sell around the world.

And we are all in the selling business. We need to constantly be communicating and positioning our city to attract the seven (7) drivers of economic wealth –investment, business, visitors, conferences & conventions, major events, talent/students and direct flights. These are the things that generate wealth, expand prosperity, provide jobs for our kids and improve our standard of living.

Each of the seven drivers has a different kind of target customer, each with different reasons for taking an interest in Edmonton.  From our same Master Story, we shape images and stories and value propositions into targeted campaigns to: (1) Create awareness about our city; (2) Allow them to experience our city; (3) Help them see the opportunity in our city; and hopefully (4) Encourage them to make a decision to invest in our city.

That’s the goal … whether it be an investor, an entrepreneur, a tourist, a meeting planner, a student, a professor, a family or an airline.

To shape those campaigns, we create a series of digital assets, stories, value propositions, presentations, wordmarks, brochures, trade show booths, promotions, advertisements, meeting agendas, introductions, blogs, tweets, Instagram photos, WeChats and Snapchats that are unique to each target audience and can also be used across different campaigns, and can be used by organizations, institutions and businesses in the region. That’s why you see the Edmonton Original campaign when you arrive at the Edmonton International Airport or the FIFA Women’s World Cup images in our international investor presentations or high-resolution photos of the ITU World Triathlon in the Stantec Annual Report. Unlike consumer product companies, we don’t have $100 million to build a brand, so we need to work as one and get more leverage for each marketing dollar spent.

And externally, the Finnish wood home manufacturer that we are trying to attract to set up North American operations in Edmonton becomes interested in our brand through various mediums. She gets familiar with our embracement of winter through our Explore Edmonton winter tourism campaign. She is interested in exploring Jasper because we’ve linked Beaver Hills Dark Skies with Jasper’s Dark Skies. She has an employee that graduated from the University of Alberta’s Faculty of Engineering, and loves Connor McDavid because she remembers Jari Kurri was once with the Oilers. Our images and stories all come together, self reinforcing, to build our brand and our reputation – consistently and with intention.

At EEDC, we have responsibility for telling the Edmonton story, globally. We do so with key partners like the City of Edmonton, our Regional counterparts, our Post-Secondary Institutions, Edmonton International Airport, Northlands, the Edmonton Chamber of Commerce Oilers Entertainment Group and others to attract those seven economic drivers. That’s why we spend $1.5 million per year of taxpayer dollars on brand and reputation assets, stories and campaigns, leveraged 1:1 with industry funds, and work to generate between a 7x and 10x return on every dollar spent.

Sometimes we use wordmarks with a little Maple Leaf (see image at top of page) to help foreign customers make the connection between Edmonton and Canada. As Canada is currently the #1 Nation Brand in the world and our Prime Minister is out aggressively marketing our country for foreign investment, we would be crazy not to connect ourselves closely with it.

I’m not a fan of city logos and taglines. They are typically uninspiring, overpriced and look like they are done by committee.  And, at the end of the day 1/3rd of the people will love it, 1/3rd will hate it and 1/3rd don’t care, so I question the undertaking.

The wordmark used in my presentation this week is the one I use when overseas, typically in Europe, where target businesses have a growing interest in investing in Canada. I realized the power of the city/nation connection a couple of years ago, and had our internal graphic designer do up something I could put on my slides. The cost was nothing, and if it looks like the MacLean’s Magazine logo – oops, I didn’t realize they had a trademark on our country’s Maple Leaf.

Top-tier cities in the world are all one-word brands – Tokyo, Sydney, Paris, Berlin, New York, London, etc. – while second-tier cities need the nation name beside it – Melbourne, Australia or Manchester, England or Helsinki, Finland. If you introduce a third word, you have lost your customer. So, instead of Edmonton, Alberta, Canada as we have talked about ourselves for years, I use one-word which is Edmonton and simply connect it with the Maple Leaf. It works well for our foreign investment customers.

Our job is to get Edmonton on people’s radar as Canada’s 5th largest city, Canada’s youngest, fastest growing city, and Canada’s best city for their investment opportunity. That’s what we are, and will continue to be, focused on. While I appreciate all the range of comments on the Maple Leaf wordmark, we know it works for our target customers, so we will continue to use it as part of our overall story.

Structure Follows Strategy

It has been a long time since Alberta had a Ministry of Economic Development & Trade, and it is long overdue. The announcement by Premier Notley last Thursday brought cheers from many across the province, as we can now establish focus and resources towards our most pressing economic issues:

  1. Building a culture of risk-taking and entrepreneurship in businesses big and small;
  2. Developing revenues, trade and investment from beyond our borders;
  3. Unlocking the value of our resource assets in mutually beneficial ways; and
  4. Leading an innovation system that is relevant and respected across Canada.

We have been talking about these four simple priorities for years as part of our provincial strategy; however, the ministerial structure never followed the strategy and past ministries lived through endless leadership changes and budget uncertainty.

This was a much needed change and, when led by a strong Minister, Deputy Minister and Premier’s Advisory Committee on the Economy, I believe we are now off to a great start.

The old models of economic development, diversification and innovation have not brought success or change, and I look forward to working with this new ministry to compete and win in today’s marketplace.

I am often hard on our government because I have high expectations. This is a timely and prudent move, and I compliment this kind of thoughtful stewardship.

I look forward to helping bring back our excellence.

Entrepreneurs Matter

Becoming an entrepreneur and starting a business completely changed my life. At first, it was a quest for independence and freedom … to move away from working for someone else, to take the risk, to see if I could do it on my own. But the reasons I continued ran much deeper … reasons that motivate so many business owners each and every day … reasons I respect so very, very much.

Today, in a world where many students are taught that business and capitalism are fundamentally based on the pursuit of greed, selfishness, exploitation and profit maximization … there is a need to re-introduce and re-romanticize today’s entrepreneur … the lifeblood of our communities and our economies.

Entrepreneurs start things. They try things. They see the world as a system full of gaps, of opportunities, and they set out to solve those problems by envisioning something better. They set out on a wonderful journey of purpose, adventure, risk and creativity … not to maximize profits and greed … but to see if what they imagined is, in fact, possible.

That is what fuels the hearts of entrepreneurs.

They envision new ways to deliver groceries and advanced drill bits to work in extreme climates. They suggest better ways for dentists to serve the poor and they improve the ways 3rd world countries filtrate drinking water. They imagine new video games for disinterested teens and they design new vaccines for impoverished children. They also start shoe stores and daycares and construction companies and cafes and corner stores.

Entrepreneurs Matter.

Entrepreneurs not only solve some of our most difficult challenges, but they also sign the paychecks that feed, clothe and shelter 78% of our local families. They not only represent the largest contributors to charities and non-profits, but their pursuit of free enterprise innovation and social cooperation has also led to unprecedented prosperity for humanity.

Over the past two centuries, free enterprise entrepreneurs have brought extraordinary economic growth and prosperity to hundreds of millions of people around the world. Extreme poverty has declined from 85% of the world’s population to 16%. The undernourished population has declined by 50%. Average income per capita has increased 1000x, with only 5% of that population living in North America. Sanitation, medicine and agricultural productivity have progressed to maintain a world population that has grown from 1 billion to 7 billion. 84% of the world can now read. And average life expectancy has increased from 36 years to an astonishing 86 years.

Our world is far from perfect … we have much more to improve … but we also need to appreciate the progress that has been made.

Governments didn’t accomplish these feats … entrepreneurs did. They innovated. They experimented. They took risks. They tried new things. And guess what? When their solutions worked and people derived value, their businesses grew and became profitable … which allowed them to invest in more ideas, create a broader vision, pay more taxes and extend their solutions to new markets.

That’s what changes our world. That’s what improves our communities.

That’s what matters.

So, as we move forward and continue progress on environmental, inequality, health care, animal welfare, and other global challenges …. let’s let entrepreneurs continue to be the lifeblood of innovation, our communities and our economy …. and let’s not turn them into the lifeblood of government.

Wanted: 100 of Alberta’s Best

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Wanted: Over One Hundred of Alberta’s Best Leaders

Role: Dynamic team member responsible for building a better province.

Requirements: Abundance of ideas, strategies, policy capacity, courage, accountability, transparency and urgency.

Reward: Basic pay, limited bonus and tremendous significance.

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They may not contain the same words, but Government of Alberta job postings like the above will be plentiful over the next 6-12 months, and I’d like to encourage many of our best and brightest to take a serious look, take a risk and step forward.

After 20 years working in the private sector, I took a risk, I took the challenge, and I became part of a team with the vision of transforming EEDC into a market-facing organization responsible for helping build a great city.

And nothing has been more rewarding.

The change came with responsibility. It came with accountability. And it came with a deep sense of purpose … three things that are desperately needed in our public service.

Today, our province needs to undergo the same leadership, management, professionalism and cultural transformation, and it will require a new generation of leaders and future leaders to be part of the journey.

Alberta will need you to step forward … in public service … to build a better province.

If you are stalling in your career, looking to make a contribution, wanting to leave your mark, or seeking a sense of purpose … I encourage you to take a similar risk and help accelerate our great province towards our potential.

I’ve never regretted a day in my role, and I love implementing the change that is needed.

When opportunity comes calling … which it will … I encourage you to step up and be bold.

Some of our best people are needed.

Lessons from the Waiting Room

My appointment was for 9:30am. I got in at 10:30am. Not bad, because my expectation is so low that I brought two hours of reading materials. This was a smart move, as the most current magazine in the waiting room was published in July 2006.

After waiting five minutes the nurse came in, asked me my height and weight, and then told me to strip down while handing me a glamorous turquoise paper gown. Not sure why, as this was just a consultation. She left in a hurry.

After sitting somewhat exposed for another ten minutes, the doctor finally charged in through the door. We had never met.

He confirmed the name of my family doctor, the one who ordered the colonoscopy two months ago. He confirmed my age, which has been correctly increasing every year since date of birth on my file. He confirmed that I have a family history of colon cancer, which again was clearly on my file.

He pulled out a stethoscope and confirmed I was breathing.

We wrote a few things down. I wonder what possibly he could be writing down.

Then he turned to me all serious-like and said, “Yup, at your age it’s a good idea to get a colonoscopy. They’ll book you in at the front desk and they will give you instructions on the prep that’s needed.”

He smiled, politely said goodbye and left the room.

I looked down at my beautiful paper gown. I felt exposed and defeated. I felt ashamed for the incredible waste of time and money and waiting time and lost productivity that just disappeared during this “consultation” that provided me with absolutely no value and that surely undermines the abilities the family GP who was very capable of providing me with an instruction sheet.

After booking the first appointment available three months out, I headed back to the office. Someone asked, “Hey, where have you been.”

I answered, “I’m really not sure … but I think I found that $7 billion the Premier is missing.”