Branding a Knowledge Region

Regional competitiveness and economic development closely linked to the knowledge-based economy are today's concerns. Emergence of ,,new economy" based on information, communication, media and biotechnology can be observed. Innovative industries flourish in specific geographic "clusters". So to set up a nurturing environment for already established clusters and a new generation of entrepreneurs in a network economy with essential knowledge management and existing new business rules is a real challenge.

Aarhus is facing these new competitive rules and aligns own strategies to maintain the position of a leading knowledge region in the Baltic Region. Alliances and collaborations with other knowledge regions are central in the strategy as the locus of innovation and competitiveness is found in the inter-organisational networks of learning.

The region's research budgets and networks are drivers for strong capabilities within the clusters of IT and Life Sciences. Biotechnology is widely recognised and constitutes together with IT new convergence opportunities for the coming decades. A key question is whether the techniques of cluster building can be learned and promotional policies implemented to offset the natural imbalances in the distribution of these new specialised knowledge resources. Can regional authorities and organisations implant clusters in places that previously did not have them? Learning about the nature of clusters, learning from experiences in developing them with the help of policy intervention, will assist the process of strengthening the existing ones, developing new ones and revitalising the older ones. In this process, the goals of regional equity and competitiveness should be enhanced to achieve the Aarhus region's objective of becoming a leading knowledge-based Metropolis in the networked economy.

Branding Across Borders addresses the issue of global branding head-on, going beyond the brand itself to address how a region must fine-tune its own organisational structure before it can effectively extend and manage its brands in the global marketplace. Branding across borders offers key insights on developing powerful, memorable global brand strategies. A key issue in global branding efforts is overcoming cultural and language differences in the establishment and execution of a branding message in different world markets.

This challenge permeates all aspects of global branding and impacts selecting which products/services to offer in particular markets to attract customers and competencies. Assuring that all stakeholders convey the values and vision of the region is an important part of the challenge for developing and delivering a global branding strategy for existing and emerging clusters.