south wales business review vol 5 issue 4

How Coolis Cymru ?The Business Valueof ‘Brand Wales’

Brand CymruWelsh Medium BrandsAchieving InternationalSuccess

Putting Wales on theInvestment MapHow can we attract ForeignDirect Investment?

Food For ThoughtThe Welsh FoodFestivals that areBuilding BrandWales

Adolygiad Busnes De Cymru

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Swansea Business SchoolYsgol Fusnes Abertawe

2 | Vol 5 Issue 4 2014

| SOUTH WALES BUSINESS REVIEW

inside WINTER 2014Volume 5 Issue 4

3 Editorial: HOW COOL IS CYMRU? The Business Value of ‘Brand Wales’

4 Think Piece: BRAND CYMRU Successful Welsh Brand Names Developing an International Reputation

6 Opinion: BUILDING BRAND WALES - A COLLECTIVE RESPONSIBILITY

8 10 Minute Guide: NATION BRANDING

10 Point of View: FOOD FOR THOUGHT How Welsh Food Festivals are Building Brand Wales

14 Opinion: PUTTING WALES ON THE INVESTMENT MAP Can Cool Cymru attract Foreign Direct Investment?

CONTACT US / CYSYLLTWCH Â NI

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Post: Lucy Griffiths South Wales Business Review Adolygiad Busnes De Cymru Swansea Business Campus Campws Busnes Abertawe University of Wales Trinity Saint David Prifysgol Cymru Y Drindod Dewi Sant High Street / Stryd Fawr Swansea / Abertawe SA1 1NE

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Disclaimer: The articles in this publication represent the views of the authors, not those of the University. The University does not accept responsibility for the contents of articles by individual authors. Please contact the editor if you have further queries.

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16 News and Events

18 Books: A CRITICAL REVIEW OF NATION BRANDING

20 Next Issue: A FULL RECOVERY? The Economic Impact of Health in Wales

ADOLYGIAD BUSNES DE CYMRU |

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PRODUCTION TEAMEditor: Lucy Griffiths

Editorial Board:Kathryn FlynnChristopher Thomas

Design & Print: UWTSD TEL

Selected Contributors:

Steve GriffithsWith a background in Economics and research interests in management ethics, competition theory, SME marketing and internet business challenges, Steve has taught at Swansea Business School for many years, and is currently Assistant Dean at the Faculty of Business and Management.

Siân HarrisSiân Harris is a Senior Lecturer and Regional Co-ordinator for Business and Management for Coleg Cymraeg Cenedlaethol. She has conducted research into the demand for higher education in Business Management through the medium of Welsh and is a Welsh Medium Subject Specialist in Public Service for the Assembly.

Andrew CampbellAndrew Campbell is Head of the School of Tourism and Hospitality at University of Wales Trinity Saint David. He has worked externally on a wide range of high profile projects including sustainable tourism and transport initiatives and was a member of RPC Wales.

Editorial:How Cool is Cymru? The Business Value of ‘Brand Wales’

The phrase ‘Cool Cymru’ takes me back to those days in the ‘90s when Welsh music took the charts by storm and bands like Catatonia, Super Furry Animals, and The Stereophonics made a generation of teenagers feel it was ok to be Welsh and proud.

But, more than twenty years on from Cool Cymru, where is ‘Brand Wales’ now? In this issue we take a look at our national branding, with Will Fleming’s view on the current state of Brand Wales on pages 6 and 7.

We also have a 10 Minute Guide to the basics of Nation Branding on page 8, Siân Harris exploring the value of creating welsh medium brand names on page 4 and Andrew Campbell considering the impact Food Festivals are having on Wales’s international reputation on page 10.

I hope you enjoy this issue – our next edition, out in Spring 2015, will focus on the relationship between health and our economy. If you’d like to suggest an article, please do get in touch.

Best wishes

Lucy

LucyGriffiths Editor


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Think Piece: Brand Cymru - Successful Welsh Brand Names Developing an International Reputation

The NATO summit, held in Newport at the beginning of September, was an opportunity to showcase Wales; and indeed, heads of state and government did not leave empty-handed. According to the Wales Office, handmade willow baskets were filled with the country’s “products and character”, and included a message from Prime Minister David Cameron urging recipients to “...enjoy each of these gifts and be inspired by them to find out about all that Wales has to offer.”

Amongst the luxury items provided by more than twenty-five Welsh businesses were Welsh gold cufflinks and bracelets crafted by Clogau jewellers in North Wales; whisky bottled by the Penderyn Distillery in South Wales; and woollen socks made by family-run Corgi Hosiery in Carmarthenshire. Thus world leaders were introduced to the oldest language in Britain and one of the oldest in Europe.

These particular items embrace Brand Cymru; and they clearly do so for commercial reasons:

Clogau (literally meaning ‘steep cliff’ and referring to the source of its gold) has been manufacturing jewellery since 1992. The company’s website banner includes two key phrases namely ‘Unique handcrafted jewellery containing Welsh gold’ and ‘The UK’s most successful gold jewellery brand’. The uniqueness comes from the fact that the products contain gold from the Clogau St. David’s goldmine in Snowdonia; and using a Welsh language brand name emphasises this feature. In addition, the products are crafted by a very small team; and a royal connection enhances their exclusiveness, in that pure Clogau gold has been used for a number of generations of wedding rings for the British royal family - most recently for Kate Middleton and Prince William. The company’s success is evident by the fact that Clogau is consistently amongst the UK’s best-selling jewellery brands; and they sell over 400 products in over 500 retail outlets.

Penderyn (literally meaning ‘bird’s head’ and a reference to its geographical base near Aberdare) is another relatively young company, which has been manufacturing whisky since 2004. The company promotes the premium and super

premium nature of its products, which it links to scarcity and high value. The Welsh language brand name highlights its original ingredients and traditional production methods - small batches of spirits are produced using water drawn from the ‘carboniferous limestone’ of the Brecon Beacons National Park; and the whisky still comprises ‘a single copper pot’ which is central to a ‘laborious process’. Again a royal connection ensued in that Prince Charles was present on St.David’s Day 2004 when Penderyn’s Single Malt variety was first launched, and in 2008 when the visitors’ centre was opened. Penderyn spirits are popular throughout the UK and the Western world; and success has led to numerous awards. Corgi Hosiery (‘cor’ meaning dwarf and ‘ci’ meaning dog) is an established company, founded in 1892 by Ammanford draper Rhys Jones to produce thigh high woollen stockings for local colliers. This led to the production of more refined, cashmere socks for colliers to wear to chapel on Sundays; and attention to detail resulted in a reputation for quality across South Wales and beyond. Although the brand name, in

Siân HarrisSiân Harris considers the importance of Welsh medium brand names, and how brands are using the Welsh language to their advantage in tapping into international markets.

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this case, is not directly connected to the product, the importance of heritage and craftsmanship is once more intimated. A team of 50 from the local community are employed to hand-knit socks that retail at up to £95 a pair. In 1989, a Royal Warrant was awarded by Prince Charles and he has commissioned a collection for a veterans’ mental health charity. Also, the newest royal baby has recently been photographed in a Corgi jumper bearing his name.

In January this year, the value of the Welsh language regarding branding was formally recognised in a report published by the Welsh Language and Economic Development Task and Finish Group. Its aim was to consider the relationship between the Welsh language and economic development; and it found that one can support and strengthen the other. It identified the Welsh Government’s role in securing this relationship, and made 27 recommendations including “a strategy to encourage and facilitate the use of the Welsh language as a marketing tool.”

This would seem to corroborate the stance of business in other countries that utilise minority languages, namely that an appreciation of language and culture can increase the success of brands globally, as well as making them more relevant locally. It would also seem to be substantiated by, for example, Penderyn who state on their website that “ First, it was discovered by the Welsh, who initially bought this, the first Welsh malt whisky in over 100 years, out of pride and patriotism. Later it was discovered by a small band of connoisseurs around the world, perhaps who had visited Wales...”

As world leaders prepared to leave the NATO summit, there were signs that they had recognised Wales’s separate identity. President Obama said, “It’s a great honour to be the first sitting US president to visit Wales.” Moreover, some even acknowledged our unique natural resource; closing the event, NATO Secretary General Fogh Rasmussen, said “To the people of Wales, thank you for your warm hospitality, ‘diolch yn fawr’.”

“...pure Clogau Gold has been used for a number of generations of wedding rings for the British royal family.”

Opinion:Building Brand Wales -A Collective Responsibility

There has been much discussion among marketing academics as to the nature of marketing and in particular those areas that are most suitable for its application. Some consider the tools and techniques to be useful in any scenario where organisations operate, others suggest that we may have gone too far in championing the benefits in marketing and in my opinion “Place” marketing is one of these contentious areas. Place marketing, which is essentially the marketing of cities, regions and countries, has concentrated on two key areas, namely the effect of place of origin on products and services and place as a destination, both of which can communicate the desirability of a given location for doing business.

Anholt (2005) states “… the image of a country determines the way the world sees it and treats it.” Where nation states have a poor or non-existent global image then governments have a real interest in investing time, money and effort into creating a positive reputation for their nation because there is a lot at stake for nations in terms of attracting the types of immigrants needed for growing their economies, encouraging tourism spend and gaining inward investment. In the business world branding has been used to promote products and/or services successfully and so it is of little surprise that this concept has been applied to the promotion of places.

Branding has been a great boon to consumers and business, as there is the realisation that time is a valuable commodity and so there is considerable pressure on people to use their time wisely. For buyers brands allow people to make quick and good choices when purchasing, it is an incredibly useful concept as a point of reference and a quick route for good decision making. In business the role of branding is widely acknowledged as allowing organisations to command higher prices in the market, it offers real and sustainable competitive advantage and, when managed judiciously, it creates a real asset. When you consider that marketers manage their brands it must be an attractive proposition for politicians to believe they can create and develop their nation brand. In terms of branding, countries are more like a corporate brand than a product brand. Abrett and Shree’s (1989) work on corporate branding provides a useful guide here. They identified that a corporate brand is made up of three constituent parts namely the corporate identity or the outward signs like logos and strap lines; the corporate personality, which focuses upon the corporate culture and how it is reflected through the delivery of the brand, who and what the brand stands for if you like, and finally, the corporate image which is essentially the audience reaction to the identity and personality and therefore their perception, which unlike the other two elements cannot be managed.

Now in terms of identity it is clear to see that governments employ advertising and branding agencies to develop logos and strap lines. However, there is evidence to show that professionals find it more difficult to express what a country stands for in a pithy statement than a company or its products and services. Here are just a few country brand promises used in their destination marketing:

• “Amazing” is used by Thailand, which it probably is but then surely all foreign destinations can have some claim to be amazing to their visitors.• “The place you thought you knew” is used for encouraging tourists to Mexico and this campaign has come full circle because it acknowledges the negative perceptions held of Mexico which must have been true. The question is how much do I trust their tourist board to be telling me the truth now to change my mind? • “The continent country” in case you do not know this is Columbia. How can you have all the cultural aspects from the 5 continents in one small country? It is just not possible.

• “Fascination” “Discover” “Honeymoon Holidays” “It is a pleasure” are all used by Mauritius, but which is it? And if it is all of them then here is a problem with marketing places, how do you sum up a country and its culture in just one or a few words?


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Will FlemingWill Fleming, Senior Lecturer in Marketing at Swansea Business School, considers our collective responsibility for developing the national brand of Wales.

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And what about the corporate personality of Wales, what is it to be Welsh and what does Wales stand for?

Well, ever since the Ryder Cup was held in Newport politicians across the parties have a real feeling that there are too many negative perceptions held about the Welsh and the conclusion seems to be that a rebranding exercise is required.

Earlier this year in June there was a Wales brand update attached to the government’s strategy for tourism. A considerable amount of time and effort has gone into the process of developing the brand of Wales. The result, apparently, is that Wales is a combination of Real People, a Human Place and a Challenger Spirit creating a brand promise of “Original thinking”.

It appears all very commendable but it is easy to criticise; is this definitively (North, Mid and South) Wales? Could any other country make these claims? Worse still could they make it more substantially? If the people of Wales don’t buy into this positioning it will be like Labour/New Labour in 1997 when Tony Blair was busy cultivating an image of a young and vibrant Prime Minister in touch with the people. He and his advisors embarked on a message of “Cool Britannia” but it was such a restricted representation of the nation that it was considered merely as unadulterated puffery and by the year 2000 it had been dropped because it was mainly being mocked by political commentators. This is another example of where viewing a country simply as a business brand moves into spurious territory. It is not enough to design a clever marketing campaign with fantastic imagery and a pithy strap line to sell a country if it is not truly representative of the visitor experience.

In trying to develop a country brand it may well be better for government departments to facilitate and support its people and organisations as the message, using soft selling to complement the hard selling techniques.

Using famous Welsh people who have achieved success through music,

film, TV, sport, literature and art has a role to play, not

just the only one, in the main it will help

to create a level of awareness and a

positive image of the nation. The same goes for organisations. In 2005 there

was a moment when the Welsh

rugby team were sponsored by

Brains and it created something special.

In the first place the partnership was a perfect fit

between two hugely influential Welsh organisations. That year

the team won the Grand Slam and it included an away win in France.

Now normally the Brains brand would not be allowed to be promoted on the shirts for this match as there are legal restrictions on alcohol advertising in France so the brewers got round this by replacing Brains with Brawn, a real stroke of commercial brilliance. It is also inarguable that the profile of Wales on the world stage has improved merely through Swansea City F.C. playing in the Premier League. Countries need to take the unexpected opportunities that come their way, for example when the English F.A. decided to rebuild Wembley Stadium they came to an agreement with the WRU to use the Millennium Stadium in the interim period. The opportunity to host the play-off finals, the Charity Shield, and the League and FA Cup finals from 2001 to 2006 meant that through this period football fans from many of England’s largest cities had to come to Cardiff. By this time many of the infrastructure investments had been made to the city so what these people discovered was a great city to visit, to spend time and money in, and no advertising campaign could deliver this real experience.

It would seem that the portrayal of a culture does not come from a few carefully chosen words, it comes from actions, responses, behaviours. Without doubt it needs to be managed and governments must commit resources to it so it needs a “top down” approach but it also needs its people to deliver great experiences so there is a “bottom up” element required. And to truly understand your culture you need to know who you are, which comes from the “inside out”, but we also need to understand how others think about us which makes it an “outside in” process.

Essentially culture as an entity continually reacts to its environment and changes as required and it involves so many elements that it is way too difficult for an agency or a government department to manage and control. This means the nation brand is the responsibility of every politician, every organisation and every individual to create a positive and confident image of Wales to the world; so we should be asking not what our country can do for us, but what we can do for our country!

“Ask not what your country can do for you but what you can do for your country”

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10 Minute Guide:Nation Branding

What is Nation Branding?

Nation branding is nothing new. According to Simon Anholt, one of the most prolific writers in this field, nations have been branding themselves for many, many centuries, although the study of this activity and attempts to codify it and model it have really developed within the last half century.

Definitions

Two contrasting definitions are from Kaneva (2011), who describes nation branding as “a compendium of discourses and practices aimed at reconstituting nationhood through marketing and branding paradigms”, locating it firmly within the realms of marketing – and Anholt (2008), who sees it as “a component of national policy, never as a ‘campaign’ that is separate from planning, governance or economic development”, suggesting a closer link to diplomacy and policy-making. Both these approaches could be said to have their roots in marketing and acting to ‘manage’ a nation’s brand. So this perspectives sees nation brands as a matter of political policy and what has been called ‘public diplomacy’. However, there are also those who consider nationhood and national identity to be a cultural phenomenon and hence approach them from critical, rather than prescriptive perspective.

Models and Theories

One of the best known prescriptive models of national branding was proposed in 1999 by advertising supremo Wally Olins (of Wolff Olins). Olins identified the relationship between nations and the organisations who symbolised them and proposed a seven step model for national branding. In his 2003 book ‘On Brand’ Olins updates this to eight key steps for nations seeking to develop their brands.

These steps include setting up a working party that includes representatives from government, industry, education, the arts, sport and the media; identifying and consulting key stakeholders; defining a core idea on which the nation’s brand will be developed, visualising this idea and creating a ‘brand book’ to communicate it, and ensuring that this is integrated across all promotional material and across all sectors.

The core elements of this approach are similar to many branding exercises, and it seems to make sense. However, the complexity of running this sort of programme across a nation must be taken into account, and it may not be as easy as these ‘simple’ steps make it sound!

Anholt favours more of a ‘diagnostic’ approach, and uses his ‘Nation Brand Hexagon’ to assess national brands, focusing on six key areas of measurement.

• Exports• Governance• Culture and Heritage• People• Tourism• Investment and Immigration

These form the basis of his ‘Nation Brand Index’ which seeks to rank nation brands according to their strength in each of these areas. The emphasis here is on identifying strengths and weaknesses and building on these, rather than starting from scratch. However, Anholt’s approach has been criticised as being subjective and encouraging countries to shift their focus to manipulate the data (as is a common criticism of all league tables).

LucyGriffiths

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The Future for National Branding

The future of national branding could be said to be dependent on the future of the nation-state as a dividing mechanism for global power. With multi-national companies growing in influence, some have suggested that power is shifting away from nations towards organisations. In this context global brands like Google and Facebook appear to be as powerful or more powerful than individual nations. However, as we may still be some way from declaring Facebook as a country, small nations like Wales will need to continue their efforts to show the world what they have to offer in compelling and attractive ways, and so brand Wales still has a role to play.

Useful Linkssimonanholt.comwallyolins.com melissaaronczyk.com futurebrand.com/foresight/cbi

Anholt-GfK NationBrand Index 2013

USA Canada Germany UK Switzerland France Australia Sweden Japan Italy

FutureBrand CountryBrand Index 2012/13*

Switzerland Canada Japan Sweden New Zealand Australia Germany USA Finland Norway

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*The UK came in at number 11

Measuring National BrandsThere are a number of different indices which claim to measure and rank national brand strength, however, there are considerable differences between them, showing how difficult this really is. Here are the top ten countries, as listed by two of the most well-known indices.

Key Term: Soft Power“A country’s soft power is a measure of its ability to attract and shape preferences—through culture, institutions, political values and foreign policy —without coercive forms of persuasion.” FutureBrand (2012)Examples:

Scandinavian countries like Sweden and Denmark whose quality of life and value systems create an attractive brand proposition, and Finland whose education system is one of the most talked about and respected in the world, are examplesof ‘soft power’ in action.


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Point of View: Food For Thought– How Welsh FoodFestivals areBuilding BrandWales

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At a time when fewer people than ever are cooking meals within their own homes, over 12 million viewers tuned in to watch the recent Bake-Off final (BBC 2014). Just simply the Mary Berry effect or is the information more reflective of a changing market? In truth, the answer may be attributed to both. For a nation (UK) that has never fully appreciated the importance and influence of food and drink within our daily lives, the public acclaim afforded to celebrity chefs and culinary reality shows would suggest that times are now changing. It seems that food has never been so popular. Not quite the new rock ‘n’ roll, but almost...

Continues overleaf

Andrew CampbellAndrew Campbell, Head of the School of Tourism and Hospitality at Swansea Business School, investigates Welsh food festivals and their influence upon destination branding.


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Food tourism is not a recent phenomenon though. The concept embraces visits made to food producers, retailers and locations to sample and taste food (and drinks) as a primary motivation for travel. In global terms it is well established. It can cover trips to vineyards, restaurants and gastronomic events. Within the UK the past 15 years have been characterised by the emergence of food festivals, partly attributable no doubt to the exploits of television chefs, but also through a consumer shift towards healthy eating.

The arrival of farmers’ markets into town centres may also be a contributing factor.

The key function of food festivals has been to promote and sell local produce – and to foster consumer relationships. In tourism development terms they are now viewed as events which can:

§ attract visitors to destination areas;§ retain visitors within destination areas;§ generate additional economic income:§ create employment opportunities;§ address issues of seasonality;§ deliver destination branding benefits relating to enhanced visibility and image repositioning;§ provide social and cultural benefits;§ act as a catalyst for further economic development.

Here in Wales, the Welsh Government has been quick to identify their benefits, from both a tourism and food sector perspective. In 2013, it provided financial support for 32 food festivals, ranging from small local festivals to flagship events. Individual festival grants up to £10,000 were made available, which resulted in an allocation of £300,000 (Miller 2013).

For this investment, 295,000 visitors were attracted to 1886 stalls. According to research carried out by Wavehill (2014), the net value to the Welsh economy from ALL food festivals in 2013 was £27 million (average spend per head at festivals £19; wider daily expenditure £34), which supports an estimated 450 jobs. Well established festivals such as the Abergavenny Food Festival, now in its 15th year, attracted 30,000 visitors, with smaller events such as the Cardigan River and Food Festival attracting 3,000 – 4,000 visitors.

Both types of festivals have distinct characteristics. Smaller events aim to promote local producers; are usually one or two days duration; provide family entertainment and are run by volunteers. Larger events, whilst also covering the above, also aim to generate high turnover for exhibitors; have a much stronger commercial emphasis; attract sponsorship and usually get celebrity endorsement through cookery demonstrations. However both types of

events share a common purpose in being able to influence a destination brand. Festivals can enhance, reinforce or help reposition an existing destination brand. The Cardiff International Food and Drink Festival for instance undoubtedly reinforces the multi-cultural aspects of the city, whilst somewhere like Neath, through its Food and Drink Festival has been successful in challenging perceptions of heavy industrialisation. It is no longer a town of smoke filled stacks, but one that sits at the gateway to the beautiful Swansea Valley with all its recreational opportunities.


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The uniqueness of the festival food offering can also reinforce brand identity. St Davids, Pembrokeshire, hosts the Really Wild Food Festival. It is a destination situated in a remote part of the nation, where historically wild food has sustained human habitation. Not only is wild food relevant to contemporary diets, but the festival conveys a clear message about topography and location.

The Cardigan Bay Seafood Festival; Pembrokeshire Fish Week and the Anglesey Oyster Festival all highlight and reinforce information about the maritime assets of the area, as well as raising awareness about its food source. In essence, distinctive food offerings provide a sense of place. Throughout history the harvesting and production of food has influenced the character of landscape environments – and in turn its cultural heritage. Through attending festivals, visitors learn of these manmade imprints, which will strengthen associations with an area and more importantly loyalty, which may result in repeat visits.

Purchasing food products at events will further reinforce memories of the festival experience....of fun and social interactions, which can be taken away and reflected upon at a later date. Visual and sensory characteristics of food, through packaging and smell act as ideal “trigger” mechanisms to stimulate these memories and are invaluable within the

branding process. At the time of writing my eye is drawn to a bottle of malt whisky which I purchased at a small festival in the Western Isles earlier in the year. It immediately conjures up thoughts of my trip, which was both fascinating and formative. A mental note has been made to return to the Inner Hebrides soon!

Distinctiveness and uniqueness are frequently used words within the Welsh Government’s Strategy for Tourism 2012 -2013 (Partnership for Growth). The brand proposition presented is for Wales to be seen as a place to welcome others through offering good food and hospitality. But it also recognises that more needs to be done to promote high quality food as part of the visitor experience.

Food Festivals can therefore play their part, helped by the new “Food and Drink Wales” branding initiative which has been helpful in strengthening communication about provenance and authenticity.

They also have the ability to showcase individual food products which have particular geographical resonance: laverbread from the shores of Gower; cockles from Carmarthenshire; cheese from Caerphilly; salt marsh lamb from Laugharne; Welsh beef from the black cattle of Montgomeryshire..... (the list could go on!) - and also more general national favourites such as bara brith or

Welshcakes, together with recipes for such delicacies as lamb cawl or Welsh rarebit. Was the Welsh hymn writer, William Williams really talking about spiritual sustenance when he wrotethose immortal words, “feed me ‘til Iwant no more”? As the range ofprovision within the country is so extensive, one can only wonder.

One final point to make about food festivals is that visitors attend them because of widespread concerns about modern methods of food processing and production. Continued Welsh Government support for these events would seem prudent and advantageous if Wales wishes to send out a message of a country committed to environmental sustainability and good practice. Taken together with the “feel good” factor which emanates from such visits, brand benefits are high – providing added value not just to tourism, but to all sectors of theWelsh economy.

Opinion: Putting Wales on the Investment MapCan Cool Cymru attract ForeignDirect Investment?

Steve Griffiths

It is very encouraging to see headlines in the media praising the success that Wales has achieved in attracting Foreign Direct Investment (FDI), with the biggest rise in projects in the last 25 years. However analysts should be cautious in attributing this success to Wales as a brand before challenging some assumptions. Percentages can deceive. Depending on the base number a small player can seem disproportionally successful. Wales achieved a 20% increase in projects compared with London’s 2%. However we have 67 compared with London’s 584 projects, according to UK Trade & Industry (UKTI).

Nevertheless we can see that some of the promotion of Wales as a base for international business might be paying off. As other authors in this issue caution, a Nation Brand must be developed carefully and be wary of superficial frequently

changing fashions. Rather it should develop a sustainable brand, which emerges from a community consensus reflecting the reality of the nation’s fundamental common purpose. It is unlikely that ‘Cool Cymru’ was the reason that Chinese TV manufacturer, Tongfang, invested in the Kenfig Industrial Estate.

FDI managers will utilise the armoury of investment appraisal tools to make their decisions. Superficial imagery is unlikely to persuade them. Far more likely will be the key factors demonstrated by any location which ensures a minimisation of risk and a maximisation of profit.Brand Wales has the qualities to be an attractive recipient of investment. In an increasingly unstable world, we offer political tranquillity, clearly evidenced by positive consensual approaches by our politicians in the National Assembly and by the burying of local rivalries in the exciting prospect for the Swansea Bay

City Region. While there will always be disagreements, the recognition that unity creates a positive image has sunk in for all previously embattled factions, whether it be the political parties, trade unions and employers or parochial regional disputes.

If the brand is to be sold, then it must include the features that will attract the investor. While superficial fashion or trendy fads might not be a long term feature, artistic culture, leisure, heritage, the physical environment, the quality of services and the community culture, will be emotional capital that could impact on investment gatekeepers. For example, I well remember the Japanese mangers I worked with at SONY, Bridgend, being very excited by the number and quality of our golf courses! Newly emerging nations with money to invest can acquire a quick fix of cultural patina, by associating and locating in Wales.


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Any successful brand needs a strategy and focus. Simon Anholt believes the national brand can give direction and help drive integrated collaboration by national interest groups. However done badly it can lose its way and acquire negative associations. It is a difficult tightrope to walk.

While we wish to celebrate our beautiful natural countryside to attract tourists, we also want to reassure industrialists that we have the infrastructure normally associated with congested cities, to serve their needs. We are a small nation, but big enough to deliver the educational, cultural, regulatory, skills and networking facilities to attract the investor. It is to be welcomed that the current conversation on ‘The Wales that We Want’, being conducted in many forums throughout Wales, is developing some consensual features, stimulated by the discussions of what we value and what long term

assets we would wish to leave to our descendants. Perhaps this has been a long time coming but it needs to be a continuing feature of our activities. As Aronczyk (2013) says, Nation Branding is not a quick fix or a temporary panacea, but must be developed consistently for the long term.

For those who wish to review Wales as an investment destination I recommend Deloitte (2013) A Guide to investing in Wales, which does feature the sporting, cultural, natural environment achievements that we are familiar with, but also gives the heavier grounded statistics for population, education, infrastructure, government support systems, required for any significant investment decision. There is always a danger of over-the-top nostalgia, cliché and emotional hyperbole when talking to any Welsh person about

their patriotism and culture. However Wales displays passion, trustworthiness, heritage and loyalty - features that will attract business. We might caution our tourism promoters, who might be occasionally guilty of overusing the “sheep and slates” approach, even in Wales 101, humorously saying that “Wales invented rain”. However, the images of success of our sporting heroes, the examples of successful development out of a long industrial heritage, the endorsements made by past foreign investors and a national unity in presenting a positive image, can only help to put our nation on the map.

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News and Events Events @ Swansea Business School

Adele Wins Studentof the Year

The CIPD South West Wales Branch Chair’s dinner was held recently at the Village Hotel. The winner of student of the year was Adele John, currently studying for her CIPD Intermediate Certificate in HRM. Adele

is pictured here receiving her award at the event.

Week Commencing16th November 2014

20th November 2014, 2pm

27 November 2014, 6pm

21 January 2014, 6pm

Enterprise Week

The Bank of England (Wales): The economy – now and future prospects?

Preparing for Professional Employment

Leaders in Wales-Mind the Gap

A week-long celebration of enterprise and entrepreneurship – full details to be announced.

Steve Hicks, Deputy Agent for Bank of England (Wales)

Louise Hollow & Liam Baynham, Associate Recruitment ConsultantsHays Employment Agency

Barbara Chidgey from the Leading Wales Awards.

Two students, each studying for an HND in Tourism Management in UWTSD’s Faculty of Business and Management have been jointly awarded the Old Dy’vorians Association President’s Prize 2014 in recognition of their efforts to maintain their studies despite facing challenging circumstances.

Joint winners Carys Spencer (pictured here with Head of the School of Tourism and Hospitality, Andrew Campbell) and Rachel Revis, have both overcome considerable adversity this year, which was recognised by the Faculty and the Old Dy’vorians Association in awarding them this prize.

We wish them well with their future studies.

For full details and booking for any of the below events please contact:

Jamie Tavender(Faculty Marketing Officer)

[email protected]

Tourism Duo Awarded Old Dy’vorians Prize


Vol 5 Issue 4 2014 | 17

UWTSD Lecturer Edits New Welsh-French Dictionary

Tidal Lagoon Director Visits Swansea Business School

Phil Ainsworth, a lecturer and Welsh officer at UWTSD, was one of the team of four editors who worked on a four-year project to develop a new Welsh-French dictionary which was published this year.

The Dictionary titled ‘Le Nouveau Dico’, was published in August by Canolfan Adnoddau Addysg in Aberystwyth, and will be particularly useful for GCSE pupils, with

a verbs section and a section that lists words/sentences according to topic areas that are relevant to the syllabus, but will also be useful to adults travelling to France or learning the language.

According to Phil, “There was a gap in the market, in that there was already a dictionary available for Key Stage 3 pupils namely Le Petit Dico, and a more comprehensive dictionary for students at A’level and upwards called

Dictionnaire Francais-Gallois, Gallois-Francais. With over 50 comprehensive schools teaching French GCSE through the medium of Welsh, many pupils and

others should benefit from the new dictionary”.

As part of Swansea Business School’s events programme, Ioan Jenkins, Development Director of Tidal Lagoon (Swansea Bay) PLC recently spoke to business leaders, staff and students about the proposed Swansea Bay Tidal Lagoon and its potential to act as a catalyst for the regeneration of the Swansea Bay City Region.

The proposed tidal lagoon is a multi-million Euro project that could make Wales an innovation hub for this sort of development, and the company have plans to roll out to at least 5 other UK projects, including a number in Wales, as well as responding to interest expressed from abroad.

Mr Richards spoke about the potential future benefits the scheme could have in creating jobs and inward investment in the region, and quoted independent research that suggests the potential for a £173m gross added value to the regional economy in the construction phase alone.

Books:A Critical Review of Nation BrandingMelissa Aronczyk (2013) Branding the Nation, The global business of national identity, Oxford, OUP

This book delivers what it promises for the reader who wants to catch up quickly on the development of this ubiquitous concept. Aronczyk herself says that 20 years ago to brand individuals, cities, concepts would have been challenging, however now branding the nation seems natural and vital.

The Brand Nation she believes is a result of the interaction of commercial and political interests to communicate national priorities to internal and external audiences to achieve a variety of goals. It helps nations compete for resources, confers legitimacy, encourages domestic consensus and allows development of influential power. She concentrates on the commercial priorities but those who follow the argument could extrapolate to the political and diplomatic objectives of nations who seek to exploit this soft power tool (in preference to hard power, often involving military action). In the post-colonial, post-cold war world, with globalisation and the widespread adoption of neoliberalism and of lightly regulated free markets, nations feel exposed to competitive pressures that are difficult to resist. Branding the nation is seen as a way of attracting scarce mobile resources and promoting the attractiveness of the nation’s outputs, whether as a tourist destination, home for foreign direct investment or as a producer of export products. In case studies of several nations and their campaigns, the book reviews the use of branding theory to the nation.

The challenge of defining the nation brand, which positively promotes the benign aspects of nationalism, is contrasted with a more negative

view to create a false consensus in order to manipulate and acquire power. She alleges that a Transnational Promotional Class (TPC) of brand consultants who make important decisions on values, images and national narratives has developed in the absence of marketing skills in the public sector. Aronczyk criticises the subjectivity of measures such as Simon Anholt’s Nation Brand Index (NBI) because it utilises survey based data on cultural identity rather than incorporating some of the hard economic data, familiar to those of us brought up on Porter’s Competitive Advantage of Nations.

Like any performance indicator, nations will seek to improve their scores by addressing the metrics, even if this is a distortion of the reality of the “lived brand”. Aronczyk uses an example discussed by Anholt of South Korea, which had a poor score, but admitted that respondents confused North and South Korea, to report poor brand image. His solution? Buy in more brand consultants, regardless of the reality of the national experience. Her prognosis is that the Brand Nation will not survive, reduced in importance by scepticism of its methods and the modest unpredictable returns it generates. However this is in contrast to the survival and thriving of nations themselves that she believes have a dynamism and heritage which will endure.

Reviewed by Steve Griffiths

18 | Vol 5 Issue 4 2014


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