Izmir City Marketing Strategic Plan

iZMiR
‹ZM‹R
2011
2012
2013
2014
2015
2016
2017
MARKE TING
CIT Y
P L A N I
2010
S T R A T E J ‹ K
iZMiR
K E N T S E L
P A Z A R L A M A
S T R A T E J ‹ K
P L A N I
STRATEGIC
P A Z A R L A M A
PLAN
K E N T S E L
2010
‹ Z M ‹ R
C I T Y
M A R K E T I N G
S T R A T E G I C
P L A N
iZMiR
2010
2011
2012
2013
2014
2015
2016
2017
2017
1
1. INTRODUCTION
İzmir city marketing project is the first city marketing project in Turkey. Therefore, when Izmir Development
Agency (İZKA) announced the tender on a city marketing project to attract more tourists to Izmir, to increase
the amount of incoming investment and to enhance the living standards of the residents, we as Art Grup , one
of the most leading creative communication agencies in Turkey, created a consortium by bringing together the
bests in the world to be able to prepare this work in the best way possible.
Consequently, we initiated our work incorporating Wolff Olins; a worldwide known city branding agency with
intensive experience in New York and London city marketing, American World Services Corporation; an expert
in investment consultancy, Kita Design and Consultancy, and TNS Global Research, into the consortium led by
Art Grup.
Throughout this intensive process that lasted for 5 months, we benefited a lot from the researches we carried
out in Turkey and abroad, from detailed report and researches prepared meticulously by İZKA and other
institutions in Izmir, from our visits to Izmir and its districts, meetings that we held with the opinion leaders
in Izmir and detailed abroad city marketing analysis. Building on the information gathered we prepared this
valuable document on strategy and the marketing plan.
Needless to say, Izmir City Marketing Strategic Plan is a dynamic and continuously improving document and we
are sure it will progress much further with the contributions of the people of İzmir.
Furthermore, we wish to extend our deep appreciation to those who have supported us, shared their
valuable and contributed to the preparation of this city marketing document, the first of its kind: Thanks
to the Governor Mr. M. Cahit Kıraç and the Metropolitan Mayor Mr. Aziz Kocaoğlu in particular, Mr. Serdar
Değirmenci, Mr. Ender Yorgancılar, Mr. Ekrem Demirtaş, Mr. Cemal Elmasoğlu, Mr. Zekeriya Mutlu, Mr.
Yılmaz Temizocak, Ms. Nimet Egeli Woodham, Ms. Güzide Cilasin, Mr. M. Tunç Soyer, Mr. Özer Mumcu,
Mr. Ali Nail Kubali, Mr. Gökhan Mutlu, Mr. Hasan Kararkılıç, Ms. Fügen Selvitopu, Ms. Filiz Eczacıbaşı Sarper,
Mr. Mustafa Türkmenoğlu, Ms. Nimet Egeli Woodham, Ms. Güzide Cilasin, Mr. M. Tunç Soyer, Mr. Uğur Yüce,
Ms. Şehnaz Yılmaz, Mr. Ünal Ersözlü, Mr Deniz Sipahi, Ms. Özlem Değirmencioğlu, Mr Hüseyin Porsuk,
Mr Mehmet Gülaylar, Mr Murat Türkay, Mr Levent Yücesoy, Ms. Nuray Atilla, Mr Bilgi Gökmen Şenel,
Ms. Oya Demir, Ms. Hanife Çetiner, Ms. Arzu Amirak, Ms. Nilgün Gürkaynak, Ms. Nuran Şahin, Mr Sıtkı Şükürer,
Mr. Bülent Zarif, Ms. Dilek Gappi, Mr Ertan Koyuncu, Ms. Leyla Cingöz, Mr. Metin Ersan, Mr. Özgür Ardil,
Mr. Kıvanç Meriç, Mr Akgün Çavuş, Mr. Rüştü Çelikgil, Mr. İzzet Daşdı, Mr. Nihat Kolay, Mr. Şerif Naz,
Mr. Kazım Kızılcaoğlu, Ms. Zerrin Toprak, Ms. Elif Türkmen, Mr. Gören Bulut, Ms. Neşecan Hürtürk,
Mr. Güman Kızıltan, Mr. Şükrü Tül.
We also would like to thank especially to İzmir Development Agency Secretary General Mr. Ergüder Can,
Ms. Sibel Ersin, Mrs. Begüm Tatari, Ms. Zeynep Tansuğ, Ms. Nazlı Kayı, Besim Özçam, Çağkan Aydoğdu and the
whole İZKA team for their efforts and support in every stage of this process.
Fehmi ÖZKAN
Art Grup Co-president and Consortium Leader
3
CONTENTS
‹Ç‹NDEK‹LER
2
‹ZM‹R CITY MARKETING STRATEGIC PLAN
1. Introduction
2. Contents
3. Strategic Planning Process
3.1 The Guidefish Model
4. The Research
4.1 Research Objectives
4.2 Research Methodology
5. Key Research Findings
5.1 Perception of İzmir in Other Cities in
Turkey and İzmir
5.2 Perception of İzmir Among Foreigners
5.3 Perception of İzmir Among Investors
6. Situation Analysis
6.1 Current assessment
6.2 Infrastructural Issues
7. İzmir Value Map
8. Benchmarking Analysis
8.1 City Branding Positioning
8.2 City Communication
8.3 Country Benchmarking for Investment
8.4 Priority Sectors Benchmarking
9. Target Group Analysis
9.1 Tourists
9.2 Residents
9.3 Investors
10. Vision
10.1 Definition of Vision
10.2 İzmir Vision
10.3 Relevancy of Vision for the Target Group
11. Brand Essence Core
11.1 Brand Essence Core Definition
11.2 Current Brand Essence
11.3 Future Brand Essence Core
12. Marketing Strategy
12.1 Brand Promise of İzmir
12.2 Main Objectives and Strategic Priorities
12.3 Strategy Summary Triangle
1. CONTENTS
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7
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48
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67
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METHODOLOGY
3.1. Guidefish Strategic Planning Model
‹Ç‹NDEK‹LER
3
‹ZM‹R CITY MARKETING STRATEGIC PLAN
• Within the framework of Izmir City Marketing Strategic Plan, as a first step, 3687 people in total were
interviewed through the methods of face-to-face meetings, phone surveys, video interviews and online surveys,
in Izmir and its districts, 17 cities in Turkey and 10 countries in the world.
• Face-to-face meetings with the officials and opinion leaders of almost all districts of Izmir were held.
• Meetings with the members of IZKA Development Agency Board, IZKA Subcommittees and with the
opinion leaders from both public and private sectors (İZTO, EBSO, DTO, İESOB, EGİAD, EİB, İZİKAD, ESBAŞ)
were held.
• In addition to the 2010-2013 Izmir Region Plan prepared by IZKA which was the main reference document
of this city marketing strategy, city marketing strategy documents of other cities in the world, that initiated this
process previously were also analyzed in detail.
3,1,Guidefish Strategic Planning Model
In light of above mentioned information, Izmir City Marketing Plan was prepared in line with the 5
sections of Guidefish, the unique strategic planning model of Art Grup.
GUIDEFISH STRATEGIC PLANING PROCESS
Situation
Analysis
Performance
Tracking
Strategy
Brand
Positioning
Marketing
Plan
3.1.1. Situation Analysis:
”Situation Analysis”, first section of the Guidefish, is the part that the current situation of the city for all
the target groups is analyzed benchmarking with both domestic and foreign cities. Within this process,
we tried to find the answers to the following questions:
• What are the values and characteristics of Izmir?
• To what extent Izmir benefits from these values?
• How is the benchmarking of these characteristics of Izmir with competitive cities?
• What are the streigth, weakneses, opportunities, and threats of Izmir (SWOT)?
10
3. METHODOLOGY
3.1.2 Brand Positioning:
“Brand Positioning”, the second part of Guidefish, is the section that the differentiated core brand
message is identified building upon in depth target group understanding and insights. In light of the
current situation analysis findings and researches, we tried to find the answers to the following questions
in this section:
• What are the target groups of Izmir?
• How are the general insights and behaviors of this target group?
• What is the current perception of the target group towards Izmir?
• How should the future perception of the target group about Izmir be?
• What should Izmir communicate in order to realize the future perception?
3.1.3 Strategy:
“Strategy”, the third part of the Guidefish is the section that the strategic priorities are defined to bring
the main message of the brand to live. Within this process, we tried to find the answers to the following
questions:
• What are the vision and objectives of Izmir?
• What are the difficulties and obstacles lying ahead of these vision and objectives?
• What should Izmir focus on in order to reach the vision?
• What are the strategic steps Izmir needs to take in short and long term?
• What are the risks for the strategy and what should be the measures to take against these risks?
3.1.4 Marketing Plan:
“Marketing Plan”, the fourth part of Guidefish, is about defining the road map of activities against
objectives to bring the brand promise and communication strategy into live within a certain time frame.
Within this process, we tried to find the answers to the following questions:
• Which marketing disciplines should Izmir use in order to pursue the strategy?
• What should be the creative ideas and activities in these marketing disciplines?
• What kind of a time schedule should be used for the marketing ideas and activities?
3.1.5 Performance Tracking:
“Performance Tracking”, the final part of Guidefish is about defining the specific performance indicators
and measurement methods to enable us to regularly monitor the performance of the brand and
marketing activities. Within this process, we tried to find the answers to the following questions:
• According to which criteria should the overall performance of Izmir be evaluated?
• How could the success of marketing activities in Izmir be measured?
• Which research techniques should be used to conduct the performance measurement?
11
PERCEPTION RESEARCH
4.1 Objectives
4.2 Methodologies:
‹Ç‹NDEK‹LER
4
‹ZM‹R CITY MARKETING STRATEGIC PLAN
In the process of the preparation of City Marketing Strategy, brand image and awareness
researches were conducted by using various research techniques in Turkey and abroad
under the leadership of TNS Global, the consortium partner and one of the leading
research companies in the world.
4.1 Objectives :
The objectives of this very comprehensive image and awareness studies for every target group can be
summarized up as follows:
• To understand the level of popularity of Izmir for tourists and investors
• To measure the perception of Izmir in the world and in the other cities of Turkey
• To determine the differentiated characteristics of Izmir, leading to brand positioning
• To understand the levels of satisfaction for Izmir for the target groups
• To thoroughly understand the insights and behaviors of the target groups of Izmir.
4.2 Methodologies:
Within the scope of this project, in order to understand the perception of tourists, residents of
Izmir, businessmen and investors, researches were carried out by interviewing 3687 people in total
using various techniques: face to face meetings, phone surveys, online surveys and video interviews.
Furthermore, investor-oriented researches carried out by IZKA and YASED in this period were used.
RESEARCH OBJECTIVE
TARGET GROUP
METHODOLOGY
PEOPLE
To get the opinions of Izmir
residents about Izmir
To comprehend the
perception of Izmir in other
cities of Turkey
To understad the popularity
and perception of Izmir
among the business world,
the opinion leaders, tourists
To measure the popularity
and perception of Izmir
among the foreigners living
abroad
Izmir residents
TNS ‘CATI’
phone survey
300
Those living in 17 cities
in Turkey
Omnibus face to face
quantitative research
2008
Businessmen in Istanbul,
Ankara, Izmir, opinion leaders
and tourists who have been
to Turkey
TNS face to face quantitative
popularity and perception
research
400
Those living in the 10 cities
in Europe, USA and Middle
east
One to one video
interviews
291
To get ideas
recommendations
about Izmir
Active Internet users
Online surveys
105
To understand strong and
weaknesses of Izmir, to
determine the opportunities
Group Meetings
Institutions and opinion
leaders in Izmir and its
districts
Face to face meetings
in depth
217
To understand the
investment environment
in Turkey
Foreigner investors
in Turkey
YASED Barometer online
research
200
To understand the
investment environment in
Izmir
Businessmen who made
investment in Izmir
TurkStat face to face
quantitative research
166
TOTAL
14
3687
4. PERCEPTION RESEARCH
4.2.1 Quantitative Perception and Popularity Researches
TNS Global, research partner of the consortium, conducted the following researches within this
process:
TNS CATI: Phone survey with 300 people in total from Izmir and its districts was conducted to
understand the residents’ perception of Izmir, their level of satisfaction and the problems of the city
TNS Omnibus: a quantitative face to face interviews were conducted among 2008 participants aged
18 and above from 17 cities, representing the urban sample in Turkey. In this research image of Izmir
was asked in comparison to other cities in Turkey.
TNS Popularity and Perception Research: A quantitative face to face interview was conducted among
400 people to understand the opinions and behaviors of the business world (company representatives
listed in the top 500 in Turkey and never invested in Izmir), opinion leaders ( statesmen, journalists,
tourism agencies) and foreign tourists (who have been to Turkey).
4.2.2 Video Interviews:
In this process, one to one video interviews with 291 tourists in 10 cities in the USA, Europe and Middle
East were held in order get insights on awareness and perception of Izmir and to deeply understand
their decision-making process and their insights about their holiday destinations.
STREET INTERVIEWS - COUNTRIES
NUMBER OF PEOPLE
70
59
60
50
50
40
30
30
32
26
27
22
20
15
15
15
10
0
New York
Koln
Dubai
Paris
Amsterdam
London
Cities
Milan
Geneva
Moscow
Athens
4.2.3 Online Survey Research
Online survey research was conducted for the purposes of gathering information about travelling habits, answering the question as to what is needed for Izmir to become a world city. 105 people in total
took part in the survey.
ONLINE SURVEY - COUNTRIES
80
68
Number of People
70
60
50
40
30
20
10
3
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15
‹ZM‹R CITY MARKETING STRATEGIC PLAN
4.2.4 Face to Face Meetings
Face to face meetings with 217 people, 117 of whom were from the district visits, were held in order
hear about Izmir from its natives and the leading figures of Izmir.
FACE TO FACE MEETING
117
Number of People
120
100
80
60
40
20
20
2
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5
15
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20
20
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4.2.5 Researches for Investors
IZKA Investment Environment Assessment Research: This research was carried out by Turkish Statistical
Institute (TUIK) and IZKA in April 2010 among representatives from 166 private companies operating
across Izmir. This has been very helpful in the works of the consortium while developing the investment
strategies. In this research, the aim was to determine the needs of Izmir and its districts to ensure
inward investment while identifying the improvement and opportunity areas of doing business in
Izmir.
YASED Barometer Research: The research made by the International Investors Association every 6
months among its 200 members to measure the pulse of the investment environment in Turkey. This
has also been very helpful for the consortium.
16
KEY RESEARCH FINDINGS
5.1 Izmir Perception Among Other Cities in Turkey and Izmir
5.2 Izmir Perception Among Foreigners
5.3 Izmir Perception among Investors
5
‹ZM‹R CITY MARKETING STRATEGIC PLAN
5.1 Izmir Perception Among Other Cities in Turkey and Izmir
• Izmir is mostly seen as one of the top tourism cities in Turkey among residents in Izmir, rest of Turkey
and the business community. However, for the opinion leaders Izmir is not one of the first three
tourism cities coming to mind. (TNS Perception Research)
Adult population
Turkey-wise
Those living /residing in İzmir
Opinion Leaders
Business World
Antalya
İzmir
Muğla
n=2008
Antalya
İzmir
Muğla
n=300
Antalya
Muğla
İstanbul
n=40
Antalya
Muğla
İzmir
n=50
• Even though Izmir is perceived as one of the top 3 developed industry and trade cities in general, it
is not perceived so by the business world (TNS Perception Research) :
Adult population
Turkey-wise
İstanbul
Bursa
İzmir
n=2008
Those living /residing in İzmir
Opinion Leaders
Business World
İstanbul
İzmir
Bursa
n=300
İstanbul
Kocaeli
İzmir
n=40
İstanbul
Kocaeli
Bursa
n=50
• Even though Izmir is perceived to be a good place to live, safe and touristic city by all the target
groups, it has a relatively low perception regarding the job opportunities and investment environment.
(TNS Perception Research)
PERCEPTIONS OF ‹ZM‹R
(Absolutely + I agree to a some extent extent)
%
İzmir is a city that I feel myself/my family safe
İzmir is a livable city thanks to the high quality living
standards it provides.
İzmir is a city with opportunities
İzmir is a financially attractive city for the investors with
an economically high value
İzmir is a university city
İzmir is a city that comes to the fore with its historic
wealth İn the nearby areas
I like İzmir’s people
İzmir is a city that is home to attractive touristic regions
with its green, sun, sea and weather
İzmir is one of the leading cities in Turkey as an industry
and trade city
İzmir is not only one of Turkey’s but also the world’s
leading cities
20
Adult
population
Turkey-wise
Those living
/residing in
İzmir
Opinion
Leaders
Business
World
67
92
85
78
69
91
88
84
61
66
50
46
62
81
68
42
73
93
80
86
77
91
88
90
66
93
85
82
77
97
90
96
71
80
70
52
62
77
60
40
5. KEY RESEARCH FINDINGS
• Among all the target groups, Izmir is recognized for its natural beauties and historical wealth. Then,
its port and fair are the other aspects that are remembered (TNS Perception Research) .
• Among all the groups, Izmir does not have any significant differentiated aspect even though sea,
Clock Tower and Kordon are the most associated attributes to the city (TNS Perception Research) .
• Izmir is generally personified as a young or middle aged, single woman with good education. (TNS
Perception Research)
• In general, Izmir evokes positive attributes such as friendly, warm, cultivated and modern. According
to this, Izmir evokes the words fun, funny, pleasant, warm, lovely, cultivated, sophisticated, cultured,
elite, elegant, active and dynamic (TNS Perception Research) .
• Izmir is not perceived as traditional, quiet or distant and not seen as serious, boring, introvert, quiet
and calm (TNS Perception Research).
• The color of Izmir is perceived as “blue” for all the target groups.
• The Izmir people are very satisfied to be living in Izmir (83%) and they are proud of their city (TNS
Perception Research – CATI):
The Level of Satisfaction of İzmir people to be living in İzmir
The first two boxes (very satisfied +satisfied)
I am very satisfied
I am satisfied
I am neither satisfie nor unsatisfied
I am not satisfied
I am not satisfied at all
BASE
%
82.6
37.3
45.3
15/3
1/3
0.7
300
• The positive aspects of Izmir in general are: being by the sea, being a tourism city, its fair, its modernity,
its climate, being a beautiful city, easy going living standards, having well-educated and cultivated
people, natural beauties, historical and cultural wealth (TNS Perception Research and meetings held
face to face) .
• The negative aspects of Izmir identified (although very few) are: local administration services, its
infrastructure, its laid-back and different people, lack of solidarity among themselves, its little interest in
the traditions (this perception only prevails in the other cities), its insufficient job opportunities, its poor
promotion and high number of immigrants (TNS Perception Research and face to face meetings).
5.2 Izmir Perception Among Foreigners:
• Although they know Turkey, the awareness of Izmir is very low. They mostly have seen or heard about
Istanbul, Antalya, Cappadocia, Bodrum and Ankara (Video interviews).
• Perceptions of Turkey vary. In general, a different and nice “sea-sand-sun” destination with historical
and cultural wealth where friendly people live. In certain segments, there is a biased approach towards
Turkey (3rd world country, not safe, not from my culture etc.)(Video interviews).
21
‹ZM‹R CITY MARKETING STRATEGIC PLAN
• Even among the tourists who have been to Turkey, awareness of Izmir is very low. When these
people were asked of the reasons why they haven’t visited Izmir, 94% of them told that they didn’t have
any idea about Izmir (TNS Tourists Perception Research).
• On the other hand, 84% of those who came to Izmir have already visited Izmir once before and the
rate of those who said I left Izmir satisfied is 81% - a good example to show the opportunity ahead of
Izmir (TNS Tourists Perception Research).
• 74 % of the tourists who have been to Izmir say that they would recommend Izmir to their friends
(TNS Tourists Perception Research).
• The first image they remember about Izmir is Ephesus (57%), Clock Tower (25%) and Çeşme (8%) (TNS
Tourists Perception Research).
• 54% of the tourists state that they have been to Izmir through the direction of tourism agencies, 37%
through research on internet, 37% through acquaintances, 21% through the recommendation of the
family members, 19% through TV and %15 through the advertisements about Turkey or Izmir they see
outdoors (TNS Tourists Perception Research).
5.3 Izmir Perception among Investors:
5.3.1 Investor Insights and Behaviors
• 47% of the international investors who made an investment in Turkey think that Turkish economy will
grow even faster (YASED Barometer Research).
• 39% of the international investors who made an investment in Turkey predict that the investors
coming to Turkey will increase in the next period and 42% predict that their own companies will
increase their investments in Turkey in the next period (YASED Barometer Research).
• International investors who made an investment in Turkey regard political instability, a new fluctuation
to be experienced in the international market, domestic economic fluctuation, increase in the regional
tension and deadlock in the EU negotiations, as risks for the upcoming period (YASED Barometer
Research).
• International investors who made an investment in Turkey list the biggest obstacles lying ahead of the
international direct investment in Turkey as follows: (YASED Barometer Research):
1. Implementation of legal framework and laws (% 57)
2. Unregistered economy (% 46)
3. Tax and incentives (% 45)
4. Political instability (% 44)
5. Economic instability (% 35)
6. Bureaucratic obstacles (% 34)
7. Intellectual property rights (%18)
8. Corruption (% 14)
9. Not being able to find qualified workforce (%1)
• Since Izmir is considered more of a tourism city by the business community in Turkey and it has a
low popularity among the foreigners, its investment potential cannot be fulfilled sufficiently (TNS
Perception Research and video interview).
22
5. KEY RESEARCH FINDINGS
5.3.2 Izmir Business and Investment Environment
The findings of researches conducted by TUIK for IZKA on the investment environment in
Izmir and the meetings held by the Consortium in Izmir could be summarized as follows:
• Businessmen investing in Izmir make investments firstly because of its logistics advantage, its proximity to the raw material, tax and incentives, talented labor (TUIK Izmir Investment Environment Assessment Research)
REASONS TO INVEST IN İZMİR
%28,40
30
%24,34
%21,48
20
%16,95
%8,83
10
0
Logistic
Being Close To
Raw Materials
Talented
Free Trade Zone Tax and
Incentive Advantages
Other
• Companies in Izmir mostly trade with EU and European countries after Izmir.
1ST MARKET
2ND MARKET
African Country
7
12
Other
1 5
9
19
2
Aegean Region Trade Firm Outside İzmir
8
12
2
American Country
5
2 3
Other Asian Countries
9
8
4
Near And Middle East Asian Country
7
12
7
13
9
Other Local
Aegean Region Production Firm Outside İzmir
4
10
13
Other European Country
14
13
17
National Trade Firm Outside Aegean Region
7
23
18
National Production Firm Outside Aegean Region
13
23
Trade Firm In İzmir
36
EU Member European Country
38
Production Firm In İzmir
7
10
12
14
9
TOP 3 MARKETS BOTH LOCAL AND FOREIGN
3RD MARKET
• 69% of the companies operating in Izmir don’t have any R&D Department.
• 57% of the firms operating in Izmir don’t think that they need a capacity increase. 42% who think they
need a capacity increase foresee it in 5 years time.
• 77% of the firms operating in Izmir don’t think of making an investment in another city.
• 23% of the firms operating in Izmir stated that they had some difficulty during the establishment
phase. License and permission process (24%), company establishment processes (19%) and obtaining
loan (7%) stand out as the top 3 difficulties faced most.
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‹ZM‹R CITY MARKETING STRATEGIC PLAN
• 73% of the companies operating in Izmir think that they don’t have any active communication with
the public authorities and representatives. The percentage of those who state that they don’t know
which relevant government agencies or authorities to apply for the business needs is % 78.
INVESTMENT ENVIRONMENT ASSESSMENT BY TURKEY AND İZM‹R
I Certainly Don’t Agree
I Don’t Agree
I’m Undecided
I Agree
I Absolutely Agree
I Have No Idea
Environmental Protection Laws Are Adequate
69
27
Standarts, Decision And Timing That Concern Our Sector Are
Parallel With International Standards And Procedures
68
28
I Get Applicable And Quick Answers For My Demands And
Questions From Public Officials And Agents
61
36
14
36
49
I Believe That Market Potential In İzmir Is Sufficiently Large
6
26
9
20
3
4
13
7
8
10
7
65
11
9
21
6 31
51
23
36
44
70
51
Society In İzmir (Ngo, Trade Associations, Leagues, Etc.) Helps Me
Developing My Business
17
6 6
14
24
8
6 4
23
112
I Believe That Business Investment Occasion In İzmir Is At The
Level That It Should Be Compared To Similar EmErging Market
18
41
96
I Know Convenient Governmental Offices And Officials For My
Business Meets
9
39
39
Generally The Communication With Public Officials And Agents
Is Efficient
I Believe That Market Potential In Turkey Is Sufficiently Large
31
80
21
8
• A large portion of the firms operating in Izmir think that they have infrastructural problems regarding telecommunications, electric power, airports, highways, ports etc.; that the customs services are
inadequate in an administrative sense and human resources potential is likewise in terms of business
needs.
INVESTMENT ENVIRONMENT ASSESSMENT BY TURKEY AND İZM‹R
I Certainly Don’t Agree
I Don’t Agree
I’m Undecided
I Agree
I Absolutely Agree
I Have No Idea
The Electricity Strength Substructure Of Izmir Is At Sufficient
Level For My Business
95
The Public Highways And Highways Substructure Of Izmir Is
At Sufficient Level For My Business
The Port Substructure Of Izmir Is At Sufficient Level For My
Professional Needs
87
Human Resources Potential At Izmir Is Efficient For My
Business Necessities
24
6
33
100
24
19
14
41
89
6
9
19
18
95
73
11
34
26
The Airport Substructure Of Izmir Is At Sufficient Level For
My Needs
32
14
64
The Telecommunication Infrastructure Of Izmir Is At
Sufficient Level For My Business
Duty Services At Izmir Are Efficient In Point Of Managerial
Processs
10
31
12
11
9 3
6
29
19
8
9
13
1 12
12 1 6
43
16
SITUATION ANALYSIS
6.1 Current assessment
6.2 Issues infrastructural
6
‹ZM‹R CITY MARKETING STRATEGIC PLAN
6.1 Current assessment
In the light of visits to Izmir and its districts, one-to-one meetings, workshops, researches
up to 3687 people, reference sources and analyses of other cities abroad, the following
evaluations were made:
6.1.1 İzmir is a blessed city with historical, cultural and natural diversity which very few cities in the
world have.
Historical and Archeological Richness: Thanks to its natural setting, climate and location advantages,
Izmir and its surroundings, which have been a settlement area since the Paleolithic Age, has a rich
history dating back at least 8000 years Therefore, there are many historical and archeological values
in Izmir and its near areas. Ephesus, the Artemis Temple, Celcius Library, the House of Virgin Mary,
Pergamum, Erythrai, Pitane, Klaros, Kolophon Phokeia, Teos, Birgi, Kadifekale, Agora, Diana (Artemis)
Turkish Bath, Hisar Mosque, Aliağa Mosque, Ulu Mosque, Karaosmanoğlu Inn, Izmir Clock Tower,
Kızlarağası Bazaar, Mirkelamoğlu Inn are just a few of them.
Agora
Virgin Mary
Ephessus
Bergama
Natural Beauties: Izmir is a city with 300 sunny days in a year, warm Mediterranean climate, fertile soil
and so many natural beauties such as blue flag beaches, thermal springs, trekking trails, perfect wind
for wind-surfing.
28
Çeme Beaches
Thermal Springs
‹zmir Bay
Trekking Cources
6. SITUATION ANALYSIS
Attraction Centers: Izmir is a city with lots of attractions such as famous Kordon restaurants, historical
Kemeraltı market, lovely fishing town of Foça, the Ottoman houses in Birgi, its Fair, stone houses and
international surf facilities in Alaçatı, nightlife in Çeşme.
Alaçat›
Birgi
Kordon
Kemeralt›
Aegean Cuisine: With one side facing the Aegean blues, the other side facing the West Anatolian
Mountains smelling thyme, it has been an important cultural and trade center throughout history. This
rich cultural structure of Izmir has also been an element that prospers the regional cuisine. When one
thinks of the Izmir cuisine, herbs, vegetables, olive oil and olive oil dishes are the first ones that come
to mind. Izmir cuisine bears the most important traces of the Aegean cuisines such as squash blossoms
and stuffed artichoke. Izmir cuisine also has typical features with its meat dishes and desserts besides
herbs and vegetables. Tire and Izmir meatballs, a dish of mutton, fig desert, sweet pastries and milk
pudding with gum mastic are among the top desserts in the cuisine culture. Olive oil flavored with
some thyme and chili pepper accompanying almost every dish is a must for the Izmir cuisine. With its
fish types, unique side dishes and herbs, famous grilled meat on wooden skewers, Izmir meatball, Tire
meatball, glasswort, and the special type of bagel called kumru, Izmir dishes are the most delicious
taste of the Mediterranean and Aegean cuisine.
Fish and Side Dishes
Spicy-Skewer
‹zmir Meatball
Authentic, Organic Grasses and Oliveoiled Meals
Delicious products: There are many products such as olive, olive oil, fig, dry fig, cherry, potato, corn,
and chestnut being grown in Izmir and which are now identified with Izmir and the fact they grow in
Izmir become a quality criterion.
Fig / Dry Fig
Cherry
Chestnut
Vineyards
Olive and Oliveoil
29
‹ZM‹R CITY MARKETING STRATEGIC PLAN
Handcrafts: As Izmir has hosted lots of civilizations and cultures for thousands of years, especially in
the districts of Tire, Bayındır, Ödemiş, we see many hereditary crafts and craftsman such as packsaddle
sellers, heelers, carpet makers, whitesmiths and the Nazar (evil eye) designers.
Packsadding
Tinner
Tire-Manuel Works and
Tuesday Bazaar
Nazarköy-Blue Bead
(Evil Eye)
Clogging
Its economy and industry: Izmir continues being an important trade center in the region and in Turkey
as it was in the past, with its unique geopolitical position, its position as Turkey’s gateway to Europe,
its fertile lands and its proximity to the important consumption areas in Turkey, its ports, its refineries,
free zones, organized industrial zones, educated workforce.
Atatürk Organised Industry Zone
ESBA Free Trade Zone
Çeşme Marina
Logistic Services
Aliağa Rafinery
Ödemiş-Tire-Bayındır Agrigulture Fields
Hidden Gems of Izmir: Some of the unknown facts about Izmir are the best indicators to show how
important Izmir was and still is as a settlement area:
• Homer, the author of Iliad and Odysseus was from Izmir
• Three of the “Seven Churches” mentioned in the Bible are in Izmir,
30
6. SITUATION ANALYSIS
• The Artemis Temple, one of the seven wonders in the world, is in Selçuk
• Parchment paper was discovered in Pergamum
• The 3rd biggest statue in the world, Buca – Mevlana Statue is in Izmir,
• The first temple built for the Goddess Athena was built in Izmir
• Philosopher and poet Xenophanes lived in 6th century B.C in Kolofon
• The famous philosopher Heraclitus ( 540-480 B.C) who stated that everything changes by saying “You
cannot step twice into the same river” lived in Ephesus
• The philosopher Anaxagoras (500-428 B.C) lived in Clazomenae (today’s Urla)
• Famous physician of the old age (131-210.A.C.) Galen lived in Pergamum
• The first church built for the Virgin Mary is in Ephesus
• One of the four writers of the Bible, St. John lived in Izmir
• Famous singer Dario Moreno lived in Izmir
• Bademler Village is the one and only village in Turkey with a theatre
6.1.2 Izmir despite having many richness and diversity is not where it deserves to be
If we think that each year Barcelona hosts 20 million tourists, Athens 4 million, Antalya 8 million,
İstanbul 6 million and Muğla 3 million, the number of tourists coming to Izmir being less than 1 million
shows how little of this potential is being fulfilled.
The fact that most of the tourists coming to Izmir are transit and average stay duration of a tourist
is half of that of İstanbul and Antalya, results an income from tourism that is quite below its real
potential.
Similarly Izmir shows a performance quite below its real potential again in attracting investors. another
striking example is that Izmir attracts only 7% of the investment coming to Turkey.
6.1.3 The main reasons why the potential of Izmir cannot be fulfilled sufficiently:
We can list the main reasons why Izmir, despite its many richnesses and diversity, cannot fulfill this
potential sufficiently as follows:
1. Izmir is not known enough:
• Izmir has low awareness among tourists and travel agencies that could influence tourists’
decision. Izmir is not in their top of mind destinations to go or to recommend.
• There is not a regular communication strategy and marketing activities for Izmir. On the
contrary, other cities in Turkey which are tagged to Turkey tourism and other cities in the
region that are supported with a clear communication strategy are further limiting Izmir to get into consideration set.
• The low awareness of Izmir and its priority sectors among potential investors, businessmen,
institutions and consultants could be one of the reasons of getting less investment in Izmir.
2. Izmir is not distinct enough from the other cities in the region
• Izmir is not differentiated enough from the other cities in the region such as Athens,
Thessaloniki, Rome, Barcelona, Florence, Dubrovnik, Antalya and Istanbul. At first glance,
these cities stand out with their historical richness, cultural values, natural beauties such as
sea-sand-sun, climate, life style and geopolitical position. However, if only searched in detail,
differences among these cities can be noticed and mostly tourists don’t make such kind of an
effort.
31
‹ZM‹R CITY MARKETING STRATEGIC PLAN
Historical Richness Unique People
√
Athens
Barcelona
Florance
Antalya
√
√
√
√
√
√
İstanbul
√
√
√
Qualified Labor
?
Lifestyle
Great Climate
√
√
√
√
Geopolitic Position
?
√
√
√
?
√
√
?
√
√
√
√
√
√
√
*Consortium assessment
•
Other countries in the region try to attract the investors as well and offer attractive
proposals. However, since what these countries offer and what Izmir offers seem to be very
similar at first glance, differentiated proposals to attract the investors cannot be made. For
instance, tourism, renewable energy, high tech, food and drinks and environmental
administration are the prioritized investment sectors of Greece so as Izmir.
3. Izmir does not have a common and consistent communication platform
• With all good will, most institutions and organizations of Izmir try to promote Izmir
within a very low budget. However, in this process, since there is not any common corporate
identity and communication message which is one of the number one rules of the branding
process, awareness in the perception cannot be created and thus the desired results cannot
be achieved. Below you can find promotion visuals for Izmir in different identities and
message:
4. There is a lack of solidarity and coordination in Izmir
• All the organizations and institutions in Izmir carry out works on promoting or developing
Izmir in good faith. Since these efforts are usually only in the institutional level and adequate
consensus between the other institution/organizations cannot be achieved, desired results
cannot be reached. It would be necessary to add that with the presence of IZKA, considerable
advances have recently been made in coordination at least in the projects which IZKA is
involved in.
32
6. SITUATION ANALYSIS
•
•
Works undertaken by people or an institution aren’t owned by the others or aren’t
implemented. The approach of “If I didn’t do it, it’s not mine” should be replaced by more
constructive and integrating approach in Izmir.
People and institutions don’t give each other sufficient constructive support and since so
much time gets lost in the criticism period, there might be delays in going into action.
6.2. There are also some infrastructural problems needs to be addressed in Izmir
According to information we acquired through our visits and researches, first of all, Izmir should
overcome below infrastructural issues:
•
•
•
•
•
•
•
•
•
•
Limited job opportunities
Urban sprawl and squatting (gecekondulasma)
Integration of the immigrants
Green area shortages
Transportation problems
Social services
Minimum number of activities in the city center
Few number of attraction centers
Changes in legislations and procedures
Telecommunications infrastructure
İZMİR VALUE MAP
7
‹ZM‹R CITY MARKETING STRATEGIC PLAN
Past
“Accumulation”
Historical sites
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Medusa’s Head-Pergamon
Fortune telling-Klaros
Ephesus
House of Virgin Mary
Antique Churches
The Khans-Bıçakçı Han, Kızlarağası Hanı,
Mirkelam Han,
Çakaloğlu Han
Archeological resources
Pers Monument
Agora
Klazomenai
Asklepeion
Graveyard of Tantalos
Hittite Monument
Yamanlar Mountains,
Kız Lake
Belkahve Kalesi
Republic Museums
Historical Figures
•
•
•
•
•
•
•
Homeros
Galenos
Tantalos
Latife Hanım
Yorgo Seferis
Hasan Tahsin
Kubilay-Menemen
İzmir Culture
•
•
•
•
•
•
Existence of different
cultures
Gevrek
Sunflower
Harmonious structure
Friendliness
Open-mindedness
İzmir’s Firsts
•
•
The first economy
congress in Turkey
Urla-first olive oil
processing facility
36
Future
“Potential”
Crafts that needs to be
kept alive
•
•
•
•
Tire-pattenmakers
Kemalpaşa-Evil eye
Heelers
Tinners
Natural Resources
Modern Living
•
•
•
•
•
•
•
•
Hot springs, thermal
waters
Sea- Beaches- Çeşme,
Alaçatı
Olive groves
300 sunny days
Diversity
Geographic Position
•
•
•
•
•
•
•
Existence of different
religions
Levantines
Those coming through
immigration
Products Unique To
Izmir
•
•
•
•
•
•
•
•
Fig
Chestnut
Grape
Boyoz
Kumru
Cherry
Olive oil
Zeytin
Cuisine Culture
• Aegean herbs
• İzmir meatball
• Raki-fish
Attraction Centers
•
•
•
•
•
•
•
•
•
Clock Tower
Kordon
Gulf
İzmir Fair
Çeşme
Şirince
Nazarköy
Foça
Seferihisar
Proximity to the West
Proximity to Russia and
the Middle East
Proximity to the busy
consumption regions
within the country
Convenient position for
renewable energy (wind)
Tourism
•
•
•
•
•
•
•
Local festivals/ Events
•
•
•
•
•
•
•
Economic potential
•
•
•
•
•
Suitability for investment
Domestic demand
created by the young
population
Qualified work force
Industrial zones and free
zones
Port
ESBAŞ
Free Zone
Organized Industrial
Zone
City Planning
University
• Rich academic
foundation with 7
universities
Social and sports
facilities (Surf, Trekking,
Hiking...)
Walking trails
Congresses
Town festivals
Successful
organizations
Sea, sand, sun
Çeşme surf facilities
Historical richness
Health
Cruise
Çeşme- Surf
Congress
•
•
•
•
•
•
•
•
Different people living
together in harmony
Educated/Cultivated
people
İzmir’s critical approach
toward itself
Modern women
Fairs (Marble fair,
IF Bridal Fair)
İzmir European Jazz
Festival
İzmir Festival
Investment
Opportunities
High-end Tourism
Renewable energy
(Especially wind)
Agriculture
Logistics
Information Technoligies
İzmir Brand
Ambassadors
•
•
•
•
•
•
Yılmaz Özdil
Sezen Aksu
Siret Evliyazade
Selma Şeşbeş
Mesut Önen
Simin Karaosmanoğlu
BENCHMARKING ANALYSIS
8.1 Benchmarking Analysis to Become a World Brand
8.2 Assessment of City Communication
8.3 Country Benchmarking In Terms of Investment Criteria
8.4 City Benchmarking of Prioritized Sectors of Izmir
8
‹ZM‹R CITY MARKETING STRATEGIC PLAN
Benchmarking analyses are evaluated under two headings; Tourism and Investors. Through the current
researches, documents and internet analysis, within the framework of global strategic knowledge
accumulation, benchmarking analysis were made about the following topics:
• Benchmarking analysis to become a world brand
• Assessment of communication and marketing activities of selected cities
• Investment criteria country benchmarking
• City benchmarking analysis for priority sectors
8.1 Benchmarking Analysis to Become a World Brand
As a result of the evaluations and analyses of the consortium, it has been decided that size, character,
interaction, global impact, strong infrastructure, soul, global trade center, symbols are the most
important 8 criteria to become a world city. The cities are categorized into 3 as developed, developing
and new World cities.
8.1.1 Branding Situation of Developed and Well Known Cities These cities are the ones that are ahead of other cities in terms of being a world brand. They have
succeeded in differentiating themselves and at the same that have met most of the criteria to become
a World brand:
Criteria For Becoming A World Brand
Size
Genuineness And Character
Interaction
Global Impact
Strong Infrastructure
Soul
Global Trade Center
Symbol Associated With The City
New York
Los Angeles
London
Paris
Amsterdam
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
?
√
√
√
√
√
√
√
√
√
√
√
?
√
√
√
√
√
?
?
8.1.2 Branding Situation of Developing Cities
Even though these cities have met some of the criteria, they haven’t completed their branding process
yet. Although Izmir falls behind the cities in this group in many criteria in the process of branding, we
believe it will be in this group in the future.
Criteria For Becoming A World Brand
Size
İzmir
İstanbul
√
Genuineness And Character
√
?
Interaction
?
Global Impact
Strong Infrastructure
X
X
Soul
?
Global Trade Center
Symbol Associated With The City
X
?
40
√
√
?
?
√
X
√
Praque
?
Athens
?
Barcelona
?
√
?
?
√
?
?
?
?
√
X
?
√
X
√
X
√
√
?
√
?
√
8. BENCHMARKING ANALYSIS
8.1.3 Branding Situation of the New World Cities Even though cities falling into this group have relatively less of a history, they make considerable
amount of investment to differentiate themselves in their geography. They have made progress in becoming a city brand despite it cisbeing a little costly in the process of branding:
Criteria For Becoming A World Brand
Size
Genuineness And Character
Dubai
Shangai
√
X
√
Global Impact
√
?
Strong Infrastructure
X
Soul
?
Global Trade Center
X
Symbol Associated With The City
?
Interaction
√
Las vegas
?
Hong Kong
?
√
√
√
?
√
√
√
√
√
X
√
X
√
√
Sydney
?
?
√
√
?
√
√
√
√
√
X
√
X
√
8.2 Assessment of City Communication
While evaluating a city’s work on communication, the impact of this communication has been measured within the framework of 6 main criteria. During this evaluation process, we analyzed thoroughly
all communication samples of 30 cities such as internet, advertising brochures or fair stands.
8.2.1 Assessment of Communication Targeting Tourists
41
‹ZM‹R CITY MARKETING STRATEGIC PLAN
Below you can find communication assessment of some cities. According to the assessment of the
consortium, communications of Madrid, Copenhagen and London have been found more successful.
Criteria For Communication Assessment
Continuity
Athens
X
Barcelona
Madrid
Copenhagen
London
Lisbon
√
X
√
X
√
X
√
√
√
√
Harmony With Country Promotion
X
√
X
Memorability
X
?
Difference
X
X
Persuasiveness
X
X
Suitability For The Target Group
?
?
Effective Slogan
?
X
√
√
√
√
√
√
√
√
√
√
√
√
√
X
X
X
?
?
8,2.2 Assessment of Communication Targeting Tourists
Below you can find communication assessment of some cities. According to the assessment of the
consortium, communications of Madrid, Copenhagen and London have been found more successful.
Criteria For Communication Assessment
Continuity
Athens
X
Barcelona
Madrid
Copenhagen
London
Lisbon
√
X
√
X
√
X
√
X
√
√
X
√
√
X
√
?
√
X
Memorability
√
X
Difference
X
Persuasiveness
X
Suitability For The Target Group
X
√
X
Effective Slogan
X
?
Harmony With Country Promotion
√
√
√
√
√
√
√
√
√
√
√
X
?
√
8.3 Country Benchmarking In Terms of Investment Criteria Investors evaluate the country in accordance with certain criteria before making an investment. Therefore they use the Global Investment Competitiveness Report as one of the main references for themselves. According to 2010 Global Competitiveness Report, although Turkey has some advantages over
the region countries, it has disadvantages especially over Romania regarding tax, incentive, and loans.
42
8. BENCHMARKING ANALYSIS
Factors Doing Business
Tax Regulation
Acess To Finance
Tax Rates
Govt. Bureaucracy
Policy Instability
Fx Regulations
Inadequate Supply Of Infrastructure
Inadequate Education Workforce
Restrictive Labor Regulations
Corruption
Inflation
GOvt. Instability
Poor Work Ethic
Crime & Theft
Turkey
15.2
14.9
11.6
11.3
10.4
6.3
6.3
5.4
4.6
3.9
3.7
2.8
2.4
0.2
Greece
12.0
6.5
5.0
25.3
8.7
0.2
4.8
2.3
14.2
14.0
0.8
2.2
2.3
0.8
Bulgary
15.7
14.2
12.5
9.3
15.1
1.2
6.7
4.7
2.8
7.3
4.7
0.8
3.9
0.0
Romania
6.4
15.8
4.8
11.2
5.2
0.4
8.5
7.0
2.3
15.0
5.4
4.3
6.8
4.3
Russia
11.6
16.9
8.2
8.2
1.7
2.9
3.6
4.1
1.4
19.0
8.7
1.4
2.4
9.0
8.4 City Benchmarking of Prioritized Sectors of Izmir We made an evaluation under the leadership of American World Services, the member responsible
from the investment pillar of the Consortium on the prioritized sectors (Tourism, Agriculture and
Agro-Industry, Renewable Energy, Logistics, High Tech) set out in the 2009-2010 Region Plan prepared by IZKA. While making this evaluation, we benefited from sector reports of these countries,
assessments of the independent institutions and Global sector knowledge of AWS.
8.4.1 Tourism
As a result of the meetings and analyses we carried out as the Consortium, we decided that Izmir
needs to become the city that brings out the premium and boutique tourism which targets high income tourists and thus we made our evaluations accordingly.
Tourism And Real Estate
Attractive Sites
Attractive Property Prices
Low Ownership Restrictions
Links To Mena
Safety Reputation
Economic Situation
Euro Flights/Access
score
İzmir
High
High
High
Medium
Med-High
Medium
Low-Med
17.0
Antalya
Medium
High
High
Medium
Med-High
Medium
Low-Med
17.0
Dubrovnik
Medium
High
Medium
Low
Med-High
Medium
Medium
15/5
Bercelona
High
Low
Low
Low
High
High
High
15.0
Cairo
Low
High
Medium
High
Med-High
Low
Med-High
16.0
Athens
Medium
Medium
Medium
Medium
High
Low
High
16.0
S. Cyprus
Low
Medium
High
High
Med-High
Medium
High
16.1
43
‹ZM‹R CITY MARKETING STRATEGIC PLAN
8.4.2 Agriculture and Agro-Industry
As a result of the meetings, visits and analyses we carried out as the Consortium, we think that especially food processing among the agriculture and agro-industry is a differentiating subsector for Izmir,
we made the evaluations accordingly. In the food processing agriculture sector Izmir has considerable
advantages over other countries.
Agro Food And Food Processing
Geographic Position
Competitive Labor Costs
Distribution/Links To Europe
Organic Production
Subcontracting Potential
Legislative FDI Procedures
Raw Material Access/Price
Score
İzmir
High
High
Medium
High
Med-High
Medium
High
17.5
Greece
Medium
High
High
Medium
Medium
Medium
Medium
16.0
Germany
Medium
Low
High
Medium
Low-Med
High
Medium
14.5
China
Low
High
Low
Low
High
Low
Medium
13.0
Egypt
Medium
High
Low-Med
Low
Medium
Low
Med-High
14.0
8.4.3 Renewable Energy
We think competitiveness of Izmir will be increasing even more if focused on the renewable energy
sector, in particular wind energy subsector. Hence, we made our evaluations accordingly. However, as
it can be seen on the table above, Northern European countries have some serious advantages in the
sector.
Renewable Energy-Wind
Wind Capacity Potential
Sectorial Know How
Competitive Labor Costs
Ease Distribution To Europe
Domestic Demand Opportunities
Legislative Fdi Procedures
Investment Incentives
Score
44
İzmir
High
Medium
High
Medium
Med-High
Medium
Med-High
15.0
Greece
Med-High
Med-High
Medium
High
Medium
Medium
Low-Med
15.5
Poland
Med-High
Medium
Med-High
High
Medium
Medium
Medium
15.0
Denmark
High
High
Low
High
Medium
High
Low
16.0
Germany
High
High
Low
High
High
High
Low
17.0
France
High
High
Low
High
High
High
Low
17.0
8. BENCHMARKING ANALYSIS
8.4.4 Logistics
In order to evaluate the competitive position of Izmir in the logistics sector better, we compared
Izmir with the other port cities of the Mediterranean by taking into account their logistics capacities.
İzmir has a competitive edge in terms of its geographic position.
Logistics
Geographic Position
Efficient Port
Distribution/Links To Europe
Distribution/Links To Mena
Large Capacity
Legislative Procedures For Fdi
Final Production Capabilities
Score
İzmir
High
Medium
Medium
High
Low
Medium
Medium
15.0
Athens
High
Low-Med
Medium
Medium
High
Medium
Medium
15.5
Haifa
Medium
High
Low-Med
Low
Medium
Medium
High
14.5
Marseilles
Medium
Med-High
High
Low
Medium
High
Medium
15.5
Constanta
Low
Medium
Low-Med
Low
Medium
Medium
Low
10.5
Barcelona
Medium
Med-High
High
Medium
Medium
High
Medium
16.5
8.4.5 High-End Products
We think the competitiveness of Izmir will increase even more if focused on the high tech sector,
medical devices subsector in particular. Hence, we made our evaluations accordingly. However, as it
can be seen on the table below, France has more advantages over other countries in the sector.
Medical Devices
Competitive Labor Costs
Precision Engineered Ability
Ease Of Distribution To Europe
Ease Of Distribution To Mena
Domestic Demand Opportunities
Legislative Fdi Procedures
Investment Incentives
Score
İzmir
High
Med-High
Medium
High
Low-Med
Medium
Low-Med
15.5
Greece
Medium
Med-High
Med-High
Medium
Medium
Medium
Medium
15.0
Hungary
High
Med-High
High
Low
Low-Medium
Medium
Med-High
15.5
France
Low
High
High
High
High
High
Medium
17.0
China
High
Medium
Low
Low
High
Medium
Low
13.0
Lebanon
High
Low
Low
High
Low
Low
Low
11.0
Germany
Medium
High
High
Low
High
High
Low-Med
15.5
45
TARGET GROUP ANALYSIS
9.1 Tourists
9.2 Residents
9.3 Investors
9
‹ZM‹R CITY MARKETING STRATEGIC PLAN
9 TARGET GROUP ANALYSIS
3 main target groups within the scope of city marketing project are identified .
These target groups are:
• Tourists
• Residents
• Investors
9.1 Tourists
9.1.1 Demographic Profile of Tourists and Breakdown By Country
• Domestic and foreign tourists aged 25-55 and member of middle/ high income group form the main
target group. While foreign tourists are usually European couples or families, domestic tourists include
people or families from İstanbul or Ankara with high income.
• Based on the 2009 data by the Ministry of Culture and Tourism, when we look at the breakdown of
tourists who have visited Turkey and Izmir by the countries, the rate of tourists visiting Izmir is only 5%
of the number of tourists coming to Turkey.
• It is seen that mostly European tourists come to Izmir and 80 % of those who come are generally
from 5 countries (Germany, UK, France, England and the Netherlands)
• Izmir attracts tourists from Italy, Belgium, France and the Netherlands in a higher ration than Turkey’s
average for those countries.
• However, Izmir cannot attract sufficient number of tourists from Germany, Russia, and the Middle
East countries where Turkey benefits a lot. Considering its historical and cultural proximity, we can add
Greece to this list.
Countries
Germany
Italy
France
UK
Netherlands
Belgium
USA
Greece
Switzerland
Russia
Middle East
Sum of First Ten Countries
48
Number of Tourists Coming to Turkey and Izmir - 2009
Number of tourists
Number of tourists
coming to Turkey
coming to Turkey
4.488.350
268.814
634.886
142.457
932.809
94.389
2.426.749
79.509
1.127.150
71.001
592.078
65.516
667.159
38.654
616.489
29.969
283.06
13.462
2.694.733
10.19
1.609.965
1.188
16.073.428
815.149
Ratio of Izmir against
Turkey
5,99%
22,44%
10,12%
3,28%
6,30%
11,07%
5,79%
4,86%
4,76%
0,38%
0,07%
5,07%
9. TARGET GROUP ANALYSIS
9.1.2 Insights and Behaviors of Tourists:
• They like discovering new places, new tastes, making a relaxed and peaceful holiday in a warm environment, having memorable experiences and sharing them. As they work hard during the year, they
want to reward themselves with holidays.
• They travel to countries such as Greece, Italy, and Spain with warm climate. Rather than standard
touristic activities, they prefer premium services such as delicious food, historical sites, cultural activities, events, sports activities, spa, and boutique hotels. They make plans in advance and travel with
reliable travel agencies. As they travel with their families, they don’t like bad surprises.
• According to the research conducted by TNS, 58 % of the tourists pick their destinations through
recommendations from family and friends, 54 % through travel agencies, 37 % through internet, 19 %
through television and 15 % through outdoor communication.
9.1.3 Tourists Perception about Izmir:
As it is seen on the researches, (see chapter 5), foreign tourists usually know very little or none about
Izmir. Those who have been to Izmir, on the other hand, think very positively about the city and come
here again. It can be assumed that there is more positive approach towards Izmir in the countries
such as Italy, France, Belgium and the Netherlands who visit Izmir above country average.
9.1.4 SWOT Analysis for Tourists You can see the strengths, weaknesses, opportunities and threats on the SWOT analysis below.
STRENGHTS
WEAKNESSES
Historical, cultural and natural beauties
• Local features (people, food etc.)
• Its proximity to Europe
• High satisfaction among visitors
• Perception of Çeşme for premium domestic tourists
• Infrastructure (hotel, direct flight, airport)
• Lack of foreign language knowledge
• Inadequate facilities
• Inadequate information of tourists
and operators
• Poor internet sites about Izmir TOURISTS
•Professional communication of İzmir
•Increase in duration of stay
•High income German, Russian, Greek and the Middle Eastern tourists
•Benefiting from Turkey promotion campaign
OPPORTUNITIES
Eastern European countries
• Delay in implementation of City
Marketing Strategy document
THREATS
49
‹ZM‹R CITY MARKETING STRATEGIC PLAN
9.2 Residents of Izmir:
We explored the general opinions, insights, and behaviors of residents of Izmir in chapter 5 in detail.
While making the Target Group analysis, it would be beneficial to go a little further and analyze the
behaviors of those who are from Izmir and those who come to Izmir through immigration.
9.2.1 Demographic Structures of Residents
• We can generally define the people of Izmir as having a higher level of education than the Turkish
average, belonging to a little bit older age group, higher women population, modern, and open to
novelties.
• With the increasing immigration in recent years, Izmir receives immigrants from the other cities, in
particular Eastern and Southeastern Anatolian Region. The immigrants tend to live in neighborhoods
such as Kadifekale where their fellow countrymen generally live and maintain their traditions and
remain loyal to their origins. However, with the tolerant approach of the Izmirian people, sense of
belonging to Izmir is on the rise especially for the second generation.
9.2.2 Insights and Behaviors of Residents
• Work-life balance is important. They like to spend time with their families. They look for entertainment activities for themselves and for their kids. They expect their life standards to be improved (transportation, effect of those coming through immigration, ugly housing etc.) Furthermore, they need
more job opportunities to stay in Izmir.
• People of Izmir like having fun, going out once or a couple of times, going to their summer houses
in Çeşme or Urla. As much as they want the development of the city, they feel uncomfortable inside
about prices going up and overcrowding.
• Those who immigrate to the city need more job opportunities to be able to stay in Izmir. They need
better living standards, education, and job opportunities. They want to have their economic freedom
and get accepted by the people of Izmir.
• Residents like their cities, they feel comfortable and safe in the city. They consider their city as the
best place to live. They are proud of being an Izmirian. According to the observations we made during
our meetings, it takes time for immigrants to feel the sense of belonging.
9.2.3 SWOT Analysis by Residents about Izmir
STRENGHTS
• People live in harmony
• Modern place
• Cuisine
• Quality of life
WEAKNESSES
• Lack of education and skilled workforce
• Lack of jobs
• Migration
• Quality of infrastructure
• Need for city planning and zoning
RESIDENTS
• Turn pride into advocacy
• Give citizens a voice
• Integrate immigrants
• Attract goverment support
OPPORTUNITIES
50
• Cynicism
• Erode quality life
THREATS
9. TARGET GROUP ANALYSIS
9.3 Investors:
9.3.1 Demographic Structures of the Investors and Breakdown by Countries
• Companies from 12 EU countries which want to increase their investment in other countries and
that could make direct investment. Due to the economic decline in Europe, the Middle East and
Asian countries less affected by the global economic crisis could be short term targets.
• 8 countries that have most capital inflow in Izmir are Japan and later EU countries led by UK,
France, the Netherlands and Germany.
• Even though the breakdown of countries making an investment in Izmir mostly overlaps with the
countries making an investment in Turkey, the Gulf, Middle East and Asian countries making investment in Turkey (sum of 12 % of the 2009 investment) could be an opportunity for Izmir after the EU
countries.
Country
Japan
UK
France
Holland
Germany
Israel
Switzerland
Saudi Arabia
Spain
Italy
Luxembourg
USA
Other
Foreign Direct Investment in Izmir
Capital Tl
Number Of Companies
799.424.054
8
378.398.908
107
376.390.674
87
309.346.070
125
308.984.018
381
147.497.166
26
118.017.840
31
98.309.361
2
96.408.274
21
66.644.611
112
54.807.861
9
45.092.079
74
222.484.642
68
Fdi Breakdown %
26%
13%
12%
10%
10%
5%
4%
3%
3%
2%
2%
1%
7%
9.3.2 Investor Insights and Behaviors:
• The most important expectation of the investors is to receive the return of the investment they
make in a country at least in the planned period of time without encountering surprises. Later, they
seek to find skilled work force in the places they make investments, to receive the support of the
local units, to see consistency between the legislation and implementation and to have a high living
quality in the city, close to the international standards.
• Decision making process realises from different levels ranging from the local organization of the
firm to the regional directors or head quarters according to type of the investment to be made. The
important thing is to be able to influence everyone who plays a key role in this process.
51
‹ZM‹R CITY MARKETING STRATEGIC PLAN
• Before making an investment in a region about which they don’t have an idea on, investors collect
information from consultants, accounting firms, trade attaches, companies which already have made
investments in the region, internet sites and blogs.
9.3.3 Perception of Investors about Izmir:
Izmir can only get 7 % of the foreign direct investment coming to Turkey. One of the most important
reasons why it remains low is that Izmir doesn’t have much awareness and perception for the foreigners
as explored in Chapter 5. We can see through researches that those making investments in İzmir are
usually satisfied.
9.3.4 SWOT Analysis of the Investors:
STRENGHTS
WEAKNESSES
•Well-prepared development plan of •Coordination and solidarity
İzmir
•İzmir isn’t perceived as a business •Strong Turkish economy
center neither in Turkey nor in the •Proximity of İzmir to busy world
consumption centers in Turkey
• İzmir has very few sectors •Proximity of İzmir to European, differentiated from the competition
Russian and the Middle Eastern •Investment and talented labor
markets
•Low cost high skilled workforce
•Climate and convenient living standards
INVESTORS
•Being part of the investment strategy of Turkey
•Prioritized sectors expertizing in the sub sector detail
•Considering the investors in the South as well as the in the West
•Partnerships and cooperation with foreign companies
•Differentiated communication
strategy
OPPORTUNITIES
52
•Intense investment strategies of the other countries in the region as well
•Economic stagnation decreasing the export and investment
•Its desire to do lots of things at the same time
THREATS
VISION
10.1 Definition
10.2 Izmir Vision
10.3 Relevancy to the Target Group
10
‹ZM‹R CITY MARKETING STRATEGIC PLAN
10.1 Definition
One of the most important phases in the process of branding is to determine the vision of the brand.
Besides addressing all the stakeholders and the target group, a good vision should meet the following
criteria:
• Persuasive: The Vision phrase and what Izmir offers should support each other
• Passionate: Vision should share a certain passion
• Inspiring: Vision should excite those who hear it and set them in motion
• Distinctive: Vision should form a reason why they choose Izmir among all the other cities
10.2 İzmir Vision
As the Consortium, in the visits we made and interviews we conducted, we all had the same feeling:
Izmir is a passionate Mediterranean city indeed. All the people we talked, all the places we went, all
the food we ate evoked this feeling.
We started looking forward to visiting Izmir again. We started to miss the warm people, easy going
life style, warm climate and delicious cuisine of Izmir and then we realized we feel like we reward ourselves in İzmir: far from stress, in calm and an easy going environment, we became part of these lucky
people. We created the vision with this experience and passion. Izmir really has a passionate aspect that
evokes the feeling of rewarding oneself.
Feeling the passion, the vision of İzmir came through our own experience, of course building on the
knowledge gathered:
“TO BE THE MOST REWARDING MEDITERRANEAN CITY”
10.3 Relevancy to the Target Group
• For tourists, it means that while they discover the historical, cultural and natural beauties of Izmir on
one hand, on the other they reward themselves by experiencing the real Mediterranean warmth and
passion.
• For the residents, it means that they feel like they are rewarding themselves as they live this real
Mediterranean passion in the highest living standards.
• For the investors, it means they reward themselves by getting the return of the investment they
make in this passionate Mediterranean city.
56
CORE BRAND ESSENCE
11.1 Definition
11.2 Current Core Brand Essence
11.3 The Future Core Brand Essence
11
‹ZM‹R CITY MARKETING STRATEGIC PLAN
11.1 Definition
“Core Brand Essence” is the most briefly expressed version of the brand as a result of the combination
of the positive and negative perceptions accepted generally by all the target groups. It is simply what
the brand stands for.
11.2 Current Core Brand Essence
Current positive and negative perception of Izmir among tourists, residents and investors summed up
in the below “brand essence wheel”. According to this, today Izmir is a ‘relax’, ‘warm’ and ‘modern’
city:
Current Brand Essence Wheel
What are the benefits of
living in/visiting izmir?
History
Functional
Benefit
How would I describe
izmir objectively?
Modern face of
Turkey
Harmonious
Beatiful
Climate
Pearl of
Aegean
Symbols
Healty foods
Clock tower
Tourism
Geniune
Beatiful girls
Relax
Warm
Modern
Ephesus
Frendly
Lazy
There’s not
much to do
in city
Port
İzmir International
Fair
Limited job
opportunities
Emotional
Benefits
Easy to
live
Not know
well
Kordon
Bad
structurig
Open minded
Pleased
Relax
Trustable
Funny
Relaxed
Opponent
Frendly
Brand indentity
Modern
Modern
Open minded
How are you seen being from
/visiting izmir?
60
Safe
How does being from /visiting
izmir makes you feel?
11. CORE BRAND ESSENCE
11.3. The Future Core Brand Essence
Following the communication activities to be held, we aim to release the negative perceptions in the
brand essence wheel and have a new core brand essence dominated by the positive perceptions. In this
direction, the core brand essence will be ‘harmonious’, ‘friendly’ and ‘Mediterranean’.
What are the benefits of
living in/visiting izmir?
Good life
quality
How would I describe
izmir objectively?
Modern face of
Turkey
History
Harmonious
Symbols
Good Climate
Functional
Benefit
Lively
Port
Memorable
experiences
Good job
opportunites
Geniune
Beatiful girls
Clock tower
Ephesus
Frendly
Harmonious
Warmth
Mediterranean
Well known
Kordon
Open minded
Green
Happy
Relaxed
Trustable
Mediterranean
Funny
Emotional
Benefits
Frendly
Brand indentity
Open minded
How are you seen being from
/visiting izmir?
Relaxed
Safe
How does being from /visiting
izmir makes you feel?
The word ‘Harmonious’ expresses the cultural diversity, differences and team spirit and replaces the
word easy-going, evoking a little laziness mentioned in the current brand essence wheel.
‘Friendly’ is our core that we want to maintain in both current and future version.
As the word “Mediterranean” covers both modernity and Mediterranean life style, it is a stronger
word than just modernity in the current brand essence wheel.
61
STRATEGY
12.1 Brand Promise of Izmir (Promise)
12.2 Key Objectives and Strategic Priorities
12.3 Strategy Summary Triangle
12
‹ZM‹R CITY MARKETING STRATEGIC PLAN
12.1 Brand Promise of Izmir (Promise):
12.1.1 Target Group Insights Creating the Brand Promise
A good brand promise should be based on strong insights that will be relevant to each target group:
“People like discovering”
“People are affected more from the real experiences”
“People like sharing their experiences”
12.1.2 Key Brand Benefit:
“İZMİR, MAKES YOU ENJOY MEMORABLE EXPERIENCES
WİTH ITS HIDDEN GEMS”
12.1.3 What does the brand promise mean for the target group?
Tourists:
Tourists (in the future) should be able to say “Izmir has lots of hidden gems I haven’t been aware of so
far, I enjoy having memorable experiences here”. The following examples can be given for some of the
hidden gems in Izmir:
• Cuisine
• Congresses
• Blue Flag beaches
• Religion Tourism
• Shopping
• History
• Walking trails
• Luxury products
• Surf in Alaçatı
• Health
• Culture
• Eco-tourism
Investors:
Investors (in the future) should be able to say “there are so many hidden gems that Izmir offers. I wish I
came here before and had this profitable experience earlier” Some of the values in Izmir for the investors:
• 5 prioritized sectors
• West coast of the Silk Road • Organized industrial zone • Sensitive device engineering
• Free zone
• Business partnerships
Residents::
Residents (in the future) should be able to say “I can always find things to enjoy and share, creating
memorable experiences”. Some of the values in Izmir for the residents:
64
• Authenticity
• Modernity
• Laid-back life style
• Walking trails
• Cuisine
• Fresh production
• Music
• Real stories
• Secure
• Living standard
• Thermal Springs
• Organic vegetables
• Festivals
• Art
12. STRATEGY
12.1.4 We Should Convey The Key Brand Benefit in Two Phases:
“To create awareness by carrying the hidden gems to the communication”
(1st phase – Hidden Gems Concept)
“To attract the target group by carrying real experiences to the communication”
(2nd phase – Memorable Experiences Concept)
12.2 Key Objectives and Strategic Priorities
12.2.1 Key Objective 1: To Increase the Number of Tourists
The following strategic steps should be taken in order to increase the number of tourists:
To Build Awareness of Izmir:
• To fully exploit the ‘Hidden Gems” positioning
• To continue with the ‘Memorable Experiences” positioning
• To be the choice of influencers when tourists deciding the destination to visit
• To create brand ambassadors of Izmir
• To maximize synergies with international companies
To Make People Enjoy Memorable Experiences in Izmir
• To make them enjoy ‘our historical and archaeological richness’
• To enliven the city center
To Make Them Contribute to the City Economy
• To extend the duration of stay of tourists visiting Izmir
• To extend tourism activities to 12 months
• To create Izmir-branded products
• To create synergy with national and international companies
To Make Them Share Their Positive Experiences:
• To create a setting where they can share their experiences instantaneously
• To create “brand ambassadors” composed of tourists
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‹ZM‹R CITY MARKETING STRATEGIC PLAN
12.2.2 Main Objective 2: To Increase the living Standard of Izmir
In order to increase the living standard of Izmir, the following strategic steps should be taken:
To Ensure the People of Izmir Knows The City Better
• To exploit ‘Hidden Gems” positioning
• To continue with the ‘Memorable Experiences” positioning
• To keep them updated about the city activities regularly
To Improve the Infrastructure and Social Services in Izmir • To avert the urban sprawl
• To accelerate the integration of those coming through immigration
• To improve the education, health and transport services
• To increase the green fields in the city
To Make Izmir an Attraction Center
• To revitalize the current attraction centers in the city
• To create new attraction centers
To Turn The People of Izmir into the Brand Ambassadors:
• To receive the support of celebrities from Izmir
• To increase involvement of Izmir people
12.2.3 Main Objective 3: To Increase the Investment Amount in Izmir
In order to increase the investment coming to Izmir, the following strategic steps should be taken:
To Notify the Investors about the Opportunities in Izmir
• To exploit the ‘Hidden Gems” positioning
• To continue with the ‘Memorable Experiences” positioning
• To be the choice of those who affect the investment decision
• To participate in the sector fairs and to host them
• To reply instantly to the questions and demands of the potential investors
To Strengthen Our Competitive Position in the Region
• To focus on the prioritized sectors, subsectors in investment
• To be competitive in tax and investment legislations
To Increase the Satisfaction Level of Investors:
• To show consistency in the implementation of laws and legislation intended for investment
• To constantly increase the qualified workforce
• To be able to provide investors and their families with education, health, transportation services in
international standards
66
12. STRATEGY
To Turn the Investors in Izmir into Brand Ambassadors
• To use the managers of the companies invested in Izmir in communication campaigns
• To organize social activities intended for the investors in Izmir
12.3 Strategy Summary Triangle
VISION
“Most Rewarding
Mediterranean City”
MAIN
MESSAGE
GOAL
“İzmir makes you enjoy memorable experiences with its hidden gems”
Increase the number
of the tourists
coming to izmir
Increase the
quality of life
in izmir
Increase the
amount of investment
in izmir
When we start our journey with the vision of “To become the most rewarding Mediterranean City”, the main message we will be conveying is “Izmir makes you enjoy memorable
experiences with its hidden gems” and marketing activities will be planned and put into
practice in line with 3 strategic priorities targeting Tourists, Residents, and Investors .
67
www.izka.org.tr
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K:3 35210 Gümrük/İZMİR
T:+90 232 489 81 81 F: +90 232 489 85 05
E: info@izka.org.tr