Available via license: CC BY 4.0
Content may be subject to copyright.
Politics and Governance
2024 •Volume 12 •Arcle 7730
https://doi.org/10.17645/pag.7730
ARTICLE Open Access Journal
The Role of Future Generaons in Place Branding: The Case of
Huelva City
Xavier Ginesta 1, F. J. Cristòfol 2, Jordi de San Eugenio 1,
and Javier Martínez‐Navarro 3
1Department of Communication, University of Vic—Central University of Catalonia, Spain
2Department of Communication and Education, Universidad Loyola Andalucía, Spain
3Lugadero, Spain
Correspondence: F. J. Cristòfol (fjcristofol@uloyola.es)
Submitted: 27 October 2023 Accepted: 16 January 2024 Published: 28 February 2024
Issue: This article is part of the issue “Considering Future Generations in Democratic Governance” edited by
Yasuko Kameyama (University of Tokyo) and Tomohiro Tasaki (National Institute for Environmental Studies),
fully open access at https://doi.org/10.17645/pag.i379
Abstract
The process of creating place brands must position the citizen at the center of the debate. The City Council
of Huelva, a city in Southern Spain with a population of 142,538 inhabitants, promoted a territorial brand in
2022 in order to seek a new positioning for the city in tourism markets, investment, and talent attraction.
Its development was based on a qualitative and quantitative methodology, previously tested out in other
cities and locations in Spain, which is shaped by research groups, semi‐structured interviews, and surveys of
the citizens. This method aims to place the citizen, who ultimately is the user of the brand, at the center of
the social research process that determines the tangible and intangible values associated with the brand
narrative. The main objective of this article is to highlight, based on the case study of the brand Huelva
Original, the importance of two groups in the construction and deployment of a place brand (Millennials and
Generation Z and the political class). Firstly, out of the 1,194 people who participated in the fieldwork,
47.92% were under 40 years old. These two generations are crucial for creating a brand narrative that has
long‐term viability and presence in the digital environment. Secondly, the development of the brand
narrative facilitated a cooperative process among the different political groups in the City Council, especially
the two most represented (conservatives and social democrats), which enables the search for collaborative
workspaces among political groups to ensure that the implementation of the brand transcends the term of a
mandate and goes beyond short‐termism political actions. The results indicate that the new brand uniquely
differentiates Huelva, emphasizing internal pride and co‐creation. Open innovation facilitates cooperation
among stakeholders, improving governance. Both Millennials and Generation Z citizens, as well as politicians,
are key to the long‐term sustainability and reach of the brand.
© 2024 by the author(s), licensed under a Creative Commons Attribution 4.0 International License (CC BY). 1
Keywords
citizen participation; city marketing; democratic governance; Generation Z; Millennials; place branding; Spain
1. Introduction
The creation of territorial brands should prioritize citizen participation (Jernsand, 2016; Kavaratzis, 2012).
In 2022, the City Council of Huelva, a city in Southern Spain with 142,538 inhabitants (Instituto Nacional
de Estadística, 2021), launched the territorial brand Huelva Original to redefine its position in the tourism,
investment, and talent markets. This place branding strategy aimed to change the perception of Huelva and
attract new target audiences. To achieve this goal, the Huelva City Council recognized the significance of
future generations in crafting a robust and enduring brand strategy. It is essential to engage the youth and
the upcoming generations in the process of defining the city’s identity and values. Their active participation
not only ensures an appropriate representation of their interests and aspirations but also offers them the
opportunity to be part of the development and growth of their city.
Future generations (Generation Z and Millennials) possess a unique and fresh perspective about cities and
regions (Ebrahimi et al., 2019) that can enrich Huelva’s place branding strategy as well. By including them in
the decision‐making process, the brand can be ensured to reflect the needs and desires of these generations,
enhancing their emotional connection to the city (Mamula‐Nikolić et al., 2022; Nagaynay & Lee, 2020).
Furthermore, the involvement of future generations also implies a long‐term vision. This vision is crucial to
guarantee the long‐term sustainability of the branding strategy and that the City of Huelva remains
attractive and relevant in the following years (Alshuwaikhat et al., 2022).
1.1. Context of the City of Huelva
Huelva, a city enriched by its diverse heritage, cultural vibrancy, and socio‐economic significance, seeks to
strategically position itself in an increasingly competitive global landscape. As urban centers around the world
strive to lure in visitors, investments, and talent, the goal is not just about boosting the economy but also
about enhancing the living standards of their residents.
In an identity‐focused economy, regions endeavor to spotlight their unique attributes, aiming for
differentiation in a crowded global market (Anholt, 2006). This is often achieved through the establishment
of a recognizable brand identity, a representation that influences perceptions and fosters a sense of
belonging among inhabitants. The journey of place branding is markedly different from corporate branding
(de San Eugenio Vela, 2012). For cities like Huelva, it entails a convergence of historical, geopolitical, and
public perspectives. The primary objective is social upliftment, which requires a nuanced approach that
understands and caters to diverse stakeholders.
Huelva’s brand seeks to coalesce the city’s vast offerings, drawing inspiration from its Plan Turístico de
Grandes Ciudades (Major Cities Tourist Plan). The city’s strategic location has seen the tapestry of history
weave through it—from ancient civilizations to the British era—leaving a rich archaeological and architectural
legacy. Besides the historical allure, Huelva boasts lush landscapes, a commitment to quality living, a deep
Polics and Governance •2024 •Volume 12 •Article 7730 2
connection with nature, and a cultural scene teeming with festivals, traditions, and events. The envisioned
brand for Huelva is not merely about tourism. It seeks to celebrate the city’s distinctive characteristics,
aiming for a cohesive identity forged by its residents and stakeholders. Therefore, it is essential to
differentiate between the tourist brand—or destination branding—and the territorial brand—or place
branding (de San Eugenio Vela, 2012). The tourist brand pertains to the identity created for a specific tourist
destination with the goal of attracting tourists. This brand is based on the tourist attractions of the
destination, which may encompass its natural and cultural heritage, events, festivals, and tourist facilities,
among other aspects (Aires Barroso & Nicolau Mota, 2010). However, the territorial brand refers to the
identity established for a specific territory, such as a country, region, or city, to promote its development and
differentiation. This brand is grounded in the unique and distinctive features of the territory (de San Eugenio
Vela, 2012).
In 2022, the Huelva City Council, the public entity responsible for managing the city’s brand, proposed the
creation of a tourist brand. In May of that year, the Council’s Finance and Heritage Department published the
technical and administrative specifications for the design and promotional development of Huelva’s tourist
brand. This process, through a public competition, resulted in the hiring of the Andalusian company Lugadero,
which was tasked with developing the work, beginning with a redefinition of the concept from a tourist brand
to a territorial brand. It is from this starting point that the research is grounded.
The new Huelva brand should foster connections between local stakeholders while accentuating its unique
attributes. Effective integration into management strategies at multiple governance levels will be essential for
the brand’s longevity and impact. However, the journey is underscored by the changing political dynamics
in both Huelva and the larger Andalusian region. The Spanish Socialist Workers’ Party (PSOE), which once
championed the Huelva Original territorial brand initiative, witnessed a shift in power. The municipal reins
transitioned to the Popular Party (PP), with support from the political party Vox, whereas in Andalusia, after
a 37‐year reign by the PSOE, the PP took the helm. This political pivot raised questions about the continuity
of the Huelva Original brand. But, in a testament to the brand’s significance, the PP government has chosen
to preserve it and push forward.
1.2. Objectives and Research Questions
This article aims to analyze the significance of two groups—Millennials and Generation Z, as well as political
parties—in shaping and implementing a place brand using the case study of Huelva Original. This objective
can be transformed into three research questions:
RQ1: To what extent do Millennials and Generation Z contribute to developing and implementing the
place brand strategy in Huelva?
RQ2: What role do political parties play in the shaping and implementation of the place brand strategy
in Huelva?
RQ3: What are the potential benefits and challenges of involving future generations and political parties
in the place branding strategy in Huelva, Spain?
Polics and Governance •2024 •Volume 12 •Article 7730 3
2. Theoretical Framework
2.1. Place Branding as a New Research Field
Place branding conceptualization is an intricate process that involves developing the marketing image of a
city or region through various communication strategies (Achmad et al., 2020). This process aims to shape the
perception and associations that target audiences have with the place, thereby increasing its competitiveness
and attracting investment, tourism, and talent. Place branding is not just about creating an appealing visual
image; it is a comprehensive and long‐term strategy that aligns with the overall development and economic
goals of the city (Cruz‐Ruiz et al., 2022).
Kavaratzis (2012) suggests that a territorial brand is not only about promoting a place but also about the
strategic management of its identity and reputation. According to Kavaratzis (2012), the territorial brand
should be a participatory process involving all local stakeholders, including residents, businesses, and public
institutions. This approach recognizes that all these actors play a role in creating and managing the territorial
brand and their actions and behaviors can influence the brand’s perception. Kavaratzis et al. (2017), who
developed the “stakeholders’ approach” perspective in place branding to “inclusive place branding,” call for
more democratic approaches to stakeholders’ engagement and thus contribute to further advancing the
field. Therefore, De‐San‐Eugenio and Ginesta (2020) argue that the territorial brand should be considered a
strategic asset that can be used to drive the economic and social development of a territory. According to
these authors, the territorial brand can help differentiate a place from others, attract investments and
tourism, and enhance the quality of life for residents. However, they also caution that the territorial brand
must be managed responsibly and sustainably to avoid the overexploitation of the natural and cultural
resources of the territory.
According to Compte Pujol et al. (2016), place branding goes beyond traditional marketing practices and
encompasses a wide range of factors, including economic, political, and cultural aspects. A successful city
brand is built on a combination of tangible and intangible elements (Ortega‐Morán et al., 2021). These
elements cover not only the physical aspects of the city such as its architecture, infrastructure, and
attractions, but also the emotions, experiences, and perceptions associated with it. Satisfied citizens play a
crucial role in establishing a stable identity for the city and actively contribute to the promotion and defense
of the city brand. Following the concept of place branding, various strategies and activities are employed to
create a positive brand image. These can include developing visual and verbal expressions such as logos,
slogans, and promotional materials, as well as implementing behavioral expressions like urban design, public
events and initiatives, and stakeholder engagement (Glińska & Rudolf, 2019; Manfredi, 2019; Mihardja
et al., 2019).
Additionally, place branding involves engaging both internal and external audiences. Internally, it aims to foster
a sense of pride and belonging among the city’s residents, encouraging them to become brand ambassadors
and actively participate in shaping the brand identity of their city. Externally, place branding targets potential
investors, tourists, businesses, and talent who are seeking opportunities in a particular city or region. Through
effective place branding, cities and regions can differentiate themselves from their competitors and establish
a unique identity that resonates with their target audiences (Rajput & Riaz, 2019).
Polics and Governance •2024 •Volume 12 •Article 7730 4
Consequently, place branding requires a strategic approach that considers the specific goals and values of
the city or region. It is essential to create a cohesive and authentic brand story that reflects the unique
identity and characteristics of the place. This story should be communicated consistently across various
channels and platforms to ensure a unified brand experience for both residents and external audiences.
To develop a successful place brand, it is crucial to involve multiple stakeholders, including government
agencies, local businesses, community groups, and residents. An inclusive stakeholders’ approach to place
branding is essential to align the branding efforts and safeguard a shared vision for the place’s development
(Jernsand, 2016; Kavaratzis et al., 2017; Risanto & Yulianti, 2016; Skinner, 2021).
In addition to visual and verbal expressions, place branding also encompasses the behavior and actions of a
place and its stakeholders. This includes how the city interacts with its residents and visitors, the quality of
services and infrastructure provided, and the overall experience offered. These elements collectively
contribute to the complete perception and reputation of a place, influencing the decision‐making process of
individuals and organizations. In conclusion, place branding is a multifaceted process that involves creating a
network of associations in the minds of the target audience through visual, verbal, and behavioral
expressions (Juliansyah et al., 2021).
Furthermore, and according to Bonazzi (2021), place branding is a practice aimed at promoting the identity
of a city or a location. It relies on the construction of a positive perceived image, which can generate civic
pride and a sense of belonging in residents while also attracting investors and tourists. The branding process
involves a shared narrative and self‐reflection on tangible and intangible identity features of the city.
Finally, territorial branding can be considered a strategic asset that can be used to drive the economic and
social development of a territory (Eskiev, 2021).
2.2. Co‐Creation and Inclusive Place Branding
Co‐creation and inclusive place branding are emerging concepts in place branding literature. On the one
hand, co‐creation in branding “is considered a process of interaction and influencing among various
participating parties” (Sarasvuo et al., 2022, p. 543). In the concrete field of place branding, this appeals to
the stakeholders’ involvement in the creation of a place’s brand, which aids in building a sense of community
inclusion (Camatti & Wallington, 2022). This process can occur at various stages and adopt different forms,
not limited to the beginning of the process. Zenker and Erfgen (2014) suggest that co‐creation can be
divided into three stages: Stage 1 involves establishing a collective vision for the location, encompassing
fundamental aspects of the place. Stage 2 entails the creation of a framework to facilitate involvement.
Stage 3 focuses on aiding inhabitants in executing their unique place branding initiatives.
Inclusive place branding, on the other hand, focuses on place representation and discourse, exposing the
political nature of place branding, its power dynamics, and particular interests (Jernsand, 2016; Kavaratzis
et al., 2017). Critical perspectives on place branding argue for more responsible and socially oriented
approaches with greater stakeholders’ engagement, as well as a multi‐level participation perspective which
acknowledges the collective ownership of place identity as a form of activism, in favor of the residents’ right
to participate in the decision‐making affecting their places (Kavaratzis et al., 2017). Implementing place
branding is a process that requires the development of events, infrastructures, symbolic actions, and
Polics and Governance •2024 •Volume 12 •Article 7730 5
supportive policies on a multi‐level scale (Jernsand, 2016, p. 62). Place branding cannot be based solely on
communication; it also requires product development (Stoica et al., 2021).
Following Chilvers and Kearnes (2020), the relational co‐productionist approach challenges “residual realist”
assumptions and promotes a dynamic, contextual understanding of participation and audiences. This
framework can provide the basis for a necessary shift from effective practices to reflexive and responsible
practices in participation in science and democracy. In the context of open innovation, co‐creation, and
“inclusive place branding,” this approach allows for greater inclusion and diversity, fostering co‐creation
and democratic innovation, and recognizing participation as an emerging and relational process, not as a
fixed category.
2.3. Open Innovation and Place Branding
Open innovation, according to Chesbrough (2003), is a paradigm which assumes that firms can and should
use external and internal ideas, and internal and external paths to the market, to advance their technology.
In the context of place branding, this can be interpreted as the incorporation of ideas and strategies from both
within and outside a community or region to develop an effective place brand.
Cervi et al. (2023) discuss how cities have used their websites as central communication tools during the
pandemic, focusing on aspects such as usability, interactivity, and the readiness of information. This aligns
with the concept of open innovation, as it suggests that cities are looking beyond traditional methods and are
open to new ways of engaging with stakeholders and disseminating information.
However, while governance is traditionally seen to control and regulate innovation (Eggers et al., 2023),
recent research suggests (Chan, 2013; Filatotchev et al., 2020; Mergel, 2015) that innovation can also
improve governance. For example, innovation can help firms develop new governance mechanisms that are
better suited to the changing business environment, in addition to offering public administrations the
capacity to search for better tools, in order to engage citizens in a place branding strategy, which must
follow a bottom‐up model to be successful (de San Eugenio Vela, 2012).
In another sense, Ebrahimi et al. (2019) explore how social media impacts the branding of a tourist destination
and how it can encourage potential tourists to visit. Although open innovation and future generations are
not explicitly mentioned, it can be inferred that open innovation could be a strategy to enhance a place’s
brand through community collaboration and participation. Future generations, being digital natives and highly
familiar with social media, could play a crucial role in this process. However, the study concludes that merely
sharing photos and videos of a place is not enough to create a distinctive image in the minds of potential
visitors. Social media should be used as a supplement to local administration activities to promote the place’s
image and attractions.
In terms of open innovation, Matos et al. (2019) point out that technology can be used to encourage active
discussion and engage communities around the topics that affect them. These authors introduced the
“manifesto machine,” a collaborative environment for drafting and designing manifestos, as a way of opening
a “discursive space” where participants can reflect on what they stand for and why, and how their beliefs
intersect with the beliefs of others. The study found that there is scope for using such a tool to encourage
active discussion and engage communities around the topics that affect them.
Polics and Governance •2024 •Volume 12 •Article 7730 6
3. Methods
3.1. Methodological Note
The methodology proposed to create a brand narrative for the City of Huelva combines qualitative and
quantitative elements and is based on a methodological triangulation (non‐probabilistic surveys, discussion
groups, and in‐depth interviews) that generates a process of citizen participation to build an integrative
brand narrative (de San Eugenio‐Vela et al., 2020; Ginesta & de San Eugenio, 2020).
First, 13 focus groups were designed and distributed by activity sectors. These groups’ dynamics were
analyzed and a brand value as well as an idea for the definition of a regional narrative were forged. These
working groups were proposed by Lugadero, the company in charge of developing the new territorial brand.
Likewise, these groups were agreed upon with the officials of the Huelva City Council, as the ultimate client
of this initiative. The selection process was based on a discussion between branding experts and officials
from the City Council to tailor the profiles and groups to the requirements of creating the new brand. These
working groups were held in different public spaces and even online from October 6, 2022, to November 2,
2022, as shown in Table 1.
Table 1. Workgroups deployed in the field research.
Workgroup Date Place No. of parcipants
Tourism industry and professionals October 6, 2022 City Council venues 10
Tourism influencers October 6, 2022 City Council venues 3
Tourism students October 18, 2022 City Council venues 14
Culture representatives October 18, 2022 City Council venues 7
Local government October 18, 2022 City Council venues 20
Local tourism administration October 19, 2022 City Council venues 5
Local talent October 29, 2022 City Council venues 5
Local opposition party October 21, 2022 City Council venues 6
Public opinion leaders October 25, 2022 City Council venues 9
Economic dynamization organizations and
professionals
October 26, 2022 City Council venues 7
Urban planning organizations and
professionals
October 26, 2022 City Council venues 5
Sports organizations November 2, 2022 Online 6
Traditions and brotherhoods November 2, 2022 City Council venues 4
Second, as a complement to the focus groups, 10 in‐depth interviews were scheduled with people from the
region who, due to their value, trajectory, knowledge, reputation, and/or prestige, warranted a solo
interview to obtain their suggestions and/or impressions (Table 2). The aim of these interviews was to
contrast information with the focus groups’ results, as well as to obtain new ideas and frames that could help
the development of the brand.
Polics and Governance •2024 •Volume 12 •Article 7730 7
Table 2. List of people interviewed for this research.
Code Professional prole Juscaon of the prole
Interviewee 1 Former president of
the Port of Huelva
and mayor of the city
since May 2023
This individual provided a comprehensive vision of the city. Their
experience offered valuable insights into how the city brand should
link to the thriving port activities, always highlighting the economic
potential the brand development could hold. Since May 2023, the
interviewee has been the mayor of Huelva, playing a central role in
local decision‐making and city representation. Interviewing the mayor
allowed for first‐hand information on the municipal priorities and
goals, essential for aligning the new brand with the city’s
strategic vision.
Interviewee 2 Director of the
Huelva Iberoamerican
Film Festival
The film festival is the city’s most significant cultural event in terms of
impact and international reach. Interviewing the festival director
provided extensive information on how the city brand could
incorporate and promote key cultural events to enhance Huelva’s
image as a destination.
Interviewee 3 Chef and president of
Prenauta Foundation
Cuisine is one of the city’s most unique aspects; thus, this interview
offered numerous ideas on how the brand should highlight local
culinary richness while supporting significant social causes for the
community.
Interviewee 4 Urban Planning
councilor
The councilor for Urban Planning presented a comprehensive view of
the city’s development. Their perspective was crucial to ensure the
new brand accurately and positively reflected Huelva’s urban
development and city model, with specific emphasis on its
archaeological aspect.
Interviewee 5 Habitat and
Infrastructure
councilor
The councilor for Habitat and Infrastructure’s involvement in
interviews provided a holistic view of urban development, quality of
life, and sustainability in Huelva. Their specialized knowledge
contributed to ensuring that the new city brand reflected precisely
and positively the city’s evolution and future in terms of
infrastructure, sustainability, and urban habitat.
Interviewee 6 Responsible for the
Provincial Council of
Huelva—Culture
Culture is one of the city’s driving forces also in the province, as
outlined in the initial assessment. The interview with the responsible
for the cultural area in the province provided insights into how the
brand should be tied to and support local cultural expressions.
Interviewee 7 Foodservice industry
public figure
Interviewing such a public figure offered a diverse and representative
perspective of the city’s social, gastronomic, and cultural community.
Interviewee 8 Delegate of Tourism
for the Regional
Government of
Andalusia in Huelva
and secretary of the
University of Huelva
Given their role, the delegate presented an open view of the
necessary strategic relationship between the city, the province, and
the autonomous community, proposing the establishment of alliances
at various scales.
Interviewee 9 Culture councilor Culture is one of the city’s driving forces, as outlined in the initial
assessment. The interview with the councilor for Culture of the city
provided insights on how the brand should be tied to and support
local cultural expressions.
Interviewee 10 Tourism technician The tourism technician, with over 20 years of experience and
specialized knowledge of Huelva’s tourism industry, was crucial in
ensuring the new city brand was attractive to potential visitors and
aligned with local tourism strategies.
Polics and Governance •2024 •Volume 12 •Article 7730 8
Thirdly, and finally, to monitor citizens’ opinions, a survey created through Google Forms open to all inhabitants
was launched on the town councils’ websites. The following 34 items, in Table 3, were monitored using a non‐
probabilistic survey. The subsequent result is a categorization of the 34 inquiries, partitioned into six distinct
sections. Each section is designated in correlation to its respective ensemble of questions.
Table 3. Questions and categories on the survey.
Group of quesons Specic quesons
Statements about perceptions of
Huelva (true/false)
1. Huelva is a welcoming city.
2. Huelva is a green city.
3. Huelva stands out for its quality of life.
4. Huelva is a city with history.
5. Huelva is a city without heritage.
6. Huelva is ugly.
7. The people of Huelva are very closed off.
8. Huelva is a boring city.
9. Huelva is a city without cultural offerings.
10. Huelva is a forward‐thinking city.
11. The food in Huelva is very good.
12. Huelva is an industrial city.
13. Huelva is an attractive city.
14. Huelva is a city with great potential.
15. Huelva is a very safe city.
16. Huelva is an affordable city.
17. Huelva is a dirty city.
18. Huelva does not love itself.
Creative associations with Huelva 19. If Huelva were a color, it would be…
20. If Huelva were a sound, it would be…
Open description and
representation of Huelva
21. Define the City of Huelva in a single word.
22. Personally, when you think of the image of Huelva, which values do
you identify it with?
23. What do non‐residents think are the characteristics that identify
Huelva as a municipality?
24. Who or what represents the City of Huelva for you? Who could be
its ambassadors?
Evaluations of objectives for the
new city brand (rate 1 to 5)
25. Promote an image of the city that is both local and global.
26. Generate a sense of belonging among the people of Huelva.
27. Highlight the extensive relationship between the city and nature.
28. Emphasize the hidden heritage, both tangible and intangible.
29. Promote Huelva as a destination.
30. Boost the economy of the City of Huelva.
31. Expand the image of Huelva to the digital ecosystem.
Multiple‐choice question about
Huelva
32. Would you say that the City of Huelva stands out for…?
Open‐ended questions about
Huelva’s uniqueness and narrative
33. What values, stories, and experiences do you think the City of
Huelva has that are not being told or highlighted in the city?
34. Finally, in your opinion, what does Huelva have that no other city in
the world has?
Polics and Governance •2024 •Volume 12 •Article 7730 9
The survey, open to all residents of the City of Huelva, was available between October 10, 2022, and
November 10, 2022. During this month, 1,083 responses were collected into a non‐probabilistic sample, 421
of which were men (38.87%), 641 women (59.19%), and 21 preferred not to specify their gender (1.94%).
With regards to age group, the age distribution of respondents was as follows: Those under 18 years of age
constituted a small fraction, with 19 respondents, or 1.75% of the total. The 18‐to‐29 age group had more
representation, with 233 respondents, accounting for 21.51% of the total. The 30‐to‐40 age group had
slightly more representation, with 267 respondents, or 24.65% of the total. These three groups combined
represented 47.92% of the total respondents. The group aged 41 and above had the highest representation,
with 465 responses, accounting for 42.94% of the total. However, a notable number of respondents, 99 in
total, chose not to disclose their age, making up 9.15% of the total. In total, 519 respondents out of 1,083
were under the age of 40, within the Millennials and Generation Z generations. Therefore, Millennials and
Generation Z had the widest representation in the sample, which is the central focus of this article.
With regards to the relationship with the city, the majority of respondents (716, representing 66.11%) claimed
to have been born and/or live in Huelva. However, a significant proportion (188, or 17.36%) indicated that
they do not live in the City of Huelva. Regarding work presence, 80 respondents (7.39%) stated they are
in Huelva for work reasons. A smaller number, 17 (1.57%), indicated that they study and/or train in Huelva.
Finally, 82 respondents (7.57%) provided other answers that did not fit into the previous categories.
On the one hand, these three methods (focus groups, interviews, and the survey) were developed in parallel,
including all the information collected in the final work of the branding approach. The analysis of the qualitative
data from the interviews and the focus groups was done identifying the mainframes (positive and negative)
of each topic discussed. On the other hand, the City Council conducted awareness campaigns in order to
encourage the participation of all the citizens of Huelva. Considering that the Silent Generation (mid‐1920s
to mid‐1940s) and Baby Boomers (1946–1964) are not as digitally literate as to respond to an online survey,
researchers considered including them in the focus groups and interviews to incorporate their opinions and
views about the city.
3.2. The Starting Point: Huelva Before the New Brand
To undertake this project, Lugadero (the company responsible for developing the territorial brand, hired by the
Huelva City Council following the public tender) conducted a SWOT (strengths, weaknesses, opportunities,
and threats) analysis of the City ofHuelva. This analysis identified a range of weaknesses and threats impacting
not only the city but also the province’s image (Figure 1), as well as several strengths and opportunities that
could be leveraged to enhance its image.
On the one hand, among the identified weaknesses are the lack of a clear and defined image of the province,
insufficient tourism promotion, and an undiversified tourism offering. Moreover, there was an acknowledged
absence of an effective marketing and communication strategy to promote the province’s capital.
The threats identified include competition from other provinces and tourist destinations, a lack of adequate
tourist infrastructure and services, and an absence of tourist offerings tailored to the needs and preferences
of various market segments.
Polics and Governance •2024 •Volume 12 •Article 7730 10
Figure 1. Map of Huelva province: Huelva City between Mazagón and Punta Umbría.
On the other hand, several strengths identified can be harnessed to improve the city’s image. Among these
are the wealth and diversity of its cultural and natural heritage, the quality of its gastronomic products, and
the hospitality and friendliness of its residents. Furthermore, several opportunities were pinpointed that
could be utilized to enhance the image of Huelva’s capital. These include the growing demand for rural and
nature tourism, the rising significance of gastronomic tourism, and the increasing demand for cultural and
heritage tourism.
4. Results: The Study Case of the New Huelva Brand
4.1. The Tangible and Intangible City of Huelva
From this study, several insights emerged. First, the brand awareness of Huelva was low, especially among
Generation Z. Second, Huelva’s brand was marred by negative stereotypes, portraying it as dirty, industrial,
and lacking cultural allure. Third, opinions varied on brand attributes: While some emphasized its industrial
legacy, others advocated for its cultural and natural attributes. Fourth, despite the negative brand
perception, residents felt a deep‐seated pride and connection to the city. Fifth, there was an evident desire
among respondents to be involved in the rebranding process. This sentiment was particularly strong among
participants under 40 years of age. Sixth, Google Forms was effective in engaging the under‐40 participants
(mainly Millennials and Generation Z), emphasizing the necessity of adapting research methodologies to suit
target demographics. Seventh, the increasing interest in focus groups highlighted the significance of
publicizing research and genuinely involving the community. Finally, while the Huelva brand faced
Polics and Governance •2024 •Volume 12 •Article 7730 11
recognition challenges and negative connotations, residents had a profound connection to the city and
showed eagerness to be part of its branding evolution. This underscores the need for an inclusive rebranding
strategy that resonates with Huelva’s diverse population.
Figure 2 shows the results of the questions via Google Forms related to the perceptions of the citizens about
the City of Huelva. These 18 questions reveal the participants’ tendencies in the territorial brand‐building
process and their considerations. Out of the sample of 1,083 respondents, the results of the 519 respondents
under 40 years old are presented. None of the questions were mandatory, hence the true/false aggregate
does not always add up to 519, in the overall number of Millennials and Generation Z respondents in the
open‐ended survey.
0
200
400
600
True False
Is a welcoming city
Is a green city
Stands out for its quality
Is a city with history
Is a city without heritage
Is ugly
Is a very closed society
Is a boring city
Is a city without cultural offer
Is a forward-thinking city
Food is very good
Is an industrial city
Is an a!rac"ve city
Is a city with poten"al
Is a very safe city
Is an affordable city
Is a dirty city
Does not love itself
Figure 2. Results of statements about perceptions of Huelva.
As for the results of the “creative associations” with Huelva, 782 out of 1,083 respondents named blue as
the representative color of the city (72.21% of the total); in the case of those under 40, blue was cited in
402 of the 519 responses (77.4%). The rest of the answers, being an open and creative question, vary
between different colors, highlighting gray (64), white (31), or brown and orange (21 each). As for a sound,
479 respondents agreed that the sound of the sea was the most representative of the city (44.2%), including
other related associations such as waves or the squawking of seagulls. 168 respondents selected flamenco
(15.5%), including other mentions of the guitar or, specifically, the fandango. In the case of those under
40 years of age, 299 out of 497 responses mentioned the sea, representing 60.1%.
The question of how to define Huelva in one word shows a great variety. The most repeated word is “light,”
with 163 mentions (15% of the total). In this sense, it should be noted that 293 different answers were given,
where only light exceeded 10% of the repetitions. In the case of those under 40 years of age, 71 out of
Polics and Governance •2024 •Volume 12 •Article 7730 12
510 responses mentioned light, representing 13.92% and being the only word with more than a 10%
repetition rate. Something similar occurs with the values with which Huelva would be identified, where the
most repeated value is “welcoming,” with 89 responses (8.2%). Millennial and Generation Z respondents
mention Huelva as a welcoming city in 45 of the 447 responses (10.07%). On how they consider
non‐residents to see the City of Huelva, two concepts stand out: the beaches (291 responses, 26.87% of the
total) and gastronomy (247, 22.81%). Beaches were also mentioned by those under 40 in 157 of the
485 responses (32.37%). Finally, on who could be the ambassador, only the badminton player Carolina Marín
and the singer Manuel Carrasco exceed 10% of the mentions: Both appear 166 times (15.3% of the total).
For the category “evaluations of objectives for the new city brand,” the statistical results were very similar.
In this regard, the statistical rating was up to 5 in all the questions. The average rating was:
• 4.07 out of 5 for the category “promote an image of the city that is both local and global.” In the case of
the Millennials and Generation Z, the average is 4.16.
• 4.12 out of 5 for the category “generate a sense of belonging among the people of Huelva.” In the case
of the Millennials and Generation Z, the average is 4.19.
• 4.07 out of 5 for the category “highlight the extensive relationship between the city and nature.” In the
case of the Millennials and Generation Z, the average is 4.13.
• 4.32 out of 5 for the category “emphasize the hidden heritage, both tangible and intangible.” In the case
of the Millennials and Generation Z, the average is 4.44.
• 4.21 out of 5 for the category “promote Huelva as a destination.” In the case of the Millennials and
Generation Z, the average is 4.25.
• 4.24 out of 5 for the category “boost the economy of the City of Huelva.” In the case of the Millennials
and Generation Z, the average is 4.28.
• 4.19 out of 5 for the category “expand the image of Huelva to the digital ecosystem.” In the case of the
Millennials and Generation Z, the average is 4.26.
All these data, combined with those from the in‐depth interviews and focus groups, were essential for making
decisions on the next steps in the development of the brand. Regarding the qualitative analysis, the responses
from the consultation display a diversity of perceptions and opinions about the City of Huelva. Participants
emphasized aspects such as culture, history, gastronomy, nature, and hospitality as distinctive elements of
Huelva. These elements became the cornerstones of the Huelva Original project, mirroring the identity and
values of the region. The mayor of the city, until May 2023, referred to the brand in this way: “This new
brand had to be capable of projecting and making known all that history and heritage, and at the same time
make us aware of everything it can contribute to the city today” (“Huelva Original, la ciudad donde todo
comienza,’’ 2023)
The Millennial and Generation Z cohorts, who engaged in the consultation process, possess specific
characteristics in terms of consumption and information perception. These generations tend to appreciate
authenticity, transparency, and active involvement in decision‐making processes. Consequently, their
participation in the consultation shaped the design and implementation of the “Huelva Original” project,
focusing on inclusive community engagement and the promotion of local identity. Furthermore, the Huelva
Original project may be regarded as a territorial development strategy predicated on differentiation by
origin‐linked quality.
Polics and Governance •2024 •Volume 12 •Article 7730 13
4.2. The Final Outcome: The Brand Huelva Original
The Huelva Original brand, reflecting the city’s distinctive character, was collaboratively crafted with input
from 1,194 diverse citizens. Designed to represent the city’s unique essence and experiences, this brand
goes beyond tourism appeal to encapsulate Huelva’s intrinsic attributes. The brand’s primary design
elements include:
1. City of “firsts”: Huelva’s pioneering nature and historic innovations form the core of its identity.
The brand emphasizes its rich history, cultural landmarks, and innovations.
2. Huelva Original: Focusing on the city’s “originality,” this brand component celebrates Huelva’s unique
individuals, places, and moments. The slogan “Huelva Original” stands as the central verbal motif.
3. Flag of Huelva: An evolved symbol of the city’s iconic flag, it is integrated into a versatile visual system
named Original of Huelva, used for varied applications.
4. Onuba type: An exclusive typography for the brand, inspired by the city’s flag, offers elegance and
flexibility for diverse media.
5. Colors of the city: Derived from citizens’ descriptions of Huelva’s sunsets, the color palette combines
predominant blues with verdant hues, reflecting the city’s multifaceted nature.
6. Sound identity: Crafted by artist Pirámida, this auditory element fuses traditional and contemporary
sounds, representing Huelva’s cultural blend.
The Huelva Original brand is a result of a collaborative process that involved citizens from various backgrounds,
making it a brand that reflects the city’s unique identity and values. The brand’s design elements, including the
flag, typography, colors, and sound identity, are all inspired by the city’s history, heritage, and achievements.
The Huelva Original brand is a celebration of the city’s originality, authenticity, and pioneering spirit, and it
aims to project and showcase the city’s unique identity to the world.
5. Discussion
Huelva is not a unique case in Spain of a city seeking a brand that allows it to have a better competitive
advantage in the tourism, investment, and talent markets. However, the case of the City of Huelva
demonstrates that its place branding not only seeks to strengthen the city’s positioning in external markets
(both national and international), but the branding for Huelva also serves as a tool for managing its distinct
identity from the point of view of promoting specific territorial values compared to other brands in the
surrounding area (de San Eugenio Vela, 2012; Rajput & Riaz, 2019).
In this sense, we can clearly see that the Huelva Original brand markedly differentiates itself from the
destination branding strategies pursued by other cities. The brand for the City of Huelva emerges as a
primarily internal consumption asset (Kavaratzis, 2012) after a citizens’ participation process. Answering
RQ1, Millennials and Generation Z audiences which mostly participated in the survey of this study have
played a pivotal role in the brand’s creation. Their opinions contributed to shape the design and
implementation of the Huelva Original project, focusing on inclusive community engagement, the promotion
of local identity and heritage, as well as the definition of the city as “original.” This means a city that is unique
and the starting point of great adventures. Statistical results of the group of questions in the survey called
“evaluations of objectives for the new city brand” (see Section 4.1) can illustrate these ideas. Thus, with
Polics and Governance •2024 •Volume 12 •Article 7730 14
citizens accepting the “why” behind a new brand for their city, it has been much easier to deploy a
participatory and inclusive methodology, following de San Eugenio Vela (2012), Jernsand (2016), and
Kavaratzis (2012), which involves all relevant stakeholders and enables the well‐known process of
co‐creation among them (Sarasvuo et al., 2022).
In this co‐creation process of the new brand, emphasizing open innovation is not a minor point. If we
understand open innovation as an organization’s ability to combine internal with external knowledge to
develop processes and products that enhance competitiveness (Chesbrough, 2003), it is evident that building
a place brand requires it. Building a place brand cannot be understood without interaction and cooperation
among organizations, political institutions, citizens, and external professionals involved (in this case, the
Lugadero agency). Therefore, as Sarasvuo et al. (2022, p. 557) conclude regarding how the co‐creation process
is done, “interaction may occur between or among the marketer and stakeholder (B2C/C2B/B2B), internally
within organizations (employee‐to‐employee), or among various stakeholders (C2C).” In fact, complementing
previous observations by Compte Pujol et al. (2016), Risanto and Yulianti (2016), Sarasvuo et al. (2022), or
Skinner (2021), the co‐creation process of territorial branding leads to a continuous innovation process, both
in terms of incorporating stakeholders into its design and conceptualization and in defining a new narrative
(storytelling) that allows the territory to improve its external positioning and internal identity.
Furthermore, constructing a new territorial brand, also viewed from the perspective of a process embracing
open innovation, can result in a new tool that enhances governance (Chan, 2013; Filatotchev et al., 2020;
Mergel, 2015). We refer to the brand as an asset in territorial governance because it is through the social
study undertaken to conceptualize it that both public administration and external professionals working on
it have been able to hear the demands of the territory, generate active discussions among stakeholders, and
cause complicity between them and the administration’s objectives (Matos et al., 2019). Answering RQ2, a
place branding strategy becomes a playbook for politicians to coordinate public policies. In the case of the
Huelva Original project, the high participation and cooperation of all the political parties of the city during
the co‐creation process (see Table 1) has been crucial to finally passing the new roadmap to implement the
brand, in the plenary session of December 20, 2023 (“El Ayuntamiento desbloquea el proyecto de la Plaza
Mayor,’’ 2023).
Answering RQ3, in Huelva’s study case, the role of Millennials and Generation Z throughout the process can
be highly valued, both in terms of their participation in the fieldwork of analysis and narrative definition and in
the rollout of the new Huelva Original brand (Mamula‐Nikolić et al., 2022; Nagaynay & Lee, 2020). Both active
on social media and aware of the power of e‐democracy (Ebrahimi et al., 2019), these generations have been
key players in disseminating the new narrative, adapting it to their needs, and using it to reinforce their sense
of belonging. Another group that has been especially adept at using the brand is the political body. Ensuring
the brand’s acceptance by all political forces in the council has allowed it to survive the crises that commonly
occur in public institutions, stemming from daily political dynamics or electoral periods. The fact that both
the ruling party in the city and its political opposition have used the brand for their institutional and electoral
communication indicates that the narrative proposed in this co‐creation and open innovation process works
regardless of ideology.
Regarding the ultimate objective of this research, both Millennials and Generation Z, as well as politicians,
are crucial for shaping and the survival of a place brand. The former because they represent generations
Polics and Governance •2024 •Volume 12 •Article 7730 15
that will use the brand for many years to come and have the most accessible tools for its dissemination,
thanks to being digital natives and frequent social media users, especially Generation Z. The latter, because
they are responsible for thinking strategically and long‐term about territorial governance, always in line with
their ideology. However, they are all aware that it is ideology and electoral strategy that provoke short‐ or
medium‐term decisions instead of genuinely focusing on the city’s distant future. The challenge for the brand,
given the fieldwork results, is twofold: how to keep the younger audiences engaged so that they continue
being the City of Huelva’s best ambassadors and how to survive future political crises and electoral periods
so that the Huelva Original brand can serve as a governance tool for the city in the very long term.
6. Conclusion
In conclusion, the role of Millennials and Generation Z in crafting a brand narrative with long‐term viability
and relevance in the digital realm cannot be underestimated. The development of the brand narrative has
also fostered cooperation and interaction among various political groups in the City Council, which is a
positive step towards exploring cooperative workspaces among political factions. This ensures that the
brand’s implementation extends beyond a single term and transcends short‐sighted political actions.
The collaboration among political groups is a testament to the power of branding in bringing people together
towards a common goal.
The citizen participatory process holds particular significance in the development of a new territorial brand.
This brand, which aims to represent the identity and values of a region or locality, cannot be designed in
isolation or merely from a technical standpoint. It is imperative that the inhabitants of the region play a central
role in its creation, as they are the ones who best understand and embody the essence of the territory. Citizen
involvement ensures that the territorial brand is not only a genuine reflection of the place but also has the
support and identification of its population.
However, while the public procurement for the brand did not originally include the proposition of key
performance indicators (KPI), for the future it is necessary that a project of this magnitude should
incorporate KPIs to guide the application, monitoring, and evolution of the brand narrative. KPIs are
essential in measuring the success of the brand and ensuring that it is meeting its objectives. In this regard, it
is concluded that alongside the development of a territorial brand for a city like Huelva, there should also be
the establishment of a continuous observatory. This observatory will monitor the brand’s performance and
provide feedback on how to improve it.
The development of a territorial brand for a city like Huelva is a complex process that requires the
involvement of various stakeholders. Consequently, it follows the recommendations of what Jernsand (2016)
and Kavaratzis et al. (2017) define as “inclusive place branding.” The collaboration among political groups is a
positive step towards ensuring the brand’s long‐term viability and relevance. However, future steps must be
taken to incorporate KPIs as they are essential in measuring the success of the brand and ensuring that it is
meeting its objectives. Furthermore, the establishment of a continuous observatory will provide feedback on
how to improve the brand and ensure that it remains relevant in the ever‐changing digital realm. These are
also two recommendations that will help marketers to improve place branding strategies.
Polics and Governance •2024 •Volume 12 •Article 7730 16
Finally, this research has had some limitations, above all incorporating the Silent Generation and Baby Boomers
to the online survey because their digital literacy is lesser than under‐40 citizens. Although researchers tried
to solve this limitation by incorporating more representation of these two older generations in the qualitative
sample, more work should be done in order to find better tools to monitor quantitatively the opinion of citizens
older than 40 years old.
Acknowledgments
The authors would like to thank Paloma Díaz Espejo for her proofreading and the Huelva City Council for
helping Lugadero Agency to display the fieldwork of this research.
Funding
Lugadero was the winning company in the public tender for the development of the new Huelva Original
brand.
Conflict of Interests
The authors declare no conflict of interests.
References
Achmad, G., Hudayah, S., Zainurossalamia, Z. A., & Hasanah, S. (2020). The influence of brand image, brand
personality and brand experience on brand love and their impact on brand loyalty of cellular card users.
AFEBI Economic and Finance Review,5(1), 65–77.
Aires Barroso, G., & Nicolau Mota, K. C. (2010). Marketing turístico internacional: La marca Brasil. Estudios y
Perspectivas en Turismo,19(2), 241–267.
Alshuwaikhat, H. M., Aina, Y. A., & Binsaedan, L. (2022). Analysis of the implementation of urban computing
in smart cities: A framework for the transformation of Saudi cities. Heliyon,8(10), Article e11138. https://
doi.org/10.1016/j.heliyon.2022.e11138
Anholt, S. (2006). The Anholt‐GMI city brands index: How the world sees the world’s cities. Place Branding,
2(1), 18–31. https://doi.org/10.1057/palgrave.pb.5990042
Bonazzi, A. (2021). Bologna city branding. Bollettino Della Società Geografica Italiana,3(1), 63–71. https://doi.
org/10.36253/bsgi‐992
Camatti, N., & Wallington, S. (2022). Co‐creation and internal place branding: A case study of Plettenberg Bay,
South Africa. Place Branding and Public Diplomacy,19(4), 525–534. https://doi.org/10.1057/s41254‐022‐
00279‐x
Cervi, L., Tejedor, S., & Robledo‐Dioses, K. (2023). Comunicación digital y ciudad: Análisis de las páginas web
de las ciudades más visitadas en el mundo en la era de la Covid‐19. Revista Latina de Comunicación Social,
81, 81–108. https://doi.org/10.4185/rlcs‐2023‐1845
Chan, C. L. M. (2013). From open data to open innovation strategies: Creating e‐services using open
government data. In R. H. Sprague, Jr. (Ed.), 2013 46th Hawaii International Conference on System Sciences
(pp. 1890–1899). IEEE. https://doi.org/10.1109/HICSS.2013.236
Chesbrough, H. W. (2003). Open innovation: The new imperative for creating and profiting from technology.
Harvard Business Press.
Chilvers, J., & Kearnes, M. (2020). Remaking participation in science and democracy. Science, Technology, &
Human Values,45(3), 347–380. https://doi.org/10.1177/0162243919850885
Compte Pujol, M., De Urquijo, B., & Matilla, K. (2016). La investigación en marcas de territorio y diplomacia
Polics and Governance •2024 •Volume 12 •Article 7730 17
pública en España. Un estudio bibliométrico de las revistas científicas españolas especializadas en
comunicación indexadas en Latindex (1980–2016). Anales de Documentación,19(2). https://doi.org/
10.6018/analesdoc.19.2.255741
Cruz‐Ruiz, E., Ruiz‐Romero de la Cruz, E., Zamarreño‐Aramendia, G., & Cristòfol, F. J. (2022). Strategic
management of the Malaga brand through open innovation: Tourists and residents’ perception. Journal
of Open Innovation: Technology, Market, and Complexity,8(1), Article 28.
De‐San‐Eugenio, J., & Ginesta, X. (2020). El branding territorial ante los nuevos desafíos de la sociedad:
Redefinición teórica y análisis de los factores que contribuyen a su implementación exitosa. In T. Baiget
(Ed.), Comunicación y diversidad: Selección de comunicaciones del VII Congreso Internacional de la Asociación
Española de Investigación de la Comunicación (pp. 307–318). Ediciones Profesionales de la Información.
https://doi.org/10.3145/AE‐IC‐epi.2020.e26
de San Eugenio Vela, J. (2012). Teoría y métodos para marcas de territorio (Vol. 231). Editorial UOC.
de San Eugenio‐Vela, J., Ginesta, X., & Kavaratzis, M. (2020). The critical role of stakeholder engagement in a
place branding strategy: A case study of the Empordà brand. European Planning Studies,28(7), 1393–1412.
https://doi.org/10.1080/09654313.2019.1701294
Ebrahimi, P., Hajmohammadi, A., & Khajeheian, D. (2019). Place branding and moderating role of social media.
Current Issues in Tourism,23(14), 1723–1731. https://doi.org/10.1080/13683500.2019.1658725
Eggers, W. D., Walsh, S. J., Joergensen, C., & Kishnani, P. K. (2023, March 23). Regulation that
enables innovation. Deloitte Insights.https://www2.deloitte.com/us/en/insights/industry/public‐sector/
government‐trends/2023/regulatory‐agencies‐and‐innovation.html
El Ayuntamiento desbloquea el proyecto de la Plaza Mayor en el Antiguo Mercado con una propuesta técnica y
económicamente viable. (2023, December 20). Ayuntamiento de Huelva.https://www.huelva.es/portal/es/
noticias/el‐ayuntamiento‐desbloquea‐el‐proyecto‐de‐la‐plaza‐mayor‐en‐el‐antiguo‐mercado‐con‐una
Eskiev, M. A. (2021). Territory branding as an opportunity for the region development. In D. K. Bataev,
S. A. Gapurov, A. D. Osmaev, V. K. Akaev, L. M. Idigova, M. R. Ovhadov, A. R. Salgiriev, &
M. M. Betilmerzaeva (Eds.), Social and cultural transformations in the context of modern globalism (Vol. 117,
pp. 531–539). European Publisher. https://doi.org/10.15405/epsbs.2021.11.70
Filatotchev, I., Aguilera, R. V., & Wright, M. (2020). From governance of innovation to innovations in
governance. Academy of Management Perspectives,34(2), 173–181. https://doi.org/10.5465/amp.2017.
0011
Ginesta, X., & de San Eugenio, J. (2020). Rethinking place branding from a political perspective: Urban
governance, public diplomacy, and sustainable policy making. American Behavioral Scientist,65(4), 632–649.
https://doi.org/10.1177/0002764220975066
Glińska, E., & Rudolf, W. (2019). City brand personality projected by municipalities from Central and Eastern
Europe countries—A comparison of Facebook usage. Sustainability,11(19), Article 5440.
Huelva Original, la ciudad donde todo comienza, desembarca en Madrid. (2023, January 19). Diario
de Huelva.https://www.diariodehuelva.es/articulo/area‐metropolitana/huelva‐original‐ ciudad‐donde‐
todo‐comienza‐desembarca‐madrid/20230119124726300249.html
Instituto Nacional de Estadística. (2021). Cifras oficiales de población de los municipios españoles en aplicación
de la Ley de Bases del Régimen Local (Art. 17). Huelva: Población por municipios y sexo.https://www.ine.es/
jaxiT3/Tabla.htm?t=2874&L=0
Jernsand, E. M. (2016). Inclusive place branding—What it is and how to progress towards it [Unpublished doctoral
dissertation]. University of Gothenburg. https://gupea.ub.gu.se/handle/2077/49535
Juliansyah, A. F., Putri, A. E., Suryadana, M. L., Endyana, C., & Wardhana, A. K. (2021). Global Muslim response
Polics and Governance •2024 •Volume 12 •Article 7730 18
to Bandung halal tourism branding. International Journal of Applied Sciences in Tourism and Events,5(2),
197–206. https://doi.org/10.31940/ijaste.v5i2.197‐206
Kavaratzis, M. (2012). From “necessary evil” to necessity: Stakeholders’ involvement in place branding. Journal
of Place Management and Development,5(1), 7–19. http://dx.doi.org/10.1108/17538331211209013
Kavaratzis, M., Giovanardi, M., & Lichrou, M. (Eds.). (2017). Inclusive place branding: Critical perspectives on
theory and practice (1st ed.). Routledge. https://doi.org/10.4324/9781315620350
Mamula‐Nikolić, T., Perčić, K., & Nećak, M. (2022). Designing a sustainable brand by engaging brand‐
consumers’ collaboration Generation Z co‐creators and influencers in Serbia. Marketing,53(1), 37–50.
https://doi.org/10.5937/mkng2201037m
Manfredi, J. L. (2019). Xacobeo: The international press’ perception of the Way of St James (2009‐2017).
Methaodos: Revista de Ciencias Sociales,7(2), 198–212. https://doi.org/10.17502/m.rcs.v7i2.308
Matos, S., Ashby, S., Hanna, J., & Rodrigues, R. (2019). Youth, politics & civic participation: The “manifesto
machine.” In H. Tellioglu (Ed.), Proceedings of the 9th International Conference on Communities & Technologies—
Transforming communities (pp. 5–8). Association for Computing Machinery. https://dl.acm.org/doi/
10.1145/3328320.3328374
Mergel, I. (2015). Opening government: Designing open innovation processes to collaborate with
external problem solvers. Social Science Computer Review,33(5), 599–612. https://doi.org/10.1177/
0894439314560851
Mihardja, E. J., Bintoro, B. K., Putri, D. M., Widiastuti, T., Agustini, P. M., & Adriati, F. (2019). Perspective from
government officer: Ecotourism for city branding of Pinrang Regency, South Sulawesi. In A. R. Syamsuddin
(Ed.), 3rd International Conference on Accounting, Management and Economics 2018 (ICAME 2018) (pp.
624–627). Atlantis Press. https://doi.org/10.2991/icame‐18.2019.66
Nagaynay, C., & Lee, J. (2020). Place branding and urban regeneration as dialectical processes in local
development planning: A case study on the Western Visayas, Philippines. Sustainability,12(1), Article 369.
https://doi.org/10.3390/su12010369
Ortega‐Morán, J. F., Moyano García‐Cuevas, J. L., Esteban Gómez, F. M., Vila‐Chã, C., Serra, N., Zamillo, D.,
Curaj, A., Sánchez Margallo, F. M., & Pagador, J. B. (2021). Awareness of intangible cultural heritage through
videos promoting active ageing. In J. García‐Alonso & C. Fonseca (Eds.), Gerontechnology III: Contributions
to the Third International Workshop on Gerontechnology, IWoG 2020, October 5–6, 2020, Évora, Portugal (pp.
177–183). Springer. https://doi.org/10.1007/978‐3‐030‐72567‐9_18
Rajput, B. Q., & Riaz, S. (2019). Media reinforcement of architectural perceptions for place branding.
International Journal of Recent Technology and Engineering,8(2), 230–235. https://doi.org/10.35940/ijrte.
b2408.078219
Risanto, Y., & Yulianti, I. (2016). City branding strategy on the evaluation of tourism destination problems in
rural area (evidence from Pasuruan City, Indonesia). Journal of Indonesian Tourism and Development Studies,
4(1), 5–12. https://doi.org/10.21776/ub.jitode.2016.004.01.02
Sarasvuo, S., Rindell, A., & Kovalchuk, M. (2022). Toward a conceptual understanding of co‐creation in branding.
Journal of Business Research,139, 543–563.
Skinner, H. (2021). Place branding—The challenges of getting it right: Coping with success and rebuilding from
crises. Tourism and Hospitality,2(1), 173–189. https://doi.org/10.3390/tourhosp2010010
Stoica, I., Kavaratzis, M., Schwabenland, C., & Haag, M. (2021). Place brand co‐creation through storytelling:
Benefits, risks and preconditions. Tourism and Hospitality,3(1), 15–30. https://doi.org/10.3390/
tourhosp3010002
Zenker, S., & Erfgen, C. (2014). Let them do the work: A participatory place branding approach. Journal of Place
Management and Development,7(3), 225–234. https://doi.org/10.1108/jpmd‐06‐2013‐0016
Polics and Governance •2024 •Volume 12 •Article 7730 19
About the Authors
Xavier Ginesta is an associate professor at the University of Vic—Central University
of Catalonia, Barcelona. He received his PhD in Sports and Communication at the
Autonomous University of Barcelona. His main research interests are sports management,
communication and politics, and sports place branding. He regularly collaborates with
different media outlets as an expert in sports and politics. He is a member of the research
group TRACTE (Audiovisual Translation, Communication and Territory) at the University of
Vic—Central University of Catalonia and co‐founder of the research network SPRING.
F. J. Cristòfol (Málaga, 1985) was certified as an associate professor by ANECA in 2022.
He holds a PhD in Journalism from the University of Malaga since 2017 when he
began his continuing research career. He is currently an adjunct professor at Universidad
Loyola Andalucía and has previously taught undergraduate and postgraduate courses at
ESIC Business & Marketing School (Madrid and Málaga campuses) and the International
University of La Rioja. His doctoral thesis is titled Beer Brands and Territorial Identity: Value
Generation in Social Media. He is currently a student in the PhD program in Economics and
Business at the University of Málaga.
Jordi de San Eugenio is a full professor at the University of Vic—Central University of
Catalonia (Spain). He received his PhD (with honors) in place branding from Pompeu Fabra
University. His research interests include place branding, public diplomacy, environmental
communication, and humanistic geography. He is a member of the research group TRACTE
(Audiovisual Translation, Communication and Territory) at the University of Vic—Central
University of Catalonia.
Javier Marnez‐Navarro is a founding partner of Lugadero and has been working for
over 15 years in processes related to institutional communication. He holds a degree in
Architecture from the University of Sevilla and has a postgraduate degree in Place Branding
and Strategic Territory Management.
Polics and Governance •2024 •Volume 12 •Article 7730 20
