INTRODUCTION
Discussions about image and branding policies are usually placed in the
framework of ‘place marketing’ and marketing literature helps in defi ning
the features, components and main characters of image and of its relationship
with local identity. We suggest, however, that managing images is
also a political process with signifi cant impact in supporting and shaping
the scenario (perceptions and expectations) for innovation and economic
policies (Bellini, 2004). The argument is supported by two diff erent and
complementary case studies from Tuscany (Italy).
The fi rst one discusses the case of areas that show a divergence from the
dominating pattern of social and economic development in the region. It is
shown that ‘managing otherness’ is more than a communication problem
and may reveal underlying ambiguities: at the same time, a request for
supporting structurally disadvantaged areas and the affi rmation of an
alternative identity and of alternative development patterns. The second
case study shows a diff erent kind of ‘otherness’, concerning new industries
and emerging social groups. Discussion shows that the branding process
may imply a competition between images in order to control the representation
of the past, present and future of an area. This competition aims
at infl uencing the policy agenda by manipulating the gaps between image
and identity.
INTRODUCTIONDiscussions about image and branding policies are usually placed in theframework of ‘place marketing’ and marketing literature helps in defi ningthe features, components and main characters of image and of its relationshipwith local identity. We suggest, however, that managing images isalso a political process with signifi cant impact in supporting and shapingthe scenario (perceptions and expectations) for innovation and economicpolicies (Bellini, 2004). The argument is supported by two diff erent andcomplementary case studies from Tuscany (Italy).The fi rst one discusses the case of areas that show a divergence from thedominating pattern of social and economic development in the region. It isshown that ‘managing otherness’ is more than a communication problemand may reveal underlying ambiguities: at the same time, a request forsupporting structurally disadvantaged areas and the affi rmation of analternative identity and of alternative development patterns. The secondcase study shows a diff erent kind of ‘otherness’, concerning new industriesand emerging social groups. Discussion shows that the branding processmay imply a competition between images in order to control the representationof the past, present and future of an area. This competition aimsat infl uencing the policy agenda by manipulating the gaps between imageand identity.
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