Most people would agree that branding is a powerful and important exercise in the world of business. We recognize that brand equity is something that pays dividends in the future.

When you walk around a city with a Starbucks, Tim Hortons, or some other coffee cup in hand, you are sending signals about who you are as a person and consumer. So, you could argue that you’re consuming the cup, as much as you are consuming the coffee.

But one area that still feels like it’s in its infancy is place branding. That is, the branding of nations, regions, cities, and places. I’ve talked a lot about the business of cities and how impressions are created around cities, but I’ve never explicitly talked about place branding.

However, it is an area on the rise. Monocle has written extensively about the importance of nation branding and there are firms, such as Vancouver-based Resonance, that now specialize in the strategy and branding of places.

Here’s a short 5 minute video that they prepared talking about place branding and their approach to it. If you can’t see the video below, click here.

//player.vimeo.com/video/66920801

But at the same time, there are more grassroot ways in which a place brand can emerge. Think about the number of times Jay-Z has referred to himself as the Brooklyn boy or Drake has promoted Toronto in one of his videos. It’s hard to measure the impact of these sorts of things, but I am sure there is one.

Here’s another example – a 4 minute video of Drake talking about why he loves Toronto. Click here if you can’t see it below.

[youtube https://www.youtube.com/watch?v=M3TrbGEJbio?rel=0]

Recently, you may have heard that Drake is about to give Toronto a new moniker: The 6. Some think it is in honor of our two main area codes 416 and 647, and I think that’s probably a good guess.

But whatever the reason, I thought it was an interesting exercise in place branding. So I decided to partner with Toronto-based design firm Badd Press and make a “The 6” t-shirt (shown at the top of this post). You can get yours for $30 by visiting shopATC.

Over the past few months on this blog, I’ve started to introduce business terms into the way I describe and talk about cities. I’ve referred to residents and visitors as customers of a city, experiences within a city as products and services, and cities themselves as businesses. Until now though, I hadn’t explicitly talked about this parallel or fleshed it out in any sort of detail. But I think it’s an interesting one so I’d like to do a bit of that today.

The reason I started referencing cities with business terms is because I think it speaks to 3 important characteristics of cities. First, cities, just like businesses, are in direct competition with each other. We rank cities. We compare GDP per capita. And they fight, or at least should, to attract the best people and to achieve economic dominance.

Second, city prosperity can be ephemeral. We tend to think of cities as being quite permanent–centuries old–but history is littered with failed cities or cities that simply lost their economic importance (see Detroit). Consider this: The center of trade at one point was the Mediterranean Sea. Then, as the New World emerged, it shifted to the Atlantic. And now, one might argue that it’s moving over to the Pacific (and Asia). Either way, these macro shifts push certain cities to thrive and others to decline. The time horizon is longer than, say the rise and fall of Blackberry, but it’s similar nonetheless. Nothing is guaranteed.

Third, cities have become centers of lifestyle and consumption. That’s why I previously argued that any economic development strategy should consider lifestyle, and whether or not people actually want to live in the place. In business terms, you need to offer products and services that people actually want. You need to respond to customer needs.

And if you think of cities in this way, I think you’ll come to the conclusion that, just like businesses, strong cities require strong leadership and management. They need to ensure that they’re delivering the right products and services to their customers and that they’re staying ahead of the innovation curve.

The switching costs may be higher for cities compared to, again, something like a mobile phone, but that doesn’t mean people won’t eventually vote with their feet and leave for somewhere better.

Imagine this sequence of events (and don’t peak by clicking on any of the links).

The year is 1994.

You notice that the internet is starting to become a big deal and that more and more products are being sold online. As a result of this trend, you decide to start an online business.

You write up the business plan and begin operations out of your garage. You then get lucky (or you’re just smart and talented). Within 2 months, sales reach $20,000/week. That’s over a million dollars a year.

Business continues to grow and within 3 years you’re able to take your company public, raising $54 million at a $438 million valuation. Over the subsequent two years, you’re then able to raise an additional $2.2 billion in debt to fund your continued growth. 

The year is now 2000.

You were just named Time magazine Man of the Year. And traditional brick-and-mortar retailers are really taking notice (i.e. suing you). That’s pretty impressive after only 6 years of operation. 

This company is called Amazon. And that “you” is Jeff Bezos.

I was reading up about how much of an asshole Jeff Bezos is, and then became interested in the Amazon story. I thought I would share a bit of it with you all here.