By Simon Anholt
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Extra resources for Competitive Identity: The New Brand Management for Nations, Cities and Regions
Second, when policies are carried out purely or primarily for their public impact, it soon becomes apparent that there is no strong underlying strategy to the behaviour, and governments that behave in this way look like leaves blowing in the wind of public opinion, and sooner or later will lose the support of their electorate: the strong underlying strategy, on the other hand, is the very basis of Competitive Identity. The right policy choice for the country’s overall, long-term reputation may well be the less popular choice in the short term, so having a CI strategy is not an excuse for selecting the easier choice on every occasion.
This “three for the price of one” brand has probably enjoyed more worldwide media exposure than any commercial slogan in history: within days, it was bigger than “Coke Adds Life” or “Just Do It”. It was also something a little worse than the political rhetoric or ideological exaggeration of Reagan’s comment: by borrowing the term “axis” from the Axis Powers of the Second World War, Bush implied an alliance between Iran, Iraq and North Korea which suited his political aims but had little basis in fact.
It seemed to me that there were hundreds of surveys looking at the good reasons why people might choose to invest in a certain country, buy its products, go on holiday there, respect its government or take an interest in its culture and heritage, but nothing that explained the real reasons: those instantaneous, emotional, deep-rooted good or bad feelings that we all have about places. In short, there was plenty of information about what ought to go on in people’s heads but nothing to tell us what goes on in their hearts.