This document discusses the importance of establishing a brand for the village of Lake Barrington to position it for changes in the economy, living environment, and demographics. It notes that municipalities must compete with other areas and distinguish themselves to attract residents and businesses. The document suggests envisioning the desired future state for aspects like business climate, housing, retail, and recreation. It argues that a brand can help connect emotionally with potential residents and businesses by leveraging current resources, focusing on what makes the village unique, and cutting through noise. The overall message is that an established brand is important to guide the village's future positioning.

2. Building
Lake Barrington’s
Brand
A Discussion
Springboard for
Positioning a Village
for a changing economy,
living environment, and
demographic future
Chris Mitchell,
Village Trustee
9 Jan 2014

3. Building
Lake Barrington’s
Brand
All views, suggestions, positions, arguments,
and coffee stains are a part of a presentation by Chris
Mitchell, and in no way represent any official position
of the Board of Trustees, Village Employees, or
Residents.
Thanks for your understanding & participation.
Chris Mitchell, 9 January 2014

4. Building
Lake Barrington’s
Brand
Why does any of this matter?
Aren’t brands just for Coke,
Starbucks, Apple, and cattle on a
ranch?

5. Recognize any of these?

8. Maybe you
recognize this one?

9. What comes to your mind
when you see these “logos”
and “brands”?

10. What comes to mind when you
see this image?
Pastoral setting
Barn Stomp
Open Space
A crumbling farm
Wasted money
Community
Tear it down
A great place to live

11. Can we create the thoughts
associated with this image?
Of course, we can.
That is why it is
important for us as
a village to seize
“our” image and
define it for the
public.
How do we control
what our village
means to others?
How do we
represent that
“brand”?

12. Isn’t branding just marketing?

13. Today’s reality for municipalities
(especially in financially desperate states!)
• Ignore the changes at our own peril
– Economy in transition, retail less vital, niche
services, access to global market critical
– Businesses want concessions, services, and a vital
reason to open in your market area
– Residents want more value-added services, not
higher taxes and fees
– Market is being disrupted by hierarchical
government pick-pockets at every level

14. So what’s a Village to do?
• Start at the very ending “a very good place to
start” (Sorry, Maria, I just couldn’t resist)
– Envision where we want to end up. Dream!
• Business climate?
• Housing stock?
• Retail settings?
• Bedroom Community?
• Safe, comfortable rural setting
• Sports and recreation
• Traffic patterns?
• Open Space and Conservation?
• Family-friendly dining and shopping and recreation?
Livability

16. Today’s reality for small villages
(especially in financially desperate states!)
• Must Compete with every other area in IL
“Gotta run with the big dawgs, or stay on the
porch with the puppies.”
Cut through the clutter, noise, dullness
Distinguish why what we are all about
Focus on emotional drivers to connect with
potential residents and business
Leverage current residents & resources

17. Why we need to establish our own
Brand for the Village
“Consumer brands are defined and presented largely
based on emotive appeals…in B2B, products and
services are pitched, rather than brands….”
“Consumers are drawn to brands’ irrational benefits
(status, prestige, affinity, self-security). Business
customers…purchase based on rational drivers
(pricing, product performance, metrics).”
Moveo Integrated Branding: White Paper, 2008

19. So…what should our brand be?

21. Just kidding! But, you get my point?