Changes in the nature of cities, the behaviour and expectations of citizens, and the philosophies of governance have encouraged radical change in the way places are planned and managed. Among these reactions is the systematic and widespread incorporation of aspects of marketing within place management in public sector organizations.
Focusing on public sector planning and management with its distinctive issues and objectives principally at urban and regional scales, this book examines the uses and misuses of marketing techniques as place management tools, and investigates the advantages and disadvantages of integrating market planning approaches within public sector place planning and management.
Ashworth, Pellenbarg and Voogd cite cases of successful and unsuccessful practice from across the globe, and provide a long awaited critical synthesis of a voluminous and fragmented literature. Combined, this leads to the development of practice from theory and the creation of theory from practice.
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