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CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 1 11/02/05 


CAIRNGORMS NATIONAL PARK AUTHORITY 

Title: IMPLEMENTING THE CAIRNGORMS BRAND 

Prepared by: Danny Alexander, Head of Communications 
Heather Galbraith, Tourism Support Officer 
Andrew Harper, Head of Economic & Social Development 

Purpose 

To update the Board on progress to date with the development of the Cairngorms Brand and 
to seek approval for the process by which the Brand will be implemented across the Park, and 
to agree consequent changes to the Cairngorms National Park Authority logo.

 
Recommendations 

That the board: 

• endorse progress to date on process of the development of the visual identity, 
including its early uses; 

• agree that use of the Brand for marketing and promotional activity will be linked 
to appropriate existing quality assurance schemes; 

• agree that quality assurance schemes will be considered suitable for linking to 
the Cairngorms Brand if they deliver the aims of the Park, fit with the brand 
values, and support the aims of the sustainable tourism strategy. The overall 
picture of all schemes associated with the brand should ensure that there is wide 
industry penetration; 

• agree to the principle that the Brand can only be used on products for direct sale 
subject to license, and that any revenue generated from such licenses should be 
directed to projects that focus on conservation of the natural and cultural 
heritage within the Park. Further work should be undertaken to develop the best 
system for managing these arrangements; 

• agree the establishment of a Brand Management Committee to take decisions 
about how the Brand should be implemented and used; 

• agree that the use of the Brand should be encouraged through our existing work 
programme; 

• agree that £10,000 should be allocated to encourage use of the brand in 
collaborative marketing and events in the remainder of this financial year; 

• approve the insertion of the word ‘Authority’ to the CNPA’s corporate logo; 

• agree that the CNPA logo should only be used as a corporate logo to represent 
official business of the Park Authority. It should not be used in a broader context 
to promote the Park area. 
Executive Summary 

The development of a Cairngorms brand is widely supported by the tourist industry and 
communities as a means of presenting a coherent visual identity for the area. A strong brand 
will provide a useful tool in the delivery of a wide range of marketing and promotional 
activity in support of the aims of the Park. 

The process for developing the Brand is now complete, following extensive market research 
and involving the local community and local businesses. This paper seeks endorsement for 
the process so far, and agreement to the next steps in implementing the Brand. 


IMPLEMENTING THE CAIRNGORMS BRAND
 
Background 

1. The designation of the area as a National Park provides an opportunity to develop a 
coherent and integrated approach to the marketing and promotion of the area. The 
development of a Cairngorms Brand is a useful tool in the creation of an identity for 
the area to be used in all marketing and promotional activity. The intention is, 
through the provision of a visual identity that the Cairngorms Brand will enhance, not 
replace existing strong brands operating in the area. It will provide an additional 
marketing tool for businesses and will act as an umbrella for the diverse communities 
of interest in the Park area and in this way support the delivery of the 4 aims of the 
Park. 

The Role of the CNPA 

2. The development of the Cairngorms Brand is a classic example of the CNPA acting in 
an enabling role. We are funding – along with Aberdeen and Grampian Tourist 
Board, who are providing 30% of the costs through an EU-funded programme – and 
managing the development of a brand that will principally be used by other 
organisations and businesses. By working in partnership with a wide range of 
stakeholders, we are promoting a benefit for the whole of the Park, and which will 
largely be taken forward by others. 

Progress Update 

3. In February 2004 key stakeholders from the tourism industry (including members of 
the Tourism Development Working Group(TDWG)) in the Cairngorms met to 
develop a “Brand Wheel” for the Cairngorms (appendix 1). The purpose of the 
exercise was to establish a distilled version of what the brand is all about. The 
"wheel" is not something the consumer will see, more that it forms the underlying 
rationale for the brand. The wheel was subsequently endorsed by the TDWG. 

4. In June 2004, the Board approved a paper on ‘developing a Cairngorms Brand’, with 
attached design brief, including the financial commitment to the design development 
and market testing processes. In July 2004, the Board endorsed the Cairngorms 
Tourism Marketing Strategy in which developing the Brand is a key action. 

5. Following the agreement of the Board in June 2004, the work to develop the visual 
identity was put out to tender. Eight companies were invited to tender, and of these 
four were invited to interview. An interview panel comprising Sally Dowden, Danny 
Alexander, Ruathy Donald, Alastair Gronbach of Visit Scotland, and Ian Dunlop, of 
Aberdeen and Grampian Tourist Board, was convened. Following a series of 
interviews on 21 July, Navy Blue were appointed to carry out this work. 

6. The brief to which Navy Blue were required to work specified a number of key 
requirements for the visual identity: 

a. The visual identity should reflect the ‘brand values’ of the Cairngorms National 
Park, as defined in the brand wheel and other work; 

b. The identity created should be highly flexible, able to sit alongside other identities 
and be able to be used in a wide range of circumstances, from signage to leaflets; 

c. There should be strong stakeholder involvement in the development process, 
because if the Brand is to succeed it needs to be supported and welcomed by 
businesses and communities in the Park; and 

d. Proposed designs should be thoroughly market-tested with consumers (ie visitors 
and potential visitors to the area) and stakeholders before a decision is made to 
ensure that the chosen Brand communicates the right values and messages. 

7. A broadly-based Steering Group was established for the project. In addition to those 
present on the interview panel, this also included representatives from the Association 
of Cairngorms Community Councils and the Food Marketing Working Group, with a 
member of staff from the CNPA Visitor Services and Recreation Group added at a 
later stage. The purpose of this group is to ensure that all user groups are involved in 
overseeing the process and in taking the final decision on the visual identity. 

8. Following their appointment, Navy Blue undertook a substantial familiarisation and 
research process before starting design work. Members of the team working on the 
project visited the area a number of times, meeting local businesses and visiting key 
attractions. They also attended the interpretative workshops conducted by Sam Ham 
in September and the Sustainable Tourism Workshop in October. 

9. In addition to the Brand Wheel, and the visits described above, the written outcomes 
of the Sam Ham workshops were a key input into the design process. Participants in 
these workshops included local business-people, land managers, community 
representatives and agency representatives – the full range of people who might in due 
course wish to make use of the brand. 

10. Drawing on all of these inputs, Navy Blue presented a series of 7 possible design 
options to a meeting of the Branding Steering Group in October. Following extensive 
discussion and feedback from the meeting, Navy Blue revised these designs into 3 
options to be taken into the market testing process. 

11. At the Steering Group meeting in October, it was also agreed that a twin-track 
approach would be taken to consulting on and testing the three options. 

a. First, a package of market testing, to be undertaken by a consultancy called Scott 
Porter Research, would be carried out with consumers and stakeholders in order to 
evaluate in detail whether the ideas successfully communicated the brand values 
and to establish what refinements or amendments would be necessary. 

b. Second, a series of presentations would be given to stakeholder groups in order to 
get their views and to ensure that they were fully involved in the process. 

12. It was agreed that the presentations to stakeholder groups would also seek their views 
on the process through which the Brand would be rolled out. 

13. From mid-November to mid-December, Danny Alexander and Heather Galbraith gave 
full presentations and sought feedback on the visuals and the roll-out of the brand to 
the following groups: 

a. Association of Cairngorms Community Councils 

b. Cairngorms Chamber of Commerce 

c. Cairngorms Attractions Group
 
d. CNPA ViSIT Forum 

e. CNPA Food Marketing Working Group
 
f. ABSC Marketing Group 

g. CNPA board members 

h. CNPA staff 

14. With regard to the visuals, three broad conclusions were drawn from these 
presentations: 

a. There is strong support for the process and for the idea of having a brand, and for 
the inclusive way in which we have going about the process; 

b. There was a wide range of views about the different design routes, but a general 
steer towards one particular design route, and an understanding that not everyone 
will get what they want; and 

c. There was wide recognition of the importance of the results of the formal market 
testing being conducted by Scott Porter, especially with consumers. How the 
people who will be visiting the place or consuming its produce react to the brand 
is of paramount importance in making the decision and should lead the process. 

15. During early December, Scott Porter conducted 3 focus groups with consumers and 2 
with stakeholders. Stakeholder participants were drawn from individuals nominated 
by local communities, local businesses, recreational users, and relevant agencies. The 
consumer research took place in Edinburgh and Glasgow and involved a range of 
people of different ages and from different social groups. 

16. The market testing carried out by Scott Porter in December reported that one design 
route was clearly preferred and successfully communicated the brand values. Several 
amendments were suggested. 

17. Navy Blue carried out the amendments as suggested from the market testing, as well 
as improving the legibility of the typeface, an issue that had been raised during the 
stakeholder presentations. 

18. The revised design was then subjected to further market testing in early January, as 
suggested by Board Members. Scott Porter carried out two further focus groups in 
Leeds, which included people who had not previously visited the Cairngorms. 

19. The conclusions of all of the market testing were presented in full to a meeting of the 
branding steering group on 13 January. Following discussion, it was agreed to 
proceed with the recommended design route as the Cairngorms Brand. 

20. It is proposed that the brand should be publicly launched in early March, ahead of the 
start of the main tourist season. Early applications of the brand will include the 
Cairngorms Visitor Guide 2005. In previous board discussions, it has been made clear 
that the aim is integrate the Brand into the permanent Entry Point Markers that are 
being developed. It is also planned that the Brand be used on interim metals signs at 
entry points to the Park. It is intended that these interim signs will erected at 10 key 
points of entry on roads, and also at railway stations, and that all of these should be 
erected as soon as possible in time for the 2005 tourist season. 

21. The Brand will be registered as a trademark and the CNPA already owns the copyright 
to it, providing a measure of protection against unauthorised use. 


Recommendation 

22. The Board endorse progress to date on process of the development of the visual 
identity, including its early uses. 


Rolling Out the Brand 

23. Developing and agreeing the visual identity is only a relatively small part of building a 
successful brand. In the end the brand will succeed or fail according to how it is used 
and how widely it is used. Hence, the approach that is taken to deciding who can and 
cannot use the brand is critical. This is particularly important in the Cairngorms 
context, because of range of uses to which the brand could be put. Tourism 
businesses, marketing groups, communities, food producers, and local arts and 
cultural bodies could all expect to use the brand. 

24. Discussion of the possible ways that the brand could be rolled out formed a key part of 
the presentations to stakeholder groups, described in point 14. Three broad 
approaches that could be taken to developing criteria that could be used to decide who 
and how the brand should be used were outlined. These options are as follows. 

25. Option 1: ‘anyone and everyone’. This approach would allow anyone to use the brand 
subject only to simple geographic criteria. This would have the advantage of being 
easy to manage, very inclusive, and the ease of use would encourage widespread 
adoption of the brand. The disadvantages of this approach are that there would be no 
control over the use of the brand, it would be open to misuse, and it would be easy for 
the brand values – as described by the Brand Wheel - to be undermined. The brand 
would lose meaning, and this in itself could actually be a deterrent to use in some 
quarters. 

26. Option 2: adoption of existing standards. In this scenario, the right to use the brand 
would be available to those in the Cairngorms who meet certain already existing 
standards or criteria. For example, businesses who are part of the Green Tourism 
Scheme could then be allowed to use the brand. The disadvantage of this route is 
some potential users may be reluctant to join schemes due to fees or other concerns, or 
there may not be appropriate existing schemes in particular areas. It could also be 
difficult to ensure a level playing field between sectors. 

27. However, option 2 has a number of advantages. Firstly, it encourages quality and 
buy-in to the brand values. By requiring certain standards the brand would be seen to 
mean something, without imposing an additional bureaucratic burdens either on the 
CNPA or brand users. A majority of tourism businesses are quality assured, and the 
Brand may be an additional incentive to encourage others to qualify, thereby helping 
with the wider objective of raising standards across the Park. 

28. Option 3: a bespoke scheme. This would involve the development of a new licensing 
scheme for the Park, through which applicants would have to pass before being 
allowed to use the brand. This would have the advantage that it would be tailored 
exclusively to the requirements of the Cairngorms National Park. It would therefore 
by more exclusive, and would very specifically promote buy-in to the brand values. 
On the downside, setting up a new quality assurance scheme would be extremely 
labour-intensive and financially costly. Furthermore, the time it would take to 
develop would mean that the Brand could not be rolled out on the timescale that is 
currently envisaged – ie a scheme could not be ready in time for a March launch in 
time for the 2005 tourist season. The additional burden of having to go through 
another new process would mean that the Brand would not be so widely used. 

29. The key points raised in response to these options at each of the presentations are 
summarised at Appendix 2. While a variety of views were expressed, there was a 
clear steer towards some version of Option 2. 

30. There was also a strong feeling that it would be wrong to rush the roll-out process. 
Once the brand is out there and in use in a particular sector or form, it cannot be taken 
back. Though it may be frustrating for some potential users, we need to ensure that 
we have the right system in place in each sector before progressing. This will 
certainly mean that some sectors will be able to use the brand before others. We will 
manage this through a clear process of explanation to stakeholder groups. 


How Will The Brand Be Used? 

31. There are two distinct ways in which the brand could be used, which need to be 
treated differently. 

32. Firstly, it could be used by businesses and communities in support of their own 
marketing and promotional activity – this is the principal use for which the Brand was 
conceived. 

33. Secondly, the Brand could be used on products and merchandising for direct sales. 
Products which do nothing more than directly exploit the imagery could include Tshirts, 
mugs, and other merchandising. 


Criteria For Use In Marketing And Promotion 

34. If we are to allow the Brand to be used conditionally with relevant existing quality 
assurance schemes, the question remains as to how this will work in practice. In 
particular, it needs to be clear how relevant schemes are to be chosen, who makes 
such a decision, based on what criteria. 

35. Rather than the CNPA selecting which existing schemes are appropriate for use with 
the brand, it is proposed that at this stage we agree criteria which existing schemes 
need to meet in order to be suitable for linking to the brand. It is proposed that these 
are as follows: 

a. Fit with aims of the Park. In order to be suitable for linkage to the brand, schemes 
must support the delivery of the 4 aims of the Cairngorms National Park. 

b. Sustainable tourism strategy. In the case of tourism, schemes will only be deemed 
suitable for linking to the brand if they clearly support the delivery of the 
principles of the sustainable tourism strategy. For example, this year the CNPA 
will be supporting the provision of ‘product knowledge training’ to ensure that 
tourism providers have a good level of knowledge about the Park as a whole, its 
aims and objectives. A commitment to undertaking this training could be attached 
to use of the Brand. 

c. Fit with brand values. To be used in association with the brand, schemes must fit 
with and support the brand values as defined by the Brand Wheel. 

d. Industry penetration rates. In considering whether a scheme should be associated 
with the brand, it will be important to consider the extent to which it is already 
used by the relevant sector within the Park. Given the wish to see the Brand used 
as widely as it can be consistent with the points above, preference should be given 
to schemes that are used by a significant number of outlets in the Park. 

e. Cost implications for stakeholders. Most quality assurance schemes have some 
level of cost attached to them. To ensure that the brand is widely used, efforts 
must be made to ensure that it is not only the most financially burdensome 
schemes that are associated with the brand. 

f. Finally, we will need to ensure that the schemes we choose are monitored and that 
their benefits are understood. 

36. In sectors where there are no criteria in place, the approach to the use of the brand can 
be decided on a case-by-case basis by the Brand Management Committee (see below). 


Recommendation 

37. That the Board agree that use of the Brand for marketing and promotional 
activity will be linked to appropriate existing quality assurance schemes. 

38. That the Board agree that quality assurance schemes will be considered suitable 
for linking to the Cairngorms Brand if they deliver the aims of the Park, fit with 
the brand values, and support the sustainable tourism strategy. The overall 
picture of schemes associated with the brand should ensure that there are wide 
industry penetration rates and reasonable costs for users. 


Licensing The Brand For Direct Sales
 
39. Examples of this category could include T-shirts, pens, mugs, maps and so on. In 
other National Parks, such products have proved to be attractive to visitors. 

40. One possible way to manage this category would be that any group that has satisfied 
the process described above could produce their own branded T-shirts, for example. 
This would have the disadvantage of risking a proliferation of different designs, while 
the benefit from such products would be spread thinly. 
 
41. An alternative route would be that the rights to produce specific products for direct 
sale that use the Brand would be licensed to a limited number of providers in each 
case. By issuing licenses, quality could be ensured. 

42. If we pursue this route, it would be important to ensure that some of the benefit from 
sales of such products is invested in the Park. Through the sustainable tourism 
strategy, we are committed to ensuring that tourism activities work to the benefit of 
the natural environment. This could be clearly demonstrated by agreeing to the 
principle that revenues that may be generated as a condition of such licenses would be 
directed to projects that focus on conservation of the natural and cultural heritage 
within the Park. Furthermore, this principle would be a key factor in deciding to 
whom any licenses should be issued. 

43. The practicalities of such an arrangement will need further research. For example, it 
might require a company to be set up to administer the licenses, or a trust to be 
established in order to handle the revenue. 

44. This section does not apply to food products produced within the Park. Food 
Marketing is being looked at separately and proposals, which may include some form 
of licensing, will be brought forward in due course. 


Recommendation 

45. That the Board agree to the principle that the Brand can only be used on 
products for direct sale subject to license, and that any revenue generated as a 
condition of such licenses should be directed to projects that focus on 
conservation of the natural and cultural heritage within the Park. Further work 
should be undertaken to develop the best system for managing these 
arrangements. 


Brand Management Group 

46. If the Brand is to be successful, those who are using it need to have a sense of 
ownership of it. While the CNPA will retain legal ownership of the visual identity, it 
is proposed that decisions about how the brand is implemented and used should be 
taken by a Brand Management Committee, subject to criteria stated above. 

47. Furthermore, in some sectors there will not be any appropriate criteria in place at all. 
The Brand Management Committee will be able to develop an approach that can be 
taken in each such case that arises. 

48. The Brand Management Committee would be a small group, comprising 
representatives from the Association of Cairngorms Community Councils, the 
Cairngorms Chamber of Commerce, the Food Marketing Group (or other such food 
marketing body that may be established in the future), VisitScotland, CNPA board 
members and relevant staff. CNPA representatives on the group should report to the 
Board from time to time about its activities. 


Recommendation 

49. That the Board agree the establishment of a Brand Management Committee to 
take decisions about how the Brand should be implemented and used. 


Supporting Early Actions 

50. In order to facilitate take up of the brand, we need to consider to what extent CNPA 
resources should be allocated to this task. 

51. Clearly, delivering the various outputs described above will take up significant staff 
time. On the current assessment, this can be met through existing staff resources 
proposed in the Corporate Plan. 

52. As stated in para 3 (above), the CNPA has already devoted significant resources to 
developing the Brand which will then largely be used by, or in partnership with, 
others. 

53. It would not be appropriate for the CNPA to allocate funds solely to promote use of 
the Brand as we would run the risk of subsidising activities that are already 
commercially viable. 

54. However, there is considerable scope within our current and future work programme 
to encourage the use of the brand as part of our support for other activities. Promoting 
use of the Brand should be a key strand in future grants schemes operated by the 
CNPA, which will be the subject of discussion at a future Board meeting. 

55. One significant area in which the Brand could be applied is through our work with 
tourist information providers - especially Tourist Information Centres – and with 
Ranger Services. Work to do this is being progressed, and will be discussed in more 
detail in future Board papers on Rangers Services and Interpretation Strategy. 

56. One area of activity that we wish to encourage is collaborative marketing and events 
in the private sector. While support for this is included in the proposed Corporate 
Plan for future years, it is recommended that £10,000 is allocated for this purpose in 
the remainder of the current financial year. This support will help to give the brand 
some impetus in the early months. 


Recommendation 

57. That the Board agree that the use of the Brand should be encouraged in through 
our existing work programme. 

58. That the Board agree that £10,000 should be allocated to encourage use of the 
brand in collaborative marketing and events in the rest of this financial year. 

Implications For The Use Of The CNPA Logo 

59. The CNPA logo was developed as a corporate identity for the organisation. The 
launch of the brand for the broader promotion of the Park area clearly has implications 
for the use of the CNPA logo, in order to minimise the possibility of confusion arising 
between the two. 

60. As a basic rule, the CNPA logo should only be used as a corporate logo to represent 
official business of the Park Authority. It should not be used in a broader context to 
promote the Park area. 

61. The CNPA logo should continue to be used on all official communications of the Park 
Authority, such as letterheads, business cards, board papers, and so on. 

62. Where the CNPA has funded or part-funded a project and a logo is displayed, that 
should be the logo of the Park Authority. 

63. Materials produced by the Park Authority to promote or present the area as a 
destination to visitors should, to ensure consistency of message, feature the Park 
Brand. In these cases, point 46 could also apply. 

64. The current CNPA logo uses the words ‘Cairngorms National Park’. To make clear 
that this is the logo for the organisation, it is recommended that the word ‘Authority’ 
should be added to the CNPA logo. 


Recommendation
 
65. To approve the insertion of the word ‘Authority’ to the CNPA’s logo. 

66. To agree that the CNPA logo should only be used as a corporate logo to 
represent official business of the Park Authority. It should not be used in a 
broader context to promote the Park area. 

Danny Alexander 
Heather Galbraith 
Andrew Harper 

1 February 2005 

dannyalexander@cairngorms.co.uk 
heathergalbraith@ciarngorms.co.uk 
andrewharper@cairngorms.co.uk