CHOGM’s lost opportunity
Dec 08, 2007
NOW that the dust is settling over the Commonwealth Heads of Government Meeting (CHOGM), it’s time to assess what was achieved and gained from the event. The scramble to host big international events – the World Cup, Olympics, European Championships, is a cut-throat business.
By Paul Busharizi
NOW that the dust is settling over the Commonwealth Heads of Government Meeting (CHOGM), it’s time to assess what was achieved and gained from the event. The scramble to host big international events – the World Cup, Olympics, European Championships, is a cut-throat business.
The prestige and favourable image that these events attract, go beyond bottom line considerations for the host nations.
South Africa will be hosting the World Cup in 2010 and during a recent visit, Tumi Makgabo, the communications manager for the event, outlined how South Africa was preparing so that the event will have far reaching benefits for the country.
There will be no last minute rushes to build stadiums – which will be ready by the end of next year, contracts have already been negotiated and signed and the organisers are actively seeking to involve the small-and-medium enterprises in the execution of the event.
Aside from the $2b in improved transport and communications infrastructure and new stadiums that will be built and $3b contribution to the economy that will ensue from the event, South Africa sees the event as a showcase of how far the rainbow nation has come from the dark days of apartheid.
For South Africa, hosting the World Cup is a branding exercise, which if everything goes according to plan, will cement South Africa’s image as an emerging nation not to be confused with Africa, which is stereotyped as riddled with disease, poverty-stricken and torn by political strife and instability.
CHOGM and its attendant events may have been a fortnight’s affair but in retrospect, it was a lost opportunity to, for example market Uganda as an oasis of calm in a volatile region or a country with a dynamic population ready to do business with the world.
The exercise of developing a brand is a time consuming and painstaking undertaking. And because brand equity is an intangible thing based mainly on reputation and the ensuing perception, it is fragile and needs to be guarded jealously.
Brand value is built on awareness of, experience with, the associations tagged to and loyalty to the brand.
Seen on an individual level for example, John is widely known in his profession as a reliable, experienced and competent accountant, attributes that are valued among his peers.
The word spreads and his clients are willing to retain him over other accountants however highly recommended.
On other hand, Peter in the same profession is known as a flashy dresser, not averse to cutting corners and averse to authority.
These attributes would be good for an innovator or inventor but are not highly regarded in accounting circles.
So Peter’s brand as an accountant suffers.
It is no secret that Uganda’s brand is associated with Idi Amin and the chaos of the 1970s and 1980s, Joseph Kony and the murderous LRA, AIDS and all manor of virulent disease and dehumanising poverty.
In recent years, however, the story that Uganda is on the mend with the economy back on its feet – however perilously and stabilised political situation, is beginning to sip through.
CHOGM as branding exercise would have looked to accentuate more of our positive side, an exercise that would not have started when the Queen touched down, but be part of a larger exercise that was accelerated when it was clear we were to host CHOGM.
A lot of the campaign – like the “we are ready for CHOGM†campaign was an exercise in navel gazing, and less playing to an international gallery.
As far as the international community is concerned, you are supposed to be ready for CHOGM!
So what did we achieve in as far as promoting brand Uganda? Very little actually.
The heads of state now know we have a near world-class facility at the lakeside Commonwealth Resort Munyonyo – they were probably comparing it to the seven-star Burj El Arab in Dubai so you will forgive them if they were not totally bawled over.
The businessmen were encouraged by the positive pro-business noises the regional leaders were making but they are choosing to wait and see whether that vision trickles down to the political class and the civil service.
In terms of a branding exercise, we came away looking like a patient who has just been discharged from hospital and lost a real opportunity to announce to the world that Uganda is back and open for business.
pbusharizi@newvision.co.ug
NOW that the dust is settling over the Commonwealth Heads of Government Meeting (CHOGM), it’s time to assess what was achieved and gained from the event. The scramble to host big international events – the World Cup, Olympics, European Championships, is a cut-throat business.
The prestige and favourable image that these events attract, go beyond bottom line considerations for the host nations.
South Africa will be hosting the World Cup in 2010 and during a recent visit, Tumi Makgabo, the communications manager for the event, outlined how South Africa was preparing so that the event will have far reaching benefits for the country.
There will be no last minute rushes to build stadiums – which will be ready by the end of next year, contracts have already been negotiated and signed and the organisers are actively seeking to involve the small-and-medium enterprises in the execution of the event.
Aside from the $2b in improved transport and communications infrastructure and new stadiums that will be built and $3b contribution to the economy that will ensue from the event, South Africa sees the event as a showcase of how far the rainbow nation has come from the dark days of apartheid.
For South Africa, hosting the World Cup is a branding exercise, which if everything goes according to plan, will cement South Africa’s image as an emerging nation not to be confused with Africa, which is stereotyped as riddled with disease, poverty-stricken and torn by political strife and instability.
CHOGM and its attendant events may have been a fortnight’s affair but in retrospect, it was a lost opportunity to, for example market Uganda as an oasis of calm in a volatile region or a country with a dynamic population ready to do business with the world.
The exercise of developing a brand is a time consuming and painstaking undertaking. And because brand equity is an intangible thing based mainly on reputation and the ensuing perception, it is fragile and needs to be guarded jealously.
Brand value is built on awareness of, experience with, the associations tagged to and loyalty to the brand.
Seen on an individual level for example, John is widely known in his profession as a reliable, experienced and competent accountant, attributes that are valued among his peers.
The word spreads and his clients are willing to retain him over other accountants however highly recommended.
On other hand, Peter in the same profession is known as a flashy dresser, not averse to cutting corners and averse to authority.
These attributes would be good for an innovator or inventor but are not highly regarded in accounting circles.
So Peter’s brand as an accountant suffers.
It is no secret that Uganda’s brand is associated with Idi Amin and the chaos of the 1970s and 1980s, Joseph Kony and the murderous LRA, AIDS and all manor of virulent disease and dehumanising poverty.
In recent years, however, the story that Uganda is on the mend with the economy back on its feet – however perilously and stabilised political situation, is beginning to sip through.
CHOGM as branding exercise would have looked to accentuate more of our positive side, an exercise that would not have started when the Queen touched down, but be part of a larger exercise that was accelerated when it was clear we were to host CHOGM.
A lot of the campaign – like the “we are ready for CHOGM†campaign was an exercise in navel gazing, and less playing to an international gallery.
As far as the international community is concerned, you are supposed to be ready for CHOGM!
So what did we achieve in as far as promoting brand Uganda? Very little actually.
The heads of state now know we have a near world-class facility at the lakeside Commonwealth Resort Munyonyo – they were probably comparing it to the seven-star Burj El Arab in Dubai so you will forgive them if they were not totally bawled over.
The businessmen were encouraged by the positive pro-business noises the regional leaders were making but they are choosing to wait and see whether that vision trickles down to the political class and the civil service.
In terms of a branding exercise, we came away looking like a patient who has just been discharged from hospital and lost a real opportunity to announce to the world that Uganda is back and open for business.
pbusharizi@newvision.co.ug