How Venlo Built Its New, Successful City Brand

What city branding really takes and why it is much more than a logo

Venlo, in the Netherlands, is the hometown of Embrosa. A city where local entrepreneurship, making things happen together, and celebrating life go hand in hand. That is precisely why we were especially curious when Venlo Partners, the organisation responsible for city management and city branding, finished it's extensive city branding journey.

In this Embrosa Talks episode, we spoke with Marcel Tabbers, Director of Venlo Partners, about the why, the how, and above all what happens when you stop treating city branding as a marketing project and start seeing it as a collective process of meaning-making.

This is what we learned.

City branding versus city marketing: what is the real difference?

City branding is often confused with city marketing. According to Marcel, that is exactly where the distinction lies.

City branding is therefore not about slogans, campaigns or a new logo. It is about capturing the DNA of a city. Where do you come from? What connects people? What defines the culture, behaviour, and the way people work and live? “It is really about capturing the DNA of a city.”

Only when that foundation is clear can a city communicate consistently. Not just as a marketing organisation, but also as a municipality, educational institution, employer and entrepreneur.

One city, too many stories: why Venlo chose city branding

When Marcel started at Venlo Partners seven years ago, he noticed something fundamental. There were many stories being told about Venlo, but not one shared story. “The essential marketing question ‘what are we going to tell?’ was not really being answered.”

The municipality communicated one narrative, educational institutions another. Large employers told different stories again when recruiting talent. City marketing existed, but without a shared foundation. The core question therefore became: what is the story we all tell, and in which we all recognise ourselves?

“Ideally not just us as a marketing organisation or the municipality, but everyone. Large companies looking for employees. Educational institutions recruiting students. They all need to be able to tell the story of Venlo.”

For a city like Venlo, with a strong economic position in areas such as AgroFood, logistics and manufacturing, a rich social and cultural life, and a mix of city districts, villages and neighbourhoods each with their own identity, it was essential to arrive at a shared narrative. Not to erase differences, but to connect them.

From insight to expression: how the city branding process unfolded in Venlo

Venlo’s city branding journey followed four clear phases. Seven years ago, the initial idea to work on city branding emerged. Three years ago, the necessary budgets were secured. The actual execution of the project then took just over two years.

Phase 1: Insight: who are we as a city?

Everything started with insight. Who are we as a city? This phase was broad, in-depth and intensive. More than 1,000 residents of Venlo participated through surveys, sessions and conversations. Residents, entrepreneurs, educational institutions, politicians and neighbourhood councils were actively involved.

Everything was put on the table: history, culture, social behaviour, economy, sports, events and social cohesion. The result was not a summary, but an exhaustive starting document of nearly 100 pages answering one central question: what is Venlo?

According to external experts, such an extensive starting document is unique in its completeness, not only because of its content, but also because of the broad group of contributors.

Phase 2: Positioning: what is our core?

From all this input, four core values were distilled together with external city branding expert Richard Stomp: green, enterprising, together and celebrating.

At first glance, these values may not seem unique. Many cities will recognise themselves in them. The strength lies in the combination. Especially the mix of entrepreneurship and enjoyment proved to be distinctly Venlo. Notably, these values resonated not only with the city as a whole, but also with all neighbourhoods and districts.

Marcel admits he had never seen this so clearly himself. “You only really see that combination when someone from the outside looks at it. You truly need those outside eyes.” Continuous feedback was essential in this phase. “Time and again we asked: have we understood this correctly? Do you recognise yourself in this?”

Phase 3: Brand strategy: how do we tell this story?

Only then did the brand strategy follow. The translation into marketing, target audiences, brand architecture and communication. What role does the municipality play? What role do partners play? And how does this story come to life in practice?

In this phase, the focus was more internal within Venlo Partners, but still in close collaboration with partners. A key moment was the decision by the municipality of Venlo to align its own brand with the new city brand.

Phase 4: Expression: making it visible together

The final phase focused on expression. First, a collective of local creatives was brought together to explore colour, form and visual identity: the look and feel of the brand. This group became known as the visualisers.

“People from different disciplines, ages and neighbourhoods actively contributed. Everyone with a heart for the city of Venlo.”

Subsequently, two agencies, STUDIO DENK and LUIDSPREKER, were engaged to develop a visual identity that is simple, open and easy to adopt. “The brand is not the logo of the municipality or of Venlo Partners. It belongs to everyone.”

The biggest challenge: keeping everyone involved, year after year

The biggest challenge was not the content and not the creative work. According to Marcel, it was maintaining engagement throughout a process that lasted two to three years.

A new city brand only succeeds when it is widely supported. That means people need to be involved, feel heard, and not drop out along the way. This requires patience, structure and continuous feedback.

Crucial in this respect was the role of project leader Inge van Roij, who safeguarded the process, connected people and carried the project from start to finish. City branding affects everyone.

The biggest gain: a brand that belongs to everyone

Perhaps the greatest outcome of the entire journey is that people now feel ownership of the Venlo brand.

Not just Venlo Partners or the municipality, but also companies, educational institutions, marketers, creatives and residents. The brand is not rolled out; it is genuinely carried.

As Marcel summarises it:

Five lessons for cities considering a rebrand

For cities thinking about rebranding, Marcel is clear. These are his key lessons:

1. Do it together, truly together
   City branding only works when municipality, marketing organisation and city act as partners.
2. Invest in process, not just output
   Keep gathering input, feeding back and testing, even after the launch.
3. Never cut corners on people
   A strong project leader and space for interaction are essential.
4. Take your time
   If you want to do it properly, count on at least three years.
5. Dare to let go
   A brand only becomes strong when others are allowed to use it.

In conclusion: city branding as collective meaning-making

What makes the city branding journey in Venlo so powerful is that it feels like something that was discovered, not invented. “You only really see it once it is there. Then you recognise it everywhere around you.”

That principle is something we recognise at Embrosa as well. One central story, carried by many, translated to local contexts, with room for individuality. City branding is not a marketing trick. It is collective meaning-making.

And that is what makes it scalable and incredibly powerful.