{"id":12598,"date":"2025-10-01T12:19:41","date_gmt":"2025-10-01T10:19:41","guid":{"rendered":"https:\/\/www.stadtmanufaktur.com\/?post_type=avada_portfolio&p=12598"},"modified":"2025-10-06T14:13:56","modified_gmt":"2025-10-06T12:13:56","slug":"walldorf-place-marketing-with-strengths-strategy-and-structure-2","status":"publish","type":"avada_portfolio","link":"https:\/\/www.stadtmanufaktur.com\/en\/projekte\/walldorf-city-marketing-with-strengths-strategy-and-structure-2\/","title":{"rendered":"Linz City Ring: New strategy,
new clout"},"content":{"rendered":"
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Client: Linz City Ring<\/h3><\/div>
Project period: April – October 2025<\/h5><\/div>
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The project in brief<\/h2><\/div>

The Linz City Ring<\/a> has been representing the interests of city center stakeholders<\/b> for more than 55 years<\/span> <\/b>in the city of Linz in Upper Austria. In recent years, however, expectations of the organization and the general conditions have changed considerably. Key words: vacancy management, online retail, rising costs, etc. <\/span><\/p>\n

Linz City Ring 2025 therefore decided on a strategic realignment<\/b>.<\/span> Our experts for place branding and urban development<\/a> accompanied the process with keynote speeches, one-on-one discussions and workshops and developed the company’s new strategy.<\/span><\/p>\n

The focus was on the question of its future role<\/b> – between place marketing, location development and vacancy management – as well as the activation of the approximately 400 member businesses. <\/b>The overarching goal: to <\/span>develop<\/span>the Linz City Ring from an <\/span>“<\/span>event and service organization<\/span>“<\/span> into a <\/span>shaping force of inner city dynamics <\/b>.<\/span><\/p>\n<\/div>

\"Presentation<\/span><\/div>

Strategy development by Stadtmanufaktur = with focus and networking to achieve results<\/p>\n<\/div>

Task and background<\/h2><\/div>

While a strategy paper from 2018 has so far remained unused, a comprehensive city center strategy for Linz<\/b> was created in 2024 with broad participation. This raised expectations that the Linz City Ring would not only support this strategy, but actively bring it to life. <\/p>\n

At the same time, the range of tasks expanded: with around 400 member businesses from retail, gastronomy, culture and services and a small operational team of four employees, the Linz City Ring faced the challenge of coping with the increased responsibility – especially in the area of vacancy management – with clear structures, resources and a sharper positioning.<\/p>\n

A further challenge: the member companies should not only be supported, but also activated. Many companies would like to be more involved, others are difficult to motivate.<\/p>\n<\/div>

The questions at a glance:<\/h4><\/div>
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