Meet Hicham Echattabi who holds a unique vantage point on place marketing in North Africa—not only as a researcher but also as an advisor, trainer, and practitioner embedded in Morocco’s evolving territorial landscape. His work spans academic theory and on-the-ground strategy, offering a rare synthesis of insight into how places in Morocco—and increasingly, across Africa—navigate their identity, visibility, and appeal.
This interview is part of The Place Brand Observer’s spotlight on the Places and People to Watch across the continent—brought together in a special edition, available here this November.
We spoke with Hicham to better understand the state of place and territorial marketing in the region. What’s working? What remains misunderstood? And how do local dynamics shape or constrain the ability of African territories to express themselves on their own terms?
Hicham, how would you characterise the current state of place branding and territorial marketing in Morocco?
In Morocco, place marketing and place branding have been experiencing noticeable growth both in research and in practice. As a discipline, and much like in most francophone countries—especially in Africa—this field remains relatively recent, despite the growing interest it attracts among researchers (in the francophone context, a clear distinction between place branding and Territorial marketing/place marketing is not always made, with the term “marketing territorial” being the most commonly used). It gained real momentum from the mid-2000s (with the first studies around 2004), but its concrete deployment through place brands and public strategies significantly accelerated following the regionalization reforms of 2015–2016.
On the academic front, we now observe a substantial output of scientific articles, doctoral theses, and master’s dissertations, as well as the gradual introduction of dedicated modules on place marketing and place branding in several universities and management schools across the country.
On the practical front, however, the picture is more nuanced. With the notable exception of Casablanca, and with some regions only beginning to launch their projects, few cities and regions have fully committed to integrated and formalized place marketing or place branding strategies. Most initiatives remain limited to one-off actions, often fragmented and rarely coordinated within a long-term vision supported by dedicated institutions and adequate human and financial resources.
That said, ongoing initiatives aim to promote territorial assets, improve communication, and raise institutional visibility, especially to attract investment and tourism.
Put simply, the reality is that Morocco has made noticeable progress since the regionalization reforms, but this momentum remains uneven. While some territories have begun to integrate place marketing into their strategies, many initiatives are still fragmented, under-institutionalized, and lack long-term coordination.
To what extent is there a shared understanding of territorial marketing among institutional stakeholders—public sector leaders, local authorities, or economic development agencies?
This is where the main challenge lies. The lack of a truly shared understanding of place marketing remains a weakness—and even a major issue—even in countries often presented as advanced in this field. Morocco, like many others, is no exception. This lack of clarity ranks among the discipline’s key challenges, alongside stakeholder involvement, governance, and funding.
In Morocco, based on our experience, in many cases initiatives are still equated with place marketing: a promotional campaign, a billboard, a radio or television commercial, or even a one-off event. Specialized development agencies in this field remain rare. Most of the time, large generalist agencies handle such initiatives, sometimes by temporarily recruiting specialists. The recourse to specialized expertise remains uneven and often depends on the specific requirements of projects.
For many public officials and local elected representatives, place marketing is often mainly associated with communication and promotional activities (advertising campaigns, slogans, events), usually with the expectation of quick results. This perception overlooks the integration of a strategic approach focused on building a territorial identity and leveraging intangible assets.
I can understand where this ambiguity comes from, even among some practitioners and researchers. How can one master place marketing and place branding without first mastering the basics of classical marketing: the difference between perceived and created value, between satisfaction and customer experience, or between communication, marketing, promotion, and branding?
The same applies to management, strategy, and other basic disciplines that underpin place marketing, which also require solid foundations before being adapted to the territorial level.
When more complex notions are added—such as value co-creation, brand equity, the distinction between competitiveness and attractiveness, or multi-level governance—confusion deepens further.
Overall, in Morocco, the understanding of place marketing remains partial and uneven among stakeholders, especially at the local level.
While some actors—such as the Regional Investment Centers (CRI), Morocco Now/AMDIE, ministries, and major cities like Casablanca—are beginning to develop a more strategic vision, the majority of local authorities still equate place marketing mainly with promotional activities or with infrastructure projects only, without systemic coordination or clearly defined governance.
You’ve worked across multiple levels of government and academia. What are some of the most common misconceptions about place branding and marketing in the Moroccan or African context?
As I mentioned earlier, place marketing is often perceived in Morocco, as in other parts of Africa, as a simple communication or promotional exercise designed to showcase what a territory already has.
In practice, it is usually applied once projects are completed: an industrial zone, a technology park, a port, a museum, or a renovated district. Place marketing then becomes a way to “make known” what exists, through a campaign or a catchy slogan, rather than being integrated upstream into strategic thinking and project design.
Effective place marketing requires long-term, coordinated actions that shape places themselves, rather than merely advertising them.
Another common misconception concerns stakeholder involvement. Their participation is often limited to being informed at a late stage, rather than playing an active role in the design, decision-making, and implementation processes.
In several sub-Saharan contexts, as well as in South Africa, we see more practices of nation branding than of place branding or place marketing. These approaches focus primarily on building the image and reputation of a country as a whole, rather than placing greater emphasis on cities or regions.
What does the current policy and economic environment enable—or inhibit—when it comes to building credible territorial marketing strategies?
Since the launch of the advanced regionalization process in 2015, Morocco’s political and economic environment has created several opportunities to build credible place marketing strategies.
The country has adopted ambitious national strategies – from the New Development Model (2021) to the Industrial Acceleration Plan and the National Tourism Strategy – as well as structural reforms such as the National Charter of Administrative Deconcentration (2018), the Law on the Simplification of Administrative Procedures (2020), and the National and Regional Spatial Planning Schemes (SNAT and SRAT) – all of which provide a coherent framework for strengthening territorial attractiveness.
The progressive rollout of advanced regionalization, together with the creation and later reform of the Regional Investment Centers has given regions a greater role in showcasing their assets and shaping their own strategies.
At the same time, macroeconomic stability, Morocco’s gradual integration into global markets (through free trade agreements and strategic partnerships, notably with the European Union and Africa), and large infrastructure projects (Tanger Med, the high-speed rail line, renewable energy development) all add credibility to territorial narratives.
That said, some challenges remain. Beyond issues of training, governance, and financing, structural aspects—such as the predominance of the central state and the gradual pace of regionalization—may slow the deployment of place marketing strategies, even if this progressive approach helps ensure coherence and sustainability.
Could you point to any examples from Morocco that, in your view, signal genuine progress or innovation in placemaking or place promotion?
In Morocco, we have recently seen some notable progress, although these advances are often more visible in placemaking and urban development than in place branding or place marketing.
In terms of placemaking and urban development, several Moroccan cities have launched major transformation projects that have reshaped their image. In Tangier, for example, the waterfront, Tanja Marina Bay – the country’s first urban marina – the medina and Kasbah, as well as the redevelopment of the Tangier Ville port into a leisure and cultural area, reflect a clear ambition to reconnect the city with its coastline.
Casablanca, with the rehabilitation of the Corniche of Aïn Diab and the development of its financial hub, Casa Finance City, illustrates an effort to modernize the city and align it with international standards.
On the side of place marketing and place branding, the most structured initiative to date remains WeCasablanca, launched in 2016. Led by Casablanca Events & Animation, this strategy aims, according to its promoters, to strengthen the city’s attractiveness, hospitality, and sense of proximity.
And beyond Morocco, are there particular African regions or cities that stand out to you as emerging leaders in this field?
Beyond Morocco, and without strictly distinguishing between national, regional, or local levels, several African countries and cities have also been developing initiatives, mainly in the field of nation branding. Many of these efforts have taken the form of campaigns and slogans, but they often remain ad hoc, lack continuity, and are not yet fully institutionalized.
Rwanda stands out as an emblematic case through the Visit Rwanda campaign, which reflects a genuine nation branding strategy built around Kigali as a showcase and a hub for business and conference tourism (MICE). According to the 2024 annual report of the Rwanda Development Board, the MICE sector generated approximately USD 84.8 million in 2024, contributing significantly to overall tourism revenues, which reached about USD 647 million in the same year.
South Africa also represents a structured experience, mainly at the national level. Since 2002, the public agency Brand South Africa has been leading a nation branding strategy aimed at strengthening the country’s international image while also fostering internal cohesion. At the urban scale, certain initiatives — such as Cape Town’s designation as World Design Capital 2014 — helped project an image of creativity and innovation, though they did not evolve into a fully formalized place branding strategy comparable to Casablanca’s.
Beyond these more structured cases, other African cities have launched initiatives that increase their international visibility, though they do not yet constitute comprehensive branding strategies. Examples include Nairobi as a technological and financial hub, Tunis through cultural tourism, and Johannesburg with its narrative of a “World-Class African City.” These initiatives, however, remain more fragmented than the consolidated strategies of Rwanda, South Africa, or Casablanca.
How do cultural, political, and administrative specificities in North Africa shape how place marketing is understood and practiced?
Cultural, political, and administrative specificities in North Africa strongly shape how public policies in general—and place marketing in particular—are designed and implemented. The region’s identity—shaped by Islamic values deeply rooted in society, the Arab-Berber heritage, and the legacy of colonization—encourages an emphasis on territorial offerings that combine tradition and authenticity.
This cultural embeddedness leads to branding strategies that highlight heritage, hospitality, and spirituality, often positioning cities and regions as custodians of a timeless identity. This is reflected in campaigns promoting destinations such as Chefchaouen, Essaouira, Marrakech, or the medina of Tunis.
Politically, place marketing is often led by the central state or its decentralized agencies, as well as through the participation or initiatives of the elected regional councils. It is primarily used to advance national objectives, such as attracting foreign investment or projecting an image of modernity and strength.
Strong centralization, according to certain local actors, still tends to limit the autonomy of local authorities and can slow the emergence of grassroots initiatives or public-private partnerships. As a result, place marketing remains predominantly top-down, with local participation often limited and strategies more focused on image than on local embeddedness.
Much of your work blends academic research with consultancy. What does this dual perspective allow you to see that others might miss?
Combining academic research with consultancy gives me a unique dual perspective. On the one hand, research allows me to step back, follow trends, compare international visions and experiences, analyze concepts, and ultimately gain a deeper understanding of the dynamics of place marketing proposed by researchers around the world.
On the other hand, fieldwork—through consulting, training, and supporting local stakeholders—confronts me with concrete realities: political power dynamics, governance challenges, budget constraints, economic demands, social expectations, and the perceptions of city actors operating in this field.
Wearing both hats is essential. In consultancy missions, it is not only about providing expertise but also about pedagogy: making complex notions accessible and simplifying what may seem abstract or overly technical.
Conversely, in teaching or research, it is crucial to stay connected to the field, to test concepts, adapt them, and sometimes even challenge them.
Looking ahead, what would you say are the most urgent shifts or investments needed to advance territorial marketing in the region?
The key priority is strong political will at all levels, particularly at the local scale. Without a real commitment from decision-makers to transform cities and develop them in line with the needs and expectations of their users, strategies risk remaining purely declarative. Without concrete action on the ground to implement place marketing effectively, projects risk remaining ineffective or superficial.
It is essential to institutionalize place marketing, as some countries have already done by creating dedicated departments for place marketing and attractiveness, equipped with specific human and financial resources.
Given that place marketing -and, more broadly, territorial attractiveness- is a complex field, it requires multi-actor and multi-level governance. This means ensuring the genuine involvement of all stakeholders.
Place marketing is a strategic discipline: it cannot succeed through the effort of a single actor, but only through cooperation and coordination among all relevant players.
It is also crucial to clarify and popularize what place marketing really is, in order to dispel the persistent conceptual confusion that sometimes makes it the “catch-all” for a territory’s problems. This calls for a strong pedagogical effort, particularly through training.
While several programs already exist for regional and provincial officials, they remain insufficient given the scale of the challenges. From our experience working with both small and large cities, the demand is clear, but it still needs to be strengthened.
Finally, a good starting point for any place marketing project is to study experiences from elsewhere—both successes, which can serve as inspiration, and less successful experiences, which can help save time and resources.
Thank you, Hicham.
Connect with Hicham Echattabi on LinkedIn or via his website.
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