Rossana Dresdner has played a key role in shaping the international image of Chile through her leadership of Fundación Imagen de Chile, the strategic platform for country promotion. Having recently stepped down from that role, Rosanna brings a wealth of insights into how nation branding is evolving—particularly in light of geopolitical tensions and the growing importance of values and trust.
Intrigued by the showcase of Chile in the 2025 Place Brand Leaders Yearbook, we caught up with Rossana at Place x Nordic a few weeks ago to explore how country brand strategies are adapting to a rapidly shifting global context, and what this means for Latin America and beyond.
Rossana, how is today’s geopolitical uncertainty influencing the way countries approach their brand strategies?
“Nation branding” – a concept coined by Simon Anholt – emerged in the mid-1990s but was soon reoriented by the marketing world toward strategies similar to those used by companies and products. As country brand strategies became tools for national promotion – moving beyond centuries-old reputations – the focus shifted mainly to areas expected to generate economic returns: exports, tourism, and investment attraction.
But country brands are built on a much broader and deeper concept. They reflect what a country is, what it believes in, and how it behaves internationally – beyond just commercial advantages.
Today, we clearly see that a country’s efforts to improve and care for people’s quality of life, even beyond its borders, play a significant role in how it is perceived and how much it is trusted by other nations.
And then we are talking about values. This less commercial, values-based approach to place branding is gaining ground in today’s global context.
Why are values becoming such a central component of country branding today—and how does trust factor in?
Place branding – like all things related to communication – is constantly evolving. At first, we talked mostly about country branding, then about country image, and now increasingly about country reputation. And to have a good reputation, some values are not only important but also rare and highly valuable: credibility, truthfulness, trust, and collaboration.
This presents a real opportunity for countries that stand out in these areas. Nations today want partners who are not only commercially attractive but also credible and trustworthy. These qualities are essential for building long-term relationships – something difficult to achieve in an unstable and uncertain world.
Also, with growing concern over global environmental threats, a commitment to sustainability has become a decisive value in choosing long-term partners.
How are countries ensuring their values-based brand strategies are more than just words? Could you share some examples of this shift in practice?
It’s not enough to say, “we are trustworthy” or “we are credible.” We all know there’s a growing number of information channels – many unofficial, contradictory, or even false – feeding international public opinion. This makes it harder to know what or whom to trust. So, trust and credibility must be earned through concrete actions and verifiable data.
That’s why data has become so important in country promotion. You must demonstrate a credible track record with facts. Rather than focusing only on creative campaigns – which are also valuable – promotion strategies need to be grounded in values like trustworthiness and credibility, supported by objective data.
In Chile, when we launched our “We Care” strategy, we stated: “At the heart of our strategy is a commitment to truthfulness. We promote honest and transparent communication, ensuring that the image we project to the world is a true reflection of our identity and values.”
The international “offer” of values and credibility appears more diffuse than commercial promotion. How does a strategy of this type convince the public?
What separates a successful strategy from one that isn’t is implementation. It’s relatively easy to come up with innovative ideas, but they’re meaningless if you can’t put them into action.
To implement a strategy successfully, I believe there are three essential points:
First, a sense of reality. You can’t propose things that aren’t viable – whether for economic, political, cultural, or contextual reasons – even if they’ve worked elsewhere.
Second, the proposals must make sense to the majority of stakeholders – the government, business leaders, investors, civil society, cultural communities, etc.
A country promotion strategy only works when it genuinely involves and benefits its people and leaders.
Third, and increasingly important, is the political aspect. Bringing together different sectors, presenting a strategy, listening to feedback, and ultimately building something meaningful – that’s politics. And successful policy, of any kind, is built on a value that’s becoming increasingly scarce: collaboration.
You mentioned countries with very different contexts—like Chile and Sweden—showing similar storytelling priorities. Is this a coincidence, or are we witnessing a broader trend in country branding?
Recently, the Swedish Institute launched its new country promotion strategy. I had the privilege of attending Christian Biller’s presentation at the Place X Nordic conference in Uppsala. It’s a solid, powerful strategy.
Coming from Chile – a country 13,000 km away with a different history, culture, and reality – I was pleasantly surprised by how similar Sweden’s strategy is to what Chile has been doing for the past two years.
First, both propose a hopeful, globally committed vision for the future. Sweden’s “Space to Grow” promises better life prospects in a troubled world. Chile’s “We Care” speaks to a commitment to people and the global future, reflecting a sense of belonging and care for the world.
Second, both are fundamentally values-based strategies. A central value is democracy. Sweden says: “Our competitiveness is based on our solid democracy.” Chile, likewise, defines democracy as one of its core pillars, standing for stability, transparency, and participation – essential for building a more just and equitable society.
Third, both strategies are designed to be transversal and inclusive. Sweden states its brand should make sense “in a boardroom or at the kitchen table, anywhere in the world.” Chile emphasizes synergy between local businesses, corporations, governments, and civil society – “We all build Chile’s image together.”
These similarities are not coincidental. They reflect a shared global context pushing countries to highlight qualities that go beyond economics – qualities rooted in identity and shared values.
How has the global situation impacted the perceived importance or urgency of country branding efforts?
Place branding, as I’ve mentioned, is still evolving. So is the awareness of its importance among national leaders. In Latin America, one major challenge is that limited resources often push governments to prioritise short-term economic returns. In more developed countries, the long-term vision for branding is more established.
However, today’s global situation – marked by conflict, negotiations, and shifting alliances – is pushing leaders to recognise the strategic value of a strong international reputation. It matters for negotiations, for influence, and for building alliances. But this is still a work in progress.
From your experience in Latin America, how do country branding challenges and opportunities differ in this region compared to Europe or other parts of the world?
With few exceptions, Latin America’s main challenge is simply being known. This may sound basic, but it’s not something that’s well understood in the developed world.
In my presentation at Place X Nordic, I began with facts about Chile – our location, history, and statistics. Many people later told me how surprised they were by how little they knew. And Chile is, in its context, a relatively successful country.
But we’re not well-known. Unlike countries in Europe, North America, and some in Asia and Latin America with centuries of global presence, we don’t benefit from automatic recognition. They can focus on promoting specific regions or cities. We, instead, must first establish national awareness.
Which countries (or cities, regions) would you consider trailblazers in place branding right now?
Besides Sweden, which I already mentioned, several others stand out for innovative, values-driven promotion and a cross-cutting approach.
Visit Reykjavik, for example, presents a strategy that goes beyond tourism. Sustainability is a core pillar, and they actively promote cooperation among government, municipalities, industry, citizens, and other stakeholders. Their results can be measured in real impact.
New Dutch started as a collaboration between two Dutch cities and has expanded to 16, pooling resources and efforts. It’s a great example of the power of collaboration.
Chile, too, stands out with its emphasis on democracy, stability, sustainability, diversity, creativity, and innovation – and with its commitment to working across sectors: “We all build Chile’s image together.”
Another powerful example is Brand Ukraine. During your interview with Maria Lypiatska, CEO of Brand Ukraine, she spoke of the need for nation-focused promotion during war, to shape the world’s perception. In turbulent times, the goals and strategies of place branding shift. Identity becomes central.
Looking ahead, what do you think will define successful country brand strategies over the next decade?
Success will depend on those who don’t just “sell” their national advantages, but who understand the international context they’re part of. Countries that bring fresh perspectives, back them up with data, and maintain a sense of realism will stand out.
Equally important are those who look beyond their borders and foster collaboration across regions. In my view, trust, credibility, seriousness, and cooperation will be more important than ever.
And I see an opportunity in positioning the country brand as a political tool – not in a partisan sense, but as a unifying instrument that enables collaboration within and between nations. That’s the role country branding should embrace in the years to come.
Thank you, Rossana.
Connect with Rossana on LinkedIn.
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