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Case study: the 2012 London Olympics
Britain’s bid for the 2012 Olympic Games to be held in London emphasized 
five aspects, all presenting the image of a modern, confident, innovative 
and caring Britain:
Youth: the British bidding team included young people representing 
all main multicultural groups from the East End of London, where the 
Olympic Park would be constructed. The implicit message was to support 
Britain’s youth, who represented the future of sport in the UK.
Multiculturalism: London was presented as a multicultural society with 
over 25 per cent of its citizens coming from ethnic minorities. It would be 
the international host of all nations, whatever their colour, race or creed.
Regeneration: the Olympic Games would provide London with the 
stimulus to regenerate a run- down eastern part of the capital and provide 
new sporting facilities, not just as a sports venue but also as an integral 
part of community life in London.
British identity: the British values of tolerance, ‘fair play’ and sportsman-
ship, freedom of expression, civic sense of cohesion and voluntary work, 
individualism, social welfare, a strong sense of history, dislike of over-
regulation and excessive centralized control were to be highlighted as 
indicative of British cultural values.
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238 Cross-Cultural Communication
Britain’s position in the world: this would be emphasized through such 
means as British culture, art, support for LDCs through international 
aid, London’s position as the major financial centre, world- renowned 
educational institutions, high- tech industries and welcoming deregu-
lated financial markets and financial services attracting inward 
investment.
The International Olympic Committee meeting in Singapore made its 
decision to choose London on three sets of factors:
The facilities to be provided, including the competitors’ accommodation, 
the supporting infrastructure and security arrangements.
The overall ambience – the welcome, the facilities for the teams and the 
pageantry.
The enhancement of the values of the Olympic ideal and the legacy that 
the Games would leave behind, including the buildings and the infra-
structure to provide a new, prosperous and sustainable environment for 
the local population.
In addition, the bid emphasized that London had the passion as well as the 
logistical and financial means to create an exciting and motivational envi-
ronment. The bid was also helped by the personality and commitment of 
the British bid leader, the twice Olympic gold medallist Sebastian Coe, and 
the networking skills of the then Prime Minister, Tony Blair.
On 27 April 2007, Keith Khan, the Olympic Games Head of Culture, 
announced that the Games would offer Britain the opportunity to rebrand 
itself, emphasizing Britain’s diversity, youth, fashion and technology. Using 
iPods and social networking sites, Khan wanted to create a youth atmos-
phere for the Games, with a Games World Festival of Youth Culture and an 
international exhibition programme.
David Ritterband, the Marketing Director for the Mayor of London’s 
office and a former advertising executive at Saatchi & Saatchi, aimed to 
rebrand London and reinvent its identity through the Games: ‘The 2012 
Games gives us an opportunity to talk about ourselves differently and how 
we want to be seen in the world’ (The Times, 27 March 2009). He aimed to 
enhance the perception of London as a pleasant place to live, shop, work 
and play, and the Games would offer the chance to showcase London’s 
businesses.
The Opening Ceremony of the 2012 London Olympic Games aimed 
to create images of Britain that would remain in people’s minds. These 
included the arts, the history of Britain’s development from a rural society 
to an industrial power, the development of the welfare state, British inven-
tions (including the World Wide Web), contemporary popular culture and 
its celebration of youth. The Games themselves emphasized the spirit of 
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Cultural Diplomacy and Nation Branding 239
competition and friendship between nations. The large number of volunteer 
helpers, ‘the Games Makers’, with their friendly welcome and helpfulness 
throughout the period, was much appreciated and made a very positive 
impression on overseas visitors.
Summary
Cultural diplomacy can play an important part in raising a country’s 
profile and as the ‘third pillar’ of foreign policy. It can also increase 
influence in international affairs, stimulate exports and attract inward 
investment.
The main instruments of cultural diplomacy include cultural missions, 
language and education, broadcasting, national airlines, the arts, science 
and technology, gastronomy, sport, national heroes and heroines and 
immigrant diasporas.
Cultural diplomacy is now well established as an important tool in 
the work of diplomacy and international NGOs and will continue to 
be developed in creating good relationships between international 
actors.
The concept of the ‘country of origin effect’ has had an impact on much 
more than simply a country’s exported products. It also impacts on its 
people, culture, ideas and government policies, attracting tourists, talent 
and investors. This 360-degree expansion of the ‘country of origin effect’ 
is what Anholt calls ‘nation brand’.
The Summer Olympics in London in 2012 attracted worldwide publicity, 
fame and prestige, helping to increase tourism and raising the UK’s inter-
national profile. It also provided the stimulus to develop the urban and 
national infrastructure and amenities. Both London in 2012 and Beijing 
in 2008 were impressive examples of the ‘Olympic effect’.