Destination branding for the future of work

Why destination branding matters in the era of remote work

The rise of remote work has changed the geography of labour. In 2023, around 22 percent of employed people aged 15–64 in the European Union worked from home at least occasionally, compared with roughly 14 percent in 2019. Recent estimates suggest between 40 and 50 million people worldwide now live as digital nomads or location-independent workers, up from around 35 million in 2023. Europe is a major hub for this population: a 2024–2025 global index finds that most of the top destinations for digital nomads are European countries, with Spain, Portugal, Croatia, Estonia, Greece and others ranked highly thanks to quality of life and supportive visa frameworks. 

For cities, this means that people can increasingly “shop” for places to live and work. OECD findings[1] show that the spread of teleworking is encouraging people to look beyond capital regions, seeking greener, more affordable cities and regions once daily commuting is no longer necessary. In this context, destination branding becomes a key lever: how a city presents itself to remote workers influences whether they will consider it, whether they decide to stay, and how they talk about it to others.

Remote-IT partners have experienced this directly. Tourism-intensive cities such as Dubrovnik, Heraklion and Câmara de Lobos face the challenge of moving from “come for a weekend” to “stay for a season or a year”. Others, like Tartu or Bucharest District 6, see remote work branding as part of broader strategies to retain graduates and attract skilled professionals.

From tourism branding to “future-of-work” branding

Most cities already have some form of tourism branding: logos, slogans, campaigns focused on cultural heritage or natural assets. Branding for remote workers is related to this, but it is not the same.

Tourism branding typically invites people to visit temporarily. Remote-work branding invites them to bring a crucial part of their everyday life - their work - into the city. It implies longer stays, deeper integration and more complex expectations: people want an attractive environment but also reliable infrastructure, opportunities for networking, schools and healthcare, and a sense of belonging.

As research on digital nomad destinations[2] shows, successful places combine lifestyle appeal with a clear value proposition for work: connectivity, coworking options, supportive visa regimes and a welcoming community. OECD work on teleworking likewise stresses that local development strategies need to move beyond marketing to align narrative, infrastructure and governance.[3]

For Remote-IT cities, this has meant reframing their identity. Rather than branding themselves only as historic ports, tourist resorts or administrative centres, they are experimenting with narratives such as “year-round liveable coastal city”, “green tech-friendly city” or “creative quarter of a fast-changing metropolis”.

What remote workers and digital nomads look for in a destination

Destination branding must be anchored in what different groups of remote workers actually value. In broad terms, remote workers tend to consider:

• Work infrastructure- reliable, fast internet; availability of coworking and coliving spaces; access to quiet places to work; time-zone compatibility with clients or employers.

• Cost and housing- reasonable cost of living relative to income; access to medium- and long-term rentals; predictability of housing rules and contracts.

• Quality of life- safety, walkability, climate, access to nature, cultural and leisure options, food and hospitality.

• Community and networking- opportunities to meet other remote workers, local professionals and residents; events; peer support; inclusive spaces for different demographics.

• Legal and administrative framework clear visa and residence options, including digital nomad or remote-worker visas where relevant; tax clarity; simple local registration procedures.

• Public services- access to healthcare, education (including international or bilingual schools), public transport and digital public services.

Different sub-groups will weigh these elements differently. A solo freelancer in their twenties may care more about nightlife, coliving and low costs; a remote worker with children will prioritise schooling and long-term housing; a returning diaspora professional may value opportunities to contribute to local development. The Remote-IT network’s work with persona and customer-journey templates, described later in the Playbook, gives cities practical tools to capture this diversity.

Source: AI generated by the author

Building an authentic value proposition for your city

Effective destination branding starts from an honest assessment of what your city can offer to remote workers:

1. Understand your starting point- map existing strengths and constraints from the perspective of remote workers: connectivity, housing, mobility, community spaces, green areas, safety, cultural life. Remote-IT baseline studies and local surveys have provided this picture for partner cities.

2. Decide which profiles you want to prioritise- rather than trying to appeal to “all remote workers”, cities can select a few target segments. This avoids unrealistic promises and helps align branding with policy. Check more about remote worker profiles within  Playbooks ‘Who is the remote worker?’ entry.

3. Articulate a clear positioning- this is the core of the brand: a statement of why a particular profile of remote worker should seriously consider your city. It should be specific enough to be meaningful, but broad enough to remain valid over time.

4. Test and refine with real people. Remote-IT partners have used URBACT Local Groups to open these discussions. Who are your key stakeholders to test and refine? 

For example, a coastal city might move from generic slogans about “sun and sea” to a more targeted proposition such as “a family-friendly Mediterranean base for remote work, with year-round schools, safe neighbourhoods and a supportive international community.” 

Narrative and storytelling- from slogans to lived experience

Stories of people, not just places

Remote workers trust stories from peers more than statements from city halls. A study showed that digital nomads and remote workers rely heavily on word of mouth, social media content and peer platforms when evaluating destinations.[4] 

Cities could:

• share narratives of local remote workers (including municipal employees), digital nomads and returning diaspora;

• highlight diverse life situations - individuals, couples, families, people of different ages and backgrounds;

• show realistic everyday scenes- commuting by bike, working from a café, picking up children from school, joining a local sports club.

Linking work, lifestyle and values

Remote-work branding is more convincing when it connects practical features to broader values: sustainability, inclusion, creativity, public participation. OECD tourism analysis highlights a trend towards destinations that position themselves not only as beautiful or affordable, but as environmentally responsible and socially inclusive.[5] 

In the Remote-IT network, this could translate into narratives such as:

• “A city where remote work supports year-round, more sustainable tourism” (Dubrovnik, Heraklion and other tourism-dependent partners).

• “An island town that combines small scale with global connectivity, rooted in local culture yet open to the world” (Câmara de Lobos).

Channels and touchpoints

Remote workers interact with cities through a mix of digital and physical channels. Effective branding requires coherence across these touchpoints.

A clear, user-friendly digital entry point is essential. Many successful destinations provide dedicated web pages or microsites for remote workers and digital nomads, consolidating information on visas, housing, coworking, community events and public services. 

Here are some minimum elements it could contain:

• overview of why the city is attractive for remote workers, aligned with the value proposition;

• practical information (transport, connectivity, safety);

• links to local coworking spaces, business support services and key community groups;

• guidance on legal and tax aspects, at least at a high level, with links to authoritative national sources;

• contact points in the municipality or local partners for specific questions.

Remote-IT cities emphasise that even modest measures such as a shared calendar of events, welcome packs created with local businesses, or city staff attending remote-worker meetups, can make a significant difference in how a destination is perceived.

Co-creating the brand

Destination branding for remote work touches many stakeholders: tourism boards, economic development agencies, housing and planning departments, universities, coworking operators, local businesses, resident associations and the remote workers themselves.

URBACT’s methodology, used by the Remote-IT network, stresses the value of multi-stakeholder “local groups”[6] in co-designing strategies.

Applying this approach to branding could help your city in following ways:

• aligning messages and avoiding fragmented campaigns;

• preventing backlash by involving residents and addressing concerns about housing, noise, or perceived “expat bubbles”;

• tapping into the creativity of local entrepreneurs, cultural organisations and remote workers as co-creators of the brand;

• integrating remote-work branding with related agendas such as innovation or youth engagement.

A practical checklist for cities

Each city will follow its own path, but experience from Remote-IT and international research suggests a set of core steps for developing a future-of-work destination brand:

• Clarify why remote work matters for your city (economic diversification, demographic renewal, year-round tourism, innovation ecosystem, etc.) and ensure political buy-in.

• Map existing assets and gaps from a remote-worker perspective.

• Decide which remote-worker profiles you want to prioritise and ensure this choice is reflected in your value proposition.

• Co-create a positioning statement and narrative with local stakeholders and remote workers; test it with real users.

• Develop a coherent visual identity and set of key messages connected to that positioning.

• Align digital channels and on-the-ground touchpoints with the brand; create a clear gateway for remote workers.

• Anchor the brand in concrete programmes and spaces (hubs, residencies, festivals, meetups) that people can experience.

• Monitor impacts on housing, inclusion and sustainability, and adjust your strategy to avoid negative externalities.

• Treat remote-work branding as a long-term, iterative process, not a one-off campaign.