LIVERPOOL'S place in the pantheon of popular culture will long be celebrated. From rock ’n’ roll and comedy to drama and football, the roll-call of famous sons and daughters is long.

But the city's history is not just about The Beatles and Kenny Dalglish, it also has a rich tradition of achievement in science and technological development.

How many know the first radio message was sent by Liverpool professor of physics Sir Oliver Lodge, and not Marconi as widely thought?

This lack of general knowledge about the city’s knowledge economy heritage lies at the heart of the problem identified by Dr Sarah Tasker, chief executive of Liverpool Science Park, who has written a comprehensive report about the city's failure to create a knowledge economy brand capable of attracting inward investment.

Dr Tasker feels the emphasis on cultural excellence has merely fashioned a destination for tourists, not for long-term investors. On the other hand, this view is also challenged by others who say it has been imperative to put in place the right infrastructure such as first class offices, research and development space and facilities like the arena and convention centre before taking the next step forward.

This type of infrastructure has taken time to develop since it became apparent more than 10 years ago that information and knowledge would be replacing labour and capital as the contemporary economic currency, amid growing globalisation.

In any event, there have been hugely successful technology parks developed on Liverpool's doorstep, such as Daresbury and The Heath, at Runcorn.

In her study, Creating Brand Competitiveness, Dr Tasker, who has previously run Cambridge Science Park, says she is convinced that Liverpool still lacks the vital spark that will propel it into the premier league as a science city.

She says: “A key factor in the reason we can’t compete is the lack of a commercial knowledge brand for the city that keeps developments like Liverpool Science Park from gaining profile, other than at a local or regional level. Without brand associations to knowledge, science or technology, Liverpool is unable to project a credible knowledge offer.

“Fortunately, Liverpool has significant knowledge assets that would be the envy of many city regions, as well as a unique history as a pioneering knowledge economy. “However, the city can't sell a product it doesn't believe in, but it does have an opportunity to recognise its assets and to position them so that the market is convinced that Liverpool’s knowledge assets and ambitions are as strong as its cultural ones.”

The main contention appears to be that Liverpool Science Park as a sub-brand of Liverpool – a fact underpinned by evidence that all the tenants of the Science Park already had some association with the city.

But Dr Tasker is also optimistic that further strides forward can be made. She said: “I still believe there are huge opportunities because the city is now much more positive and has more appeal.

“It is now all about realising potential and packaging together a fantastic offer.”

The science park lies in the shadow of the Metropolitan Cathedral and forms part of an area that takes in the universities, Wavertree Technology Park and Liverpool Innovation Park on Edge Lane at the former Marconi telecommunications works.

It is envisaged that this triangle will form the crux of the city's knowledge offer.

One Liverpudlian who left to work abroad and returned to form his own business is Neil Norman, chief executive of Human Recognition Systems, based at Wavertree. He said: "In terms of branding, there is no doubt in my mind that we have a great reputation as a creative city and that there is a huge talent pool to draw from.

“Even in the knowledge economy, you would expect seed businesses to be local, the whole idea is to provide facilities and an environment where they can flourish and that is happening.

“If you are talking about attracting big name companies, that is an entirely different matter. You have to have the infrastructure in place and it has taken time to do that. There have been some massive initiatives and I am sure they will bear fruit.

“We now have reasons for hope and there may be opportunities even in a recession, because Liverpool can be extremely competitive in what it offers.

“You couldn’t have said that five or 10 years ago, so I think the assertion that Liverpool can’t attract outside companies into the knowledge economy is a little unfair.”

As far as facilities are concerned, the science park recently opened a second 40,000 sq ft phase of its development, following a full take-up of the first phase.

Meanwhile, Liverpool Innovation Park (LIP), on Edge Lane, has been created by bringing together three neighbouring sites – the former Marconi plant, the old Mersey Transport depot site and Wavertree Technology Park.

Together, as LIP, they have the potential to house a business park covering in excess of 1m sq ft of floorspace.

LIP is owned and managed by Space Northwest – a public-private partnership created by the Northwest Regional Development Agency (NWDA) and Ashtenne Industrial Fund.

Existing occupiers on the Marconi site include Liverpool John Moores University’s International Centre for Digital Content and Aimes Grid Services.

The joint venture is in the process of investing in excess of £5m in speculatively refurbishing additional accommodation, adding a café and meeting rooms, together with generally improving the frontage and image of the development.

Sony, DigitalInc, Selex Communications, Baxters Healthcare, Scientific Hospital Supplies International, Ultramedic, Gardner Systems and Human Recognition Systems are among the other occupiers.

The foundations have been laid in terms of infrastructure, and now follows the task of building on them by attracting businesses.

Dr Tasker concludes: “Knowledge-based businesses in the South East and London suffer from high operational costs, high living costs and high competition for resources.

“These markets should be realistic targets for facilities like Liverpool Science Park, since on every measure we are able to provide better value.

“However, at the moment we simply don’t have the brand strength to penetrate these markets.”

Dr Tasker, who is stepping down as science park chief executive after five years, has forwarded her study to Liverpool Vision, which will draw up plans for improving the city’s knowledge brand.

barry.turnbull