The material told "strong, comprehensive stories" bringing alive the region's attractions.
Te Mata Mushrooms owner Michael Whittaker congratulated Hastings District Council "for having the courage to be proactive" in how the world would see Hawke's Bay. He was part of the working party that developed the material and said the logo linked with past slogans that used phrases such as Fruit Bowl and Wine Country.
"They were very literal and descriptive of certain industries," he said. "Great Things Grow Here is simple, inclusive, a very true statement, it is positive and, most importantly, everyone can use it."
The logo's simplicity would "usher in a new understanding" of the region's diversity.
"We all know that a region of great diversity creates strength and opportunity."
Its inclusiveness included Hawke's Bay's greatest asset, its people.
"It is the people that make things happen."
He said the working group needed to work out what would drive people to succeed.
"In my view, it is all about their belief: their belief to succeed, their belief to achieve and their belief they could win and do better for themselves."
Mr Yule said he hoped many organisations used the resource.
"I encourage you to look at adding content and I encourage you to be proud of what we have in this region."
The material can be found at greatthingsgrowhere.co.nz website.
Business Hawke's Bay chief executive Susan White said the videos showed the region was a great place to grow businesses and people.
"It is sending the right message," she said.
Hawke's Bay hurt by policy
Hawke's Bay is suffering from the broad stroke of government policy, says New Zealand Institute of Economic Research principal economist Shamubeel Eaqub.
The keynote speaker at the launch of Hastings District Council's Great Things Grow Here marketing resource said regional disparity "is not right".
Auckland's growth was due to its exposure to growing industries and while there had been growth in the agriculture sector it had not produced more jobs.
"In the latest Census we have as many people employed in the primary sectors as we did in the 1916 Census."
The "gales of change" were difficult to fight and the time to adjust to change was increasingly shorter and competitive advantages quickly lost.
"We need to have economies and people that are more nimble and agile than ever needed before."