destination and city branding - Eurocitiesnws.eurocities.eu/MediaShell/media/Magda Antonioli...

Copyright © Master in Economia del Turismo

Destination and City Branding Prof. Magda Antonioli Corigliano

EUROCITIES City Attractiveness & City Branding, Genova, December 13th, 2012


SUMMARY

1. Brands and destination brands: definitions

2. The branding process

3. Communicating the brand

4. Managing the brand

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Copyright © Master in Economia del Turismo 3

Brand=

• “a name and/or symbol (such as a logo, trademark or package design)

• intended to identify the goods and services of one seller or group of sellers

• and to differentiate those goods or services from those of competition.” (Aaker 1991).

WHAT IS A BRAND?


Destination brand=

• “a name, symbol, logo, work mark or other graphic

• that both identifies and differentiates the destination;

• furthermore, it conveys the promise of a memorable travel experience that is uniquely associated with the destination;

• it also serves to consolidate and reinforce the recollection of pleasurable memories of the destination experience”(Ritchie and Ritchie 2003).

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FROM BRAND TO BRANDING

In literature, destination brand is often used as a synonym for perceived image.

Whilst, in this sense, every tourist destination has a brand, not all cities or territories actively engage in monitoring, managing and modifying their image over time…this is what branding is about.

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DESTINATION BRANDING

Destination branding is not only a reflection or representation of the current image, but is a collective project aiming to assess, discuss and transmit the identity of a place.

As such, it is also a complex and dynamic process that involves multiple categories of actors.

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Differently from consumer goods, tourist destinations are

1. Co-produced by tourists who actively contribute to

constructing their experience;

2. Co-consumed by tourists within place and time constraints;

3. Variable, depending on the individual choices of services

and experiences on offer.

Source: Hankinson, 2007.




4. Identified according to administrative and political criteria, which may not coincide with tourists’ perceptions.

5. Subject to administrative overlap, that is subject to a multi-level governance (local, regional and national) that may give rise to multiple branding strategies.

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The complexity of branding implies the challenge of coordinating the action of different stakeholders that may influence the process.

A wide local base of participation is needed for the branding strategy to be effective. The objective is that stakeholders share the brand values and collectively commit to their communication.

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Groups or communities that feel excluded from the process may be indifferent or even “boycott” the brand (Ooi, 2004; Marzano & Scott, 2009; Wheeler, 2011).

The DMO should then identify and involve the main local constituencies in the branding process.

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THE BRANDING PROCESS

1. Preliminary analysis

a) Market analysis:

tracing the current scenario and future trends in international tourism;

identifying actual and potential tourism markets.

b) Analysis of the destination:

mapping the perceived image and positioning (brand equity);

identifying the core tourism assets;

Identify weaknesses and liabilities to the future scenario;

researching, sharing and negotiating local identities;

identifying key local constituencies to involve.



2. Defining the brand vision

a. Identifying the core assets and values around to which to build the brand

b. Defining the desired image (how does the destination aim to be perceived over the next years?)

c. Defining objectives and actions

3. Communicating the brand vision to the internal stakeholders

c. Brand website, newsletters, feedbacks etc.

d. Internal marketing campaigns

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4. Launch of the brand to the market a. Marketing campaignsb. PR and web communicationc. Co-branding agreements, sponsorships etc.d. Fairs and events

5. Monitoring, evaluation and feedbacka. Periodical assessment of performance and positioningb. Communication of performance to internal stakeholdersc. Periodical update of the brand



On the internal side, the DMO’s objective is to foster the stakeholders’ identification with the brand, so that they will incorporate its values in their activities and act as “missionaries”.

The creation of networks and partnerships with local “brand champions” (leading firms, local administrations, etc.) is thus crucial.

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Instruments of coordination available to the DMO (Bregoli, 2012):

• Social norms (trust and reciprocity)• Communication• Interlocking directorates• Planning and control systems (monitoring results)• Selection systems (regulating access to the partnership)• Information systems (e.g. central reservation systems)• Formal rules (statutes for brand usage)

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To stimulate interest in the brand, and long-term commitment to its consolidation

Internal brand loyalty

Internal brand commitmentEmotional attachment to, cognitive

evaluation and internalization of the brand values

To involve stakeholders in the definition of the brand values and attributes

Internal brand image Brand values and associations perceived by the stakeholders

To raise awareness of the brand among stakeholders Internal brand awareness Knowledge of the main elements of the branding strategy

Satisfaction and long-term commitment to the brand

DMO OBJECTIVES IBETD CONSTRUCTS MEASURES

Model of internal destination brand equity (Source: Sartori, Mottironi & Antonioli, 2012)


A CASE: THE BRANDING PROCESS OF SOUTH TYROL (1)

1. A marketing agency is chosen by the Province and the DMO to develop the new brand.

2. A work group is created to coordinate the action of the agency and to guide the branding process. It includes:

- the Provincial administration

- the DMO

- associations of specialty food producers

- the Chamber of Commerce

- 3 independent advisors.

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3. Market and competition analysis, and mapping of the different brands already used in the region by the agency.

4. The workgroup states its vision of the brand identity and of its desired positioning, identifying its core values.

5. The logo and the positioning slogan are defined through an interaction between the marketing agency and the strategic workgroup.

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THE BRANDING PROCESS OF SOUTH TYROL (2)


7. A series of presentations to stakeholders is held to ask for an evaluation of the process and to identify possible adjustments.

8. On the 18th of May 2004, the “Day of the Brand” is held at Tyrol Castle to present the results to a large audience, including the press. The brand strategy, the brand design and the applications of the brand are introduced.

9. The Provincial Committee formalizes the creation of the umbrella brand in German and Italian language.

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10.Brand communication campaign towards stakeholders:

Unmistakable…with our new South Tyrol umbrella brand. Share our enthusiasm!!!


BRANDING THE CITY

The above guidelines apply to territory brands as well as cities. However, city branding has been the object of a specific debate.

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http://www.youtube.com/watch?v=2OGXUi4KYwE&feature=related


BRANDING THE CITY

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Culture-driven city marketing initiatives in the 90s have been often criticized for contributing to a “commodification”, “Disneyzation”, or “serial reproduction” of heritage. This stems from the uncritical adoption of successful models of urban development (e.g. Bilbao, Barcelona, Glasgow).

The result is a “multiplicity of standardized attractions that reduce the uniqueness of urban identities even while claims of uniqueness are more intense” (Zukin, 1998).


BRANDING THE CITY

As a response, many cities are now shifting the focus from

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“fixed” cultural assets (museums, monuments, architectural landscape)

to…“mobile” cultural assets (festivals and event, creative industries and districts)


BRANDING THE CITY

However, creativity-based branding strategies can be subject to the same risks of serial replication.

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•Tangible heritage

•Contemporary arts

Lifestyle(traditions, cuisine, folklore)

Creative industries(fashion, design, media and

entertainment)

Heritage and creative industries should be branded as complementary

Source:adapted from ETC (2005)


BRANDING THE CITY

The key for success seems not to be the specific assets chosen, but the creative re-interpretation of urban identities and the relations with visitors (mutual enrichment and education).

An interesting trend in city branding is the stakeholders and visitor-generated content in social media.

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BRANDING THE CITY

Resident and user-generated contents for city branding:“Toronto Insider” guide on urban life, run by local “experts”:

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BRANDING THE CITY

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Visit Barcelona: online community of visitors and residents


BRANDING THE CITY

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Copenhagen AudioWalks, literary tours guided by the voices of six local writers and artists.


BRANDING THE CITY

Social media should not be seen just as one more channel to “control” or “orchestrate”, but…

as the chance to listen to visitors and stakeholders, starting an open and respectful conversation aiming at continuous improvement.

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Brand partnerships and the homogeneity and consistency of brand values should be made visible through means of graphic designs.

Co-branding partnerships with city stakeholders in Edinburgh.

BRAND PARTNERSHIPS


Destination brands need to be managed and controlled.

The brand manager (usually the DMO) should be trusted as a legitimate and efficient authority.

It must encourage stakeholders to use the brand and to engage with it, contributing to communicate and strengthen its identity.

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MANAGING DESTINATION BRANDS


Yet, the brand usage should be also controlled in order to avoid free-riding and improper utilizations that may contrast the core values.

Therefore, the brand manager should define a set of criteria and rules for brand usage.

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Requirements for the use of the brand of South Tyrol (1):

a) Brand users, their activity and products must be compatible with the identity and the positioning of the brand, and must be immediately associable to South Tyrol as typical activities or products.

b) The brand can be used only for activities and goods which are entirely produced within the territory […].

c) Brand users have to use mostly local raw materials. Alternatively, the design and conception of the products must be developed locally.

d) The activity of brands user cannot be illegal, immoral or discriminating, and must be neutral from a political and religious point of view.

e) The goods and services must be of high quality. Users have to be able to prove the success of their activity.

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Requirements for the use of the brand of South Tyrol (2):

• Hotels and restaurants offering food and drinks must give visibility to local quality products and contribute to their positioning in order to be assigned the brand.

• Ho.Re.Ca organizations must include local products in their menus, clearly signaling their origin also in buffets.

• Among each category of products, the 25% must be represented by local products.

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Strong brand identity

Strong identity of local products

Strong territory image


REFERENCES

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Bregoli (2012) Effects of DMO Coordination on Destination Brand Identity, J. Trav. Res.

Dinnie K. (2011) City branding: Theory and cases, Palgrave McMillan.

Hankinson (2007) The management of destination brands. J. Brand Man.

Kemp, Williams, Bordelon (2012) The impact of marketing on internal stakeholders in destination branding, J. Vac. Mark.

Marzano and Scott (2009) Power in destination branding. Ann. Tour. Res.

Morgan, Pritchard and Pride (2012) Destination Branding. Creating the Unique Destination Proposition. Elsevier.


REFERENCES

Ooi (2004) Poetics and politics of destination branding: Denmark. Scand. J. of Hosp. and Tour.Pike (2005) Tourism destination brand complexity. J Prod & Brand Man.

Sartori, Mottironi, Antonioli Corigliano (2012) Tourist destination brand equity and internal stakeholders, J. Vac. Mark.

Zukin (1998) Urban Lifestyles: Diversity & standardisation in spaces of consumption, Urban Studies.

Wheeler (2011) Destination brand identity, values, and community, J. Trav. & Tour. Mark.

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