Destination and City Branding Prof. Magda Antonioli Corigliano

Transcription

1 Destination and City Branding Prof. Magda Antonioli Corigliano EUROCITIES City Attractiveness & City Branding, Genova, December 13th, 2012 Copyright Master in Economia del Turismo

2 SUMMARY 1. Brands and destination brands: definitions 2. The branding process 3. Communicating the brand 4. Managing the brand Copyright Master in Economia del Turismo 2

3 WHAT IS A BRAND? 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). Copyright Master in Economia del Turismo 3

4 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). Copyright Master in Economia del Turismo 4

5 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. Copyright Master in Economia del Turismo 5

6 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. Copyright Master in Economia del Turismo 6

7 DESTINATION BRANDING 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, Copyright Master in Economia del Turismo

8 DESTINATION BRANDING 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. Copyright Master in Economia del Turismo 8

9 DESTINATION BRANDING 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. Copyright Master in Economia del Turismo 9

10 DESTINATION BRANDING 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. Copyright Master in Economia del Turismo 10

11 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. Copyright Master in Economia del Turismo

12 THE BRANDING PROCESS 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 Copyright Master in Economia del Turismo 12

13 THE BRANDING PROCESS 4. Launch of the brand to the market a. Marketing campaigns b. PR and web communication c. Co-branding agreements, sponsorships etc. d. Fairs and events 5. Monitoring, evaluation and feedback a. Periodical assessment of performance and positioning b. Communication of performance to internal stakeholders c. Periodical update of the brand Copyright Master in Economia del Turismo 13

14 THE BRANDING PROCESS 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. Copyright Master in Economia del Turismo 14

15 THE BRANDING PROCESS 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) Copyright Master in Economia del Turismo 15

16 THE BRANDING PROCESS DMO OBJECTIVES IBETD CONSTRUCTS MEASURES To stimulate interest in the brand, and long-term commitment to its consolidation Internal brand loyalty Internal brand commitment Satisfaction and long-term commitment to the brand Emotional 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 Model of internal destination brand equity (Source: Sartori, Mottironi & Antonioli, 2012) Copyright Master in Economia del Turismo 16

17 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. Copyright Master in Economia del Turismo 17

18 THE BRANDING PROCESS OF SOUTH TYROL (2) 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. Copyright Master in Economia del Turismo 18

19 THE BRANDING PROCESS OF SOUTH TYROL (3) 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. Copyright Master in Economia del Turismo 19

20 THE BRANDING PROCESS OF SOUTH TYROL (4) 10.Brand communication campaign towards stakeholders: Unmistakable with our new South Tyrol umbrella brand. Share our enthusiasm!!! Copyright Master in Economia del Turismo 20

21 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. Copyright Master in Economia del Turismo 21

22 BRANDING THE CITY 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). Copyright Master in Economia del Turismo 22

23 BRANDING THE CITY As a response, many cities are now shifting the focus from fixed cultural assets (museums, monuments, architectural landscape) to mobile cultural assets (festivals and event, creative industries and districts) Copyright Master in Economia del Turismo 23

24 BRANDING THE CITY However, creativity-based branding strategies can be subject to the same risks of serial replication. Lifestyle (traditions, cuisine, folklore) Heritage and creative industries should be branded as complementary Tangible heritage Contemporary arts Creative industries (fashion, design, media and entertainment) Source: adapted from ETC (2005) Copyright Master in Economia del Turismo 24

25 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. Copyright Master in Economia del Turismo 25

26 BRANDING THE CITY Resident and user-generated contents for city branding: Toronto Insider guide on urban life, run by local experts : Copyright Master in Economia del Turismo 26

27 BRANDING THE CITY Visit Barcelona: online community of visitors and residents Copyright Master in Economia del Turismo 27

28 BRANDING THE CITY Copenhagen AudioWalks, literary tours guided by the voices of six local writers and artists. Copyright Master in Economia del Turismo 28

29 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. Copyright Master in Economia del Turismo 29

30 BRAND PARTNERSHIPS 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. Copyright Master in Economia del Turismo

31 MANAGING DESTINATION BRANDS 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. Copyright Master in Economia del Turismo 31

32 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. Copyright Master in Economia del Turismo 32

33 MANAGING DESTINATION BRANDS 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. Copyright Master in Economia del Turismo 33

34 MANAGING DESTINATION BRANDS 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. Copyright Master in Economia del Turismo 34

35 MANAGING DESTINATION BRANDS Strong brand identity Strong territory image Strong identity of local products Copyright Master in Economia del Turismo 35

36 REFERENCES 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. Copyright Master in Economia del Turismo 36

37 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. Copyright Master in Economia del Turismo 37