Purpose -To create a competitive edge in today's tourism marketplace, cities seek to differentiate themselves and create a positive image. Yet, there is little consensus about city branding processes and few case studies. This paper aims to explore Milan's brand image and personality, focusing on the extent to which its image is dominated by business and fashion or culture and heritage and the implications of this positioning for Milan's re-branding in preparation for Expo 2015. Design/methodology/approach -The paper combines quantitative and qualitative primary research. It reports the findings of a questionnaire survey, a web survey, desk research and focus group research. It analyses actual and potential tourists' perceptions, Milan's heritage product, current brand personality and the brand fingerprint. Findings -Business tourism is central to Milan's prosperity; in contrast, its significant cultural attractions remain marginal to its tourism offer. This results in a narrow range of tourist perceptions of the destination and highly seasonal tourist activity. Research limitations/implications -This paper represents the discovery phase research for a new city brand and further longitudinal and qualitative work is required. Practical implications -The paper includes implications for the development of a consistent destination branding strategy analyzing the first steps of the definition of the Milan's brand. Originality/value -The paper makes practical recommendations to tourism and place marketing practitioners for broadening Milan's brand to build on the city's strong architectural and cultural heritage. It also has value for tourism academics since it makes a methodological contribution to the place branding literature through its use of projective techniques.
Purpose -The systemic nature of tourism products generates the need for a broad involvement of destination stakeholders in the destination management organization's (DMO) activities and makes destination governance, defined as the setting up and developing of rules and mechanisms for business strategies by involving stakeholders (Beritelli et al.), an interesting topic. Over the last seven years the authors have conducted an in-depth study of governance and performance of 13 European tourism destinations -three mountain and two seaside destinations, four urban cities and four small heritage cities (Sainaghi; d'Angella; De Carlo and Dubini) -which represent an interesting sample to study this topic. This paper aims to discuss these issues.Design/methodology/approach -A qualitative methodology is adopted; applying a theoretical model (Airoldi et al.) to the sample, the authors analyzed the governance structure of the selected destinations in terms of typologies of stakeholders involved, contributions provided, rewards obtained, decision-making processes and mechanisms which link these four components.Findings -The clinical cases (Yin; Eisenhardt) reported in the paper reveal several archetypes in destination governance structures defined according to different variables: destination manager characteristics; amount (absolute and relative) of financial contributions managed by the destination manager; financial model (firms and public bodies participation in destination manager annual budget); number of actors participating in the governance structure; number of actors participating in permanent meta-management activities.Practical implications -The empirical analysis offers interesting implications for both the academic debate and practitioners. From an academic point of view, this categorization enriches the academic contributions on destination governance, which are often descriptive. Moreover, the model allows identifying key variables and relationships in order to analyze and assess destination governance structures. At the same time, this framework offers interesting insights for destination managers responsible for the design and management of the governance structure.Originality/value -This paper proposes a model originally projected to analyze firms' governance for the analysis of DMOs governance. The authors decided to apply this model because it offers a new perspective to study destination governance, which considers the complexity of the environment and the different kinds of relationships between stakeholders.
This article aims to identify the key elements underlying a destination capability (DC) and to examine what the genesis of these factors is and how they interact to foster the destination development. The article explores a specific development process—the creation of a new product in an alpine destination (Livigno, Italy)—making use of a theoretical framework structured around four major dimensions: DCs, coordination at the destination level, inter-destination bridge ties, and destination development. The results help clarify the genesis of a DC in the context of new product development. First, the dynamics underlying the creation of a DC show that coordination at the destination level constitutes the heart of the process, whereas the integration of scattered resources in the new product plays a more limited role. Second, from a dynamic perspective, the analysis has identified three patterns (scouting, implementation, and involvement).
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