Business process management applicability to destination country-brand management

Abstract

PurposeThis study aims to analyze the business process management (BPM) applicability to a destination country-brand of a Latin American developing country and present a new process model for it.Design/methodology/approachThis is a qualitative exploratory study whose unit of analysis is the BPM applicability to the destination country-brand of a Latin American developing country. Primary data were obtained through in-depth interview with the developing country's tourism international promotion agency. The secondary data were government reports and research papers on country-brand studies. Data analysis was carried out using stakeholder business context model, architecture processes, pain/gain matrix and BPMN for modelling.FindingsThe results present a new process model for country-brand management to reduce existing barriers. Three steps were carried out: analysis and modelling of the current processes of country-brand management; presentation of the current processes' problems and analysis and modelling of future processes country-brand management.Research limitations/implicationsA theoretical contribution is provided in the literature on processes and country-brands since no previous studies relate these concepts and present a process-oriented management analysis for country-brands.Practical implicationsThe main practical contribution was to identify the country-brand management problems, propose solutions to them and generate a new process model for country-brands that can be used as a managerial tool for national tourism organizations to improve their brands.Originality/valueThe present study is original as it approaches the first analysis of country-brand development with an emphasis on its process management.

Sectoral brand management: a social constructionist approach in the business-to-business market

“…2.1 Sectoral brands Miyamaru et al (2023) propose a framework indicating that place brands can be developed within three scopes: cities, regions or countries. The authors explain that these three scopes might be associated with different objectives for place brands: to increase the country's exportation or attract foreign direct investment, talent or tourists (Miyamaru et al, 2023).…”

“…2.1 Sectoral brands Miyamaru et al (2023) propose a framework indicating that place brands can be developed within three scopes: cities, regions or countries. The authors explain that these three scopes might be associated with different objectives for place brands: to increase the country's exportation or attract foreign direct investment, talent or tourists (Miyamaru et al, 2023). Thus, a sectoral brand can be seen as a type of place brand with the country-brand scope once any company within the country's productive sector can use it, and sectoral brand names are usually linked to their country's name, such as "Mango of Ecuador", "Banana of Ecuador" (Espinoza and P erez, 2019) or Brazil IT1 (Ringer et al, 2013).…”

“…Thus, a sectoral brand can be seen as a type of place brand with the country-brand scope once any company within the country’s productive sector can use it, and sectoral brand names are usually linked to their country’s name, such as “Mango of Ecuador”, “Banana of Ecuador” (Espinoza and Pérez, 2019) or Brazil IT+ (Ringer et al , 2013). Moreover, sectoral brands are place brands that aim to promote products and brands of the country’s industry in the international market to improve their exportation (Miyamaru et al , 2023).…”