Critical Success Factors in Destination Marketing

Abstract

As a consequence of globalisation, the marketing of places has grown in importance as countries, regions and individual destinations compete with one another to attract investment and visitors. In order to compete effectively, it is essential to identify the critical success factors (CSFs) and ensure these are incorporated into one's strategic planning. An extensive review of the literature covering place and destination marketing indicates that image and identity play an important role in differentiating between objectively similar alternatives. Accordingly, the branding of destinations has become of major importance and is analysed in depth. Thirty-three factors are identified, clustered into four categories, that may be considered CSFs to be taken into account when developing tourism strategies and plans.

Brand Equity of Lahore Fort as a Tourism Destination Brand

“…A critical review of literature on destination branding presents some critical success factors such as: brand identity and personality; selection of appropriate target market; brand positioning; and mutual relationships among the partners delivering the service (Im, 2003, p. 76). Baker and Cameron (2008) identified four critical success factors for a destination brand which include: (1) holistic orientation towards tourism planning;…”

“…Firstly, the measurement of consumer perceptions of brand image, brand awareness, and brand associations. Secondly, the investigation of consumer behavior in destination brands, which includes customer attitudes toward a brand, such as loyalty (Baker & Cameron, 2008). Brand loyalty in destination brands has been measured by integrating four distinct constructs; brand image, brand awareness, brand associations, and perceived quality (Aaker, 1996;Keller, 1993).…”

“…Destination brands promote their differential image to consumers, and this differential image is based on its unique identity (Baker & Cameron, 2008). Tourists like to visit places which also compete and deliver on functional qualities such as gardens, parking, restaurants, and culture through history (Hanna & Rowley, 2011).…”

“…Generally, a favorable and highly positive attitude toward a destination brand helps enhancing overall brand equity (Pike et al, 2010). An understanding of what visitors perceive and feel about the quality of a destination brand helps in devising brand strategies to gain competitive advantages (Baker & Cameron, 2008).…”

The Possible Convergence Between Business Marketing and Territorial Marketing: The “Land of Value” (LOV) Case

“…It should be noted, moreover, that in the scientific literature which deals with territorial marketing the focus has often been placed only on certain aspects, such as lumber and sustainable development, entrepreneurial incentivation and the capacity to attract investment (Aiello & Donvito, 2007), or promotion of tourist destinations and territorial brands (Baker & Cameron, 2008;Rodríguez-Díaz & Espino-Rodríguez, 2008;Wang, 2008;Pencarelli & Gregori, 2009;Haugland, Ness, Grønseth, & Aarstad, 2011). It cannot escape notice that the perspective often adopted is that of local public administrators.…”