Internal brand management of destination brands: Exploring the roles of destination management organisations and operators

Cox, Natasha; Gyrd-Jones, Richard; Gardiner, Sarah

doi:10.1016/j.jdmm.2014.01.004

Cited by 21 publications

(39 citation statements)

References 40 publications

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“…al. [23] states that, because stakeholders within a network brand are championing their own brand as well as combining to create the network brand, communication and leadership as management tools for destination brand networks is essential. This multiple networks of actors exist in proximity to each other forming mutual service chains, service networks, and interactions [24].…”

Section: Stakeholder Approach To Internal Marketingmentioning

confidence: 99%

“…al. [23] point out that, communication as a means to build relationships and of creating brand knowledge, communication styles need to be flexible to reach the diverse range of network stakeholders. Hence, the communication styles have tremendously changed over time with the rise of social media and related platforms such as forums, blogs and etc.…”

Section: Stakeholder Approach To Internal Marketingmentioning

confidence: 99%

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Significance of Internal Marketing Communications in Destinations

Özdemir,

Adan

2115

IJSIM

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According to the nature of the sector, tourism is a labor intensive industry and thereby employees are accepted as part of product or service experience. In this regard, employees have an impact on the quality of the services and the outcome of the service process. The concept of internal marketing, which is dealing with relations between organizations and employees, is used as an effective marketing and management tool at the tourism organizations as well as in destinations. In this sense, internal marketing enables the destinations to be positioned and promoted successfully through a single brand image of the destination. Internal marketing is also vital for the destination marketing organizations to retain and increase the number of the members among the destination stakeholders. Success on internal marketing can only be achieved through appropriate communication channels with a clear message with the right timing to link the private and public sector in the objective of sustainable tourism development and improvement as well as enhancing the quality of tourism experience. In this study the internal communication process and its scope between Izmir Convention and Visitors Bureau (Izmir CVB) as an urban destination marketing organization and its stakeholders is analyzed and evaluated. Internal marketing between Izmir CVB and its stakeholders are analyzed through quantitative research depending on interpretations of several interviews with the member organizations. This study reveals the deficiencies of the internal communication, internal marketing techniques and some suggestions on developing the communication techniques between Izmir CVB and its stakeholders.

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Section: Stakeholder Approach To Internal Marketingmentioning

confidence: 99%

Section: Stakeholder Approach To Internal Marketingmentioning

confidence: 99%

Significance of Internal Marketing Communications in Destinations

Özdemir,

Adan

2115

IJSIM

View full text Add to dashboard Cite

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“…The organizations providing these services are equally diverse in terms of their size, make-up and relative influence, combining a preponderance of small-to-medium sized enterprises (SMEs) with a comparatively smaller number of large multi-national and international companies (Tourism Alliance, 2016). The destination 'product' also relies on a combination of private, public and not-for-profit organizations, each mindful of the need to satisfy a wide range of stakeholders and their differing requirements (Cox et al, 2014;Garcia et al, 2009). This leads to one final layer of complexity which emerges when reflecting on what might be labelled as two more "A's": Associations and Ambience.…”

Section: Leadership In Place Management Organizations (Dmos)mentioning

confidence: 99%

“…Stressing the need for flexible, empowering, inclusive approaches to leadership, there is an obvious inference to be drawn from their work in relation to this paper. Whilst there can be no doubt about the importance of leadership to successful destination brand management, it is equally critical to ensure the right kind of leadership is applied (Cox et al, 2014).…”

Section: Leadership In Place Management Organizations (Dmos)mentioning

confidence: 99%

An Analysis of the Transformations of Leadership and Direction-Setting in Place Marketing: A United Kingdom Contextual View and Case-Study.

Scott

Higson

Fletcher

et al. 2017

IJDCET

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“…This concern is reflected in a rapidly expanding body of research which has become one of the leading themes in the destination marketing literature (Dioko, 2016; Leung et al, 2015; Pike and Page, 2014). In addition to stressing the benefits of having a strong destination brand, recent studies have also highlighted the challenges involved in the creation and management of such brands (Cox et al, 2014; Datzira-Masip and Poluzzi, 2014; Sartori et al, 2012; Tasci, 2011). These challenges involve issues of consensus, commitment and consistency that arise from the very nature of destinations: geographic areas of varying scale in which multiple providers offer a variety of interdependent products and services to a range of visitor segments.…”

Section: Introductionmentioning

confidence: 99%

Destination and tourism business brand consistency in Binh Thuan, Vietnam

Pham

Pearce

2017

Journal of Vacation Marketing

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This article bridges research on destination branding and studies of business brands through an empirical investigation of the consistency between the destination brand of Binh Thuan province, Vietnam, and the brands of 87 tourism businesses operating there. Consistency is operationalized as the manner and extent to which tourism business brands are aligned with the destination brand in terms of brand elements and the brand architecture used to associate the business brands with the destination brand. Binh Thuan is branded very explicitly as a ‘sea, sand, sun’ destination. The 87 business brands were classified into seven groups using a brand elements/brand architecture matrix. On the brand architecture dimension, 61 branded businesses split almost evenly, 31/30, with regard to whether or not their brands were explicitly linked to Binh Thuan’s core values. The most consistent brand elements were the selling points and target markets; most variation with the destination brand occurred in terms of positioning. The elements of nearly two-thirds of the branded businesses aligned very consistently or consistently with those of the destination and a third were weakly or not at all consistent. Twenty-six businesses had little or no branded material at all. Factors contributing to a lack of consistency are location, ownership and management.

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Internal brand management of destination brands: Exploring the roles of destination management organisations and operators

Cited by 21 publications

References 40 publications

Significance of Internal Marketing Communications in Destinations

Significance of Internal Marketing Communications in Destinations

An Analysis of the Transformations of Leadership and Direction-Setting in Place Marketing: A United Kingdom Contextual View and Case-Study.

Destination and tourism business brand consistency in Binh Thuan, Vietnam

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