The Effect of Message Consistency and Destination-Positioning Brand Strategy Type on Consumer-Based Destination Brand Equity

Abstract

Today, communication is a key factor of destination competitiveness. The aim of the present study is to examine the effect of message consistency between different online communication tools on the formation of consumer-based destination brand equity (CBDBE), within two distinct brand positioning strategies (single-destination brand vs. multiple-destination brands). An experimental design is applied to manipulate message consistency (high vs. low) and the type of brand positioning strategy implemented by the destination (single vs. multiple brands). The results demonstrate that when the messages received by the tourist are highly consistent across different channels, branding strategy type exerts no differential effect on CBDBE. By contrast, when the messages present low consistency, a single destination branding strategy generates higher CBDBE than a multiple destination branding strategy. The study makes an original contribution to the literature, showing the interaction between destination branding strategy type and degree of consistency in the messages received by the tourist.

Understanding destination brand love using machine learning and content analysis method

“…The tourist destination market has become increasingly competitive because most of the destinations offer the same type of tourism services to visitors (Castañeda-García et al, 2019).…”

Customer-Based Place Brand Equity and Tourism: A Regional Identity Perspective

“…Extant literature on place branding and place brand equity focuses on destination branding that sees ‘place’ as a tourist destination (Im et al 2012; Kladou and Kehagias 2014), or from the angle of a destination marketing organization (Pike 2009). Destination branding is the application of branding and brand management strategies to create a unique destination (tourist) brand and manage and enhance the power of that destination brand (Castañeda-García et al 2020; Jago et al 2003; Boo, Busser, and Baloglu 2009). Defining place branding from a geographic perspective (Ashworth 2009) helps construct the image to benefit locals, visitors, and businesses (Boisen et al 2018).…”

“…Destinations use logos (Blain, Levy, and Ritchie 2005; Van Riel and van den Ban 2001) and slogans (Pike 2005) to differentiate themselves, though only in an ephemeral sense (Gold and Ward 1994). Destination branding is a brand management strategy that helps to create a unique destination brand, to manage and enhance the power of the destination brand (Castañeda-García et al 2020; Jago et al 2003; Boo, Busser, and Baloglu 2009), and create destination brand equity (DBE) for that place (Boo, Busser, and Baloglu 2009).…”

“…Geographies compete for trade, students, exports, tourists (both domestic and international), and investments, among other things. Such rivalry among regional entities has resulted in the growth of place branding (Castañeda-García et al 2020; Dinnie 2004). Place branding extends the corporate branding theory to generate opportunities for trade, tourism, inward investments, and economic development of a place (Cleave, Arku, and Chatwin 2019).…”

Touristic SME’s Competitiveness in the Light of Present Challenges—A Qualitative Approach

“…[19][20][21][22][23] The potential of the brand as an important source of competitive advantage is presented by the fact that within the structure of a service, we can see a significant intangible component. Thus, the brand image can play a special role in reducing or even eliminating the perception of the potential risks associated with consumption [24][25][26].…”