The Rapid Record Oscillograph in Sound Picture Studies&lt;!--&lt;xref ref-type="other" rid="fn1-10.5594_J10181"&gt;*&lt;/xref&gt;--&gt;

Curtis, Amy; Shea, T. E.; Rumpel, C. H.

doi:10.5594/j10181

Cited by 4 publications

(2 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Before TNZ created its brand vision for New Zealand, it initiated a series of research projects that surveyed local businesses, regional economists, destinations with similar programmes and previous visitors -as well as tourists who had never actually been to New Zealand. This process -similar to recent exercises conducted by the brand developers of, among other places, Wales, 38 Western Australia, 39 Louisiana, 40 Oregon, 41 Switzerland and Hawaii 42 -enabled New Zealand's brand managers to build a brand with value and salience with stakeholders and with existing and potential consumers.…”

Section: Identifying and Crafting The Brand Valuesmentioning

confidence: 84%

“…Oregon, for instance, took its established reputation as a pristine natural environment and enriched the brand's personality through including a focus on the destination's built environment and its cultural attractions. 49 This is similar to the strategy adopted by Spain, which wove culture, heritage and an emerging reputation for modern architecture into its original brand personality based around sun and sand. Likewise, Ireland has added culture, 'coolness' and quality to its established identity as a laid-back, friendly destination and Australia has added sophistication and a cosmopolitan dimension to its youthful, fun, nature-oriented personality.…”

Section: Concluding Thoughtsmentioning

confidence: 90%

See 1 more Smart Citation

Destination branding and the role of the stakeholders: The case of New Zealand

Morgan

Pritchard

Piggott³

2003

Journal of Vacation Marketing

383

241

View full text Add to dashboard Cite

Managing a destination brand presents many challenges, and this paper opens by briefly reviewing the destination brand management context. It focuses particularly on the political processes involved in successful brand management and on the vital role of public and private sector stakeholders. Critical to the creation of a durable destination brand is the identification of the brand’s values, the translation of those into a suitably emotionally appealing personality and the targeted and efficient delivery of that message. While this is difficult to achieve in destination marketing, it is not impossible and, having reviewed some of the key issues in brand management, the paper explores the context and creation of the New Zealand brand. It identifies the stakeholders crucial to the delivery of this destination brand and examines the positioning process and the creation of its largely web-driven strategy. The paper suggests that through stakeholder partnerships and the harnessing of non-traditional media, Tourism New Zealand (TNZ) has been able to create a powerful travel destination brand, positioned as an appealing niche player in the global tourism industry. Finally, the paper concludes by suggesting an agenda for future research on destination brand management.

show abstract

Section: Identifying and Crafting The Brand Valuesmentioning

confidence: 84%

Section: Concluding Thoughtsmentioning

confidence: 90%