Gabriel Ursu
University of Westminster, Architecture and the Build Environment, Graduate Student
ABSTRACT Destination branding became a hot topic for over a decade, authors discussing it in both peer reviewed journals and specialist textbooks. Following the industrial decline and financial crisis, in a globalised world competing... more
ABSTRACT
Destination branding became a hot topic for over a decade, authors discussing it in both peer reviewed journals and specialist textbooks. Following the industrial decline and financial crisis, in a globalised world competing over scarce resources, destinations all over the world try to reposition themselves and penetrate the tourism market, seen as an easily accessible regeneration tool. Destination branding became one of the tools available for destination marketers. Following the corporate branding model, the present research tries to develop a best practice theoretical model, suggesting a corporate-like behaviour for the destination, under the leadership of the Destination Marketing Organisation. Destination branding is defined as a strategic development plan, aimed at improving life quality in the destination that in turn will attract tourism, investment and skilled migration.
The research tries to obtain evaluative comments about the model from experts using the Delphi Technique. A further literature review was conducted to identify concepts from destination branding and corporate branding to support the development of the model. The qualitative research was conducted through two Delphi rounds, the third one being invalidated by the failure to feedback in a timely manner by the remaining panel members. The advantages and disadvantages of using this qualitative research method are discussed in the dissertation.
The findings revealed the importance of understanding the place character before attempting to start the destination branding process, based on collaborative partnerships and stakeholder inclusion. Borrowing behavioural traits from corporate branding proved feasible, based on the contributions received from panel members, but the emergence of antagonistic relationships in the destination was stressed by panel members. Successful branding strategies need to understand the different dimensions of the destination, where tourism is only one of the operational factors. Coherent strategies, based on local realities, aspirations and resources, aimed at sustainable development need to be put in place. The DMO’s role needs to move away from marketing only activities towards a co-ordination role, becoming the brand curator and managing the dynamic relationships between multiple destination stakeholders.
Destination branding became a hot topic for over a decade, authors discussing it in both peer reviewed journals and specialist textbooks. Following the industrial decline and financial crisis, in a globalised world competing over scarce resources, destinations all over the world try to reposition themselves and penetrate the tourism market, seen as an easily accessible regeneration tool. Destination branding became one of the tools available for destination marketers. Following the corporate branding model, the present research tries to develop a best practice theoretical model, suggesting a corporate-like behaviour for the destination, under the leadership of the Destination Marketing Organisation. Destination branding is defined as a strategic development plan, aimed at improving life quality in the destination that in turn will attract tourism, investment and skilled migration.
The research tries to obtain evaluative comments about the model from experts using the Delphi Technique. A further literature review was conducted to identify concepts from destination branding and corporate branding to support the development of the model. The qualitative research was conducted through two Delphi rounds, the third one being invalidated by the failure to feedback in a timely manner by the remaining panel members. The advantages and disadvantages of using this qualitative research method are discussed in the dissertation.
The findings revealed the importance of understanding the place character before attempting to start the destination branding process, based on collaborative partnerships and stakeholder inclusion. Borrowing behavioural traits from corporate branding proved feasible, based on the contributions received from panel members, but the emergence of antagonistic relationships in the destination was stressed by panel members. Successful branding strategies need to understand the different dimensions of the destination, where tourism is only one of the operational factors. Coherent strategies, based on local realities, aspirations and resources, aimed at sustainable development need to be put in place. The DMO’s role needs to move away from marketing only activities towards a co-ordination role, becoming the brand curator and managing the dynamic relationships between multiple destination stakeholders.
Research Interests: Tourism Studies, Destination Management, Destination Branding, Destination Marketing, and Cultural Planning, Destiny, Sense of Place, Spirit of Place, Genius Loci, Cultural Mapping, Placemaking, Local Distinctiveness, Place Identity, Cultural Tourism, Literary Tourism, Gestalt, Culture-Led Regeneration
The investments made by Lisbon and Portugal to stage Expo 98 were perceived as a urbandevelopment programme aiming to present Lisbon as a multicultural European capital and were aimed at sending out a positive image about the country and... more
The investments made by Lisbon and Portugal to stage Expo 98 were perceived as a urbandevelopment programme aiming to present Lisbon as a multicultural European capital and were aimed at sending out a positive image about the country and the city, with an expected increase in visitor and spent in the destination.The event was a success, attracting more than 11 million visitors, but the long term results were not as high as predicted. The creation of a new town centre for Lisbon led to the abandonment of the historic one and current policies are only looking at cosmetic repairs with no real solutions to re-inject life in an area that is being left to decay or is simply left by the younger generation or local business that seek better conditions in the suburbs. The new town centre is becoming a more exclusivist area and is alienating the displaced old residents.Cultural regeneration seems to have failed too, public art manifestations and projects ran by local authorities either are not addressed to the local communities or are not run with their participation, making the differentiation more evident.A change in image is needed for Lisbon, a more inclusive policy is needed, capitalising on culture, heritage, on innovation and capability to adapt to new times.A shift in the markets addressed is necessary to differentiate from all inclusive Portugal and to attract non-traditional visitors from the A8, A2 and BRIC countries.