Building Destination Brands.'' The editors noted that branding has become a popular marketing tool in the last decade and there has been growing academic interest in examining how branding works for places and destinations. However, "The destination branding literature is still far from the level and quality of research we find in the general product and service marketing literature, largely because of the complexity of connotations that come with the term 'destination'" Gnoth, Baloglu, Ekinci and Sirakaya-Turk 2007:340).
GLOBAL CONCEPTS
CHALLENGING THE BRAND
Tourism was to be part of the new range of goods and services that were to become available to the world's population. It is much easier to trust the sincerity and good reputation of the brand.
A MODEL OF VIRTUAL DESTINATION BRANDING
Defined as "the psychological and emotional state that consumers undergo while interacting with products in the 3D environment" (Li, Daughert and Biocca 2002:43), the term virtual experience has emerged as superior to direct and indirect experience. The first refers to the degree to which the use of a medium can influence the form or content of the mediated environment.
DECONSTRUCTING BRAND EQUITY
Understanding the nature of destination brand equity requires an examination of the differences and similarities between product and destination brands. Best defined as return on expenditure, value is the brand equity dimension most recently uncovered (Tasci et al 2007b). Accepting that different dimensions can affect destination brand equity allows for the development of a testable model.
There are segments within markets that see the importance of brand equity dimensions differently. While destination brand equity cannot be captured directly in the marketplace, it can be captured indirectly. It is also a dimension of brand value that many mass-market destinations rely on to maintain or increase tourist numbers.
A TWO-DIMENSIONAL
APPROACH TO BRANDING Integrating Identity and Equity
One reason for this may lie in the fact that destination branding has been partly covered by the alternative label destination image (Ritchie and Ritchie 1998). Destination image has become one of the predominant topics in the tourism literature (Gallarza, Saura and Garcı´a 2002; Pike 2002). Ample work has been done to the extent that image is only treated as a concept in the destination selection process.
Image building is one step closer, but there still remains a critical missing link: the brand identity.'' first place to identify a destination and then distinguish it through positive image building. The identity in Figure 1 has its roots in the theoretical representation and interpretation of the identity concept in the brand leadership model by Aaker and Joachimsthaler (2000). This model is by far the most comprehensive to date in the general branding literature.
COLLABORATIVE DESTINATION BRANDING
In the problem definition phase, common issues and problems of the current brand strategy are identified through brainstorming among key stakeholders. The model assumes that building a strong brand in the minds of consumers must include each of the steps. Loyalty, which is the ultimate goal in the CBBE model, can be definitively shaped by brand resonance.
For example, images in the CBBE model can be understood as consumer perception in the double vortex model and so can ''emotional psycho-social fit'' with ''feeling and judgement'' ''Brand Resonance''. Reconciling the two existing models, together with the concepts of collaborative process, leads to the proposed model for community-based collaborative branding. Implementation. The next important procedure is the implementation of brand programs designed for each step of awareness, performance and images, judgments and feelings, and resonance.
FROM THEORIES TO PRACTICES
TOURISM BRANDING IN A SOCIAL EXCHANGE SYSTEM
Harrison County is located in the southern part of the state of Indiana in the United States. The important words in Table 1 reflected the participants' consensus on the strength of the area as a destination. There was no hesitation on the part of the business focus group to mention the casino.
In contrast, only one of the top five perceptual elements of potential tourists was in the affective component. Both groups scored high on this affective appeal item, ''People are warm and friendly.'' For it to be strong and the brand identity to be favorable, branding – commitment of actions – must take place.
LINKING LOCAL AND
CULINARY CUISINES WITH DESTINATION BRANDING
A review of the literature revealed little previous work on residents' attitudes towards the use of local cuisine and culinary facilities as attractions to brand a destination. Thus, local cuisine and culinary establishments can make tourists experience a unique gastronomic culture of a certain region. The main aim of the study reported in this chapter was to empirically examine residents' attitudes towards the use of the kitchen and local cuisine.
Respondents' attitudes regarding the quality and attractiveness of local cuisine and culinary facilities are presented in Table 2. The results of one-way ANOVA analyzes showed that all factors of residents' attitudes toward local cuisine and culinary facilities were significantly different between three groups. Moreover, indifferent residents are reluctant to engage in activities relevant to the promotion of local cuisine and culinary establishments.
SPANISH HOLIDAY BRANDS
In brand terms, these attributes are the associations tourists perceive of the destination brands. Each survey respondent was first asked to rate the importance of the 13 characteristics when choosing a destination (from 0¼not important at all to 10¼most important). Each of the destinations was presented as one whole brand and compared to the other nine.
Castilla-La Mancha is generally very close to average for most characteristics. When they choose destinations in the second (Andalusia and Catalonia) and third (Castile-La Mancha, Castile-Leon and Basque Country) groups, none of the 12 attributes appear as important as when choosing other destinations. The findings include how tourists rate the importance of each of the 13 attributes for all destinations combined (Figure 1) and for each individual destination compared to the average of all others.
BRANDING SPAIN’S TOURISM MIRACLE (1959–1979)
During the second half of the 20th century, among these destinations, the most cost-effective was found in the Mediterranean in Spain. This period of so-called autarky came to a dead end in the second half of the 1950s. The new policy was largely dependent on the performance of the foreign sector of the Spanish economy.
Tourism was expected to be one of the supporters of an export-led economic growth process. Was the Spanish success in the early stage of maturity a product of the new brand exemplified by Joan. There may not be a clear answer to the puzzle, regardless of the circumstances of the context.
A PRACTICAL FRAMEWORK FOR DESTINATION BRANDING
They concluded that marketing research and partnerships enabled the success of the creation and application of the "100% Pure New Zealand" brand. The smaller the destination becomes (region or city), the more brand building should focus on their functional assets. Kotler, Bowen, and Makens (2003) go beyond image and add the dimensions of value and quality to the brand concept. The dimensions of value and quality relate to the concept of brand equity for a destination, along with loyalty, brand awareness and the link with other associations such as patents, trademarks and channel relationships (Kotler and Armstrong 1996).
However, due to the unique characteristics of the aforementioned tourism products, branding applications for destinations present some challenges. This is suggested on purpose because of the critical role of residents as providers and consumers of a country. Taking into account changing market conditions and tourists' striving for unexpected and spontaneous experiences, the success and adaptation of destination brands to needs and expectations should be monitored by longitudinal research; and the brand must adapt accordingly.
PRACTICAL CASES
DESTINATION BRAND STRATEGY The Case of Greece
The foundation's work to determine how Greece is currently perceived consisted of primary and secondary research conducted by MRB Hellas, Critical Publics London and PRC Group—The Management House. They can be assets or liabilities that add to or detract from the potential to add value to the brand. The basic message must be reinforced continuously using different media in different contexts.'' Media constitutes mass, social and human components.
First, it has features that are functional and concrete (e.g. the Acropolis or Big Ben, sea and sun, natural beaches. To support this initiative, Greece needs to challenge tourists' knowledge of the destination through its extraordinary, lesser-known aspects An example of such on-brand communication could be: ''If you want to experience something truly magical, I recommend 'Greece's Gibraltar', Monemvasia, where you can immerse yourself in the ultimate romantic medieval atmosphere reminiscent of the era of the knights: imagine walking among Venetian ruins, tasting more delicious dishes, chatting with the local artists and enjoying a spectacular view from the castle!''.
THE COPENHAGEN WAY
The strategy it adopted in 1991 laid the foundation for the organization's growth. Insurance is also becoming more important due to the increasing fragmentation and flexibility of value chains. The heads of these departments have no special connection with the location and do not show any long-term strategic interest in the development of the city.
In the early 1990s, Copenhagen realized that it was becoming an outlying area of Europe. In the Copenhagen brand strategy, the vision is to make the world's population want to become Copenhageners. The case of WoCo is also a valuable example of the intersection between city destination branding and national political strategy.
CONSULTATION BUILDS STRONGER BRANDS
