Hypothesis 4: Zimbabwe has a coordinated response to brand erosion and international media onslaught. The study performed the KMO and Bartlett’s test to establish if the data set
4.5.6 Different Roles Played in the Affairs of Brand Zimbabwe
It was interesting to note that respondents from across the divide realised that they had a role to play in branding the nation. The bankers were articulated how their financial involvement would affect the brand; branding agencies expressed views on how they should capture the graphic and iconographies peculiar to the country; the tourism actors spoke on configuration of the sub-brand; the office of the president elaborated on how national leadership and policy affect the nation brand; exporters spoke on how export competitiveness was part of the puzzle; while media representative discussed how their media reportage influences perceptions about the country.
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The general awareness about stakeholder roles in nation branding suggests that when intentionally involved and included, stakeholders are willing and able to play meaningfully in influencing the brand equity building process. Another interesting finding was that the Office of the President realised that nation branding was much more than tourism branding and was thus prepared to assume the coordinating role in the establishment of a unit to run with the national project. There was commitment from the Office of the President to see the nation branding process get off the ground.
It was also established that the Ministry of Foreign Affairs confirmed that they were an extension of the domestic policy in foreign countries. The ministry’s officials were not, however, willing to grant the researcher an interview, referring all questions to the Ministry of Tourism and Hospitality. Their initial reason for refusing the interview was that they were not involved in nation branding for Zimbabwe, despite the fact that promotional material or relevant ministry documents also indicates that the ministry’s mandate includes protecting the image of the country abroad. One respondent from the ministry indicated that the ministry was:
“(…) responsible for articulating the position of the country as expressed by the cabinet. This should then clarify the personality of what the country represents and who we are as a people. The international community should understand us as a country and as a people. The ministry seeks to improve bilateral and multilateral relations with the international community to attract FDI and development aid. Of major concern now is quest for restoration of development aid from the international development agencies and fighting for the removal of the ‘illegal and unilateral sanctions’ that were put up to protect minority rights.
It is important to realise, however, that portrayal of an acceptable image is not easy. It means Zimbabwe cannot execute certain things because that would affect some countries pursuing their own interests.”
When asked their opinion on who should drive the nation branding process for Zimbabwe, one interviewee said:
“(…) everyone across the board should be involved in nation branding in Zimbabwe. Nationhood is essential. There must be no room for outsiders in our agenda. The Diasporas should kill their negative talk against the country.”
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This section examines the role of brand stewards in nation branding strategy. Key informants to the research largely agreed that at the centre of brand stewardship is a clear understanding of the brand and the values and philosophies upon which brands are built. One respondent said:
“Brand stewardship plays a pivotal role in defining this shared understanding across all nation brand touch points. The country’s leader is a defacto brand steward. Government agencies and private institutions affecting the performance of the brand take cues from the actions of the brand steward.
Where a default brand steward sends conflicting messages about the brand then the nation brand is at risk of equity erosion.”
In response to the question on ‘what they thought was the role of brand stewards in building nation brand strategy’, another interviewee had this to say:
“The brand stewards have to defend the brand against brand equity loss. They need to take advantage of equity building opportunities and advance the cause of the nation brand. However, Zimbabwe seems to be weak in terms of brand stewardship. There are inconsistencies and the country lack a coordinated approach in advancing the brand at the international market. Accordingly, all the stakeholders need to agree on the fundamental issues affecting the country so that everyone speaks in one language.”
Another respondent from the Ministry of Tourism and Hospitality said:
“The role of the brand steward is to create and promote an enabling environment for the brand to be viewed positively. They set the tone and direction for the nation brand strategy. The Ministry of Tourism and Hospitality has had the responsibility of promoting tourism (domestic and international) through destination branding. Destination marketing is thus the primary task.
The Directorate in the ministry was set up with a mandate to promote the nation brand (default brand steward for the tourism brand). However, there is a problem of funding and the directorate, over the past five years, obtained way less than 5% of the requirements.”
A more enlightened key informant expressed the view that stewardship is very important, especially in view of the multiple brand touch points, which often trigger brand image drift
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over time. There is thus need for coordination of the brand equity management processes. The respondent also stated that:
“[I]integrating brand stewardship discipline in nation brand management can be such a complex process. The country’s leadership is required to articulate the nation brand vision and a point of view for key marketplace relationships.
They are also expected to permeate nation brand building behaviour across the country and engage all stakeholders to reinforce the nation brand promise internally and externally.”