2.6 Nation Branding Strategy
2.6.4 Sub-Brand Strategy Formulation
The strategic interventions can now be formulated in the context of the environmental assessment, a clear vision position and strategic objectives. The strategic prescriptions adopted by business organisations can also be applied to nation branding with adaptation, of course. Clarity on the scope of the nation branding and market segmentation approach helps a nation to effectively compete through the different sub-sectors, as discussed in the following paragraphs.
2.6.4.1 Exports Sub-Brand Strategy
Drawing from South Korea’s experience, Dinnie (2010:86) avers that a nation could establish an export support fund intended to help finance product improvement and competitiveness.
Additionally, industrial innovation and research centres could be set up nation-wide to help create and incubate new designs and improve the quality of products manufactured by the exporting SMEs. Exporting companies could be encouraged to adopt and embed the
‘umbrella brand’ name, logo, national emblem, languages, or symbols in their promotional activity. Chitty (2016:95) contends that local manufacturers and exporters, as the drivers of the export nation brand, should help to project the brand appropriately by integrating the
57
brand identity and values in their product branding and promotional activity. To effectively leverage the nation brand, the parent brand and subordinate brand equities require some evaluation to ascertain their respective economic input and prospective worth (Olins, 2012:5).
They may also need to be completely realigned.
2.6.4.2 Investment Sub-Brand Strategy
A nation seeking to attract Foreign Direct Investment should assess their administrative processes and requirements for streamlining them to make them simple, fast and efficient.
Improved registration procedures, publicity campaigns could generate awareness that will benefit the nation’s investment brand. A country also needs to address matters relating to support infrastructure and ease of doing business by investing in efficient and world-standard infrastructure for roads, railway networks, water, and power supply. Olins (2013) asserts that targeted international promotional programmes could be set up to enhance the economic profile of a nation in the targeted investing nations. Noticeable and real facts confirmed by the executives of foreign companies already involved in a country could help to attract favourable attention of investors in targeted nations. The focus of the promotional message could be issued by several business leaders of repute relating their first-hand experiences to confirm the nature of a nation’s business operating environment.
2.6.4.3 Tourism Sub-Brand Strategy
The entire spectrum of tourism players, from transporters to hoteliers to art and culture and tour operators, need to contribute towards the formulation of the tourism brand strategy. An all-inclusive approach to the strategy development process is likely to achieve support and confluence in defining the tourism product to be offered to targeted markets. All beneficiaries of the sector should be allowed equal involvement in the branding process to avoid the risk of the process being hijacked by dominant players in the industry. Relevant messaging should be crafted in accordance with a collective tourism stakeholder agreement relating to the tourism brand’s promise, content and values. A national tourism board could be central in developing brand-orientation programmes for all employees of the sector. The espoused nation brand values should influence the personality of the tourism board and players and operators under its purview. As seen in the example of Egypt, a nation could raise her national income massively by developing its tourism (Dinnie, 2010:86).
58 2.6.4.5 Arts and Culture Sub-Brand Strategy
Yusuf (2009:56) opines that countries should seek to raise their cultural capital. Government effort in using culture as a device for authentic re-branding may prove effective. A unit could be established to manage the media content of the locally produced music, movies and software. For a nation to become an outstanding contents superpower following such nations as USA, UK and Japan, there is need for content libraries and excellent rewards for content designers to inspire greater creativity. There may be need to enhance a country’s human capacity and competencies, recognition of the talent of and remuneration of exceptional artists, and the creation of institutions of higher learning (Dinnie, 2008a:165).
Several administrative provisions could help to align the arts and culture sub-brand to the nation branding strategy. The institutionalisation of copyright and protection of intellectual property legislation to protect local artists is paramount. Moreover, to enhance global competitiveness, performing artists require to be organised and co-ordinated to make international tours and participate in international art and cultural festivals. Local artists could be assembled and coordinated to produce unique, genuine, spirited and traditionally themed songs that can be performed during both international and national events. Literary works encompassing guided local novel writing, poetry, drama and theatre performances reflect the country’s core values and purpose (Anholt, 2007b:11; Dinnie, 2008a:167). These are the means by which nations can showcase their cultures, souls, and identities. When literary works are produced synergistically, they make a bold spirited pronouncement of a country’s uniqueness, which can potentially boost tourism and exports.
Integrating sporting and gaming into the nation brand package could be a significant positioning tool. Participating in or hosting intercontinental sporting programmes such as the Para Olympic games and soccer tournaments could contribute greatly to projecting a nation on the global scene. Events can be a useful of creating impressions, building the reputation and image of places. It is widely believed that the 2010 World Cup in SA changed the image of South Africa and that of Africa at large (Dinnie, 2008a:165).
59 2.6.4.6 The People Sub-Brand Strategy
Countries should have a strong nationalistic sentiment and shared vision if they are to succeed in projecting a strong international brand. As already mentioned, social and national cohesion is essential to nation branding. Rallying the country together and placing emphasis on nationhood that all citizens across political, civic and religious divide, including citizens in the Diaspora is important. Dinnie (2010:229) avers that the use of national events such as the Independence Day has great potential to bring people together and instil a sense of interest and national pride.
One country could ride on its people’s inherent nature of hospitality and friendliness as compared to competing countries, where the citizens could be hostile and discriminatory.
Another country, meanwhile, could ride on its people’s high education levels, skills and competence, innovativeness and creativity profile and positive attitude towards work. A deliberate strategy to develop an enviable quality in a country’s people is critical for nation branding. By way of example, the element of hospitality was embedded into the re-branding campaign slogan ‘Good People, Great Nation’ in Nigeria, Nworah (2009:12). It should be pointed out, however, that people branding is much more than impressing and demanding certain behaviour from a country’s people. The nationals should be encouraged to appreciate and embrace a set of values and support the nation branding effort as worthwhile.
Programmes should be continuously pursued to develop a more applied process of instilling a set of predefined qualities in a nation’s people.
Since the Diaspora community can be a strategic pillar for the people sub-strategy. An activation programme targeted at the Diaspora community is a strategic imperative. Countries experiencing monetary constraints can potentially tap from an activated Diaspora network (Dinnie, 2008:167). This network could provide invaluable support to national programmes through their home remittances (poverty alleviation), attract FDI through the involvement of strategically placed top executives in multinational companies and motivate other potential visitors and investors to include the country in their ‘holiday shopping basket’. Noteworthy examples are nations such as China, which attracted 70% of their FDI from its nationals in the Diaspora, while Haiti and Jordan both got around 20% of their national income from Diaspora associations (Torries & Kuznetsor, 2006:21).
60 2.6.4.7 Communication & Media Strategy
Communication and media strategy play a pivotal role in the implementation and management of nation brand campaigns. The media plays a very important role in society in general. The mass media (radio, television, print journalism) has an influence in the provision of information and messaging that can shape popular sentiment (Human Security Centre, 2009:21). There is marked growth in the traction of the media, especially the social media in socio-political spheres, which highlights its role in nation branding (Ali, 2011:32).
As part of the public relations component of a nation brand strategy, the organisation of international events to influence media content should be explored. The Middle East experience shows the power of owning influential international media as evidenced by the role played by Al-Jazeera in promoting Qatar as a destination (Zeineddine 2017:217). As part of the strategy, Qatar created various media resources including the Al Jazeera news network, global sporting events and numerous cultural and educational exchange programmes. Third party and opinion leader endorsement managed international events, effective media engagement, informational and educative excursions for foreign journalists, and international road shows by the country’s leadership and embassies could help attract the needed attention.
Nation brand communication is such vital tool for propagating the enshrined values of a nation brand. Communication could be done through various platforms including print media, outdoor billboards at global airports, internet (websites and social platforms), and television networks. The biggest issue that require attention is to ensure dissemination of coordinated and consistent messages across all platforms from all brand touch points, both controlled and uncontrolled (Graan, 2016:78).
The use of viral advertising, brand ambassadorship and opinion leadership programming as facets of brand communication could be used to stimulate positive opinion. Social media is growing as a medium for transmitting information and messages across continents (Harris, 2013:19). A nation branding team could consider making use of social platforms such as Tweeter, Facebook and Instagram to positively influence public opinion. As suggested earlier, third party endorsements by foreign investors and tourists could be encouraged to blog about their first-hand nation brand experiences (Isibor, 2014:48). Associated with the use of opinion leaders is that of using nation brand ambassadors of good character who are held in high esteem and well respected. The choice of brand ambassadors is very important. Figures such as Roger Federer of Switzerland and Ronaldo of Brazil, the late Prof. Wole Soyinka and Prof.
61
C. Achebe; Austin Jay Jay Okocha, the late Nelson Mandela, Justin Trudeau, John F.
Kennedy, Julius Mwalimu Nyerere, Kwame Nkrumah, and Oliver Mtukudzi could be used as nation brand faces.