Effectiveness of Destination Branding. The Example of National Tourism Organizations
Abstract
Branding is considered to be the most effective way to improve the quality of operations undertaken in numerous sectors of economy. It also plays an important role in creating images of many tourist destinations. National Tourism Organizations (NTOs) are responsible for that task in particular countries. The main aim of the article is an attempt at providing a simplified evaluation of effectiveness related to operations (or operation fields) undertaken by NTOs in the process of brand management at the national level, especially activities undertaken in favor of brand development. The main effectiveness measure is a medium-term rate of the change in the number of tourist visits in countries where the analyzed NTOs were operating in the years of 2007-2017. The analysis includes 81 organizations. The basic tool applied for the research is a questionnaire form and the whole process of data collection, data verification and the comparative statistical analysis is completed in six stages. The research indicates the significant role of branding among the operations undertaken by the analyzed organization. It also indicates the fact that branding is an efficient and indispensable element in the process of destination brand management at the national level. The results of the research confirm the fact that the analyzed organizations consider branding as one of their most effective activities aimed at encouraging the highest number of foreign tourists to visit their countries.
References
[1] Aaker, D.A. 2002. Building Strong Brands. Simon and Schuster.
[2] Anholt, S. 2009. Places, Identity, Image and Reputation. Palgrave Macmillan.
[3] Anholt, S. 2010. Great Brand Stories: Brand America. Marshall Cavendish.
[4] Armstrong, M. 2007. Zarządzanie zasobami ludzkimi. Oficyna Wolters Kluwer Business. (in Polish)
[5] Ashton, A. S. 2014. Tourism destination brand image development e an analysis based on stakeholders' perception: a case study from Southland, New Zealand. Journal of Vacation Marketing, 20(3): 279–292. DOI:https://doi.org/10.1177/1356766713518061
[6] Aziz, N., Kefallonitis, E. and Friedman, B. A. 2012. Turkey as a Destination Brand: Perceptions of United States Visitors. American International Journal of Contemporary Research, 2(9): 211–221. DOI:https://doi.org/10.30845/aijcr
[7] Basera, Vitalis and Cry Kuranga. 2019. Measuring the Effectiveness of Zimbabwe Tourism Authority Website. Journal of Tourism and Hospitality, 8(402). DOI: https://doi.org/10.4172/2167-0269.1000402
[8] Berrozpe, Arturro, Campo, S. and Yagüe, M. J. 2019. Am I Ibiza? Measuring brand identification in the tourism context. Journal of Destination Marketing & Management, 11: 240–250. DOI:https://doi.org/10.1016/j.jdmm.2018.04.005
[9] Borzyszkowski, J., and Marczak, M. 2009. A National Tourist Organization as the Basic Body of the Tourist Policy of a State. In: Cestovný ruch – teória a prax v podmienkach globalizácie. Ekonomická fakulta UMB.
[10] Borzyszkowski, J. 2015. Organizacje zarządzające obszarami recepcji turystycznej. Istota, funkcjonowanie, kierunki zmian. Wydawnictwo Politechniki Koszalińskiej. (in Polish)
[11] Case, A. 2003. The Role of a National Tourist Office in the World of Incentive Travel. CITE.
[12] Chow, H.-W., et al. 2017. Building brand equity through industrial tourism. Asia Pacific Management Review, 22: 70–79. DOI: https://dx.doi.org/10.1016/j.apmrv.2016.09.001
[13] Dinnie, K. 2008. Nation Branding: Concepts, issues, practice. Butterworth-Heinemann.
[14] Dinnie, K. 2015. Nation branding: Concepts, issues, practice (2nd ed.). Routledge.
[15] Florek, M., and Janiszewska, K. 2015. Marka i jej tożsamość jako źródło wartości dodanej obszaru metropolitalnego. Studia Oeconomica Posnaniensia, 3(8): 49–66. (in Polish)
[16] Galovski, D. 2017. Effectiveness of Macedonian Tourism Marketing Policy on Visitors at Tourism Fairs. Academia Turistica, 10(1): 83–89. http://academica.turistica.si/index.php/AT-TIJ/article/view/67
[17] Giannopoulos, A., Piha, L. and Avlonitis, G. J. 2010. “Desti-Nation Branding”: what for? From the notions of tourism and nation branding to an integrated framework. Athens.
[18] Govers, R., and Go, F. M. 2009. Place Branding: Global, Virtual and Physical Identities, Constructed, Imagined and Experienced. Palgrave Macmillan.
[19] Govers, R. 2009. From place marketing to place branding and back. Place Branding and Public Diplomacy, 7(4): 227–231. DOI: https://doi.org/10.1057/pb.2011.28
[20] Green, S. 2005. Defining West London – A case study of the initial stages of a strategic place branding exercise. CoDesign, 1(4): 277–287. DOI: https://doi.org/10.1080/15710880500478486
[21] Hiadlovský, V., Rybovicova, I. and Vinczeova, M. 2016. Importance of liquidity analysis in the process of financial management of companies operating in the tourism sector in Slovakia: an empirical study. International Journal for Quality Research, 10(4): 799–812. DOI: https://doi.org/10.18421/IJQR10.04-10
[22] Jayapalan, N. 2001. An Introduction to Tourism. Atlantic Publishers and Distributors.
[23] Kotler, P., Bowen, J. T. and Makens, J. 2013. Marketing for hospitality and tourism, (6th ed.). Pearson Prentice Hall.
[24] Li, Xu, and Wang, Y. 2010. Evaluating the Effectiveness of Destination Marketing Organisations’ Websites: Evidence from China. International Journal of Tourism Research, 12: 536–549. DOI:https://doi.org/10.1002/jtr.772
[25] Ma, W., et al. 2019. Tracing the Origins of Place Branding Research: A Bibliometric Study of Concepts in Use (1980–2018). Sustainability, 11, 2999. DOI: https://doi.org/10.3390/su11112999
[26] Marczak, M. 2018a. Branding as an essential element of the of destination management process using the example of selected states. Management Sciences, 23(2): 29–40. DOI:https://doi.org/10.15611/ms.2018.2.04
[27] Marczak, M. 2018b. Zarządzanie marką obszaru recepcji turystycznej przez narodowe organizacje turystyczne. CeDeWu. (in Polish)
[28] Marczak, M. 2019. Próba oceny skuteczności działań podejmowanych przez narodowe organizacje turystyczne na rzecz kreowania turystycznej marki kraju. Folia Turistica, 51: 9–34. DOI:https://doi.org/10.5604/01.3001.0013.1580 (in Polish)
[29] Marland, Alex, J.P. Lewis, and Tom Flanagan. 2017. Governance in the Age of Digital Media and Branding. Governance, 30: 125–141. DOI: https://doi.org/10.1111/gove.12194
[30] Medlik, S. 1995. Leksykon podróży, turystyki, hotelarstwa. Wydawnictwo Naukowe PWN. (in Polish)
[31] Middleton, V. T. C. 2011. City Branding and Inward Investment. Palgrave Macmillan.
[32] Pearce, R.J. 2000. The General Manager’s Perspective on How Factionalism Can Impact the Behaviors and Effectiveness of Top Managers inside a Shared Management Joint Venture. Journal of Management and Governance, 4(3): 189–206. DOI: https://doi.org/10.1023/A:1026582312232
[33] Pike, S., and Page, S. 2014. Destination Marketing Organizations and destination marketing: A narrative analysis of the literature. Tourism Management, 41: 1–26. DOI:https://doi.org/10.1016/j.tourman.2013.09.009
[34] Pike, S. 2004. Destination brand positioning slogans – towards the development of a set of accountability criteria. Acta Turistica, 16(2): 102–124.
[35] Pike, S. 2008. Destination Marketing an Integrated Marketing Communication Approach. Butterworth-Heinemann.
[36] Pike, S. 2009. Destination brand positions of a competitive set of near-home destinations. Tourism Management, 30(6): 857–866.
[37] Polska Organizacja Turystyczna. 2017. Polska Organizacja Turystyczna a Narodowe Organizacje Turystyczne. Polska Organizacja Turystyczna. (in Polish)
[38] Pratt, S., McCabe, S., Cortes-Jimenez, I. and Blake, A. 2010. Measuring the Effectiveness of Destination Marketing Campaigns: Comparative Analysis of Conversion Studies. Journal of Travel Research, 49(2): 179–190. DOI: https://doi.org/10.1177/0047287509336471
[39] Rai, S., and Nayak, J. K. 2019. Hospitality branding in emerging economies: an Indian perspective. Journal of Tourism Futures, 5(1): 22–34. DOI: https://doi.org/10.1108/JTF-07-2018-0047
[40] Simons, R. 2000. Performance Measurement and Control Systems for Implementing Strategy. Prentice-Hall.
[41] Sułkowski, M., and Wolniak, R. 2013. Przegląd stosowanych metod oceny skuteczności i efektywności organizacji zorientowanych na ciągłe doskonalenie. Zeszyty Naukowe Politechniki Śląskiej Seria Organizacja i Zarządzanie, 67: 64–65. (in Polish)
[42] Tan, A.J.S. 2008. Destination Branding: Creating a Destination of Choice. Perspectives in Asian Leisure and Tourism, 1(1): 1–10. DOI: https://doi.org/10.1080/1528008X.2012.645198
[43] UNWTO. 2017. Tourism Highlights 2017 Edition. Madrid.
[44] Witt, S. F., Brooke, M.Z. and Buckley, P. J. 2013. The Management of International Tourism. Routledge.
[45] Zavattaro, S.M., and Fay, D. L. 2019. Brand USA: A natural quasi-experiment evaluating the success of a national marketing campaign. Tourism Management, 70: 42–48. DOI:https://doi.org/10.1016/j.tourman.2018.07.013
[46] Zenker, S., Braun, E. and Petersen, S. 2017. Branding the destination versus branding the place: The effects of brand complexity and identification for residents and visitors. Tourism Management, 58: 15–27. DOI:https://dx.doi.org/10.1016/j.tourman.2016.10.008
[2] Anholt, S. 2009. Places, Identity, Image and Reputation. Palgrave Macmillan.
[3] Anholt, S. 2010. Great Brand Stories: Brand America. Marshall Cavendish.
[4] Armstrong, M. 2007. Zarządzanie zasobami ludzkimi. Oficyna Wolters Kluwer Business. (in Polish)
[5] Ashton, A. S. 2014. Tourism destination brand image development e an analysis based on stakeholders' perception: a case study from Southland, New Zealand. Journal of Vacation Marketing, 20(3): 279–292. DOI:https://doi.org/10.1177/1356766713518061
[6] Aziz, N., Kefallonitis, E. and Friedman, B. A. 2012. Turkey as a Destination Brand: Perceptions of United States Visitors. American International Journal of Contemporary Research, 2(9): 211–221. DOI:https://doi.org/10.30845/aijcr
[7] Basera, Vitalis and Cry Kuranga. 2019. Measuring the Effectiveness of Zimbabwe Tourism Authority Website. Journal of Tourism and Hospitality, 8(402). DOI: https://doi.org/10.4172/2167-0269.1000402
[8] Berrozpe, Arturro, Campo, S. and Yagüe, M. J. 2019. Am I Ibiza? Measuring brand identification in the tourism context. Journal of Destination Marketing & Management, 11: 240–250. DOI:https://doi.org/10.1016/j.jdmm.2018.04.005
[9] Borzyszkowski, J., and Marczak, M. 2009. A National Tourist Organization as the Basic Body of the Tourist Policy of a State. In: Cestovný ruch – teória a prax v podmienkach globalizácie. Ekonomická fakulta UMB.
[10] Borzyszkowski, J. 2015. Organizacje zarządzające obszarami recepcji turystycznej. Istota, funkcjonowanie, kierunki zmian. Wydawnictwo Politechniki Koszalińskiej. (in Polish)
[11] Case, A. 2003. The Role of a National Tourist Office in the World of Incentive Travel. CITE.
[12] Chow, H.-W., et al. 2017. Building brand equity through industrial tourism. Asia Pacific Management Review, 22: 70–79. DOI: https://dx.doi.org/10.1016/j.apmrv.2016.09.001
[13] Dinnie, K. 2008. Nation Branding: Concepts, issues, practice. Butterworth-Heinemann.
[14] Dinnie, K. 2015. Nation branding: Concepts, issues, practice (2nd ed.). Routledge.
[15] Florek, M., and Janiszewska, K. 2015. Marka i jej tożsamość jako źródło wartości dodanej obszaru metropolitalnego. Studia Oeconomica Posnaniensia, 3(8): 49–66. (in Polish)
[16] Galovski, D. 2017. Effectiveness of Macedonian Tourism Marketing Policy on Visitors at Tourism Fairs. Academia Turistica, 10(1): 83–89. http://academica.turistica.si/index.php/AT-TIJ/article/view/67
[17] Giannopoulos, A., Piha, L. and Avlonitis, G. J. 2010. “Desti-Nation Branding”: what for? From the notions of tourism and nation branding to an integrated framework. Athens.
[18] Govers, R., and Go, F. M. 2009. Place Branding: Global, Virtual and Physical Identities, Constructed, Imagined and Experienced. Palgrave Macmillan.
[19] Govers, R. 2009. From place marketing to place branding and back. Place Branding and Public Diplomacy, 7(4): 227–231. DOI: https://doi.org/10.1057/pb.2011.28
[20] Green, S. 2005. Defining West London – A case study of the initial stages of a strategic place branding exercise. CoDesign, 1(4): 277–287. DOI: https://doi.org/10.1080/15710880500478486
[21] Hiadlovský, V., Rybovicova, I. and Vinczeova, M. 2016. Importance of liquidity analysis in the process of financial management of companies operating in the tourism sector in Slovakia: an empirical study. International Journal for Quality Research, 10(4): 799–812. DOI: https://doi.org/10.18421/IJQR10.04-10
[22] Jayapalan, N. 2001. An Introduction to Tourism. Atlantic Publishers and Distributors.
[23] Kotler, P., Bowen, J. T. and Makens, J. 2013. Marketing for hospitality and tourism, (6th ed.). Pearson Prentice Hall.
[24] Li, Xu, and Wang, Y. 2010. Evaluating the Effectiveness of Destination Marketing Organisations’ Websites: Evidence from China. International Journal of Tourism Research, 12: 536–549. DOI:https://doi.org/10.1002/jtr.772
[25] Ma, W., et al. 2019. Tracing the Origins of Place Branding Research: A Bibliometric Study of Concepts in Use (1980–2018). Sustainability, 11, 2999. DOI: https://doi.org/10.3390/su11112999
[26] Marczak, M. 2018a. Branding as an essential element of the of destination management process using the example of selected states. Management Sciences, 23(2): 29–40. DOI:https://doi.org/10.15611/ms.2018.2.04
[27] Marczak, M. 2018b. Zarządzanie marką obszaru recepcji turystycznej przez narodowe organizacje turystyczne. CeDeWu. (in Polish)
[28] Marczak, M. 2019. Próba oceny skuteczności działań podejmowanych przez narodowe organizacje turystyczne na rzecz kreowania turystycznej marki kraju. Folia Turistica, 51: 9–34. DOI:https://doi.org/10.5604/01.3001.0013.1580 (in Polish)
[29] Marland, Alex, J.P. Lewis, and Tom Flanagan. 2017. Governance in the Age of Digital Media and Branding. Governance, 30: 125–141. DOI: https://doi.org/10.1111/gove.12194
[30] Medlik, S. 1995. Leksykon podróży, turystyki, hotelarstwa. Wydawnictwo Naukowe PWN. (in Polish)
[31] Middleton, V. T. C. 2011. City Branding and Inward Investment. Palgrave Macmillan.
[32] Pearce, R.J. 2000. The General Manager’s Perspective on How Factionalism Can Impact the Behaviors and Effectiveness of Top Managers inside a Shared Management Joint Venture. Journal of Management and Governance, 4(3): 189–206. DOI: https://doi.org/10.1023/A:1026582312232
[33] Pike, S., and Page, S. 2014. Destination Marketing Organizations and destination marketing: A narrative analysis of the literature. Tourism Management, 41: 1–26. DOI:https://doi.org/10.1016/j.tourman.2013.09.009
[34] Pike, S. 2004. Destination brand positioning slogans – towards the development of a set of accountability criteria. Acta Turistica, 16(2): 102–124.
[35] Pike, S. 2008. Destination Marketing an Integrated Marketing Communication Approach. Butterworth-Heinemann.
[36] Pike, S. 2009. Destination brand positions of a competitive set of near-home destinations. Tourism Management, 30(6): 857–866.
[37] Polska Organizacja Turystyczna. 2017. Polska Organizacja Turystyczna a Narodowe Organizacje Turystyczne. Polska Organizacja Turystyczna. (in Polish)
[38] Pratt, S., McCabe, S., Cortes-Jimenez, I. and Blake, A. 2010. Measuring the Effectiveness of Destination Marketing Campaigns: Comparative Analysis of Conversion Studies. Journal of Travel Research, 49(2): 179–190. DOI: https://doi.org/10.1177/0047287509336471
[39] Rai, S., and Nayak, J. K. 2019. Hospitality branding in emerging economies: an Indian perspective. Journal of Tourism Futures, 5(1): 22–34. DOI: https://doi.org/10.1108/JTF-07-2018-0047
[40] Simons, R. 2000. Performance Measurement and Control Systems for Implementing Strategy. Prentice-Hall.
[41] Sułkowski, M., and Wolniak, R. 2013. Przegląd stosowanych metod oceny skuteczności i efektywności organizacji zorientowanych na ciągłe doskonalenie. Zeszyty Naukowe Politechniki Śląskiej Seria Organizacja i Zarządzanie, 67: 64–65. (in Polish)
[42] Tan, A.J.S. 2008. Destination Branding: Creating a Destination of Choice. Perspectives in Asian Leisure and Tourism, 1(1): 1–10. DOI: https://doi.org/10.1080/1528008X.2012.645198
[43] UNWTO. 2017. Tourism Highlights 2017 Edition. Madrid.
[44] Witt, S. F., Brooke, M.Z. and Buckley, P. J. 2013. The Management of International Tourism. Routledge.
[45] Zavattaro, S.M., and Fay, D. L. 2019. Brand USA: A natural quasi-experiment evaluating the success of a national marketing campaign. Tourism Management, 70: 42–48. DOI:https://doi.org/10.1016/j.tourman.2018.07.013
[46] Zenker, S., Braun, E. and Petersen, S. 2017. Branding the destination versus branding the place: The effects of brand complexity and identification for residents and visitors. Tourism Management, 58: 15–27. DOI:https://dx.doi.org/10.1016/j.tourman.2016.10.008
Published
2020-06-30
How to Cite
MARCZAK, Mirosław; BORZYSZKOWSKI, Jacek.
Effectiveness of Destination Branding. The Example of National Tourism Organizations.
Journal of Environmental Management and Tourism, [S.l.], v. 11, n. 4, p. 779-793, june 2020.
ISSN 2068-7729.
Available at: <https://journals.aserspublishing.eu/jemt/article/view/5114>. Date accessed: 23 apr. 2024.
doi: https://doi.org/10.14505//jemt.v11.4(44).01.
Section
Article
Copyright© 2023 The Author(s). Published by ASERS Publishing 2023. This is an open access article distributed under the terms of CC-BY 4.0 license.