Internal Brand Management of Destination Brands

Destination Management Organisations and Aperators

Natasha Cox, Richard Gyrd-Jones, Sarah Gardiner

Research output: Contribution to journalJournal articleResearchpeer-review

Abstract

Achieving a consistent brand experience across a destination and all brand-touch points is a major challenge in destination branding efforts. Strategies to manage the complexity of coordination across multiple network stakeholders are therefore critical for destination management organisations. However, theories to inform these strategies are limited. This paper proposes that internal brand management theory provides a framework to explore strategies that may increase operator buy-in to the destination brand, thus creating a more consistent brand experience for visitors. Semi-structured interviews with members of a destination brand network indicate that highly centralised networks hinder operator buy-in to the destination brand. Informal communication via more personalised sub-networks rather than directive leadership appear to facilitate knowledge sharing and create support mechanisms that promote brand citizenship behaviours. This study advances destination brand management theory and provides practical insights into destination brand management practices.
Original languageEnglish
JournalJournal of Destination Marketing & Management
Volume3
Issue number2
Pages (from-to)85-95
ISSN2212-571X
DOIs
Publication statusPublished - Jun 2014

Cite this

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title = "Internal Brand Management of Destination Brands: Destination Management Organisations and Aperators",
abstract = "Achieving a consistent brand experience across a destination and all brand-touch points is a major challenge in destination branding efforts. Strategies to manage the complexity of coordination across multiple network stakeholders are therefore critical for destination management organisations. However, theories to inform these strategies are limited. This paper proposes that internal brand management theory provides a framework to explore strategies that may increase operator buy-in to the destination brand, thus creating a more consistent brand experience for visitors. Semi-structured interviews with members of a destination brand network indicate that highly centralised networks hinder operator buy-in to the destination brand. Informal communication via more personalised sub-networks rather than directive leadership appear to facilitate knowledge sharing and create support mechanisms that promote brand citizenship behaviours. This study advances destination brand management theory and provides practical insights into destination brand management practices.",
keywords = "Communication, Destination brand, Internal brand management, Leadership, Network brand",
author = "Natasha Cox and Richard Gyrd-Jones and Sarah Gardiner",
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Internal Brand Management of Destination Brands : Destination Management Organisations and Aperators . / Cox, Natasha; Gyrd-Jones, Richard; Gardiner, Sarah.

In: Journal of Destination Marketing & Management, Vol. 3, No. 2, 06.2014, p. 85-95.

Research output: Contribution to journalJournal articleResearchpeer-review

TY - JOUR

T1 - Internal Brand Management of Destination Brands

T2 - Destination Management Organisations and Aperators

AU - Cox, Natasha

AU - Gyrd-Jones, Richard

AU - Gardiner, Sarah

PY - 2014/6

Y1 - 2014/6

N2 - Achieving a consistent brand experience across a destination and all brand-touch points is a major challenge in destination branding efforts. Strategies to manage the complexity of coordination across multiple network stakeholders are therefore critical for destination management organisations. However, theories to inform these strategies are limited. This paper proposes that internal brand management theory provides a framework to explore strategies that may increase operator buy-in to the destination brand, thus creating a more consistent brand experience for visitors. Semi-structured interviews with members of a destination brand network indicate that highly centralised networks hinder operator buy-in to the destination brand. Informal communication via more personalised sub-networks rather than directive leadership appear to facilitate knowledge sharing and create support mechanisms that promote brand citizenship behaviours. This study advances destination brand management theory and provides practical insights into destination brand management practices.

AB - Achieving a consistent brand experience across a destination and all brand-touch points is a major challenge in destination branding efforts. Strategies to manage the complexity of coordination across multiple network stakeholders are therefore critical for destination management organisations. However, theories to inform these strategies are limited. This paper proposes that internal brand management theory provides a framework to explore strategies that may increase operator buy-in to the destination brand, thus creating a more consistent brand experience for visitors. Semi-structured interviews with members of a destination brand network indicate that highly centralised networks hinder operator buy-in to the destination brand. Informal communication via more personalised sub-networks rather than directive leadership appear to facilitate knowledge sharing and create support mechanisms that promote brand citizenship behaviours. This study advances destination brand management theory and provides practical insights into destination brand management practices.

KW - Communication

KW - Destination brand

KW - Internal brand management

KW - Leadership

KW - Network brand

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DO - 10.1016/j.jdmm.2014.01.004

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JO - Journal of Destination Marketing & Management

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