Destination branding development: linking supply-side and demand-side perspectives

Two of the most important factors influencing the competitiveness of a destination are destination governance and destination branding (Dwyer & Kim, 2003). Destination governance is instrumental in managing the fragmented and complex nature of tourist destinations effectively, while destination branding is important because it enhances a destination’s positioning and exerts considerable influence over tourists’ choices and their satisfaction. The relationship between destination governance and destination branding, however, has not been investigated in depth. This omission occurred because in recent decades the literature on destination branding has mainly adopted a demand-side rather than a supply-side perspective (Konecnik & Go, 2008), whereas both should be taken into consideration for destination brand planning and positioning to be effective (Cai, 2002). Indeed, keeping in mind both these perspectives helps managers develop a coherent method of execution and to achieve consistency and cohesiveness in brand positioning (Freire, 2007). This chapter addresses the above point. It defines the concepts of a destination brand and destination branding, proposes a dynamic model of brand development that combines supply-side and demand-side perspectives, and analyses the main conditions for successful destination branding. The chapter concludes by arguing that, when considering how destination governance affects destination branding, three layers of governance should be examined: the internal governance of a Destination Management Organization (DMO), the governance of the relationship between stakeholders and the governance of the relationship between the DMO and stakeholders. This model therefore draws destination managers’ attention to the necessity of carrying out both internal and external marketing and branding operations when trying to achieve a unique destination brand positioning