From destination brand to location brand
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GREG KERR has extensive management experience in local government and more recently in business development. He was a director of Tourism Wollongong and Tweed Tourism in New South Wales (NSW). Having completed a Master of Business Administration at Wollongong University, he is now undertaking a Doctorate of Business Administration with the thesis being relative to the brand management of towns and cities. He is a lecturer in management and marketing at Wollongong University and is regularly invited to be a guest speaker to councils, community groups and local government associations. He liaises with the Australia Day Council of NSW, is a consultant for the NSW Department of State and Regional Development and a consultant for the Keep Australia Beautiful Council of NSW.
Abstract Destination marketing organisations, often with government support, have traditionally been responsible for promoting their respective locations. A number of authors are now suggesting a review of this responsibility. The claim is that destination marketing and the destination brand have the limitation of being tourism focused only and often preclude major stakeholders in a location. The more holistic approach of location or place brand management is gaining interest. The aim of this paper is to identify the literature calling for reform of destination marketing practices as well as the growing body of literature addressing location brand management. A distinction between destination brand and location brand is made, followed by the identification of potential areas of research relevant to the brand management of locations.
BRAND: MEANING AND APPLICATION
Greg Kerr Marketing Disciplines School of Management and Marketing, Faculty of Commerce, University of Wollongong, Wollongong NSW 2522, Australia Tel: ⫹61 2 4221 5538 Fax: ⫹61 2 4221 4154 E-mail: [email protected]
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The definition of a brand provided by the American Marketing Association1 as, ‘a name, term, sign, symbol, or design, or a combination of them intended to identify the goods and services of one seller or group of sellers and to differentiate them from those of competition’, is often a common starting point for works associated with brands and brand management. Further definitions have been developed by a number of authors, leading to greater complexity as to the meaning of brand. It is suggested that the growing number of definitions is not simply a result of academics wanting to add their own definition to the literature, but is more the expanding application to which the principles of brands and
brand management are being applied. Hankinson and Cowking2 reviewed the definitions of brand and identified six groups of definitions: visual, perceptual, positioning, added value, image and personality. McEnally et al.3 identified the expansive role of brands from the traditional marketing roles to postmodern approaches of ‘brand as company’ and ‘brand as policy’. The relevance and value of brands have been applied to products, corporations, destinations and, more recently, loca
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