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Destination Branding Case Study: Tracking Brand Equity for an Emerging Destination Between 2003 and 2007

^* To whom correspondence should be addressed. E-mail: sd.pike{at}qut.edu.au.

	Abstract

Place branding has become a major focus of operations for destination marketing organizations (DMOs) striving for differentiation in cluttered markets. The topic of destination branding has only received attention in the tourism literature since the late 1990s, and there has been relatively little research reported in relation to analyzing destination brand effectiveness over time. This article reports an attempt to operationalize the concept of consumer-based brand equity (CBBE) for an emerging destination over two points in time. The purpose of the project was to track the effectiveness of the brand in 2007 against benchmarks that were established in a 2003 study at the commencement of a new destination brand campaign. The key finding was there was no change in perceived performance for the destination across the brand’s performance indicators and CBBE dimensions. Because of the common challenges faced by DMOs worldwide, it is suggested the CBBE hierarchy provides destination marketers with a practical tool for evaluating brand performance over time.

First published on October 13, 2009
Journal of Hospitality & Tourism Research 2009, doi:10.1177/1096348009349820


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