Tracking brand positioning for an emerging destination: 2003 to 2015

Abstract

Surprisingly, there have been few published studies monitoring a destination’s brand image over time. This temporal aspect of destination image is an important gap in the literature, given consensus around the role perceptions play in consumers’ decision making, and the ensuing emphasis on imagery in destination branding collateral. Whereas the majority of published destination image studies have been in the form of a snapshot of perceptions at one point in time, this paper presents findings from a survey implemented four times between 2003 and 2015. Brand image is the core construct in any modelling of destination branding performance, which has emerged as a relatively new field of research in the past decade. Using the consumer-based brand equity hierarchy, the project has benchmarked and monitored destination brand salience, image and resonance for an emerging regional destination, relative to key competitors, in the domestic Australian market; and the survey instrument has been demonstrated to be reliable in the context of short break holidays by car. What is particularly interesting to date is that there has been relatively little change in the market positions of the five destinations, in spite of over a decade of branding marketing communications by the regional tourism organisations and their stakeholders, and more recently, the mass of user-generated travel content on social media. The project did not analysis the actual marketing communications for each of the destination marketing organisations. Therefore, an important implication is that irrespective of the level of marketing undertaken, the destination marketing organisations seem to have had little control over the perceptions held in their largest market during this time period. Therefore, it must be recognised that any improvement in perceptions will likely take a long period of time, and so branding needs to be underpinned by a philosophy of a long-term financial investment as well as commitment to a consistency of message over time, which given the politics of destination marketing organisation decision making represents a considerable challenge.