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Universidade Autónoma de Lisboa

e-ISSN: 1647-7251

VOL15, N.º 2, TD2

Thematic Dossier – Place Branding and Public Diplomacy

Special edition on Ibero-American States

February 2025

A THEORETICAL BACKGROUND FOR PLACE BRANDING IN A TOURISM CONTEXT

JOÃO R. FREIRE

joao.freire@universidadeeuropeia.pt

With a degree in Economics and a PhD in Marketing, João Freire has worked for various

companies in various countries throughout his career. João Freire has participated as a

speaker at various international conferences, published articles in academic journals and

chapters in books, and edited several books. He is part of the board of referees of

different academic journals. He is currently the editor of the journal 'Place Branding and

Public Diplomacy' for Europe, the Middle East, and Africa. Professor João Freire edited the

book Nation Banding in Europe. O João Freire is a researcher at ICNOVA and a professor

at IPAM Lisboa, where he coordinates the Global Marketing degree.

https://orcid.org/0000-0003-1199-412X.

ROSANE K. GERTNER

rosane.gertner@csi.cuny.edu

She has over 35 years of academic and professional experience in marketing. Her professional

experience includes product management and marketing data analysis positions in multinational

companies such as Johnson Wax. In addition, she has extensive experience in consultancy for

various Brazilian and American companies, such as Xerox and Petrobras. As an academic, Dr

Gertner has taught undergraduate and postgraduate courses in marketing and chaired

programmes at several universities in Brazil. She was also a visiting professor at Pace University

in New York. She has authored and co-authored several articles published at conferences and in

journals such as the Journal of Global Marketing and the Journal of International Business

Studies. Her research interests centre on International Marketing, Integrated Marketing

Communication, Place Marketing and Product Development.

https://orcid.org/0000-0003-0601-1563.

Abstract

This article aims to clarify the workings of place branding in a tourism context – destination

branding. It has been recognized that the tourist buying decision has some unique aspects

that differ from the more generic buyer behaviour. To have a clear idea about branding

destinations one has to understand the specific characteristics of travel behaviour. Destination

branding can be considered an exercise of identifying, organizing, and coordinating

dimensions to deliver benefits relevant to the target markets. Destination brand dimensions

are all of those attributes that are relevant and impact on the internal or external customers.

A destination that has a clear position in terms of offer will potentially provide the means to

satisfy in the most efficient way unsatisfied tourist’s needs. It has been recognised that the

tourists´ needs are the driving force that motivates travel behaviour. Nevertheless, it has to

be acknowledged that the perceived destination’s ability to satisfy a tourist’s needs may

change along with his or her motivations. It is then assumed that the evaluation of a

destination brand will also be dependent on the motives to travel. This article adopts several

complementary approaches to investigate the destination brand workings. Sociological,

anthropological, economic, and marketing studies are included to set up a theoretical

discourse for destination brands.

JANUS.NET, e-journal of International Relations

e-ISSN: 1647-7251

VOL 15 N.º 2, TD2

Thematic Dossier – Place Branding and Public Diplomacy

Special edition on Ibero-American States

February 2025, pp. 17-47

A Theoretical Background for Place Branding in a Tourism Context

João R. Freire, Rosane K. Gertner

Keywords

Destination Branding, Tourism, Travel Behaviour, DMO, Place Branding.

Resumo

Este artigo tem como objetivo clarificar o funcionamento do place branding num contexto

turístico - destination branding. Reconhece-se que a decisão de compra do turista tem alguns

aspetos únicos que diferem do comportamento mais genérico do comprador. Para se ter uma

ideia clara sobre o destination branding, é necessário compreender as caraterísticas

específicas do comportamento de viagem. O branding de um destino pode ser considerado

um exercício de identificação, organização e coordenação de dimensões para proporcionar

benefícios relevantes para os mercados-alvo. As dimensões da marca do destino são todos os

atributos que são relevantes e têm impacto nos clientes internos ou externos. Um destino que

tem uma posição clara em termos de oferta fornecerá potencialmente os meios para satisfazer

da forma mais eficiente as necessidades insatisfeitas dos turistas. Foi reconhecido que as

necessidades dos turistas são a força motriz que motiva o comportamento de viagem. No

entanto, há que reconhecer que a capacidade de um destino para satisfazer as necessidades

de um turista pode mudar juntamente com as suas motivações. Assume-se então que a

avaliação de uma marca de destino também dependerá dos motivos para viajar. Este artigo

adota várias abordagens complementares para investigar o funcionamento do destination

branding. São incluídos estudos sociológicos, antropológicos, económicos e de marketing para

estabelecer um discurso teórico sobre as marcas de destino.

Palavras-chave

Destination Branding, Turismo, Comportamento do Turista, DMO, Place Branding.

How to cite this article

Freire, João R. & Gertner, Rosane K. (2025). A Theoretical Background for Place Branding in a

Tourism Context. Janus.net, e-journal of international relations, VOL 15 N.º 2, TD2 – Temathic

Dossier – “Place Branding and Public Diplomacy”. February 2025, pp. 17-47.

https://doi.org/10.26619/1647-7251.DT0125.2.

Article received on 15 October 2024 and accepted for publication on 29 November 2024

JANUS.NET, e-journal of International Relations

e-ISSN: 1647-7251

VOL 15 N.º 2, TD2

Thematic Dossier – Place Branding and Public Diplomacy

Special edition on Ibero-American States

February 2025, pp. 17-47

A Theoretical Background for Place Branding in a Tourism Context

João R. Freire, Rosane K. Gertner

A THEORETICAL BACKGROUND FOR PLACE BRANDING IN A

TOURISM CONTEXT

JOÃO R. FREIRE

ROSANE K. GERTNER

Introduction

Place branding is now part of the political agenda in most cities, regions and countries.

It can be said that politicians in charge of a location are now sensitive to the issue of

branding and are actively trying to apply the concept to their places (Dinnie, 2022;

Kavaratzis & Florek, 2021). In fact, politicians are now expected to invest in and develop

strategies to increase the attractiveness of their places (Dinnie, 2022; Govers, 2021;

Hanna, Rowley & Keegan, 2020; Kavaratzis & Florek, 2021; Marauti & Florek, 2022).

Furthermore, politicians in charge of countries, regions and cities tend to pay close

attention to the tourism industry and are willing to invest in promoting their places

(Braun, 2012; Dinnie, 2022; Pike et. al., 2019). Therefore, the relevance of having a

place branding strategy is even more evident in the tourism industry since tourism is a

highly competitive and global industry.

Over the years, tourism became an important industry for almost any country because

it contributes to exports, generates taxes, and is relevant in the creation of new jobs.

Before COVID-19, tourism used to be a reliable source of growth, creating millions of

jobs and fuelling economies worldwide. Even now, UNWTO 2024 data reports a strong

economic rebound in Tourism post-pandemic. The report shows near pre-pandemic

tourism levels in 2023, with full recovery expected in 2024. According to the report, (1)

international tourism receipts reached an estimated $1.4 trillion in 2023, nearing pre-

pandemic levels (93% of 2019's $1.5 trillion); (2) total tourism exports, including

passenger transport, reached $1.6 trillion in 2023, closing in on 2019's $1.7 trillion

(almost 95%), and (3) tourism's direct contribution to global GDP (TDGDP) is estimated

at $3.3 trillion in 2023, representing 3% of the global economy. This suggests a full

recovery of TDGDP to pre-pandemic levels, fueled by both domestic and international

travel.

Thus, in today's world of intense global competition, rising digitization, and unstable

international dealings, brand credibility has become vital, especially for places (Alexander

et al., 2020). Reitsamer and Brunner (2021) argue that place marketing managers

should invest in building credible place brands since they affect visitors’ intention to

JANUS.NET, e-journal of International Relations

e-ISSN: 1647-7251

VOL 15 N.º 2, TD2

Thematic Dossier – Place Branding and Public Diplomacy

Special edition on Ibero-American States

February 2025, pp. 17-47

A Theoretical Background for Place Branding in a Tourism Context

João R. Freire, Rosane K. Gertner

return to a tourist destination and increase positive word-of-mouth (WOM). In their 2021

study, Chan, et al., (2021) proposed a framework for branding a city within a tourism

context that considers five key elements: pathways, edges, districts, nodes, and

landmarks. The authors observed that this framework contributed to shaping a city's

image, particularly for tourism purposes. In addition, developing a branding strategy that

includes collaborations between businesses and governments enhance the place's image

for tourists (Giannopoulos et al., 2021). Developing a brand strategy has become critical

for creating a positive brand image and differentiating places from their competitors

(Che-Ha et al., 2016; Kim et al., 2018; Milicevic et al., 2017; Sorsa & Frig, 2020).

To achieve the objective of creating a positive destination brand image, it is crucial to

emphasize the involvement of various stakeholders and the importance of public

diplomacy. Public diplomacy is crucial for destination branding and tourism, as it uses

strategic communication to enhance a country's image and attract tourists, thereby

boosting its soft power (Claro, Huguet & Serrano, 2023). Effective stakeholder

collaboration is essential. For example, in the 1990s, conflicting messages from two UK

government agencies—one promoting contemporary Britain and the other focusing on

traditional aspects—risked confusing their audience and diluting the nation's brand (Nye,

2008).

Public diplomacy, destination branding, and tourism are deeply interconnected (Claro,

Huguet & Serrano, 2023). By fostering positive narratives, public diplomacy can

significantly enhance destination branding. Campaigns highlighting sustainability,

cultural diversity, and hospitality make countries more appealing to tourists (Anholt,

2010). Japan's "Cool Japan" campaign, showcasing its culture, cuisine, and technology,

is a successful example (Gartner, 2014). Similarly, Turkey's public diplomacy highlights

its rich history and diverse landscapes to counter negative stereotypes and enhance its

brand equity (Gartner, 2014). However, there are important considerations. Consistency

is crucial; maintaining a positive image is essential as negative events or political

instability can quickly damage a destination's brand (Avraham & Ketter, 2012).

Additionally, cultural sensitivity is important. Public diplomacy efforts must be inclusive

and culturally aware to avoid alienating potential tourists (Freire, Gertner & Gertner,

2022).

Nonetheless, it has been recognized that place branding is still not an established and

totally understood concept (Kavaratzis & Florek, 2021; Mariutti & Florek, 2022; Ruiz-

Real, et al., 2020). The lack of theoretical background that grounds the concept is often

a cited reason for the current status (Hanna et al., 2020; Kavaratzis & Florek, 2021). It

is recognized that there is still a paucity of research articles and cases that deal with the

problem of Place Branding (Mariutti & Florek 2022).

This article has the objective of contributing theoretical bases of Place Branding in a

tourism context. Throughout this article branding places for tourism will be given the

name destination brands, as it is currently used by practitioners, such as, Baker (2012:

195):

JANUS.NET, e-journal of International Relations

e-ISSN: 1647-7251

VOL 15 N.º 2, TD2

Thematic Dossier – Place Branding and Public Diplomacy

Special edition on Ibero-American States

February 2025, pp. 17-47

A Theoretical Background for Place Branding in a Tourism Context

João R. Freire, Rosane K. Gertner

Destination Brand: also referred to as “tourism brand,” it is a brand founded

on the location being an attractive place to visit.

Branding has mainly been researched in a product and service context. This implies that

the findings and conclusions are strongly rooted in consumer behaviour studies.

Nonetheless it can be argued that when researching the destination brand concept, a

different approach should be taken. This conclusion is based on the assumption that

travel behaviour has some particularities sometimes differing from the general consumer

behaviour approach (Mansfeld, 1992; Mehmetoglu & Normann, 2013; Moutinho, 1987,

Van Raaij & Francken, 1984).

Tourism, for example, has the objective of satisfying more emotional wants than

utilitarian needs it is usually consumed for its emotional arousal (Beerli, & Martın, 2004;

Caldwell & Freire, 2004; Hyde, 2000; Kim & Prideaux, 2005; Nikjoo & Ketabi, 2015).

Furthermore, tourism has become a part of a lifestyle and is considered to be an

important need (Beerli & Martın, 2004; Gnoth et al., 2000; Nikjoo & Ketabi, 2015).

Moreover:

It is an investment with no tangible rate of return, and the purchase is often

prepared and planned through savings made over a considerable period of

time. That is, the vacation tourist will invest with no expectation of material

and economic return on his or her purchase of an intangible satisfaction

(Moutinho, 1987:3).

Decisions of when, where, and how, are normally taken by a group of people, with the

family being the smallest group affecting tourist behaviour (Mansfeld, 1992). The final

decision about consumption is not taken by one element but involves all elements of a

group, which after a democratic and negotiated process they reach a final group decision

(Van Raaij & Francken, 1984). It should be noted that even though these decisions take

time and considerable cognitive effort, they are normally seen as pleasant activities

(Munro & Richards, 2012). Another major aspect differentiating tourism and destination

brands from other product or service brands is how receptive consumers are to receive

information, publicity and other marketing material from various tourism organisations

(Cocking, 2020; Howard-Brown, 1999). It has been recognized that prospective

consumers want to, in fact, be in a dialogue with destinations (Munro & Richards, 2012).

Basically, when a consumer buys a tourism product, he or she will acquire a set of

experiences that differ from a product. The overall experience incorporates (Moutinho,

1987):

• an anticipation phase (before the trip commences)

• the consumption phase (during the trip)

• the memory phase (after the trip has ended)

JANUS.NET, e-journal of International Relations

e-ISSN: 1647-7251

VOL 15 N.º 2, TD2

Thematic Dossier – Place Branding and Public Diplomacy

Special edition on Ibero-American States

February 2025, pp. 17-47

A Theoretical Background for Place Branding in a Tourism Context

João R. Freire, Rosane K. Gertner

Furthermore, a destination brand might have multiuse depending on the motivation of

consumption (Kim & Prideaux, 2005) as opposed to product or service brands that are

usually associated with a particular use (Engel et al., 1995). In fact, in a destination

brand context, the same place might be consumed to satisfy different sets of needs, as

opposed to products that normally are consumed to satisfy a particular bundle of needs.

For example, an individual might decide to go to the Algarve, in Portugal, with some

friends to play golf in June. But he or she might return to the Algarve in July, now

accompanied with the family to enjoy sun and beach holidays. Hence it can be stated

that in tourism, a consumer might have different natures and be categorised in different

typologies depending on the motivation for travel.

Tourism, and consequently a destination brand, involves a highly complex offer,

comprising not only tangible elements such as food, hotels, and general facilities but also

intangible elements such as service delivery (Freire & Gertner, 2021; Hankinson, 2004a;

Swarbrooke & Horner, 2007). Since tourism can be categorized as being mostly a service,

the tourist is an active part of the production process, which means it has an active role

in the overall experience (Lovelock et al., 2009; Zeithaml et al., 2009). Attitudes, moods

and expectations are elements that will affect the overall experience; the overall tourist

satisfaction will be dependent on their own perception (MacCannell, 1999; Kovacic et al.,

2022). Additionally, as this service is consumed in a social environment, other people,

such as local people (Freire, 2009) and other tourists will influence this overall experience

(Freire, 2006; Holloway et al., 2011). Depending on the situation, other consumers will

be relevant in proportion to a proper ambience (Kearns & Philo, 1993). It would be

strange enjoying a meal in an empty restaurant or a drinking in an empty night-club.

This means satisfaction with a tourism product, or a destination brand is often related to

the presence of other people (Freire, 2006; Freire & Gertner, 2021).

Finally, the tourist’s experience might be influenced by other external factors that are

not controlled by the organisations that manage the destination brand, such as the

climate or the service provided by other organizations (Swarbrooke & Horner, 2007,

Freire & Gertner, 2021).

All those particular characteristics inherent to the tourism product are indicative of the

need to adapt the models of consumer behaviour and branding. Consumption of

destination brands has different patterns from the consumption of manufactured

products and/or services, which indicates that it is relevant to use the appropriate travel

behaviour models to understand the working of a destination brand. It is relevant,

therefore, not only to define tourism but also the underline motivation for tourism

consumption.

Tourism Definition

Although tourism and marketing theories are foundational, insights from other academic

fields are crucial for a comprehensive understanding of destination brands. Tourism, for

instance, has been explored through various lenses such as anthropology (e.g., Graburn,

JANUS.NET, e-journal of International Relations

e-ISSN: 1647-7251

VOL 15 N.º 2, TD2

Thematic Dossier – Place Branding and Public Diplomacy

Special edition on Ibero-American States

February 2025, pp. 17-47

A Theoretical Background for Place Branding in a Tourism Context

João R. Freire, Rosane K. Gertner

1978; Leach, 1961), psychology (Iso-Ahola, 1982), and sociology (Urry, 1990), all

contributing to a deeper grasp of the tourism phenomenon.

Graburn (1978) defines tourism as a unique form of play involving travel, offering an

escape from daily routines (work and home), providing relaxation, and for some, a

chance to temporarily disconnect from responsibilities like answering phones.

Leach (1961) described tourism as a ritual of passage. In modern society, those with

sufficient income view life as alternating between work and holidays. People work for

extended periods and occasionally take short breaks to travel. Leach argued that the

perception of time occurs in cycles—from the mundane (work) to the extraordinary

(leisure)—with annual vacations marking these transitions. A year without this cycle

would feel incomplete. Leach also noted that time is perceived through recurring

contrasts, with the year's progress marked by festivals. Each festival represents a

temporary shift from the ordinary to the extraordinary and back again.

In this context, vacations in modern societies act as rituals of passage, with the contrast

between work and vacation giving meaning to the passage of time. The World Tourism

Organization (UNWTO) defines tourism as a social, cultural, and economic phenomenon

involving the movement of people to places outside their usual environment for personal

or professional reasons. However, this article adopts a narrower definition, excluding

business travel, aligning with Swarbrooke and Horner (2007), who define tourism as

short-term travel to places other than one's residence for pleasure.

These definitions imply that tourism involves movement, meaning staying home during

holidays is not considered a proper vacation. Those who stay home may feel

unproductive, while those who travel feel they are doing something worthwhile (Gnoth

et al., 2000). These feelings are linked to travel motivations, which include both seeking

and approaching behaviors (Gnoth, 1997).

Understanding tourists' motivations is essential, as they significantly influence tourism

behavior (Hudson, 1999) and destination brand image (Baloglu & McClearly, 1999). A

destination is only considered suitable if it meets the needs driven by consumers'

motivations. Therefore, understanding these motivations is fundamental to building a

successful destination brand (Andreu et al., 2006).

Travel Motivation

Motivation has been defined as ‘a state of need, a condition that exerts a “push” on the

individual toward certain types of action that are seen as likely to bring satisfaction.’

(Moutinho, 1987:17) Moreover, using the conventional definition provided by

psychologists, motive is ‘an internal factor that arouses directs and integrates a person’s

behaviour.’ (Murray 1964:71)

Deci (1975) argued that motives are cognitive representations of future psychological

states. He argued that the internal factor that arouses could be linked to ‘an awareness

of potential satisfaction’ in a future situation (Deci 1975:99). Basically ‘motive is a driving

force to reduce a state of tension, and it may stem from physiological or psychological

needs.’ (Moutinho, 1987:17) The motives which affect behaviour are influenced by the

JANUS.NET, e-journal of International Relations

e-ISSN: 1647-7251

VOL 15 N.º 2, TD2

Thematic Dossier – Place Branding and Public Diplomacy

Special edition on Ibero-American States

February 2025, pp. 17-47

A Theoretical Background for Place Branding in a Tourism Context

João R. Freire, Rosane K. Gertner

stimulus inputs. The stimulus inputs originate from the physical or social environment

(Iso-Ahola, 1982). For instance, a sunny day (stimulus input from the physical

environment) can provoke a memory of a good time in Ibiza. In the individual this

stimulus creates an awareness of a potential activity that can satisfy certain needs and

thereby triggers a sequence of motivated behaviour.

The need for tourism might arise from a mental state signalling physical and/or

psychological exhaustion. Social needs such as recognition or inclusion might also be a

stimulus that provokes action (Gnoth et al., 2000). These psychological needs can also

be triggered by the simple curiosity of certain experiences (Krippendorf, 1987).

Moreover, it can be argued that marketing activities, originating from different

organisations, might also start a chain of events that will influence and trigger the need

for holidays.

Tourist motivation has been researched and analysed through the concepts of push and

pull factors (Crompton, 1979, Dann, 1977, 1981; Mansfeld, 1992; Nikjoo & Ketabi, 2015;

Phau et al., 2013). The push factors are those socio-psychological motives that

predispose individuals to travel. The push factors have normally been linked to the inter-

personal consumer. On the other hand, the pull factors are those that attract individuals

to a specific destination. The physical environment, the setting, the potential activities

the people might engage in, and their conceptions or their perceptions of the place – the

representational meaning of the destination - are dimensions that might contribute the

destination’s attraction (Pearce et al., 1996).

Crompton (1979), based on Dann’s (1977) research, identified nine motives to travel,

seven of them were classified as push and two as pull. The push factors were identified

as: escape from a perceived mundane environment; exploration and evaluation of self;

relaxation; prestige; regression; enhancement of kinship relations and facilitation of

social interaction. The pull motives were novelty and education. This classification is

similar with Mannell and Iso-Ahola’s (1982) framework of motivations to travel. They

argue that people are motivated to travel in order to escape from their environment and

to obtain personal or interpersonal rewards. The personal rewards can be seen as self-

determination, sense of competence, challenge, learning, exploration, and relaxation.

The interpersonal rewards arise from social interaction. This indicates that there will be

certain dimensions, within a destination brand, which will motivate consumption. An

important aspect of a destination brand manager is the development of an understanding

of what those dimensions are and how they satisfy the consumer’s needs.

Nevertheless, when Krippendorf (1987) analysed the different tourism motivation

theories he concluded that they were built following the paradigm that all individual’s

decisions were self-oriented. He disagreed with the perspective, depending on the

individual’s family lifecycle, and believed that decisions about whether to take holidays

and where and when, were also influenced by the family. This point is supported by

Moutinho (1987), who also argued that motivations cannot only be seen as being self-

oriented. This leads to another point where the application of general branding theories

developed for products and services have to be reviewed and adapted to the destination

brand concept.

JANUS.NET, e-journal of International Relations

e-ISSN: 1647-7251

VOL 15 N.º 2, TD2

Thematic Dossier – Place Branding and Public Diplomacy

Special edition on Ibero-American States

February 2025, pp. 17-47

A Theoretical Background for Place Branding in a Tourism Context

João R. Freire, Rosane K. Gertner

Tourism Consumption a Group Decision

Family lifecycle is a concept, which classifies family units into different groups according

to a set of variables, such as marital status, existence of children, age of the children,

and work status. Wells and Gubar (1966) developed one of the first models that

illustrates, describes and classifies the family lifecycle.

(1) bachelor stage;

(2) newly married couple with young children or no children;

(3) full nest I (youngest child under 6), full nest II (youngest child 6 or over), full nest

III (older married couples with dependent children);

(4) empty nest I (no children at home, head in labour force), empty nest II (head

retired);

(5) solitary survivor (in labour force or retired).

These different sets of family lifecycles have an impact on group needs, which will

influence destination brand’s role. In a family context, decisions about tourism products

and consumption are normally made by all individual units that compose the family

household. Family, for this article, represents a group of people, which means that the

mechanics that work within this group can be generalised to other situations as long as

the individual is travelling with a companion.

Buying a tourism product follows a complex process composed of several stages, where

different kinds of decisions must be made. The nature of holiday decisions in a family

context can be classified as syncratic, partially syncratic and autonomic context

(Moutinho, 1987). Syncratic decisions can be described as the ones that are taken not

individually, but jointly. Partially syncratic decisions are the ones that are taken partly

independently and partly jointly. Finally, autonomic decisions are the ones that are taken

independently or autonomously. This last type of decision is normally linked to the initial

stage of the travel behaviour sequence, i.e., collecting information. The syncratic and

partially syncratic stages are tied to decisions such as where, when and how to travel.

This means that it is not only an individual inner motive that influences and triggers the

need to travel, but the family exerts a potential role on each individual’s travel behaviour

(Moutinho, 1987).

The family’s lifecycle can be a powerful indicator of the individual’s travel behaviour.

Essentially, travel behaviour will be influenced by the individual’s position in the family

and the characteristics of the family – the family lifecycle. For example, it is expected

that the presence of children in the household will be a main factor influencing travel

behaviour. The family might not only influence the final decision of where to travel, but

it also might have an impact in all the different stages of travel behaviour – recognition

of a need, information gathering, evaluation of alternatives, choice and post-purchase

evaluation. In this context family lifecycle will be a powerful tool to segment the market

(Smith, 1997). Nevertheless, it has to be acknowledged that inner motivations do have

an important role in the tourist decisions. Even though decisions might be taken in a

JANUS.NET, e-journal of International Relations

e-ISSN: 1647-7251

VOL 15 N.º 2, TD2

Thematic Dossier – Place Branding and Public Diplomacy

Special edition on Ibero-American States

February 2025, pp. 17-47

A Theoretical Background for Place Branding in a Tourism Context

João R. Freire, Rosane K. Gertner

syncratic context, self-motivations will have a role and an impact on the negotiation

process. This is based on the concept that decisions about travel arrangements may

follow different strategies: negotiation, bargaining, and compromising; persuasion by

one member; coalition formation of one parent with children; politicking; or amicable

discussion (Van Raaij & Francken, 1984).

However, it has been recognised that family and inner motivations are not the only

relevant variables influencing travel behaviour. Other variables are also relevant and

impact decisions about travelling. The influence of these variables can be seen under a

constraint perspective. Crawford, Jackson and Godbey (1991) argue that consuming a

tourism product is the outcome of a successfully negotiated hierarchical series of

constraints. Two sets of constraints affect participation on travel (see figure 1).

Figure 1 - Constraints to Travel

Interpersonal constraints Interpersonal constraints Structural constraints

Leisure Preferences Interpersonal compatibility and coordination Participation

(or non –participation)

Note: figure adapted from “A Hierarchical Model of Leisure Constraints” by D. Crawford, E. Jackson

and G. Godbey, 1991, Leisure Sciences, Vol.13, No. 4, pp. 309-320.

Interpersonal constraints constitute the first set. Interpersonal constraints involve

psychological states, which interact directly within the leisure preference rather than

between preferences. Those psychological states, for example, can include stress,

depression, anxiety or confidence, and might be used to evaluate the appropriateness of

the leisure activities. For example, an individual that is learning how to play golf might

not be confident about going to a place, which is associated with highly skilled players,

such as the Old Course at St. Andrews. This individual might be anxious about being

perceived as a bad player and might prefer to go to a destination where there is no such

association.

On a second level, interpersonal constraints will occur as a result of the group’s conflicting

preferences. For example, a husband who desires to go to Scotland to play golf might be

prevented from doing that because his wife and children do not like that activity. Since

travel decisions are syncratic it is probable that the husband will have to give up his golf

holiday plans and decide on another destination with an emphasis on other activities that

better suit the group’s needs. Individual self-interest and motivations interact with all the

major and relevant players in the decision process. Not only is there an interaction

between the different actors, but also an evaluation in terms of structural constraints.

Finally, the last constraint is a structural one. At this level economic barriers, availability

of time, access and opportunity, can be seen as examples of factors that might restrict

individual participation in a particular activity. In this sense, aspects like income,

JANUS.NET, e-journal of International Relations

e-ISSN: 1647-7251

VOL 15 N.º 2, TD2

Thematic Dossier – Place Branding and Public Diplomacy

Special edition on Ibero-American States

February 2025, pp. 17-47

A Theoretical Background for Place Branding in a Tourism Context

João R. Freire, Rosane K. Gertner

occupation, age, education, savings and possessions can be seen as potential structural

constraints. An individual might want to go to the Rio de Janeiro (Brazil) Carnival, but

might be constrained by lack of financial resources or perhaps language would be a major

barrier. In this sense, family, age, income, education, occupation, savings and

possessions are also factors that influence tourist decisions and, therefore, influence

destination brand evaluation.

The Vacation Sequence Model

Tourist travel decisions are influenced by a set of variables and follow a sequence of

stages. Van Raaij and Francken (1984) designed one of the most relevant models (figure

2) that attempts to describe the tourist decision process.

Figure 2 - Factors Determining the Vacation Sequence (source: Van Raaij and Francken, 1984)

Note. figure adapted from “Vacation Decision, Activities, and Satisfaction” by W. Van Raaij and D.

Francken, 1984, Annals of Tourism Research, Vol. 11, No.1, pp. 101-112.

Van Raaij and Franken based their model on the push and pull factors theory. The tourist

is motivated by push factors (e.g., need to relax from daily life, need to break from

routine) to go on a holiday. The realisation of the need for holidays will start a chain of

actions, which involves funnelling through different stages until he or she makes a final

decision. In the end the individual will negotiate and choose a destination that will satisfy

his or her needs. Nevertheless, as it can be seen from the model, there are several

different factors that impact an individual’s decision. As already referred to, both

individual and family elements will influence decisions. Moreover socio-demographic

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factors, such as age, income, occupation, savings and possessions will also impact the

travel decision. Those factors can also be regarded as constraint factors.

Generic Decision

The first decision is concerned with whether to go on holidays or stay at home. The

decision about going on holidays might be a routine one. As explained above, taking

holidays can be seen as a ritualistic process; a particular period of the year might

represent a signal to go on holidays (Leach, 1961). In this sense the motivation to take

holidays might be strongly linked to seasonable factors, such as the children’s holidays.

The major factors in this stage will be structural ones. This phase is characterised as

evolving as a joint decision between husband and wife (and sometimes the children). The

decision may involve social comparison with others outside of the family. As already

stated, people who do not travel are pitied and perceived as having some kind of personal

disadvantage. In this context, participating in a specific type of holiday is seen as a

necessary activity to maintain a certain status. It cannot be forgotten that both

preparation for and the experience from holidays are relevant conversational topics with

friends and acquaintances (Thomas, 1964). Hence, it is reasonable to assume that the

place a person decides to travel has a social importance rather than just a functional

aspect of the destination. In this case it is acknowledged that, like brands, destinations

will have a representational dimension and are used as a self-expressive tool (Caldwell

& Freire, 2004).

Information Acquisition

The process of information gathering can be divided into two distinct phases. First, the

individual collects information about a different set of destinations to ascertain which

target destinations are within the constraint limits (for example, in terms of time and

disposable income). Then, after a first pre-selection, consumers will assemble

information to evaluate a set of alternatives on a place-utility rather than on a constraint

basis. It is recognised the information used to evaluate different options emanates from

two types of sources, formal (the commercial environment) and informal (the social

environment) (Munro & Richards, 2011). The formal information can be characterised as

originating from traditional offline sources such as travel agents, travel-guides, books,

TV, specialised magazines (Echtner & Ritchie, 1991). The press, particularly travel

sections of newspapers, plays a significant role in shaping destination image

(Pasquinelli & Trunfio, 2020), where Freire and Curvelo (2021) advocate for targeted

press releases of travel stories tailored to specific journalists' interests. In addition,

Destination Management Organizations (DMOs) and PR agencies must consider

a broader information landscape. Travel blogs, websites, and social media platforms

all contribute to a destination's image (Cocking, 2020; Oliveira and Panyik, 2015; Pirolli,

2019;). The informal or organic information source can be characterised as

recommendations and impressions from friends, family, acquaintances or other

customers, who have some kind of knowledge or experience with the chosen destination.

This last source of informal information increased dramatically with the Web 2.0 or social

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media, which is credited as contributing to an “unprecedented customer empowerment”

(Constantinides & Fountain; 2008:231). Social media transformed how DMOs manage

their brands. The informal source of information is now at the centre of the DMOs’

activities (Florek, 2011; Oliveira and Panyik, 2015; Pasquinelli & Trunfio, 2020).

In fact, it can be argued that social media platforms like Instagram, Facebook, X, and

TikTok have revolutionized destination branding. These platforms allow destinations to

showcase their unique attractions and experiences through visually appealing content,

reaching a global audience instantly. User-generated content (UGC) plays a significant

role, as travelers share their experiences, effectively becoming brand ambassadors. This

organic content often resonates more with potential visitors than traditional advertising

(Tran & Rudolf, 2022). Social media also enables real-time engagement with travelers.

Destinations can interact with users by responding to comments, sharing user posts, and

creating interactive campaigns. This engagement helps build a community around the

destination, fostering loyalty and encouraging repeat visits (Reissenweber & Kristiansen,

2019). In addition, online review platforms like TripAdvisor, Google Reviews, and Yelp

have become critical in shaping travelers' perceptions and decisions. Positive reviews can

significantly enhance a destination's image, while negative reviews can deter potential

visitors. These reviews provide authentic feedback from fellow travelers, which many

people trust more than promotional content (Qi, M., Abdullah, Z., & Rahman, S. N.,

2024). Thus, digital marketing strategies, including search engine optimization (SEO),

content marketing, and influencer partnerships, have become integral to destination

branding. SEO ensures that a destination appears prominently in search results, making

it more accessible to potential visitors. Content marketing, through blogs, videos, and

social media posts, provides valuable information and inspiration to travelers (Wan &, Li,

2024), In sum, the digital age has also brought advanced analytics tools that provide

insights into traveler behavior and preferences. Destinations can analyze data from social

media interactions, website visits, and online bookings to understand what attracts

visitors and tailor their marketing strategies accordingly. This data-driven approach

allows for more targeted and effective branding efforts (Tran & Rudolf, 2022).

Nevertheless, it must be pointed out that the tourist might have some kind of experience

with the chosen destination. In this case it is expected that information will come from

internal sources rather than external ones (Moutinho, 1987). The internal sources are

stored in the memory and are used whenever they are necessary. As previously stated

above, decisions on travelling are mostly syncratic, typically involving the husband, wife

and children. However, the search information phase tends to be autonomous, i.e., both

parties seek information autonomously. The information gathered might then be used in

different ways (Moutinho, 1987):

• It may be used to create desire and needs in people by creating expectations;

• It may be used to persuade a partner to take a particular holiday;

• It may be used as background information in order to help to evaluate each

alternative;

• It may be used to justify and legitimise the vacation decisions.

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Therefore, in a destination brand management context it is important to know which

dimensions consumers will use to evaluate different alternatives. The information

transmitted to the target market should take into consideration the relevance of each

dimension.

Joint Decision Making - Risk Assessment and Types of Risks

After collecting travel information, the individuals will assess which destinations are

viable. They will discard the alternatives that have a low utility score and do not fit in the

current constraints and will eliminate others that present a higher perceived risk

(Montgomery, 1983). Perceived risk can have different natures. According to Cox (1967)

perceived risk is a function of uncertainty and possible consequences of consumption.

This may include: (1) uncertainty inherent in the product; (2) uncertainty in place and

mode of purchase; (3) degree of financial and psycho-social consequences; and (4) the

subjective uncertainty experienced by the tourist.

The degree of risk varies with the cost of holidays and the expectations one has in terms

of satisfying needs (Moutinho, 1987). Roselius (1971) within the product holidays

context, defined risk in terms of different losses- physical loss, loss of time, ego loss, or

financial loss. Moutinho (1987:26) developed Roselius categorisation and divided types

of risks in five groups:

(1) Functional risk - the risk that the product will not perform as expected

(2) Physical risk - the risk that the tourist product will be harmed

(3) Financial risk - the risk that the product will not be worth its cost, either in time or

money

(4) Social risk - the risk that a poor product choice may result in embarrassment before

others

(5) Psychological risk - the risk that a poor product choice will harm the consumer's ego

There is a general agreement that travel information is used to minimise risk (Mansfeld,

1992). Likewise, there is also a general agreement that the main role of a brand is to

minimise risks (Keller, 2023). In this sense, destinations that are perceived as having

lower risks are more likely not to be discarded and to be considered as valid alternatives.

Therefore, and drawing a parallelism with product brands, destination brands will be used

to infer risk associated with consumption. In the tourism industry context, consumers

will choose a destination that with a minimum risk satisfies needs. For example, if the

main drive to travel is related to the enjoyment of beach activities, then the destination

brand in the consideration set will be the ones associated with sun and beach. Those

destinations will typically have a small risk associated with, for example, weather

conditions, which implies that consumers will use the climate as a dimension to evaluate

the destination. To know how to manage perceptions of risk, it will be relevant to

understand what those dimensions are and how they work, their dynamics, interactions

and impact on image.

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Vacation Activities

Tourist destinations thrive on offering a variety of activities, or "things-to-do," that cater

to visitors' desires for new experiences (Kim, 2014). Research underscores this

importance, with studies exploring the role and nature of these activities (Gertner &

Freire, 2019; Kim & Richarson, 2003). As discussed before, travel motivation is another

cornerstone of travel and tourism research. Researchers aim to understand the "why"

behind travel, identifying tourists' desires and needs (Hsu & Li, 2017; Wong et al., 2018).

Studies like Van Raaij & Francken's (2011) exemplify this focus, highlighting the strong

link between entertainment needs and travel decisions (Va Vuuren & Slabbertt, 2011;

Getz & Mc Connell, 2011; Gowreesunkar, 2014). Travel motivation is normally linked and

classified according to either avoidance (escape) or approach behaviour (seeking). These

two types of behaviour can be described as escaping from routine situations or searching

for something new (Gnoth, 1997). It means that individuals perceive tourism as a product

that can satisfy their needs by either breaking with the routine environment (leaving the

everyday environment behind) and/or by providing new experiences (desire to obtain

psychological rewards) (Iso-Ahola, 1982). Although behaviour can be broken in two

parts, it cannot be said that one is independent from the other. Both have an important

and relevant influence on the individual (Gnoth, 1997).

In general individuals perceive potential satisfaction from a tourism activity if the

experience satisfies both sets of needs. Hence, it can be argued that for a destination

brand to be considered a viable option for holidays, it must be able to provide attributes

that will guarantee satisfaction on both sets of needs (Phau & Quintal, 2013). Although

both sets may have different weights, they will always be present. An individual might

have an element more of avoidance than approach, but it does not mean that the

approach element is not there (Gnoth, et al., 2000).

For example, going to a hotel in the tourist’s own city is unlikely to be considered as a

valid alternative for vacationing. Usually this is not considered as a true holiday

alternative because there is a set of needs that are not satisfied. Although going on

holidays and staying in a hotel in his or her own city would allow him or her to avoid

routine, since he or she does not have to work. The element of seeking is not present,

which means that this holiday alternative would not satisfy his or her needs

(Hoogendoorn & Hammett, 2020)

Activities are therefore the answer to achieve those two sets of behaviour. They can

either provide new thrills satisfying the need that is triggered by the seek motivation or

they can satisfy the need of breaking the routine by giving consumers different activities

to do. Meyer (1984) in a review of research on vacation activities concluded that there

are essentially seven types of vacations on the basis of their activities:

• Adventure: innovative, discovery type, low emphasis on comfort

• Experience: romantic ambience, new experience, but no adventure

• Conformity: activity as usual, not too different from home

• Education: interest in culture, architecture, history, language of region

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• Health: rest and comfort away from hectic daily life

• Social contact: group activities, contacts with other people

• Status: prestige, social contacts with persons of same or higher social classes

It is then expected consumers use the availability of certain activities to evaluate

and differentiate destination brands. In that case activities are a relevant destination

brand dimension.

Satisfaction Complaints

Satisfaction or dissatisfaction includes feelings, positive or negative, that must be

considered in relation to the individual’s cognitive dissonance mechanism. These feelings

emerge from the perception that the vacation does or does not meet the individual’s

expectations. The individual’s evaluation of the vacation will contrast their reality and

their perceptions. Were the holidays better or worse than he or she expected? These

feelings then result in the individual’s perception of a fair vs. unfair purchase. The final

level of satisfaction with the consumption will be measured by subtracting expectations

from the benefits acquired while on holidays.

Figure 3 - Satisfaction with holidays

Pre-purchase Purchase Post-Purchase

Expectations Benefits Satisfaction (Expectations –Benefits)

Note. Figure adapted from “Consumer behaviour in tourism” by L. Moutinho, 1987, European

Journal of Marketing, Vol. 21, No. 10, pp. 5-44

The ‘Vacation Sequence’ model (Van Raaij & Francken, 1984) introduced several stages

that are involved in the holiday decision process: from the first moment when the

individual decides to go on holidays to the final stage characterised as a reflection about

the satisfaction and the rewards achieved by the holiday. However, this model does not

clarify the destination selection process.

Conversely, models such as the one from Crompton (1992) attempt to clarify and explain

in detail the mechanisms behind destination brand choice. That model is based on the

notion of the choice sets introduced by Nicosia (1966), Howard and Sheth (1969),

Narayana and Markin (1975), Spiggle and Sewall (1987) for fast moving consumer goods,

and Woodside and Lysonki (1989) and Um and Crompton (1990) for tourism destinations.

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Destination Brand Selection Process – the Dimensions Discourse

The choice-set models, such as the one from Woodside and Lysonki (1989) or Crompton

(1992) imply that this type of purchase involves a certain degree of risk. There is high

involvement, and it is not a routine task. It is reasonable to assume that decisions about

summer holidays, for example are considered high involvement because of the risks

associated with its’ consumption and its’ potential losses. Hence it can be argued that a

tourist when selecting a destination brand will normally go through different stages and

will evaluate different “parts” of a destination (Claxton, 1989; Mansfeld, 1992; Moutinho,

1987; Timmermans, 1992). A “part” of a destination can be defined as its’ inherent

attributes, built in the consumer’s mind. In this article a “part” or the inherent attributes

of a destination brand is a dimension. Each dimension will be composed by variables and

will have a certain utility value that can be either positive or negative (Claxton, 1989).

The set of dimensions of each destination will be grouped and constructed in the tourist’s

mind. It will be the evaluation of those different dimensions that will allow tourists to rate

and differentiate destination brands.

Mansfeld (1992) argued that the choice between each alternative could be based on a

set of decision rules – non-compensatory and compensatory. Non-compensatory rules

are based on the idea that in a situation where a decision has to be made and there is

no trade-off between alternatives, the tourist does not make a balanced evaluation of

alternatives based on each attribute. Nevertheless, Mansfeld recognised that most

decisions about destination choices are based on compensatory rules. Compensatory

rules are based on the idea that the tourist can compensate dimensions; there will be

trade-offs between different alternatives. It means that a low score on one or more

dimensions can be compensated by positive high score in other dimensions, which means

that there are trade-offs, and the evaluation of each alternative is based on the overall

result of the dimensions level (Claxton, 1989). Hence the destination selected is the one

that gets a higher evaluation in the overall dimensions. It is therefore important to realise

and understand how consumers make their decisions and select and group destinations

in different sets.

Woodside and Lysonki model considers that destinations might be divided and grouped

in distinct sets.

• Consideration set – are the ones that an individual considers as viable alternatives

to travel.

• Inert set – brands that an individual does not have either a positive or negative

evaluation. The individual is aware of the brand, but it does not have any information in

order to evaluate it.

• Unavailable Aware set – are those destinations that an individual is not aware off.

• Inept set – are those brands that a consumer rejects from his or her purchase

intention. This can be the result of unpleasant experience or negative information from

friends or other sources.

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However, Crompton (1992) argues that the sets should not only be divided into four as

proposed by Woodside and Lysonki (1989). He assumed that the selection of a

destination follows a funnelling process consisting of three central core stages, which are

influenced by distinct forces – both internal and external. The three stages were defined

as: development of an initial set of alternatives, distinguishing which are viable

destination alternatives, and selecting which are not considered viable from a small late

consideration set (figure 4)

Figure 4 - Choice Set Model

Note. Figure adapted from “Structure of Vacation Destination Choice Sets” by J. Crompton, 1992,

Annals of Tourism Research, Vol. 19, No. 3, pp. 420–434.

The set structure is influenced and determined by motivations and needs that arise

internally from the individual – the internal forces (Crompton, 1992). Nevertheless,

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experience or knowledge acquired through friends, advertisement and other sources of

information will also influence the construction of the choice sets.

The first stage of the model suggests that destinations should be categorised as belonging

to awareness or unawareness sets. The awareness set is composed by all destinations

that an individual knows about. The unawareness set is composed by those that an

individual never heard about and for this reason they are excluded from the possibility

of being selected as a holiday destination. The destinations that an individual is aware of

but within a given time period and for different reasons are not considered as viable

options, constitute the excluded set. After this first stage, initial decisions are made in

terms of limiting choices; the individual restricts his or her options forming a new set.

This set is called ‘late consideration set’ or ‘evoked set’ and is defined as the one that is

composed of destinations that a tourist is considering as a potentially viable alternative

for consumption. The main difference between the initial and the late consideration set

is that a period of time elapses between them allowing the individual to reduce the list

of alternatives. The excluded set can then be sub-divided into different sets. Those

different sets, which were developed and purposed initially by Brisoux and Laroch (1980)

and then by Church, Laroche and Rosenblatt (1985), are a refinement of Narayana and

Markin, (1975) work as:

• Inert set

• Foggy set: destinations that cause individual indifference. Although aware of the

place, they do not have enough information to form a positive or negative image;

• Hold set: destinations that an individual might consider positively, negatively or

remain neutral feeling, but because they are viewed in a certain context they are not

perceived as viable alternatives. They have a positive attitude towards the destination

but it can be perceived as not optimum for satisfying specific needs or situational

constraints make it impossible to choose (e.g. price is too high, or it is perceived as too

far);

• Inept or rejected set

• Unpleasant Personal Experience set: destinations where the traveller had a

negative experience that affected his or her holidays will be removed from a potential

future visit;

• Negative External Feedback set: those are the destinations from which the tourist

was advised to avoid.

In the third stage the individual will select a destination from the late consideration set.

Even at this stage it is possible to distinguish two different sets – the action set and

inaction set. Furthermore, the destinations can also fall into the interaction or quiet sets.

Destinations that fall into the inaction set are those where no further information is

sought.

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The action set is composed of all destinations of which the individual took active steps to

acquire more information. This action involves investment in time and cognitive effort

and the bigger these commitments, the higher the probability of choosing a destination

from this group. The interaction set is composed of those destinations which the potential

tourist allows certain contacts, and which expose personal selling. The probability of

these destinations to be chosen is high since, at this stage, communication barriers are

lifted, and the destination marketer can communicate directly with the individual using

more persuasive tools. The quiet set is composed of destinations where more information

was sought, but subsequently there was no personal interaction with a brand’s

representative. The quiet and inaction sets are very similar: they both are regarded

positively but neither is chosen. Of course, if certain conditions change, and the choice

sets are reviewed, the destinations at the interaction and quiet set might be transferred

to the interaction set and be then chosen for consumption.

The choice-set model incorporates two sets of variables that are considered relevant for

the destination selection process - the marketing variables and personal variables. These

models are relevant because it gives support to the destination brand concept in the

sense that recognises that there are both manageable and non-manageable variables or

dimensions that influence consumers’ decisions.

Conclusion

From the models presented, it can be concluded that marketing activities developed by

Destination Marketing Organizations (DMOs) significantly influence tourists’ consumption

decisions. First, destination brand managers must ensure and maintain a certain level of

awareness; consumers need to know and remember that the place exists. Secondly,

constructing positive feelings towards the brand is crucial for the destination to be chosen

as a holiday spot. Positive associations develop when the destination is perceived as a

viable option to satisfy certain needs.

A destination is defined by a line of interdependent dimensions that need to be managed

and coordinated due to their impact on the overall image. Destination branding is relevant

as it optimizes and coordinates the supply function with the demand from inhabitants,

companies, and tourists. Thus, the destination brand manager plays a key role in

developing strategies that align with consumers’ needs.

Additionally, the destination must develop tools to minimize the risk of negative

consumer experiences. This is vital because consumers use past experiences to evaluate

future alternatives and rely on opinions from friends, relatives, and social media.

Negative experiences can impact not only the tourist directly but also potential

consumers through word-of-mouth. Avoiding negative experiences means meeting

consumers’ overall expectations and satisfying their needs. To ensure positive

experiences, destination brand managers must understand which dimensions to manage

and how.

It is important to note that dimension evaluation is dynamic and depends on individual

situations. Individuals are influenced by various needs, such as travel companions and

other constraints. A positive dimension in one situation can become negative in another.

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For example, a destination with vibrant nightlife might appeal to someone traveling with

friends but may not be relevant or even negative for someone seeking a romantic

getaway. In destination brand management, this implies that a particular dimension can

have a dual nature, impacting the brand image positively or negatively based on the

consumer’s travel motivation. Therefore, identifying individual travel motivations is

crucial for DMOs to understand the relevance of each dimension that composes a

destination brand.

DMO managers can effectively manage their offerings if the destination’s value

proposition is clear to all stakeholders. Destination brands, like other brands, should have

a well-defined value proposition composed of functional, emotional, and self-expressive

benefits. These benefits should consider tourist motivations at a given time. Consumers

will choose a destination that best satisfies their needs and those of their companions.

Hence, the brand manager must develop a positioning statement with a clear marketing

strategy, including market segmentation and a communication plan for both internal and

external audiences.

Recommendations for Destination Marketers and Policymakers:

1. Enhance Digital Presence: Utilize AI and big data to personalize marketing efforts

and predict tourist behavior. Implement advanced analytics to understand trends and

preferences.

2. Focus on Sustainability: Promote eco-friendly practices and sustainable tourism

to attract environmentally conscious travelers. Highlight green initiatives and sustainable

accommodations.

3. Crisis Management Plans: Develop robust strategies to handle negative

experiences and crises. Ensure quick and effective communication to manage public

perception.

4. Leverage Social Media: Encourage user-generated content and leverage

influencers to create authentic and engaging content. Monitor social media for feedback

and trends.

5. Collaborate with Local Stakeholders: Work closely with local businesses,

residents, and government bodies to create a cohesive and attractive destination brand.

6. Develop a sound model of governance that involves the central government.

Future Trends in Destination Branding:

1. Sustainability: Increasing focus on sustainable tourism practices will shape

destination branding. Destinations that prioritize environmental conservation will gain a

competitive edge.

2. Technology Integration: The use of AI, big data, and virtual reality will

revolutionize how destinations market themselves and interact with potential tourists.

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3. Personalization: Tailored experiences based on individual preferences and

behaviors will become more prevalent, enhancing tourist satisfaction and loyalty.

Practical Implications for Place Branding Managers:

1. Dynamic Strategy Development: Continuously adapt marketing strategies based

on real-time data and changing consumer preferences.

2. Holistic Experience Management: Ensure that all aspects of the tourist experience,

from pre-arrival to post-departure, are managed to meet and exceed expectations.

3. Stakeholder Engagement: Foster strong relationships with all stakeholders to

ensure a unified and compelling brand message.

In conclusion, destination branding involves identifying, organizing, and coordinating

dimensions or marketing variables to deliver benefits relevant to the target audience. By

implementing these recommendations and staying attuned to future trends, destination

marketers can effectively enhance their brand's appeal and ensure long-term success.

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