PROFESSIONAL

D e s t i n at i o n M a r k e t i n g U p d at e

Destination marketing and

branding are an essential part
of any promotion project set to
market attractions, city, region
or the whole country. Get
updated on the role of social
media in marketing, on a recent
findings regarding city brand-
ing, and on efficient event mar-
keting.
 PROFESSIONAL D e s t i na t i on M a r k e t i ng U pda t e

City Branding Must Reflect

on the Past and Point to the Future
City branding and identity of place have
assumed centre-stage in policy debates around
both economic development and urban leader-
ship in recent years, as urban areas are forced
to increasingly compete against each other
for investment, talent and visitors. A report by
EUROCITIES examined the best practice among
Europe’s leading metropolises as a means to
provide a toolkit for others to apply this learn-
ing to formulate their own brand identity
and positioning strategy. The report takes in
examples from cities as diverse as Manchester,
Ghent and Tampere.

Introduction
In early 2010, EUROCITIES established a
Working Group on City Attractiveness and
Brand Management, which involved over 40
European cities in a dialogue around a work-
able understanding of the role of place brand-
ing and global positioning in their economic
development strategies. The work, discussed
at several events across Europe, culminated
in a special conference in Zaragoza, Spain
in December 2010, where the report was
adopted.
In his introduction, the Deputy Mayor of dimension of urban development, following its ural development given the global era in which
Lyon and Vice-President of Greater Lyon Jean- earlier concentration on spatial, security and cities now have to compete internationally
Michel Daclin charts the emergence of city sanitation issues. This new urban emphasis on for talent, investors, events and tourists. As a
branding as a consequence of the economic marketing and branding, he considers, is a nat- key tool of urban development therefore, city

May, 2011 — 17 —
 elopment after the Crises
es – Poverty Alleviation
of Tourism
Order Lessons
Peter Keller and Prof. Dr. Thomas Bieger
Form
, with numerous figures and tables,
PROFESSIONAL D e s t i na t i on M a r k e t i ng U pda t e

T
.00, ISBN 978-3-503-13002-3
his book provides a unique analysis of the Order Form
Tourism
m
to be learned
Development
Research and Concepts, Volumeafter
5 the Crises
Global Imbalances – Poverty Alleviation
dited by Prof. Dr. Peter Keller and Prof. Dr. Thomas Bieger
on ........................................................
recent financial crisis on world tourism and
particularly the development models which
contribute to reduce poverty.
Tourism Development after the Crises
Global Imbalances – Poverty Alleviation

for the Future T

011, XII, 248 pages, with numerous figures and tables, Edited by Prof. Dr. Peter Keller and Prof. Dr. Thomas Bieger
his book provides a unique analysis of the 2011, XII, 248 pages, with numerous figures and tables,
(D) 39,95/USD 58.00, ISBN 978-3-503-13002-3
o. ........................................................... The volume is fibased
recent nancialon theon
crisis knowledge of aand
world tourism € (D) 39,95/USD 58.00, ISBN 978-3-503-13002-3
nternational Tourism Research and Concepts, Volume 5
particularly the development models which
.............................................................
network of more than 300 researchers and International Tourism Research and Concepts, Volume 5

of Tourism
ompany/Organisation ........................................................ contribute to reduce poverty.
includes experiences from Europe, Africa and Company/Organisation ........................................................
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011, XII, 248 pages, with numerous figures and tables,
ax 39,95/USD
(D) +49 (0) 30
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978-3-503-13002-3
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ternational Tourism Research and Concepts, Volume 5
Schmidt Verlag GmbH
T
For further information:
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Forrecent
provides a unique analysis of the
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developers have to consider “What is a city
brand? How should it be developed and with
whom? Which communication tools should be
used? How should the brand be managed?” he
argues.
M Daclin counsels however that the report
should not be seen a finished product of ready-
made branding solutions applicable in all Euro-
pean cities but moreover that it should be
the starting point for debate, as cities are “by
definition, multilayered and highly varied enti-
ties, where specific tailor-made policies are a
prerequisite for durable long-term results.” It
is worth noting that the academic publishing
market is slightly over-burdened with costly
‘how to brand cities’ titles and that the imme-
diate value of this (free) report is that it con-
siders emerging patterns and success stories
for wider debate rather than off-the-peg policy
consumption.
Main Findings
The report argues that having a city brand
strategy brings the following value to cities:
• increased competitiveness, resulting in a
positive impact on investment, jobs, inhabit-
ants, visitors and events;
• higher returns on investment in real estate,
infrastructure and events;
• coherent city development, as the physical,
social, economic and cultural aspects com-
bine to deliver the brand promise;
• pride in the city as the inhabitants, busi-
nesses and institutions experience a new
sense of purpose and direction.
May, 2011
PROFESSIONAL
It cites the example of Genoa, where in the
1980s and 1990s, its evolution from an indus-
trial port to a city economy centred on tour-
ism, services and technology saw the inter-
nationally renowned architect Renzo Piano
employed by the city to construct a new
image. Piano’s plan saw Genoa re-imagined
as an ‘urban laboratory’ proud of its past but
open to innovation, while fostering a sense of
inclusion as well as growth through the plan-
ning process. This was symbolised by a new
logo, centred on the word Genoa but signify-
ing warmth. In contrast, the Swedish city of
Karlstad has retained the same branding since
— 19 —
D e s t i na t i on M a r k e t i ng U pda t e
1989, relying on its reputation for hospitality
and quality of life.
The report considers that key to this process
of working up a city brand is:
• allowing cities to develop a long term vision
for themselves – by thinking about what the
city is, what the city wants to be, and how it
wants to get there;
• helping cities to focus on how they wish to
develop in the future;
• encouraging cities to think beyond their cur-
rent situation in order to create new oppor-
tunities;
• creating a dynamic environment that will
attract and retain collective or individual tal-
ents.
It also argues that cities need to define the
strategy for the brand, including the key mes-
sages, the objectives, and the target audiences.
When dealing with a brand anchored in a city’s
identity, a number of options are available:
• the fully architectured brand: the brand has
a logo and a slogan with a precise meaning
that creates an image and is highly memo-
rable;
• the propositional brand: the brand is a state-
ment of, and a proof of, the positioning of the
city;
• the naked brand: the brand is the city itself,
and the marketer has to change people’s per-
ceptions of the city.
Here the example of Munich is given,
whereby before the 2006 World Cup, the city
decided on building a city brand for a variety
of uses. It began by defining a set of require-

ments for the brand: that it should be quick
to create, self-explanatory, cover all facets of
the city, build on recognised symbols, be intel-
ligible to global audiences, suitable for pub-
lic and media relations, use the city itself as
medium and allow for partner integration. The
end result, the slogan ‘Munich loves you’ was
considered to reflect all these requirements.
Design features and imagery were then gen-
erated to capture the city’s core characteris-
tics: quality of life and leisure time; excellent
networks; economic and scientific hospitality;
tolerance and cosmopolitan outlook; dynamic
with high-achieving sports.
The report also advances the view that stake-
holder development is crucial for any success-
ful city brand as city authorities cannot act
alone but require input and ownership by the
local private sector, tourist facilities and civil
society. As such, the stakeholder approach
must encompass a number of strands:
• partnership: the stakeholder representatives
need to work together using a partnership
approach, to ensure buy-in and brand cred-
ibility;
• leadership: the stakeholders partners need
strong leadership to overcome any internal
differences and to ensure progress and effec-
tive decision making;
• continuity: continuity is fundamental in both
the partnership and in the leadership, to
ensure a long-term strategy and brand dura-
bility;
• shared vision: stakeholders must share a
vision for the future of the city if they are to
formulate a clear brand strategy;
May, 2011
PROFESSIONAL D e s t i na t i on M a r k e t i ng U pda t e
• action-based implementation: to implement
the brand strategy and create the brand,
stakeholders must agree an appropriate set
of actions at each stage.
Finally, once the city brand has been devel-
oped, it needs to be promoted and communi-
cated to its identified target groups. The report
suggests that number of trends can be identi-
fied in terms of how cities currently promote
their brands:
• traditional media such as newspapers,
magazines, radio and TV, are still very much
part of the mix; approaches vary from tra-
ditional press relations to obtain editorial Conclusion
coverage in targeted newspapers, maga- The report concludes in drawing three cen-
zines or TV channels, to pure advertising, tral recommendations from the work over the
right through to promoting a city’s ranking past year:
in national or international city compari- • as part of the link between a city’s brand offer
son tables; and its identity, it must ensure that the brand
• specific events, where cultural, sporting or message both points to a future perspective
economic activities are hosted, are useful in and remains rooted in the true story of the
promoting the city’s message to a specific city. Cities should not seek to stretch the gap
target group; between rhetoric and reality however.
• ambassador networks are helping to spread • there are no shortcuts to successful branding,
city messages across the globe and are also stakeholder involvement in brand development
useful in gaining brand support from mem- is crucial to ensure continuity and shared vision.
bers of the local community, by giving them However, clear leadership and brand manage-
Ambassador status; ment and governance are also necessary.
• social media increasingly offers the oppor- • there is no single formula for success as cit-
tunity to communicate with younger target ies have to respond to their own particular
situation, but those which are proactive and
audiences who may be harder to access
aware of the experiences of others stand a
through more traditional media; merchan-
greater chance of succeeding.
dising tools can still be a very efficient way
of promoting the city brand to a large audi- By Andrew Stevens
ence. http://www.citymayors.com
— 20 —

Destination Marketing
for German Travelers
Working on the German market gives quite
an impressive view on how the whole world
is competing to attract the German tourist
to their own destinations. Even in 2010, Ger-
many, the so called “world travel champion”,
confirmed its position as the top spender in lei-
sure and business trips.
May, 2011
PROFESSIONAL
Every possible strategy is developed and
millions are spent in advertising campaigns.
Nevertheless, to a certain extent, Germany
remains largely traditional in its approach to
advertising. For instance, if the social media
are generally taking a wider part in the mar-
keting strategies, on the German market their
— 21 —
D e s t i na t i on M a r k e t i ng U pda t e
influence is definitely less relevant than else-
where. The general public tends to be faith-
ful to its own choices, sometimes visiting the
same tourist destination for generations. Cer-
tainly it is quite difficult to define a linear or a
trend strategy on such a market, a mix of best
practices remains a viable solution.
Even if, in gathering travel information, inter-
net use has reached the widest majority of
the population, to some extent certain target
groups still search a human contact in order
to place the final choice. For this reason fairs
play a very important role and some among
the most successful tourism exhibitions in the
world take place in Germany. It is quite com-
mon to visit a fair as a family Sunday event.
Press work plays a very important role in a
country where newspapers and magazines are
widely spread and are generally considered
authoritative. Therefore a good article often
motivates more people than web 2.0 strate-
gies. The organization of press and fam trips

has for this reason a paramount importance in
order to convey the “destination experience”
to the media and the travel trade.
The need of comprehensive information
before making any destination choice means
that it is not always an easy task to motivate
a client to change its habits for something
new. To communicate new facts about a well
known destination or to try leading a costumer
towards a new one involves proficient writ-
ing and a good mix between advertorial and
advertising techniques. The Germans need to
feel safe and to prepare a trip thoroughly in
May, 2011
PROFESSIONAL D e s t i na t i on M a r k e t i ng U pda t e
order to minimize potential risks, meaning also
not to find themselves in an unfamiliar situa-
tion without knowing how to react.
Despite the complexity this market might
present, working in Germany is highly reward-
ing especially in terms of general public
faithfulness. Once convinced, and positively
impressed, the German will probably keep
coming back to a tourist destination and spread
the news among his acquaintances.
By Maggioni Tourist Marketing
http://www.maggioni-tm.de
— 22 —
 PROFESSIONAL D e s t i na t i on M a r k e t i ng U pda t e

Social Media Marketing:

Tourists Are the New Marketers
As the popularity of social media increases
among users, so does the popularity of social
media marketing among destinations. The
key words for tourists and marketers in this
constantly-changing online game are CREATE,
SHARE and INTERACT.
In recent years, a growing share of destina-
tion marketing efforts was directed to social
media tools such as blogs, Twitter, Facebook
and YouTube. Social media marketing seeks
to engage customers with the destination, in
an active state in which users become par-
ticipants. Social media marketing revolves
around social interaction, conversation, col-
laboration and the creation of online con-
tent.
In 2011, this marketing trend is gaining even
more power, as the popularity of social media
breaks all limits. For example, there are now
over 500M active Facebook users and approxi-
mately 175M Twitter accounts. Even of greater
importance, is that social media channels are
becoming major tools for human interaction,
in which people share information and learn
what’s new and what matters. • CREATE. Web users are creating a tour- platforms such as a Facebook page and a
Social media marketing in 2011 takes the use ism-related user generated content, such Twitter account.
of the audience one step further, shifting even as uploading pictures and videos, share • SHARE. Web users share the content they
more control and responsibility into the hands experiences and recommend attractions. generated with their social network, add-
of web users. Within this context, the online For this purpose, a growing number of ing more friends to the conversation and
tourist is now taking several roles: destinations provide online interaction distributing the destination. Destinations

May, 2011 — 23 —

might support the sharing process using
competitions in which users have to gain
votes or ‘likes’.
• INTERACT. Web users interact with the
destination, leveraging single visit to a
long-term online relationship. By creat-
ing and maintaining relationships, the
destination will echo lauder and longer
through the web, and in real life as well.
For example, ‘Capture Jordan’ is a new market-
ing initiative launched by Jordan Tourism Board
in March 2011. In this photo contest, people
who visited Jordan are encouraged to upload
May, 2011
PROFESSIONAL
their pictures and compete for a prize. This sim-
ple contest enfolds the key social media market-
ing components: users are creating content by
uploading pictures; share the pictures with their
network to gain more votes; and interact with
destination Jordan, re-living their memories and
supporting tourism for the country.
To conclude, as the popularity of social media
increases among users, so does the popularity
of social media marketing among destinations.
In this constantly-changing online arena, web
users are now becoming the center of a game
in which they generate the content, distrib-
— 24 —
D e s t i na t i on M a r k e t i ng U pda t e
ute it and consume it. While the role of web
users changes, so does the role of destination
marketing organizations, required for in-depth
understanding of new media, ground-breaking
creativity and pioneering innovation.
By Eran Ketter
Eran Ketter is a tourism marketing professional, the
director of E. Ketter Consulting and the co-author of
the book: "Media Strategies for Marketing Place in Cri-
sis: Improving the Image of Cites, Countries and Tourist
Destinations" (Elsevier, 2008).
http://www.eKetter.com
 PROFESSIONAL D e s t i na t i on M a r k e t i ng U pda t e

Destination Marketing:
Creating Events with Impact
“There is no point in average.” Wise words
said by a colleague recently that have struck a
chord. Some of the buzzwords that have been
prevalent in our industry in the past year have
included
1. Value
2. Sustainability
3. Creativity / Budget
4. ROI, ROE, ROR (I for investment, E for
engagement, R for relationships)
What we have are clients who still need to
create events with impact, but who also must
prove the value of the events to their internal
clients. On incentive programs, we have defi-
nitely seen the numbers to decrease on pro-
grams as qualifying for incentive programs
becomes more challenging when sales targets
across all industries are harder to reach. For
conference programming, numbers are slowly
beginning to rise again as travel restrictions are attendance for association members who must includes the “bread and butter” logistics of
lifted. The worldwide use of the internet and stay current with the rapid changes affecting transportation, accommodation, activities and
its many associated social media streams has all global industries. events and when this expertise is fully utilized
made us globally closer and has exponentially Organizations at the agency level – incen- there is much gain to be had for the clients.
increased our access to information. tive houses, PR firms and experiential market- First understanding your program objectives
As the access to information continues to ing agencies will need to remain ahead of the is critical. You must choose a destination that
grow, the need for service providers who are curve to ensure success for their clients. Desti- meets these objectives, whether these are
experts in their areas will become even more nation Management Companies who provide reward, motivation, inspiration or transforma-
important. This will cut across all sectors as the services to both end clients and agency clients tion. Once the destination is chosen, a partner
need for life-long learning drives conference representing others have an expertise that who not only has the knowledge of the des-

May, 2011 — 25 —
 elopment after the Crises
es – Poverty Alleviation
of Tourism
Order Lessons
Peter Keller and Prof. Dr. Thomas Bieger
Form
, with numerous figures and tables,
PROFESSIONAL D e s t i na t i on M a r k e t i ng U pda t e

T
.00, ISBN 978-3-503-13002-3
his book provides a unique analysis of the Order Form
Tourism
m
to be learned
Development
Research and Concepts, Volumeafter
5 the Crises
Global Imbalances – Poverty Alleviation
dited by Prof. Dr. Peter Keller and Prof. Dr. Thomas Bieger
on ........................................................
recent financial crisis on world tourism and
particularly the development models which
contribute to reduce poverty.
Tourism Development after the Crises
Global Imbalances – Poverty Alleviation

for the Future T

011, XII, 248 pages, with numerous figures and tables, Edited by Prof. Dr. Peter Keller and Prof. Dr. Thomas Bieger
his book provides a unique analysis of the 2011, XII, 248 pages, with numerous figures and tables,
(D) 39,95/USD 58.00, ISBN 978-3-503-13002-3
o. ........................................................... The volume is fibased
recent nancialon theon
crisis knowledge of aand
world tourism € (D) 39,95/USD 58.00, ISBN 978-3-503-13002-3
nternational Tourism Research and Concepts, Volume 5
particularly the development models which
.............................................................
network of more than 300 researchers and International Tourism Research and Concepts, Volume 5

of Tourism
ompany/Organisation ........................................................ contribute to reduce poverty.
includes experiences from Europe, Africa and Company/Organisation ........................................................
ame / Customer-No. ...........................................................
............................................................. Asia. The
It focuses
volumeon the latest
is based on theeconomic
knowledgecrises
of a as
Name / Customer-No. ...........................................................
unction .............................................................................. a framework formore
network of analyses andresearchers
than 300 as a real life
andcase
............................................................. study.includes experiences from Europe, Africa and Function ..............................................................................
ddress ............................................................................... Asia. It focuses on the latest economic crises as
Address ...............................................................................
............................................................. a framework for analyses and as a real life case
Order Form
ostcode ............................................................................. A substantial
study. contribution for the impact Postcode .............................................................................
.......................................................
ax ..................................................................................... of tourism development in time of global
A substantial contribution for the impact Fax .....................................................................................
ourism Development after the Crises imbalances!
mail ..........................................................................
............................................................. of tourism development in time of global
lobal Imbalances – Poverty Alleviation Email ..........................................................................
imbalances!
ate/Signature
dited ....................................................................
by Prof. Dr. Peter Keller and Prof. Dr. Thomas Bieger Date/Signature ....................................................................

25 00 85-275
011, XII, 248 pages, with numerous figures and tables,
ax 39,95/USD
(D) +49 (0) 30
dtrich
Verlag
25 00
58.00,
GmbH
ISBN85-275
978-3-503-13002-3
& Co. KG& Co. KG
ternational Tourism Research and Concepts, Volume 5
Schmidt Verlag GmbH
T
For further information:
his book
Forrecent
provides a unique analysis of the
further information:
financial crisis on world tourism and
www.ESV.info/978-3-503-13002-3
particularly the development models which
www.ESV.info/978-3-503-13002-3
Fax +49 (0) 30 25 00 85-275
Erich Schmidt Verlag GmbH & Co. KG
raße 30 GStraße
Genthiner
ompany/Organisation 30 G
........................................................ contribute to reduce poverty.
Genthiner Straße 30 G
0785
Germany
ame
Berlin, Germany
/ Customer-No. ........................................................... 10785 Berlin, Germany
The volume is based on the knowledge of a
nction ..............................................................................
network of more than 300 researchers and
ght of revocation: Customers may revoke from the contract within two weeks
includes experiences from Europe, Africa and Right of revocation: Customers may revoke from the contract within two weeks
omers mayofrevoke
ter receipt said goods.
fromThethenotifi cationwithin
contract of revocation must be in writing to
two weeks after receipt of said goods. The notification of revocation must be in writing to
ther your...............................................................................
ddress
The
bookshop or Erich Schmidt Verlag GmbH & Co. KG, Genthiner Str. 30 G,
notification of revocation Asia. It focuses on the latest economic crises as either your bookshop or Erich Schmidt Verlag GmbH & Co. KG, Genthiner Str. 30 G,
785 Berlin, Germany, Fax +49 (0) 30must be275,
250085 in writing to
email: Vertrieb@ESVmedien.de 10785 Berlin, Germany, Fax +49 (0) 30 250085 275, email: Vertrieb@ESVmedien.de
ch Schmidt
ending in dueVerlag GmbH
time is suffi & Co. KG, Genthiner Str. 30 G,
cient). a framework
erich for analyses
schmid and as atrealverl
life case ag (sending in due time is sufficient).
ostcode
e+49
only(0) 30.............................................................................
collect250085 275, your
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 PROFESSIONAL D e s t i na t i on M a r k e t i ng U pda t e

tination, but an innate understanding of how

to deliver relevant and impactful events that
will drive to these objectives is critical. Seam-
less operations are the average, the norm, the
basis for your program. Understanding how to
weave elements that will inspire imaginations,
drive innovation, embrace and encourage con-
nection and communication… this is when
the experience becomes elevated and mean-
ingful. This requires strategic development
of a program that at each touch-point, from
the first announcement to the final good-bye
is memorable. It requires a team that is pas-
sionate about continually raising the bar, and
welcoming guests to their home with open
hearts and smiles that engage, and who wants
to make sure that at the end of the day, the
client basks in the glow of having made a great
choice, even as we know they are moving on to
another program.
When seeking the services of any profes-
sional service organization, you do need to
seek value, and to understand the value is not fit, then you will be assured of a successful pro- on the upswing, and trade shows are seeing
always the lowest price. Rather great value gram where relationships are deepened and improved attendance. The outlook is not quite
comes from a combination of choices. For a objectives are exceeded. rosy, but it is certainly refreshing to see that
meeting or incentive program this may include That is the future of what every event needs the importance of face to face connections is
the airlift, ground transportation and accom- to be. Is it looking up? Yes, definitely, clients recognized, and the opportunities will con-
modation options, amenities, overall feeling of are looking to the future rather than reacting tinue to grow.
the destination and the activities and events, so much to immediate needs, and are able to
and potentially education and networking see that with planning and structure, programs
opportunities. Ultimately part of this becomes that will drive sales are back on the rise and By Tahira Endean
about choosing a team that will have synergy that travel incentives remain an “ultimate” CMP–Director, Team Creative and Production, Cantrav
with your team and bring a vision to life. When reward, one that is worth spending the time Services Inc.
you can find the combination that has the best to earn. Conferences as noted above are also http://www.cantrav.com

May, 2011 — 27 —