An assessment of place brand potential: familiarity, favourability and uniqueness

2016 ◽  
Vol 9 (3) ◽  
pp. 269-288 ◽  
Author(s):  
Chung-Shing Chan ◽  
Mike Peters ◽  
Lawal M. Marafa
Keyword(s):  
Brand Equity ◽  
Public Diplomacy ◽  
Brand Management ◽  
Place Branding ◽  
Three Dimensions ◽  
Research Directions ◽  
Content Type ◽  
Place Brand Equity ◽  
Management And Development ◽  
Place Brand

Purpose This paper aims to present an approach by which to assess the potential of branding a particular type of place resource or feature. Design/methodology/approach A review was conducted to analyse three key periodicals (Journal of Brand Management, Place Branding and Public Diplomacy and Journal of Place Management and Development) in the field of branding and place branding between 2000 and 2011. These three periodicals are recognized as the three leading periodicals of place branding, and they followed the clear establishment and development of the field of place branding. Findings Familiarity, favourability and uniqueness are the three dimensions that give a quick indication of the level of place brand equity, and in turn they represent the level of place brand potential. Research limitations/implications In the literature, brand potential is not well conceptualized. This paper identifies this knowledge gap through a review of place branding studies, and it closes the gap by connecting brand potential with place brand equity. Originality/value This paper suggests practical and research directions by which to study these three dimensions to generate valuable brands for places.

scholarly journals Branding cities, regions and countries: the roadmap of place brand equity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fabiana Gondim Mariutti ◽  
Janaina de Moura Engracia Giraldi
Keyword(s):  
Brand Equity ◽  
News Media ◽  
Place Branding ◽  
Real Data ◽  
City Region ◽  
Value Drivers ◽  
Content Type ◽  
Road Signs ◽  
Place Brand Equity ◽  
Place Brand

Purpose The purpose of this paper is two-fold: to expand the understanding of brand equity for places (e.g. countries, regions or cities) and propose two frameworks to increase its value. Design/methodology/approach By interviewing international participants, this study was exploratory and interpretative; thematic analysis was performed for a broader understanding about place brand equity. Findings The Roadmap of Brand Equity is provided by proposing three “pathways” founded on core value drivers as “road signs” (potential influences or main variables of the value of a place brand), which are required to be strategically monitored and aligned to place branding activities to enhance the value of a city, region or country. Value drivers of place brand equity and the roadmap of place brand equity are proposed through the figures. Research limitations/implications A natural progression of this study is the investigation of place brand equity by applying statistical procedures for measuring places. Due to specific locations’ (often) unfavorable and threatening reputations worldwide, the key value-drivers (government initiatives, stakeholders' perceptions, residents’ engagement, news media, social media and real data indexes) are noted as influential partakers – either separated or combined – when analyzing their brand equity. Practical implications Both proposed archetypes suggest applications for several co-creators involved in public or private places, which can be beneficial for both emerging and non-emerging countries, regions or cities. Furthermore, both may be applied to the analysis of other places (e.g. universities, schools, museums, public squares, airports, hospitals, etc.). Social implications This study may inspire planning and actions for public policies, including private partnerships, government initiatives and practical endeavors. Originality/value This is one of the first studies to perform an analysis of brand equity of places under a qualitative approach and to propose strategical frameworks for both research and practice.

Place branding in a bottle: management strategies for unplanned messages

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maria Briana
Keyword(s):  
Brand Management ◽  
Management Strategies ◽  
Place Branding ◽  
Past Research ◽  
Management Program ◽  
Communication Process ◽  
Spontaneous Order ◽  
Content Type ◽  
Management And Development ◽  
Place Brand

Purpose This paper explores an important yet overlooked concept in place branding literature, unplanned messages. Focusing on unplanned messages, this study aims to contribute to a better understanding of the concept of spontaneous order in place branding and how to manage the unplanned communication process so as to ensure a high reputational status for a place. Design/methodology/approach This paper builds on past research on place brand communication and proposes a conceptual framework for unplanned messages. Findings Classification schemes for places and place brands are proposed, contributing to place brand management in three aspects: reviewing of decisions and strategies undertaken, assessing current situation and planning way forward when it comes to priorities for place management and development. Originality/value To the best of the authors’ knowledge, this is the first paper that introduces the emergent image and presents a classification scheme for places that contributes to a strategic management program of unplanned messages in place branding.

scholarly journals Measuring customer based place brand equity (CBPBE) from a public diplomacy perspective: Evidence from West Bengal

2020 ◽  
Vol 116 ◽  
pp. 734-744 ◽  
Author(s):  
Sunny Bose ◽  
Sanjit Kumar Roy ◽  
Sharifah Faridah Syed Alwi ◽  
Bang Nguyen
Keyword(s):  
Brand Equity ◽  
Public Diplomacy ◽  
West Bengal ◽  
Place Brand Equity ◽  
Place Brand

An analysis of product-place co-branding: the case of Ceylon Tea

2017 ◽  
Vol 29 (1) ◽  
pp. 200-214 ◽  
Author(s):  
Wasanee Tharanga Ranasinghe ◽  
Park Thaichon ◽  
Malanee Ranasinghe
Keyword(s):  
Brand Management ◽  
Place Branding ◽  
Content Type ◽  
Secondary Sources ◽  
Tea Industry ◽  
Place Brand ◽  
Analyse Data ◽  
Advance Knowledge ◽  
Practical Implications

Purpose The purpose of this paper is to evaluate the applicability of the strategic place brand-management model (SPBM) for a product-place co-branding context, focussing on Sri Lanka’s tea industry. Design/methodology/approach Conducted as an exploratory case study, pattern matching and explanation building methods are employed to analyse data from secondary sources such as archival data and documentation. Findings Strategic components of place branding in SPBM are applicable for product-place co-branding, as evidenced in Sri Lanka’s tea industry, although key strategies appear to be reactive rather than proactive in this context. Practical implications The findings provide reassuring guidance to practitioners on applying strategic place branding models in product-place co-branding settings, given the unique risks associated with product-place co-branding. Originality/value Given the novelty of and the need to advance knowledge on product-place co-branding as a component of place branding, this study extends extant literature on the use of SPBM in a successful product-place co-branding setting. Additionally, it extends the value of place branding concepts for industries other than popularly studied tourism.

Integrating innovation and absorptive capacity into the place branding process

2014 ◽  
Vol 7 (3) ◽  
pp. 206-224 ◽  
Author(s):  
Joshua J. Daspit ◽  
Staci M. Zavattaro
Keyword(s):  
Brand Equity ◽  
Absorptive Capacity ◽  
Creative Thinking ◽  
Place Branding ◽  
Zero Order ◽  
Organizational Capabilities ◽  
Innovation Capability ◽  
Content Type ◽  
External Knowledge ◽  
Place Brand

Purpose – The purpose of this article is to integrate organizational capabilities into the place branding process to showcase how a lead destination marketing organization (DMO) can influence a customer-based brand equity outcome. Doing so highlights the strategic, relational nature of place branding. The authors focus specifically on first- and zero-order capabilities, integrating absorptive capacity (first-order) and an innovation capability (zero-order) into a place branding framework. We define an innovation capability within a place branding context and offer absorptive capacity as a mechanism through which DMO leaders can exploit external knowledge acquisition. Design/methodology/approach – The paper presents a theoretical framework of the place branding process that integrates firm capabilities. A framework based on analyzing existing place branding models and integrating organizational capabilities, which find root in strategic management literature, was developed. Findings – Findings indicate that existing frameworks address operational and customer capabilities in some manner yet largely ignore innovation capabilities. A definition of an innovation capability for place brand managers and scholars is offered, and offer absorptive capacity as means to integrate external knowledge into the DMO. Utilizing multiple levels of capabilities allows a firm to influence customer-based brand equity. Testable propositions based on the authors' framework are offered. Practical implications – Managerial implications of integrating stakeholder capabilities into place branding include appreciating a culture of innovation within DMOs, learning from external stakeholders meaningfully and regularly and encouraging creative thinking that can produce new processes, policies or services. Originality/value – By integrating organizational capabilities, attention is drawn to internal aspects of the place branding process the place can control directly. Capabilities dictate how an organization sees itself; learns from its stakeholders; and then integrates that knowledge into organizational, stakeholder and innovation capabilities. Therefore, capabilities are inherently internal mechanisms through which a DMO can influence place brand outcomes, which are understood here as brand equity elements.

City brand strategy evaluation: in search of effectiveness indicators

2015 ◽  
Vol 8 (3) ◽  
pp. 187-205 ◽  
Author(s):  
Marta Herezniak ◽  
Justyna Anders-Morawska
Keyword(s):  
Public Management ◽  
Brand Management ◽  
Place Branding ◽  
Spillover Effects ◽  
Brand Strategy ◽  
Content Type ◽  
City Brand ◽  
Strategy Evaluation ◽  
Place Brand ◽  
The City

Purpose – The purpose of this paper is to describe and analyse a process for developing indicators of effectiveness for the city brand strategy. Design/methodology/approach – A single-case study method is used as the analytical approach. The proposed indicators of effectiveness were developed in cooperation between the municipal government of a large, post-industrial Polish city and representatives from academia. Findings – The paper addresses three important considerations to be taken into account by city managers when they seek to develop criteria for measuring the effectiveness of branding: links between tangible and intangible effects of brand implementation; spillover effects that sectoral strategies such as those aimed at urban renewal have on the city brand and vice versa; and the adoption of a threefold temporal regime whereby the effects of projects that contribute to the brand strategy are measured in the short, medium and long term. Research limitations/implications – The proposed approach offers a useful point of departure for place managers for the design of place brand strategy evaluation systems. The study is limited to the case of a single city. Practical implications – The merger of brand management and public management perspectives re-evaluates the existing attempts to measure place brand strategy effectiveness. The new approach stimulates place authorities to consider multiple perspectives on the methods and instruments of measurement. It also implies the organisational shift where a number of units from the city hall coordinate their efforts to contribute to the assessment of the brand strategy. Social implications – A more systematic approach to measurement of place brand strategy effectiveness can be used to increase the level of legitimacy of brand-related activities in the eyes of internal stakeholders and to increase the level of professionalism among the public officers responsible for effectiveness measurement. Originality/value – Theoretical considerations and the practice of place branding alike tend to give insufficient attention to criteria for measuring the effectiveness of place-branding strategies. This paper concentrates on the process of translating general strategic objectives into specific, measureable and time-bound operational indicators. The combination of theoretical insights into place branding together with public management grounds this approach in the administrative environment in which local authorities work.

Customer-Based Place Brand Equity and Tourism: A Regional Identity Perspective

2021 ◽  
pp. 004728752199946
Author(s):  
Sunny Bose ◽  
Sudeepta Pradhan ◽  
Makhmoor Bashir ◽  
Sanjit K. Roy
Keyword(s):  
Brand Equity ◽  
Brand Loyalty ◽  
Regional Identity ◽  
Place Branding ◽  
Dimensional Structure ◽  
Major Purpose ◽  
Place Brand Equity ◽  
Place Brand ◽  
Destination Brand ◽  
The Impact

The major purpose of place branding is to attract tourists and investors by enhancing the value proposition of a place through its unique regional identity. We undertake two studies to test the impact of regional identity on destination brand loyalty, and thereby on investment attractiveness. Study 1 involves identifying the dimensions of customer-based place brand equity (CBPBE) from a regional identity perspective. Data were collected from the state of West Bengal in India. Results of exploratory factor analysis show a four-dimensional structure of CBPBE consisting of brand salience, brand meaning, perceived quality, and brand attachment. Based on 290 responses collected from Thailand, we use these CBPBE dimensions in study 2 to develop and validate the psychometrically robust CBPBE-RI instrument. Finally, we test for the impact of CBPBE-RI dimensions on destination brand loyalty and investment attractiveness. The results have managerial and theoretical implications.

A deliberately emergent strategy – a key to successful city branding

2015 ◽  
Vol 8 (2) ◽  
pp. 90-102 ◽  
Author(s):  
Janne Lindstedt
Keyword(s):  
Place Branding ◽  
Place Identity ◽  
Point Of View ◽  
City Branding ◽  
Content Type ◽  
Emergent Strategy ◽  
Branding Strategies ◽  
Local Stakeholders ◽  
Place Brand

Purpose – The paper aims to address a neglected issue in the literature on place brand co-creation, namely, the strategic planning of the branding process. Furthermore, the paper demonstrates the benefits of a deliberately emergent strategy. Design/methodology/approach – A qualitative case study focusing on Turku, Finland, supports the development of the argument. In this study, branding of Turku is examined both during the European Capital of Culture 2011 (ECoC) project and after it. Findings – The contribution of the ECoC 2011 project – which was widely perceived as a success – to Turku’s brand was based on a deliberately emergent strategy. Afterwards, the local government has, however, chosen a different approach to branding. Research limitations/implications – Given the increasing popularity of brand thinking among practitioners all over the world, it would be meaningful for scholars to pay more attention to the application of brand co-creation in place branding strategies. Practical implications – The deliberately emergent branding strategy could be considered an approach to applying the idea of brand co-creation in practice. It enables local stakeholders to make their voices heard and results in increased credibility of a branding process. Originality/value – Place brand co-creation has not yet been examined from strategic planning’s point of view. The need for this kind of examination is apparent, because branding strategies have traditionally been based on the idea of static place identity. The Turku case helps to propose a solution in terms of the notion of deliberately emergent branding.

Exploring lack of closure as a brand transgression

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jacqueline Burgess ◽  
Christian Jones
Keyword(s):  
Brand Equity ◽  
Thematic Analysis ◽  
Design Methodology ◽  
Word Of Mouth ◽  
Brand Management ◽  
Negative Word ◽  
Television Series ◽  
Content Type ◽  
Brand Transgression ◽  
Practical Implications

Purpose This study aims to contribute to research into narrative brands by investigating if the lack of closure in the ambiguous season two’s ending of the Australian television series, Wanted, constituted a brand transgression. Design/methodology/approach Comments on posts about Wanted from social media accounts associated with the series were downloaded and analysed using thematic analysis informed by non-participatory netnography. Findings Audiences found the ambiguous ending of Wanted season two disappointing and it did not fulfil implied promises and their expectations, which fits the description of a brand transgression, and so they engaged in behaviours indicative of a brand transgression such as spreading negative word of mouth online. The ambiguous ending could have been a cliff-hanger to lead into a third season that was not guaranteed when the final episode aired, or the ending for the entire series. Although a third season was eventually made and positively received by audiences, viewer numbers declined by nearly a third, illustrating the importance of brand management for narrative brands. Practical implications This research has implications for the creators of television series, particularly if they do not know if it will be renewed. Not providing audiences with their expected closure can constitute a brand transgression and damage the narrative brand’s residual brand equity and potential earnings from streaming or a revival at a later date. Originality/value Prior research has focused on audiences’ responses to definitive endings, rather than ambiguous endings, which is the focus of this research. Furthermore, narrative brands are still an under-researched context.

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