Tourist destination brand image is a major influencing factor in traveller destination choice. This exploratory research into the information sources from which destination brand image evolves provides insights which have the potential to improve tourism destination brand development strategies. In-depth interviews with 21 international backpackers on Australia’s northern New South Wales coast indicate that mainstream media play little or no part in the formation of respondents’ image of the coastal destination of Byron Bay. Rather, word of mouth and autonomous independent information sources were the key media through which respondents formed their image of this iconic Australian tourist destination. Findings also show the importance of destination experience in the image formation process and suggest that destination marketing organizations (DMOs) can and should go beyond traditional mainstream media to communicate their brand message. Additionally, findings suggest the need for DMOs to provide leadership within the destination’s tourism industry to improve service delivery and exceed the ‘brand promise’.

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The main aim of this conceptual paper is to propose means of extending current theoretical approaches to understanding the traveller destination decision process. In order to achieve this, a means of better identifying and implementing strategies within the service system, by utilising a strategic management approach, is proposed. In addition, a 2 number of researchers have argued that service leaders successfully introduce products and services to the market far in advance of customer expectations. It is argued in this paper that such products and services are delivered by innovative organisations, able to assess that the benefits of such innovations will outweigh the costs. The firm attempts to tap 'latent' demands that have yet to be fully articulated by the consumer through established expenditure patterns. By tapping into such latent demands within the consumer psyche, service firms are able to 'delight' customers with their creativity and innovation. It is concluded that such a service component has become an integral source for sustainable competitive advantage within a business and strategic planning framework.3