2014
DOI: 10.1016/j.jdmm.2014.01.004
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Internal brand management of destination brands: Exploring the roles of destination management organisations and operators

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Cited by 24 publications
(39 citation statements)
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References 40 publications
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“…al. [23] states that, because stakeholders within a network brand are championing their own brand as well as combining to create the network brand, communication and leadership as management tools for destination brand networks is essential. This multiple networks of actors exist in proximity to each other forming mutual service chains, service networks, and interactions [24].…”
Section: Stakeholder Approach To Internal Marketingmentioning
confidence: 99%
See 1 more Smart Citation
“…al. [23] states that, because stakeholders within a network brand are championing their own brand as well as combining to create the network brand, communication and leadership as management tools for destination brand networks is essential. This multiple networks of actors exist in proximity to each other forming mutual service chains, service networks, and interactions [24].…”
Section: Stakeholder Approach To Internal Marketingmentioning
confidence: 99%
“…al. [23] point out that, communication as a means to build relationships and of creating brand knowledge, communication styles need to be flexible to reach the diverse range of network stakeholders. Hence, the communication styles have tremendously changed over time with the rise of social media and related platforms such as forums, blogs and etc.…”
Section: Stakeholder Approach To Internal Marketingmentioning
confidence: 99%
“…The organizations providing these services are equally diverse in terms of their size, make-up and relative influence, combining a preponderance of small-to-medium sized enterprises (SMEs) with a comparatively smaller number of large multi-national and international companies (Tourism Alliance, 2016). The destination 'product' also relies on a combination of private, public and not-for-profit organizations, each mindful of the need to satisfy a wide range of stakeholders and their differing requirements (Cox et al, 2014;Garcia et al, 2009). This leads to one final layer of complexity which emerges when reflecting on what might be labelled as two more "A's": Associations and Ambience.…”
Section: Leadership In Place Management Organizations (Dmos)mentioning
confidence: 99%
“…Stressing the need for flexible, empowering, inclusive approaches to leadership, there is an obvious inference to be drawn from their work in relation to this paper. Whilst there can be no doubt about the importance of leadership to successful destination brand management, it is equally critical to ensure the right kind of leadership is applied (Cox et al, 2014).…”
Section: Leadership In Place Management Organizations (Dmos)mentioning
confidence: 99%
“…This concern is reflected in a rapidly expanding body of research which has become one of the leading themes in the destination marketing literature (Dioko, 2016; Leung et al, 2015; Pike and Page, 2014). In addition to stressing the benefits of having a strong destination brand, recent studies have also highlighted the challenges involved in the creation and management of such brands (Cox et al, 2014; Datzira-Masip and Poluzzi, 2014; Sartori et al, 2012; Tasci, 2011). These challenges involve issues of consensus, commitment and consistency that arise from the very nature of destinations: geographic areas of varying scale in which multiple providers offer a variety of interdependent products and services to a range of visitor segments.…”
Section: Introductionmentioning
confidence: 99%