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Destination branding theory and practice have long been used by marketing scholars and practitioners to sell the destination to outside audiences. As the discipline is maturing, there is an increased focus on the branded community. This paper argues that as destination brands do not only sell the destination but also envision the destination, branding practitioners look to inspire the receiving community towards a coherent and coordinated approach to tourism promotion and development. This includes tourism operators, destination management organisations and the local communities. This study focused on the case of Tasmania and how tourism operators perceived the brand. The research found that while branding practitioners were aware of best practice in terms of bringing the local tourism operators onboard the branding project, despite their best efforts, support for the brand amongst tourism operators was scattered. We argue that this is due to a lack of explicit conceptualisation and a theoretical framework for the management of the receiving communities in destination branding. A public management approach is proposed to mitigate these shortcomings.

Item Type:	Conference Extract
Keywords:	destination branding, brand adoption, stakeholder co-creation, public management, destination development
Research Division:	Commerce, Management, Tourism and Services
Research Group:	Strategy, management and organisational behaviour
Research Field:	Stakeholder engagement
Objective Division:	Commercial Services and Tourism
Objective Group:	Tourism services
Objective Field:	Socio-cultural issues in tourism
UTAS Author:	Toettenborg, A (Ms Alberte Toettenborg)
UTAS Author:	Hardy, A (Associate Professor Anne Hardy)
UTAS Author:	Ooi, C-S (Professor Can Seng Ooi)
ID Code:	146527
Year Published:	2021
Deposited By:	Sociology and Criminology
Deposited On:	2021-09-10
Last Modified:	2021-09-15
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