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Branding de Marca.Destino por Rina Plapler en cobertura por @smcmxTurismo
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Conversando con los expertos: Presentación de Rina Plapler de MBLM en CESTUR. Cobertura en Social Media por el BloggerHub de @smcmxTurismo

Conversando con los expertos: Presentación de Rina Plapler de MBLM en CESTUR. Cobertura en Social Media por el BloggerHub de @smcmxTurismo

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Branding de Marca.Destino por Rina Plapler en cobertura por @smcmxTurismo Branding de Marca.Destino por Rina Plapler en cobertura por @smcmxTurismo Presentation Transcript

  • DESTINATION BRANDINGSECRETARIA DE TURISMO/CENTRO DEESTUDIOS SU PE RIO RES EN TUR I SMOMARCH 24, 2011
  • BU EN OS D IAS, MI N O MBR E ES :RIN A PL APLE R
  • INS I GHTSCAS ESBEST PRACTI C ES3
  • BRANDS MAKE GOOD BUSINESS SENSE Nike Share 39% Other 61% + Margin $1.00/cup $2.50/cup + Strong brands perform Longevity +34% better
  • DESTINATIONS HAVE THE POTENTIAL TO BE AMONG THE STRONGESTBRANDS: THEY ARE MULTI-DIMENSIONAL AND MULTI-SENSORY Destination
  • FINDING THE BALANCE WITH DESTINATION BRANDING + — In a fast paced, complex An overly branded and competitive global approach can trivialize environment, brand can important issues and help focus stakeholders lead to negative on key issues succinctly perceptions, backlash and with impact and cynicism
  • BEFORE AFTER
  • THE BASICS OF DESTINATION BRANDING Why What For• Provide the ‘glue’/consistency between • Creating a compelling idea that engages the destination’s political, social and with target audiences on a level that economic pillars changes perception, and drives preference and usage• Help define how the destination’s own residents, rest of the nation and the • Defining a unifying platform that builds world perceive them cohesion between agencies, allowing for cross-promotion and public and private sector alignment• Optimize strategic objectives across areas such as,FDI, export, tourism, etc. and leverage e ort and investment
  • BENEFITS Communicating with power & economy A source of Expressing a core economic value & unique idea that is visionary & consistentBuilding global/regional Redressing competitive DESTINATION stereotypes advantage BRAND and cliches Di erentiation Enabling and/or endorse change Attracting talent & investment
  • FOCUSUnderstanding primary audiences and target geographies is a key first step RESIDENTS VISITORS LOCAL Filter #2: GEOGRAPHIC Filter #1: AUDIENCE INVESTORS LOCAL DESTINATION BRAND REGIONAL INTL INVESTORS INTL. GOVTS PARTNERS PRESS
  • Diagnosis Destinations must be constantly evaluated and tracked against competitors DECLINING EMERGING TIER 1 Momentum TIER 2 Tiering MAINTAINING VOGUE TIER 3 ESTABLISHED CRITERIA 1 CRITERIA 2 CRITERIA 3 8.6DESTINATION 1DESTINATION 2 7.2DESTINATION 3 5.4 Benchmarking Index
  • BUILDING VALUE AND LONGEVITY A strong destination brand Volume creates PREFERENCE: Price Customers Retained A strong destination brand builds LOYALTY: Time E5 E4 E4 E3 E3 E3 E2 E2 E2 E1 A strong destination brand E1 E1 c c c c is EXTENDABLE: Weak Strong
  • TO ENDURE, DESTINATION BRANDS MUST BE COMPREHENSIVE TANGIBLE ABSTRACT Geography Attractions (Topography, (Monuments, climate, icons, places, resources) architecture) Infrastructure Authenticity (Communications, (People, programming, transportation, healthcare, rituals, events, technology) discovery) Governance Culture (Policy & (Arts, music, management stability, intellectual foreign policy) output, creative environment) Economy Ethos (Beliefs, mores, (Industry, fiscal policies, customs, values, history, standard of living) legends, mystique)
  • SUPPORTCritical to success is getting the right groups involved and supporting the initiative GOV’T AGENCIES INTEREST PARTNERS GROUPS PRIVATE BUSINESS Destination PRESS INFLUENCERS INFRASTRUCTURE CITIZENS
  • DESTINATION BRANDING 2.0: Execution and implementation FROM: TO: A TRADITIONAL APPROACH A TARGETED PLATFORM FOCUSED ON KEY CHANNELS MULTI MEDIA MIX NARROW OR NEW TARGETING BROAD TARGETING STRATEGIC ORIENTATION TACTICAL ORIENTATION INNOVATIVE REACTIVE ESSENTIAL SUPERFICIAL
  • DESTINATION BRANDING 2.0: Operationalize and extend• Extend destination brand into sense of • Invest in businesses that further support place (way finding, airport, physical the country/city/regional brand (e.g. environments) crafts, marketplaces, cooking schools)• Ensure and operationalize the brand • Identify new markets, audiences culture (training of customs, service sta , taxi drivers, etc.) • Map out 3-5 year plan of extending brand through new initiatives, implementation• Deliver the brand in innovative ways and delivery opportunities
  • DESTINATION BRANDING 2.0: OPPORTUNISM AND ADAPTATION COORDINATION Strong (government/private sector) support and coordination EVENTS Leveraging sports/cultural/political events/ conferences CROSS Look for emerging industries/partnerships/programs PROMOTION PILOTS Try new program and initiatives in small samples to determine e cacy SPEED TO MARKET Ability to leverage opportunities and deliver results
  • DESTINATION BRANDING 2.0: WHERE AND HOW TO INVESTIN YOUR BRAND THE MARKETING MANAGEMENT PROCESS Areas of Focus Include: Analyzing Market Analyzing Market • Marketing Organizational Structure Reactions Opportunities required to build the brand over the long term • Marketing Investment LevelsOrganizing, Implementing Designing Marketing & Controlling Investment Strategies • Establishment and ongoing Marketing E orts management of Brand Tracking • Ongoing analysis and optimization Planning Marketing of the Brand Development Program Programs to ensure increasing levels of e ciency and e ectiveness
  • DESTINATION BRANDING 2.0: EXECUTION AND IMPLEMENTATION• Realign marketing budgets to • Map a visitors journey and find new ways determine priority audiences, to identify areas of priority geographies and channels • Depending on the specific market and• More of the same may not be more circumstances, marketing spend may be e ective than less of something more e ective in terms of in-country di erent investment (way finding, environments) via outbound via advertising• Longer-term planning and objectives mapping can determine areas of • Find ways to establish longer-term opportunity relationships with visitors to extend the brand value
  • INS I GHTSCAS ESBEST PRACTI C ES22
  • SHAPING A NEW NATIONAL IDENTITYSt Lucia is a small Caribbean country that relies heavily ontourism and agriculture for its economic well-being. Longestablished as a honeymoon destination, it was seeking toupgrade its image and create a brand meaningful to tourists,investors and citizens. 23
  • A DETAILED UNDERSTANDING OF THE COMPETITIVE St. Lucia Aruba Bahamas Barbados Costa Rica Jamaica 10-Yr 10-Yr 10-Yr 10-Yr 10-Yr 10-Yr 2008 2008 2008 2008 2008 2008 Trend Trend Trend Trend Trend TrendT&T Contribution 40.6% 69.3% 50.8% 40.7% 13.5% 30.8% to GDPT&T Contribution 40.2% 81.4% 63.5% 45.8% 13.1% 27.1% to Employment T&T Share of Capital 36.3% 76.4% 40.4% 60.7% 15.1% 32.4% Investment Real Growth of T&T Capital 11.0% 3.0% 4.2% 3.8% 9.3% 1.8% InvestmentReal GDP Growth 5.6% 2.0% 3.5% 1.2% 1.2% -0.2%of T&T Economy Source: World Travel & Tourism Council, 2008 Note: T&T refers to “Travel & Tourism” 24
  • COMPETITIVE RANKINGS Tourism Website BrochureSegmented Brochures Video/TV Print Ads Environments Online Ads Misc. Materials Cohesiveness 85% 75% 71% 52% 40% 40% Rating criteria: Consistency: Alignment across materials of same type, functionality, achieves purpose Design: Professional, compelling, unique, well-integrated with messaging and content Content: Professional, compelling, clear, concise, well-developed and di erentiated messaging Rating system: 1 = weak 2 = average or acceptable 3 = strong
  • COMPETITIVE DATA Aruba Bahamas Barbados Costa Rica Jamaica Awareness 42.9% 69.3% 58.1% 60.5% 66.7% Familiarity 9.1% 17.0% 10.7% 10.4% 14.1% Associations Outdoors/Sports Beach Beach Rising Star Rest & Relaxation (Top 10 global rankings Orange = #1 ranking) Rest & Relaxation Resort/Lodging Friendly Locals Rest & Relaxation Preference 1.1% 3.5% 1.5% 0.9% 1.4% Consideration 7.5% 13.1% 8.7% 7.9% 9.6% Decision/Visitation 6.6% 15.4% 6.9% 5.9% 10.7% Advocacy 2.0% 4.3% 2.1% 1.8% 2.6% Key: Designates good/mature performance
  • THE ST. LUCIA BRAND General Sales Materials Ads Audience- Specific Materials Joint Marketing Collateral Trade Materials Websites
  • Immersion Snapshot 28
  • ESTABLISHING THE COUNTRY BRAND FRAMEWORK Attractions Authenticity Culture Ethos Monuments, People, Arts, music, Beliefs, mores, Wants icons, places, programming, intellectual customs, values, history, architecture rituals, events, output, creative legends, mystique discovery environmentTangible Abstract Geography Infrastructure Economy Governance Needs Topography, Communications, Industry, fiscal policies, Policy, management, climate,resources transportation, healthcare, tech standard of living stability, foreign policy KEY Strength Weakness Opportunity 29
  • 30
  • DEEPENING THE BRAND OVER TIME TODAY TOMORROW FUTURE Current state Near term Long term Heavily promote festivals and Look for local improvements Join global premium-like boutique size/nature of island (streetscapes, airport) to initiatives (for rum, for nature) further image of nation as one Considerable shift from current of a kind and premium Encourage locals to open brand platform businesses related to their own Create quality website, authentic products and services Extensive communications/ utilizing local experts training of locals Deepen o erings (classes, Shift to Discerning in investment sites, festivals, dining) that and development goals deliver the brand experience
  • VERSUS COMPETITORS ®
  • CAPTURING A COUNTRY ON THE RISEQATAR IS A COUNTRY WITH GROWTH ACROSS ALL OF ITS SECTORS, THENATION WAS SEEKING TO EXPAND ITS TOURISM OFFERING IN STRATEGICAND MEASURED WAYS. TRYING TO DIFFERENTIATE FROM THE UAE, IT WASLOOKING FOR A SPECIFIC TARGET (BUSINESS TRAVELERS) AND FOCUSEDAREAS OF EXPANSION (CULTURE AND SPORTS) 40
  • TRAVELER TYPOLOGIES Action & Thrill Cultural Urban Business MICE Escapist Ecotourist Seeker Explorer Enthusiast Traveller Organizer √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √
  • LIMITED BRANDMARK INTEGRATION 42
  • RESEARCH DATA Across most measures, Qatar exhibits a low level of country brand development Qatar UAE Awareness 43.6% 56.4% Familiarity 6.5% 10.0% Lodging/Resort Options Fine Dining Associations Shopping Conventions (Top 10 global rankings; Conventions Orange = #1 ranking) Good Economic Standard of Living Most Advanced Technology Rising Star Preference 0.3% 2.9% Consideration 2.5% 7.8% Decision (Visitation) 3.7% 9.5% Advocacy 1.1% 2.4% 43
  • ESTABLISHING THE COUNTRY BRAND FRAMEWORK Attractions Authenticity Culture Ethos Monuments, People, Arts, music, Beliefs, mores, Wants icons, places, programming, intellectual customs, values, history, architecture rituals, events, output, creative legends, mystique discovery environment Tangible Abstract Geography Infrastructure Economy Governance Needs Topography, Communications, Industry, fiscal policies, Policy, management, climate,resources transportation, healthcare, standard of living stability, foreign policy tech Key Strength Weakness Opportunity 44
  • VERY FOCUSED TARGETING EXTERNAL INTERNAL Tourism AUDIENCE Media Senior AUDIENCE Professionals Management Qatari Citizens Management Qatar The Emir Employees Ministries O cials Business Travel Minded Agents Traveller
  • INDEPENDENT SPIRIT – RATIONALE A unique positioning in the region and globally, this direction leverages Qatar’s already strong international reputation as an independent-minded country determined to improve quality of life for its citizens and become a friend to countries around the world. A powerful rallying cry, this brand idea infuses the country’s progressive spirit into a distinct and compelling tourist message.
  • INDEPENDENT SPIRIT EXTENSION Short Term Business Traveller Message The same ingenuity and commitment to excellence that makes Qatar a vibrant business locale also makes it a premier tourist destination. Spend a 48 hours here and see our independent spirit come to life in boundless activities, luxury resorts, outdoor attractions and sports. All imbued with the energy and optimism that comes from being part of a proud and progressive country. Longer Term Traveller Message Known for its independent spirit, Qatar is a country that follows its own rules and features premium attractions and activities that all resonate with the vitality of being part of a proud and vibrant culture. Come to Qatar and be filled with optimism, energy and adventure. Broader Qatar Message Known for its independent spirit, from foreign policy to education, Qatar is a country with bold plans and grand ambitions. Here, anything is possible. Places, people, activities and policies all resonate with the vitality of being part of a proud and independent culture.
  • QATAR 48QATAR OFFERS A EARLY ROUND AT THE EXPLORE THE GALLERIES OF HALF-DAY DESERT SAFARI TO AFTERNOON CAMEL RACING AT THESPIRITED WORLD GOLF COURSE SEARCH FOR PERFUME AND THE MUSEUM OF ISLAMIC ARTS SUNSET DHOW EXCURSION AROUND THE HARBOUR THE INLAND SEA LUNCH AT THE HOTEL AL SHAHANIYA RACETRACK UNWIND AND RELAX ATOF ENJOYMENT, HANDICRAFTS IN THE SOUQ WAQIF THE HOTEL LOUNGERELAXATION AND MASSAGE AND SPA TREATMENT AT THE HOTEL RETURN VIA A SHORT SIDE TRIP TO EVENING SWIM AT THE HOTEL POOLDISCOVERY – ALL ENJOY ARABIC COFFEE AT ONE OF THE LOCAL RESTAURANTS TRADITIONAL ARABIC DINNER AT ONE OF THE LOCAL RESTAURANTS AL ZUBARAH FORT AND MUSEUMIN 48 HOURS.trip to Qatar, please contact Qatar Tourism andExhibitions Authority.QATAR TOURISM AND EXHIBITIONS AUTHORITYMain +974 4997 499P.O.Box 24624Doha, QatarWWW.QATARTOURISM.GOV.QA Doha Golf Club Souq Waqif Museum of Islamic Arts Doha Bay Inland Sea Al Zubarah Fort and Museum Sharq Village & Spa Hotel Lounge
  • BUILDING THE BRAND THROUGH SPORTING EVENTS Sheikh Mohammed bin Hamad bin Khalifa Al-Thani said: "The unwavering resolution of the Qatari people and the Government – to modernize, to advocate for peace, to build for the future – is like the iron will of an athlete in pursuit of victory. Qatar is a land of action and not just promises.”
  • IMPLEMENTING AND EXTENDING Roll out 1 Roll out 2 LAUNCH Primary targets Rest of targets Maintenance & channels & channels Seeding the new brand idea toPEOPLE Continue to spread the new Create awareness on secondary Research and benchmark on people at launch related brand by sponsoring and audiences by co-branding and target perceptions re-align plans activities (press conference, organizing key events partnerships based on analysis event) Design of environmentalPLACES Create environments that are Design places according to the Continue implementation on guidelines for future conducive to the introduction of newly introduced brand, online POS (kiosks, hotels, shopping implementation on next year’s the brand and o ine malls) program •MATERIALS Press backdrops • Website • Point of sale kiosks • Press kits and packs • Refresh content and visuals • Exhibition stands • Tour operator endorsements • Media package for next year’s program • Airport kiosks • Sponsorship of end user • Ads • Create new print materials • Key endorsement of events events • Website
  • EXTENDING AWARENESS OF THE BRAND HIGH Q1 2009 Q2 2009 Q3 2009 Q4 2009 ACTIVITY FUTURE LOW ACTIVITY Developing Continue generating awareness through Decreased focus Generate Primary regional awareness Audience advertising during quieter international through ATM campaigns leading summer period awareness at WTM exhibition up to GIBTM Seeding the new Sponsoring of Continue soliciting the Secondary Audience brand with Ministries international events Grand gesture media; and Authorities in Qatar announcements Local initiatives to Fostering brand Tertiary Minimized exposure support positive End of year internal Audience championships with to local audience reinforcement of the presentation an internal event brand
  • INS I GHTSCAS ESBEST PRACTI C ES55
  • DESTINATION MARKETING BEST PRACTICES1. Product innovation as a source of brand di erentiation [Maldives]2. Country brand promotional events in target markets [Japan, Scotland, New Zealand]3. Interest-focused microsites to broaden appeal [India, New Zealand]4. Use branded environments to create a unique user experience [Denmark]5. Niche marketing approach (Qatar, Peru)6. Leveraging applications (Ottawa, Rotterdam)
  • 1. PRODUCT INNOVATION AS A SOURCE OF DIFFERENTIATIONThe Maldives’ “One Resort, One Island” policy has enabled the destination to attract severalhigh-profile resorts and to o er an experience unlike other beach holidays
  • 2. PROMOTIONAL EVENTS IN TARGET MARKETSJapan and Scotland create demand in global markets
  • 2. PROMOTIONAL EVENTS IN TARGET MARKETSThe Palm airship is another unusual promotion that drew international attention and furtheredDubai’s reputation for innovation
  • 2. PROMOTIONAL EVENTS IN TARGET MARKETSNew Zealand’s giant rugby ball during the Rugby World Cup attracted international mediaattention and further positioned the country as delivering the unexpected
  • 3. MICROSITES TARGET FOCUSED APPEALIndia has 18 microsites ranging from medical services to wildlife Wildlife Microsite Microsites Portal on Incredible India Website Handicrafts Microsite
  • 3. MICROSITES TARGET FOCUSED APPEALManchester created a microsite to promote its music festival
  • 4. BRANDED ENVIRONMENTS TO CREATE UNIQUE USEREXPERIENCE:Denmark captured Copenhagen’s essential elements in architecture to provide a multi-sensoryexperience of the brand Video rendering of the Danish pavilion Architectural rendering of the pavilion Architectural rendering of the pavilion concept for the Shanghai Expo 2010The Danish pavilion should “not only exhibit Danish virtues [but] through interaction, the visitors areable to actually experience some of Copenhagen’s best attractions – the city bike, the harbor bath,the nature playground and an ecological picnic.”
  • 5. NICHE MARKETING APPROACHQatar promoted its “48 hour” stopover to great success
  • 5. NICHE MARKETING APPROACHPeru has been successful in promoting cuisine both externally visitors and internally as a career
  • 6. LEVERAGING APPLICATIONSSeveral tourism boards have successfully created apps for visitors
  • SOME OF THE DESTINATIONS WE HAVE HELPED PUT IN THE MAP…
  • ¡GRACIAS !Para cualquier duda, comentario o consulta, favor de contactar a:RINA PLAPLERDirectora de Estrategia, SocioEmblem New Yorkrplapler@mblm.comT.212.979.8200EDUARDO CALDERÓNDirector General, SocioEmblem Méxicoecalderon@mblm.comT. 5574.0563www.mblm.com