Tourism, Security and Safety From Theory to Practice

Image Management and Destination Marketing Strategies
In the scope of the present chapter, it is not possible to describe in detail all the
stages of decision making and implementation of marketing campaigns (for such
elaboration, see Kotler et al., 1993; Short et al., 1993; Morgan and Pritchard,
2001). One should, however, distinguish between attempting to change a destina-
tion’s image while changing its actual reality (Beriatos and Gospodini, 2004), and
attempting to alter the image without making any concrete changes. In the first
scenario, the change must be implemented in stages. The initial stage is diagnosis,
followed by building a strategic vision, and finally planning the next steps neces-
sary to implement the determined vision. It should be stressed that prior to mar-
keting a destination, local authorities should make sure that it does in fact supply
basic services, that regular maintenance of the existing infrastructure takes place,
and that this infrastructure fulfills the needs of patrons in hotels, restaurants, trans-
portation, and at cultural events. If no improvement in basic services is evident, it
can be very difficult to succeed in a marketing campaign, and, in fact, in most
cases the effort will be rendered useless. Local authorities understand today that
more money should be invested in developing new attractions, services, and
accommodations to improve a destination’s attractiveness with regard to tourists.
The nature of these attractions and services is dependent on the type of crowd the
destination is interested in drawing (Kotler et al., 1993, 1999; Short et al., 1993).
The necessary first step to successfully change a destination’s image is a care-
ful examination of the existing image among the target population, since it is this
image that provides the base on which the marketing campaign should be built.
Destinations with a positive image need campaigns that reinforce this image,
whereas destinations with negative images need campaigns that improve and chal-
lenge the existing image. Destinations with weak images need campaigns that
focus first on raising awareness about the destination, and only then on construct-
ing the desired image.
The process of constructing an image is not easy, and several different studies
have suggested a range of steps: the destination’s uniqueness needs to be identified,
positioned, and marketed in a way that reflects what is unique about it and how it
differs from competing destinations. Special attention must be given to ensuring
that all campaign messages are geared toward underlining the unique image
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chosen by all the participating bodies. In addition, the campaign should not try to
cover too many target populations; it should have a succinct, consistent message.
Every step agreed upon should be followed, and the various assorted components
such as advertising, public relations, and promotion should be well coordinated
(Kotler et al., 1993, 1999; Short et al., 1993; Young and Lever, 1997; Morgan and
Pritchard, 2001; Avraham, 2003a).