For the efficient branding strategy in tourism it is necessary to be adjusted to the market reality. There are two processes in the same time. With the first one subject is expanding through concrete activities towards appointed goal of business mission. The second is acted upon the first one, it is happening as constant dialectic of market environment. It wouldn’t be appropriate to expect that set up branding strategy, by which are appointed activities carried out, is generally accepted rule. No matter how complicated it is every branding strategy represents static model which is going on in the dynamic of environment. Happenings in the environment should be systematically followed and analysed, so that the strategy could be adjusted to them in the space and time. By this approach, strategy which is supposed to be a static model becomes an interactive dynamic model. All the happenings and processes on different tourist markets are very hard to fit in the formalized schemes because identical situations are almost impossible to exist. There are too many variables which determine different resolving of market collisions. The practicing of the approach is not complicated by the shaping of model. The model of “bottom-up” “BPD” shaping the branding strategy in tourism, often used in practice, is shown on Fig. 5 Despite the frequent use of this model shows a number of weaknesses: Targeted travel segment is seen as a short-term profitability; Targeted travel segment is analyzed as a potential demand should offer and sell something before the reaction of competition; The competition is analyzed primarily to evaluate the free market The environment is treated as a constraint; It is not anticipated to adaptation of selected branding strategy environment; Brand is based solely on the specific characteristics of the product; Tourist needs was ignored, analyzing the causes and incentives; Model is based on automatic process of implementing the strategy through the selected tactics etc. : Ordinary model of shaping the branding strategy in tourism Figure 5 Source : Aaker, D. (2001). New York: Wiley, p 63 Strategic market management (6th ed.). In order to eliminate the identified weaknesses the authors suggest the model Fig. 6 In “BDP” this model the brand becomes the main communicator in the chosen strategy. A strong tourist brand simplifies tourist’s behaviour and decision-making and reduces the risk inherent choosing, but also establishes quality and high expectations. Strong brands create strong
For the efficient branding strategy in tourism it is necessary to be adjusted to the market reality. There are two processes in the same time. With the first one subject is expanding through concrete activities towards appointed goal of business mission. The second is acted upon the first one, it is happening as constant dialectic of market environment. It wouldn’t be appropriate to expect that set up branding strategy, by which are appointed activities carried out, is generally accepted rule. No matter how complicated it is every branding strategy represents static model which is going on in the dynamic of environment. Happenings in the environment should be systematically followed and analysed, so that the strategy could be adjusted to them in the space and time. By this approach, strategy which is supposed to be a static model becomes an interactive dynamic model. All the happenings and processes on different tourist markets are very hard to fit in the formalized schemes because identical situations are almost impossible to exist. There are too many variables which determine different resolving of market collisions. The practicing of the “bottom-up” approach is not complicated by the shaping of “BPD” model. The model of shaping the branding strategy in tourism, often used in practice, is shown on Fig. 5 Despite the frequent use of this model shows a number of weaknesses: Targeted travel segment is seen as a short-term profitability; Targeted travel segment is analyzed as a potential demand should offer and sell something before the reaction of competition; The competition is analyzed primarily to evaluate the free market The environment is treated as a constraint; It is not anticipated to adaptation of selected branding strategy environment; Brand is based solely on the specific characteristics of the product; Tourist needs was ignored, analyzing the causes and incentives; Model is based on automatic process of implementing the strategy through the selected tactics etc. Figure 5 : Ordinary model of shaping the branding strategy in tourism Source : Aaker, D. (2001). Strategic market management (6th ed.). New York: Wiley, p 63 In order to eliminate the identified weaknesses the authors suggest the “BDP” model Fig. 6 In this model the brand becomes the main communicator in the chosen strategy. A strong tourist brand simplifies tourist’s behaviour and decision-making and reduces the risk inherent choosing, but also establishes quality and high expectations. Strong brands create strong
1593DO13_DST1005_ds1593_-_Cruise_tourism_in_Croatia_-_destination_Dubrovnik.docx