Marque Ecosse, Scotland the brand, tourism market, image, branding, advertising, public relations, direct marketing, sales promotion, personal selling, marketing facilitation
The tourism market has never been so competitive. Ten top destinations appropriate 70% of international tourists (Pike, 2004). Whether they want to keep or to reach a leading position on the tourism market, destinations will have to fight. Tourism in Scotland is worth 4.5bn total GDP, and represents 8% of employment (Yeoman, 2005). Durie et al. (2006) state that the rich history, culture and nature “create a sense of a place” in Scotland and a national identity. This is a great advantage for differentiation in the battle for tourists. However, Scotland must not rest on its laurels. This report will develop a strategy to make “Scotland the Brand” with first, a review of the reasons to promote a distinctive image , then a selection of target groups for Scotland, and finally, a set of communication channels to reach the selected target groups.
To be successful, Morgan and Pritchard (2002) believe that a brand has to possess the six following characteristics.
First, the destination brand must be “credible” and “deliverable”. Morgan and Pritchard (2002) argue that a destination has to find a unique selling proposition which its competitors are envious of. This unique selling proposition can be replicated by the competition but it cannot be beat or appropriated. Morgan and Pritchard believe that a destination brand has to be “credible” and “deliverable”: it is a promise to the tourists, so it must “allow them to develop realistic and fulfil-able expectations” (Buhalis, 2000: 101). Allard (2004) assumes the destination has to even exceed the customers' expectations, offering them a very high satisfaction to stimulate the word of mouth.
[...] There are more and more destinations trying to sell themselves, if the message is too complicated, it might not to be captured or understood by the audience and the brand will be drowned in the mass. The message needs to be simple, distinctive and powerful. Destination marketers have little influence over the product they sell (Hanlan and Kelly, 2005), as a result they have to work essentially on the communication part of the marketing mix. To communicate well, a destination has to know itself well. Marketers have a range of tools available for branding their destination. There are logos, slogans, icons, events and deeds, etc. [...]
[...] (1995) Imagining Scotland : tradition, representation, and promotion in Scottish tourism since 1750. HOLLOWAY, J.C. (2004) Marketing for tourism. Harlow : Prentice Hall KOTLER, P. et al. (2006) Marketing for hospitality and tourism. Pearson Prentice Hall MIDDLETON, V. (2001) Marketing in travel and tourism. Oxford : Butterworth- Heinemann MORGAN, N. et al (2002) Destination branding : creating the unique destination proposition. [...]
[...] Dany (2001: 29) argues that media relations must privilege “qualitative over quantitative”. Media relations strategy for Scotland will be the following: →Build strong links: relationships with the media must be personalised, what is likely to correspond to each journalist must be emphasized, even reserve him an exclusive subject if it is worth the candle (Dany, 2001). →Every year, the media come up again at the same period with classic subjects good idea for summer”, “spring short breaks”, etc.). These subjects must be anticipated to answer early and at the right time (Dany, 2001). [...]
[...] Revue Espaces 245, February : p.13 BREMOND, I. and REBILLARD, S. (2007) Les Bouches-du-Rhône : de la cigale à la fourmi identitaire. Revue Espaces 245, February : p.25 DANY, C. (2007) Libérez la publicité des destinations. Revue Espaces 246, March : p.27 DANY, C. (2001) Un élément stratégique de la communication des territoires. Revue Espaces181, April, p.28 GLASBERG, O. (2007) Les subtilités de la communication du voyage de luxe. Revue Espaces 246, March : p.50 GRARD, J.M. [...]
[...] They are the kind of person people speak to when they need information since its opinion is considered reliable and fair. →Keep in touch with customers and the innovations on the market It is essential to carry out surveys to find out what are the customers' needs and expectations, as well as prospective research to watch the evolutions on the market and keep an eye on the competitors. →Monitoring the initiatives All the initiatives launched must be monitored to find of they met their objectives, what worked well and what did not, and learn lessons for the future. [...]
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