Details

Autor(en) / Beteiligte

• Zavattaro, Staci M

Titel

Exploring managerial perceptions of place brand associations in the US Deep South

Ist Teil von

• International journal of culture, tourism and hospitality research, 2016-03, Vol.10 (1), p.53-69

Ort / Verlag

Emerald Group Publishing Limited

Erscheinungsjahr

2016

Link zum Volltext

Quelle

Alma/SFX Local Collection

Beschreibungen/Notizen

• Purpose – This paper aims to understand how place brand managers in the US Deep South understand the brand images associated with their states and cities. The US South has its own unique identity – and the Deep South has its own differences from the rest of the country. Typically, the Deep South is seen as backwards, uneducated and the “buckle of the Bible Belt”. Given potentially negative brand associations, this research explores how destination marketing organization (DMO) managers in three Deep South states (Mississippi, Louisiana and Alabama) think their places are perceived. Design/methodology/approach – Miles et al.’s (2014) guidelines for qualitative content analysis are used to understand responses to open-ended questions regarding place brand associations. Surveys were sent to 104 DMO managers in each state, and 53 questionnaires were returned with usable responses. Deductive and inductive analyses were used to understand place brand associations, as well as how managers in the three states are promoting positive associations or correcting negative ones. Findings – Managers reported both positive and negative brand associations but also detailed problems when promoting either: financial and political constraints, information sharing, and asset capitalization. Managers, then, face issues when trying to promote their cities and states, thus negatively influencing the economic and social returns on tourism investment into the region. Originality/value – Not many studies examine this region of the USA when it comes to tourism-related brand associations. Usually studies focus more broadly on a Southern identity rather than specific associations DMO managers understand the state to maintain. The study also fills a gap regarding asking DMO managers how and why they do what they do. Finally, the study puts into action Gertner and Kotler’s (2004) framework for assessing corrective measures for a negative brand image.