In the turbulent and competitive marketplace, branding by differentiation is accepted as a strategy for competitive advantage of destinations. However, the process of differentiation poses both challenges and opportunities for destination marketing authorities due to the intangible nature of destination products. In order to avoid threats and take advantage of opportunities, destination marketing has to be applied in its true meaning, namely, research, development, and integrated marketing communications. However, destination marketing authorities also have to make sure that resources used for marketing a destination result in measurable outputs. This article proposes a branding input–output analysis to define the productivity of destination branding activities. To provide a concrete basis for destination marketing authorities, models and formulas are generated along with practical implications and future research suggestions.
The aim of Tourism Analysis is to promote a forum for practitioners and academicians in the fields of Leisure, Recreation, Tourism, and Hospitality (LRTH). As a interdisciplinary journal, it is an appropriate outlet for articles, research notes, and computer software packages designed to be of interest, concern, and of applied value to its audience of professionals, scholars, and students of LRTH programs the world over.