Thesis (M.Com. (Tourism))--North-West University, Potchefstroom Campus, 2007.

National tourism marketing is a competitive business; many countries try to attract foreign tourists to benefit the nations’ economy. Functions of national tourism marketing are the combination of business, politics, and psychology. This explanatory research provides information about the roles and organization structure of the Thai National Tourism Office (NTO) located in Sweden and its role as a key gatekeeper linking Thai tourism development to the Scandinavian market. The department responsible for the Thai NTO is called the Tourism Authority of Thailand (TAT), and operates under the authority of the Ministry of Tourism and Sports. The objectives of this research are to explore the role of the overseas National tourism office (NTO) in promoting Thai tourism and perception from the head office of TAT in Bangkok, Thailand. The qualitative methods are applied to research: public document and in-depth interviews. Open-ended interviews with the director of TAT in the Stockholm overseas office and with Deputy Governor for International Marketing of TAT in Thailand to exhibit and compare the marketing strategies of Thai NTO and overseas office. The research focuses on comparison in intra-organizational communication, marketing strategies, marketing performance, and perceptions towards Thai tourism and destinations marketing development between TAT head office and TAT Stockholm overseas office.

Studien handlar om en destination i den svenska fjällvärlden som består av två närbelägna orter. Aktörerna är flera och av olika storlekar, destinationsmarknads-föringen har därigenom flera utmaningar att hantera och beakta då värderingar och intressen är åtskilda. De två orterna är olika till karaktären och medan den ena orten utvecklas gör den andra orten inte det lika starkt. Orterna tillsammans sänder ut en rad olika budskap genom olika marknadsföringsinsatser som sammantaget inger en diffus bild av destinationen och de olika avsändarna. En destination som inte gemensamt samarbetar och koordinerar sina marknadsföringsinsatser sänder ut en diffus bild till både besökare och investerare. En destination som består av flera aktörer är i stort behov av såväl samarbete som konkurrens – på ett positivt och inte destruktivt sätt. För att kunna ta ansvar för situationen som fallstudien påvisar krävs gemensamma insatser av de tre stora aktörerna vilket bör kännetecknas av; samverkan, organisering, identitetsskapande och en gemensam och tydlig destinationsmarknadsföring. / This research study is about a destination in the Swedish world of mountains that consists of two resorts close to each other. The operators’ sizes vary and the destination has thereby many challenges to handle and to take into consideration when values and interests are separate. The two resorts are not alike and while one place is developing the other one does not in the same fast way. Together the two resorts are sending different messages in marketing which all together creates a diffuse image to visitors and investors. A destination that does not cooperate internally or coordinates their marketing efforts communicates a diffuse image to visitors as well as potential investors. A destination that consists of many operators is in great need of cooperation, but also competition – in a positive and not destructive way. To take responsibility for the situation that this case study points out common efforts by the three large operators of the destination are needed. The efforts should be distinguished by collaboration, organizational work, identity work and clear destination marketing.

Städer blir i dagsläget mer och mer konkurrensutsatta och trenden är att samhället förändrasfrån ett industrisamhälle till att vara mer upplevelseorienterat där framför allt turistnäringen blir allt viktigare. Genom strategiskt varumärkesbyggande har städer möjlighet att skapa sig ett starkt varumärke som kan frambringa en konkurrensfördel. En svensk stad som har arbetat framgångsrikt inom detta område, som i teorin kallas city branding, är Göteborg genom sitt bolag Göteborg & Co som aktivt jobbar med marknadsföring och destinationsutveckling. I denna studie undersöks hur Göteborg & Co har arbetat med att utveckla Göteborg till en framgångsrik destination. Undersökningen har genomförts genom en kvalitativ studie med respondenter från samtliga affärsområden inom Göteborg & Co. Resultatet visar på att varumärket Göteborg har skaffat sig en styrka genom Göteborg & Co:s arbete med faktorer som långsiktighet, helhetstänk, framtidsvisioner och framförallt; samverkan. / Today cities are getting more and more exposed to competition from other cities around the world. The community is changing from an industrial community towards a community focused on experiences where the tourism industry is more important to cities to survive the competition. Through strategic branding cities have the opportunity to create a competitive advantage. A Swedish city that has been successful in this subject area, theoretical called city branding, is Gothenburg. They have through their company Göteborg & Co been taking an active part in the work of marketing and destination development regarding the city of Gothenburg. This paper survey how Göteborg & Co through development has been working to make Gothenburg become a preferred destination for tourists, meetings and events. The survey has been carried out through a qualitative method with respondents working in all different business areas within Göteborg & Co. The result shows that the strength in the brand Göteborg have been created through Göteborg & Co:s long-term work which is symbolized by factors like overall thinking, future perspective and most important; cooperation.

Tourism is one of Zambia’s undeveloped economic sectors, which if developed and marketed globally would provide employment, foreign exchange and international recognition. The purpose of this study was to find out how Zambia National Tourist Board could improve the awareness in Finland of Zambia's diverse tourism attractions and how Zambia is positioned in Finland as a tourist destination in Southern Africa. Primary data was collected by using long face to face interviews with members of the Association of Finnish Travel Agents, selected members from societies and clubs promoting adventure activities, staff at Zambia National Tourist Board and other tourism experts. Secondary data was derived from archival records. The data was analysed using inductive reasoning approach. The results of this study show that the image of Zambia in Finland is not strong and recognisable, there is a strong perception of poor safety for tourists, that Zambia is an expensive destination owing to the lack of direct flight connections, there is lack of promotional materials in local language, there is inadequate information on what Zambia as a tourist destination has to offer and that the positioning strategies adopted by Zambia National Tourist Board are ambiguous and are not structured. Consequently the recommendations are to set up a strategy to make available as much promotional materials. Furthermore, ZNTB must continue to position Zambia as an adventure tourist destination were one can enjoy exceptional wildlife and adventure. The Victoria Falls should be used as a unique feature around which an image can be developed.

Events have been recognized as one of three contributors to destinations. Event tourism has become a new tourism alternative in recent years. This research examines the relationships between the marketing and organizing of a recurring hallmark sport event and the marketing of a tourism destination hosting the event in terms of how their marketing strategies can be coordinated for multiple benefits. The specific purposes of this paper are: (1) to look at the destination marketing and the event marketing strategies during and after a recurring hallmark sport event by the destination marketers and the event organizing committee, (2) to examine the stakeholders relationships in destination marketing and sport event marketing for multiple benefits, and (3) to develop an incorporated destination marketing model in sport events that is relevant to China. The results of the research reveal both applicability and incongruence between the two contexts in terms of the organization structure, stakeholders and their relationships, and strategic integrated planning procedures. In addition, the finding of this research supports the view that coordination of event marketing and destination marketing could generate more benefits for both event and destination organizations. However, there currently is no significant integration, especially in the planning procedures in the case of Xiamen. The researcher - by referring to the literature and the situations in Xiamen - thus proposes three strategies for considerations in future integration, and formulates a tentative integrated planning model in the context of China.

A context of increased competition between territories for attracting investments and people has led the cities to implement Marketing and Branding strategies. Those strategies should be adapted in order to fit the cities’ requirements and needs, consequently city managers and planners have to be initiated to those techniques. The city’s image is a central item here. Every possible asset of the city should be enhanced to improve people’s perception of the city (residents but also potential residents and visitors).   The purpose of the present study was to identify the main points that Umeå can develop to improve its image. We needed then an insight of people’s perception of the city. Also we wanted to investigate how city planners of Umeå could use the event of hosting the European Capital of Culture event in 2014 by observing people’s perception of the event. Accordingly we designed a questionnaire and got 250 valid responses including 70 from Swedish respondents and 180 from non-Swedish respondents. The findings can be used as simple pieces of advice for the city managers and planners of the city of Umeå and also to the Umeå Capital of Culture event’s staff.   To conduct our survey, we used a quantitative method and a non-probability sampling technique: the convenience one. The two versions of our questionnaire (in English and in Swedish) are composed of 28 questions divided identically in 3 parts (the first one being about the general image of the city, the second one being about the city’s performances in specific areas and the third one being about the European Capital of Culture event). We used mainly Likert-scales questions (composed of 5 items with 1 being “Totally Disagree” or “Not important at all” and 5 being “Totally Agree” or “Very Important”).   We found that among the areas investigated, culture had the greater impact on people’s perception of the city. So promoting cultural activity is a great ingredient in the “city-marketing mix”. Also the perception of the city’s economy can influence the image of this same city. Finally tourism is also a significant element of the “city-marketing mix” since it allows the image of the city to be spread all over the world.

Events have been recognized as one of three contributors to destinations. Event tourism has become a new tourism alternative in recent years. This research examines the relationships between the marketing and organizing of a recurring hallmark sport event and the marketing of a tourism destination hosting the event in terms of how their marketing strategies can be coordinated for multiple benefits. The specific purposes of this paper are: (1) to look at the destination marketing and the event marketing strategies during and after a recurring hallmark sport event by the destination marketers and the event organizing committee, (2) to examine the stakeholders relationships in destination marketing and sport event marketing for multiple benefits, and (3) to develop an incorporated destination marketing model in sport events that is relevant to China. The results of the research reveal both applicability and incongruence between the two contexts in terms of the organization structure, stakeholders and their relationships, and strategic integrated planning procedures. In addition, the finding of this research supports the view that coordination of event marketing and destination marketing could generate more benefits for both event and destination organizations. However, there currently is no significant integration, especially in the planning procedures in the case of Xiamen. The researcher - by referring to the literature and the situations in Xiamen - thus proposes three strategies for considerations in future integration, and formulates a tentative integrated planning model in the context of China.

Purpose: The paper seeks to provide insights into the application of internet communication technologies with social media in tourism industry from the perspectives of destination marketing organizations (DMOs), evaluating their effectiveness for tourism destination marketing management. The specific purpose is to uncover the important role online marketing with practice of social media to build the destination brands and engage the audience to reach potential visitors. Design/methodology/approach: Qualitative case-study method generates understanding of approach on digital innovation in DMOs’ marketing. In-depth interview allows exploration of how online marketing strategies with practice of social media used in destination branding processes and engagement of the audience. Findings: DMOs need to realize the role online marketing and social media activities in marketing tourism destination and engage the audience to reach the potential visitors. Social media as one of internet communication options is an area of growth in the online marketing communication  DMOs need to emphasize the wide participation in online marketing and social media activities to achieve benefits. DMOs have to be in the place where the visitors are. Integrating online marketing and social media activities with traditional marketing is an essential marketing strategy for today’s DMOs. Practical implications: Understanding the role of online marketing and social media in building destination brands and creating audience’s engagement may contribute to the success of marketing strategies and correspondingly to the destination’s ability to increase the competitiveness. Research limitations/implications: This study offers the contributions to the need of creating online marketing strategies and leveraging social media activities. However, it probably suffers from the fact that it has been conducted in a specific DMO. Therefore it would be evaluated in comparison with the results of other DMOs to generalize the patterns. Originality/value: The study contributes to debates on the use of social media in destination marketing, the value of the study lies in a new approach to the role of online marketing and social media focusing on building destination brands

An increasing global tourism offers great opportunities for Sweden as a tourist destination. However, an attractive destination requires competitive destination marketing strategies. Tourist destinations often include a complex network of stakeholders of small and large en-terprises that represent both the public and private sector. One condition for successful des-tination marketing is that all of these stakeholders collaborate in their marketing to create an integrated and powerful image. Another important aspect in terms of increasing the des-tinations competitiveness is that the local tourist companies are "export-oriented", in order to ensure that international tourists are looked after appropriately. This study has focused on the destination marketing of Stockholm. The aim of the study was to find out to what extent the local tourist companies collaborate in their marketing, how "export-oriented" their marketing is, and who ultimately controls the tourism development of the destination. The organisation in charge of coordinating the destination marketing of Stockholm is the local government organisation Stockholm Visitors Board (SVB). We interviewed them plus six local tourism companies to study if and how they collaborate in their marketing. The study showed that some of the smaller businesses felt excluded from the marketing activities due to lack of financial resources. SVB also has a product that competes with a product of a pri-vate tourist company. This result has a negative effect on SVB’s reputation as being the offi-cial representative of Stockholm, and leads to a more fragmented destination marketing. For SVB to change this negative image they need to build good relationships with the local tour-ist companies and adjust their pricing policy so that the smaller companies can participate in their marketing activities. The local tourist companies did however participate in other forms of marketing collaborations, which is a first step toward more integrated destination marketing. Some companies were more "export-oriented" than others, which mean that the foreign tourists are subject to varying standards of service. Despite this, the majority displayed an awareness of their role on the destination; that they together with other tourism companies form the "tourist product" that is Stockholm. Nonetheless, more thorough market research is needed to learn more about what foreign tourists want and expect from their visit to Stockholm. In that way Stockholm as a destination can become more competitive interna-tionally. We also interviewed the Swedish Agency for Economic and Regional Growth (Tillväxtverket), which is the public authority responsible for the tourism industry, in order to find out who is in charge of the tourism development of the destination. We found that the tourism devel-opment of Stockholm is purely market driven. This can have a negative effect on sustainabil-ity issues. Our proposal for future research is therefore to examine which are the mecha-nisms that drive the development and how one can secure a sustainable tourism develop-ment without centralized control.