The purpose of this paper is to provide a detailed description of the various activities and processes undertaken by a particular national tourism organization (NTO) in carrying out its goal of developing a destination brand.
A single qualitative case study is primarily employed, though the study draws on data from multiple sources of information.
The study affirms the co‐creation and stakeholder viewpoints from having modeled the branding process and outlining the complex interaction of destination‐branding activities in the country‐level context. The study provides a critical discussion of the different approaches to branding, and the adoption of branding philosophies, in the destination context.
Though this paper is based on a single country case study, it provides a strong and empirically grounded framework for identifying, in‐depth, several key destination branding processes and activities in great detail.
The co‐creation view of brands and branding is a neglected area in destination‐branding literature. Destination‐branding research, in particular, lacks grounded models that profoundly describe branding activities. This study contributes to the lack of empirically grounded knowledge of destination branding.
