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Destination Branding of NYC Creating a Destination Brand Identity

Master Thesis Faculty of Business language

Made by: Hannah Uhrenholt, 270826 Supervisor: Line Schmeltz Glob

September 1st 2008

Tabs: 151.545 Resume: 4.398 Destination Branding of NYC

0.0 Table of Contents

1.0 Introduction “Branding is perhaps the most powerful marketing weapon available to contemporary destinations marketers confronted by tourists who are increasingly seeking lifestyle fulfilment and experience, rather than recognizing differentiation in the more tangible elements of the destination product, such as accommodations and attractions.”1

1 Pride 2004, p. 60. Destination Branding of NYC

It is no longer enough for a destination to have great attractions because most destinations today have superb five-star resorts, hotels, and attractions. Every country claims a unique culture and heritage, and each place describes itself as having the friendliest people and the most customer- focused industry2. Therefore, the destination marketer’s job has become more complex and difficult because it is no longer sufficient to promote the attractions as just that. Mainly because destinations have become style and status indicators, and offer the same consumer benefits as other more highly branded lifestyle accessories such as cars, perfumes, watches, and clothes3. Furthermore, globalisation has transformed the world into a complex and highly competitive marketplace with demanding visitors, who no longer settle for simple attractions that do not present emotional value to the individual visiting the destination. A destination needs to differentiate itself in a favourable way in order for the targeted visitors, investors, and corporations to notice it. Furthermore, the destination needs to develop an image that is believable and desired to be able to compete with the rest of the world. This is done best by matching the identity with the wished-for lifestyle of the targeted visitors. The reasons for this above-mentioned development within the area of destination branding are many. However, the following will name a few: One reason is that society is generating a need for experience economy, in which, the consumers are demanding experience products and unique travel adventures4. Secondly, prices have lowered, and the majority of people in the western world have a larger disposable income than ever before, which means, that more people have the opportunity to travel5 and expect unique experiences. Furthermore, the destination offers are rapidly expanding, and it seems that, for those who have money, the world has no limits when choosing a destination. Thirdly, the choice of a destination is important because it can be considered a significant lifestyle indicator for today’s aspirational consumers, and the places chosen must have emotional appeal, high conversational capital, and celebrity value6. When consumers make choices about products, including destinations, they are making lifestyle statements given that they are buying into an emotional relationship7. Additionally, souvenirs and mementos evoke and materialise those experiences, and postcards and logo-emblazoned

2 Pride 2003, p. 11. 3 Pride 2003, p. 4. 4 Pine and Gilmore 1999, p. 5. 5 Echtner and Ritchie 2003, p. 37. 6 Pride 2003, p. 4. 7 Pride 2004, p. 60. Destination Branding of NYC

merchandise proclaim a “been there, done that” attitude to whomever cares to notice8. Fourthly, some destinations symbolise prestige. It is prestigious, for some people, to be able to fly to NYC for two weeks instead of a week camping in their home country. However, this is, yet again, a lifestyle choice that indicates that the innovative, outgoing globetrotter will not be satisfied vacationing in his or her home country. A fifth reason for this development is that globalisation has had its influence on the development of tourism with the improved infrastructure, making it easy to commute to airports and around less explored places. Lastly, the internet is making world- wide competition and marketing easier and much more intense. Because of the above mentioned reasons, each destination needs to create a unique identity to differentiate itself in the globally competitive marketplace of the world9. As Roger Pride, author of the book Destination Branding – Creating the Unique Destination Proposition10, states:

“In this marketplace what persuades potential tourists to visit, and revisit, one place instead of another is whether they have empathy with the destination and its values. The battle for customers in tomorrow’s destination marketplace will be fought not over price but over hearts and minds – and this is where we move into the realm of branding.”11

In relation to Pride’s statement, branding is very important to a destination because the destination cannot be tried on as a sweater or test driven as a vehicle before purchased. Therefore, future visitors often emphasise the preparatory work to estimate if a destination would be lucrative in ways of new experiences and the attempt to express their lifestyle through their perception of the particular destination.

1.0.1 Problem On the basis of the above-mentioned reasons for the recent developments in the area of destination branding, the original intent of this thesis was to analyse the branding material and strategy of NYC in an attempt to unveil the promotional aspects which have made NYC the brand it is today. However, it seems impossible to uncover material about any current strategy for the brand NYC. In 2003, a department called Marketing NYC was assembled, in which Joseph

8 Pride 2004, p. 4. 9 Pride 2003, p. 11. 10 Pride 2003. 11 Pride 2003, p. 12. Destination Branding of NYC

Perello was appointed CMO. The aim of this department was to work in collaboration with Mayor Michael Bloomberg to take responsibility for the centralization of all city marketing assets, including media and promotion for NYC12. However, in 2006, he resigned to pursue to other challenges, and since then nothing has been officially written or done to promote a branding strategy for NYC. Perello’s initiatives will be explained further in the chapter 2.0 NYC Since 9/11. Since Perello resigned, no new successor has officially been appointed, no press releases sent out, and nothing printed about the department or its initiatives for the public to read. In fact, the website has been shut down and it is as if the department no longer exists. Does NYC no longer need a branding strategy? Was the brand promotion so well implemented that the marketing department became redundant? And did the problems of 9/11 fade so much that it holds no part in the brand identity? These are the questions that led up to the subject matter of this thesis, and they will be kept in mind as the thesis continually develops and will be answered in the conclusion.

1.1 Aim On the basis of these questions, the aim of this thesis is to research what it takes to create a successful destination brand and, on that foundation, aspire to create a proposal for how the destination brand Identity of NYC could look today, seven years after 9/11. This will be done using the theoretical approach to destination branding by Roger Pride13.

1.2 Motivation NYC appears to be very popular, and is the hometown of Frank Sinatra, the Statue of Liberty, and several world known television shows such as Friends, Sex and the City, Felicity, the Late Show, and Seinfeld14 just to mention a few. Furthermore, the city of NYC gets heaps of media coverage in sporting-, fashion-, and political events15. Inspired by an acquired internship in NYC, and thereby a personal chance to live and work in the city that never sleeps, the interest developed to explore why this city is so appealing to people world-wide and thereby the motivation for this thesis began.

12 Appendix 1. 13 Pride 2003. 14 Sadler 2005. 15 NYC Fashion Week, US Open, several sporting events, and political meetings held in Madison Square Garden. Destination Branding of NYC

Moreover, an attention-grabbing point, discovered during the research, is that with all the publicity NYC is getting it seems implausible that New York is only the fifth most popular state and destination in America with California ranking at number one16. Another reason for choosing NYC as the destination in question is that the city has worked hard to create a positive image17 over the last few decades. It has shifted from being considered a dangerous, crime-loaded city to being one of the top five tourist attractions in America18. The hard work and the positive growth did not go unrewarded as illustrated in the table below, which shows that NYC has improved and lowered crime on all accounts, despite the fact that the population has grown steadily.

Year Population Violence Property Murder Rape Robber Assault Burglary Theft Vehicle y Theft 1990 17,990,455 212,458 932,416 2,605 5,368 112,380 92,105 208,813 536,01 187,591 2 2006 19,306,183 83,966 396,304 921 3,169 34,489 45,387 68,565 295,60 32,134 5 Table 1.019 NYC Crime Rates 1960-2006

1.3 Structure This thesis is, after the introduction, roughly divided into two main sections. The first section is the theoretical section, which will introduce and clarify the definitions, and will research and explain the perceptions and theories within the area of destination branding. The first section covers chapter 1 through 5. The second section is the development section where the outcome of the research and the theory of the authors presented in the theoretical section, will be considered and used as a basis for the analysis of NYC today and continue to produce and develop a suggested destination brand identity for NYC in the developing section. The second section covers chapter 6 through 9. Both sections one and two will lead up to the chapters 10 through 12 which will cover a conclusion on the entire thesis, critique, and destination branding seen in perspective. Lastly, this thesis will be finished with a complete bibliography including appendix list and list of figures throughout the thesis, and finishing the thesis with a résumé in English in chapter 13 and 14.

16 Pride 2004, pp. 150-151. 17 Appendix 6. 18Forbes Traveller. 19 Appendix 4. Destination Branding of NYC

To visually illustrate the composition of the two overall sections and the various chapters hereunder, the figure underneath is created.

Figur 1. Thesis Composition.

The following will account for the contents in each chapter in analogical order.

Chapter 1.0 introduces the thesis. It discusses the problems which led up to the aim. Furthermore, it covers the motivation and scientific approach, the method, the empirical material, critique, and delimitation, which are all the introductory elements to this thesis.

Chapter 2.0 is about NYC and what happened in the years after 9/11. This is done in an attempt to gain a better understanding of the initiatives to restore the image of NYC, and marketing of the city in the aftermath of the terrorist attack.

Chapter 3.0 covers the general definitions that are relevant within the area of branding. This chapter will be used to clarify what is understood by the terms: Brands, brand identity and image, country image, and brand equity in this particular context.

Chapter 4.0 presents the specific terms relevant to destination branding, and comparing destination branding to product branding. Furthermore, it will discuss the problems within the area of destination branding.

Chapter 5.0 is about merging the two main theorists. This chapter will explore the theory of destination branding according to Roger Pride and the theory of product branding according to David A. Aaker. It will have the structure of Pride’s five phases and continually be supplemented with the theories by David A. Aaker, Charlotte Echtner, Edward Hall, Geert Hofstede, and others, to gain a broader perspective into the complex area of destination branding.

Chapter 6.0 applies the theories described, discussed and merged in the theoretical section one of the thesis. Chapter six is the equivalent to Prides phase one which will also contain the analysing Destination Branding of NYC

phase one of Aaker’s Brand Building Model. In compilation, and supplemented by other supporting theories, the two main theories will be applied to establish an idea of the brand NYC as it looks currently.

Chapter 7.0 is the equivalent to both Pride and Aaker’s phase two and will be used in implementing the brand NYC into the Brand Benefit Pyramid in order to create an identity and mission statement for the city.

Chapter 8.0 is the equivalent to phase three in Pride’s model. It is the launch and introduction phase. Pride’s phase three is similar to his phase four, and therefore they will be integrated in chapter 8. This chapter also includes the strategic recommendations and suggestions to media use and content in the potential advertisements. These two phases are only explained briefly in Pride’s book, and therefore other theorists, such as Larry Percy, will be embraced to discuss the opportunities for the launch of the identity in greater detail than Pride’s book destination branding provides.

Chapter 9.0 covers the last and evaluating phase of Pride’s theory. However, seeing that this identity will not be implemented into reality by the time of deadline, this phase is somewhat redundant. Yet, some suggestions as to how the evaluation and monitoring could be carried out will be presented to finish the five phases by Pride.

Chapter 10.0 is the concluding chapter, the answer to the aim and the questions posed in the introduction of the thesis. This will capture the essence of the thesis and round it off in a proper manner.

Chapter 11.0 is a critiquing chapter, which considers what could go wrong and how the elements can influence on the outcome of the destination brand identity.

Chapter 12.0 considers the concept of destination branding in an objective perspective, considering what has been done and evaluating on what could have been done, in hindsight.

Chapter 13.0 is the bibliography which is divided into three categories: Books, articles, and websites. All three categories are alphabetised. Furthermore, chapter 13.0 includes an appendix Destination Branding of NYC

list and a list of figures divided into figures, tables, and models all in numerical order as they appear in the thesis.

Chapter 14.0 is the résumé which will be written in English.

1.4 Scientific Approach The scientific approach chapter is included to determine the approach through which the aim will be examined. To write any thesis it is important to be familiar with the two main theoretical methods to scientific approach and determine which one should be the main approach for the thesis in general. The determination of the proper approach is relevant because it can influence the realism and knowledge base for the thesis. The two approaches in question are: The hermeneutic approach and the social scienses approach. The hermeneutic approach argues that reality is a subjective social construction depending of the eye of the beholder. This approach strives to understand the language of the media and/or sense making. Furthermore, the interest lies in understanding how this is interpreted on the basis of the receiver’s social and cultural position. The hermeneutic approach is currently dominating the communicative field of Northern Europe. However, the hermeneutic approach has received some critique for the degree of subjectivity in its approach20. The social scienses approach argues that there is one reality which can be uncovered by using objective, experimental, and statistical tools. This approach strives to exclude external approaches. In the 1950’s and 1960’s this approach was closely related to the learning/behavioural psychology approach stimulus-response, which indicates that the behaviour of a lab rat, for instance, could be changed by stimulating and rewarding it. In other words the receiver, in this case the lab rat, is powerless in the process and the sender is the authority. However, since then the receiver has gained influence on the outcome and result, and is no longer considered a defenceless, empty shell as the lab rat was. The main purpose of this approach is to measure the effect of mass communication and to understand which messages, media, and receivers can furtherance the intended effect21.

20 Sepstrup 2003, p. 26. 21 Sepstrup 2003, p. 25. Destination Branding of NYC

Both approaches agree that the substance of communication is acquired and decoded in accordance with the situation, experience, and interests of the receiver. The overall difference between the two approaches is that the social sciences approach attempts to explain the examined elements, whereas, the hermeneutic approach attempts to interpret and understand the examined elements. There is no wrong or right in science studies and it is important to keep in mind that no scientific approach can be entirely objective. What is significant is that each theorist or writer chooses the approach, which is most applicable to the individual field of examination. With this in mind, the approach for this thesis is the hermeneutic approach because the aim is seeking to analyse, understand, and produce an identity, rather than attempting to measure the effect of it. Furthermore, as a result of the chosen hermeneutic approach, the method in this thesis will take a qualitative approach to the limited empirical material. This is done because of the limited material, and in order to deselect lesser relevant material in accordance with the aim of the thesis. This approach will call for some degree of subjectivity, which is sought diminished by introducing several theories and academic sources. In addition, it should be acknowledged that the conclusion of this thesis cannot be entirely objective, but will be created on the basis of qualified theorists, well-documented theories, and an analysis of NYC as it is presently.

1.5 Theories This thesis will have a theoretical background in Pride’s book about destination branding. However, destination and product branding have a lot of common points and therefore Aaker will be supplemented continuously to create a more valid analysis. Both theorists will be presented below and will be applied in the chapter 5.0 Understanding Brand Building. Roger Pride wrote the book Destination Branding - Creating the Unique Destination Proposition with Nigel Morgan and Annette Prichard in 2003, in which they discuss the area of destination branding and developed a five phase model to create a unique destination. Pride is Wales Tourist Board’s Director of Marketing, and he developed the tourism brand strategy for Wales Tourist Board that resulted in award-winning and commercially successful campaigns. Furthermore, he is currently the advisor of a new brand strategy for Wales. Pride especially emphasises how countries can differentiate themselves from the competition through their unique selling points and how they can build their reputations internationally, and he does so in keynote speeches and in several books.22 Pride is the main theorist of this thesis because he provides an excellent and general approach to the very complex element of destination branding.

22 Wales - A challenger Brand. Destination Branding of NYC

Pride will be supplemented by the theory of David A. Aaker. Aaker wrote the book Managing Brand equity in 1996, which was later republished in 2002 under the name Building Strong Brands. On account of Building Strong Brands, he was praised by the heads of Mastercard, Intel and Chrystler Corporations23 as a frontrunner for developing new marketing strategies. Aaker is by many considered a pioneer within the area of product branding. Furthermore, his approach is very functional, straight forward, and chronological which makes it unambiguous. Moreover, Aaker’s approach is sender oriented which is relevant in this case, because the aim is to produce a suggested destination brand identity for NYC in accordance with the primary target audience. The target audience will be chosen early in the development process in order to be able to determine which target audience would be most lucrative, and create an identity that corresponds with the needs and wants of this particular target audience. In summary, Roger Pride is the key theorist because he introduces area specific tools to help brand a destination. However, there are important elements which Pride does not cover sufficiently, which is why Aaker is the supplementing author with his thorough approach to product branding and clarification of brand equity and identity.

1.5.1 Supplementing theorists Even though Pride and Aaker present fine aspects, they are both doing it in a general manner not allowing for many details to be analysed, which is why the analysis will incorporate theorists who work with the specific elements of commercial marketing material in compliance with the target audience. The main supplementing theorist is Charlotte M. Echtner, author of The Measurement of Destination Image: An empirical Assessment (2003). Echtner is included in this thesis because of her model the Four Components of Destination Image. Furthermore, Geert Hofstede and Edward Hall will be introduced to supplement the branding theorist with cultural theories, in order to account for the American culture in a theoretical manner. In addition to the three main supplementing theorists, Jim Rendon, Phillip Kotler, Preben Sepstrup, Simon Anholt, Glenn Jacobsen, Larry Percy and Eugene Jaffe will be included to account for the various terms and definitions in order to achieve a valid basis for a well-substantiated thesis.

23 Aaker 2002, cover. Destination Branding of NYC

1.6 Method To achieve the above mentioned aim, this thesis is theoretical and analysing/developing. The theoretical framework will be set in the first section of the thesis, followed by the second section which contains the empirical study of NYC today as basis for the developing section. The main type of literature in this thesis is academic literature from authors such as Richard Pride (2003/2005), David A. Aaker (2002), Preben Sepstrup (2003), Simon Anholt(2003/2007), Philip Kotler (1997/2002), Glenn Jacobsen (1999), Charlotte Echtner (1993), Jim Rendon (2003) and Eugene Jaffe (2001) to uncover the area of destination and product branding. Geert Hofstede (1991) and Edward Hall (1990) are incorporated to account for the cultural aspects of NYC, and America’s culture in general. The thesis is, as mentioned in the chapter 1.3 Structure, divided into two main sections: The theoretical section and the development section. The theoretical section will research the theories and definitions which will be implemented subsequently. For this purpose the theory of Pride (2003/2005), Aaker (2002), Kotler (1997/2002), Echtner (1993), Sepstrup (2003), Anholt (2003/2007), Kotler (1997/2002), Jaffe (2001) and Jacobsen (1999) will be called upon. Secondly, the developing section will implement the theories mentioned above, in the examination of the existing empirical material of status quo. In this section the two main theorists will be supplemented with the theories by Echtner (1993), Percy(2005), Hall (1990), Hofstede (1991), and Rendon (2003), among others.

1.7 Empiric data Seeing that this thesis has a researching and developing angle, there is no vital empirical data. What has been found is a considerable amount of individual brochures that describe individual attractions in NYC, but do not cover the identity, mission, vision, or goals of the city. However, the empirical material found will be used as a basis for the creation of a suggested destination brand identity. Since the aim of this thesis is not to analyse the existing empirical material but to create something new the data is not imperative. It should be kept in mind that due to the very limited material this thesis will be based on personal experiences, impressions, and conversations with New Yorkers in compilation with websites, articles, and books in addition to the empirical material found Destination Branding of NYC

1.8 Critique When introducing theorists or main components in a thesis it is fundamental to maintain a critical perspective on them, for the analysis to be valid and relevant. This is why this chapter has been divided into two chapterss: One critiquing the theorists used, and one critiquing the concept of branding. This is done to sustain a somewhat objective view of the elements in question.

1.8.1 Critique of theorists Aaker can be criticised for being too narrow-minded in his presentation of how to build strong brands, mainly because it is not always the case that one identity excludes another. Moreover, his approach is very categorical, and calls for a very chronological approach from A to Z which can be difficult to abide by when applying it to the multifaceted area of destination branding. Furthermore, Aaker suggests that all the possible audiences are considered in the first phase but that a primary target audience is not determined until phase three. In the case of destination branding it is important to identify the target audience as early as possible and therefore the target audience of this thesis will be determined in phase one to be able to customise the destination brand identity towards the specific group. Pride’s approach does, like Aaker’s, keep a fairly methodological approach to the topic of branding. However, Pride’s method does not specify all relevant elements and does not explain the last three levels in his five level model. Pride stretches the implementation, execution, and evaluation element over three levels, however, he does not explain, give examples or provide models or figures about how to carry the last three phases into reality, which is very contradictory to the first two phases of his model which are explained in detail. Furthermore, Pride’s process is not as logical as Aaker’s is, among other things he seeks to establish the Core Values before he establishes the identity, and to determine the strategic recommendations before settling on a target audience. Because both main theorists have constructive and unconstructive elements and compositions in their theories, the most relevant of both theories will be implemented in this thesis and the liberty to move elements around in the structure if it is thought to enhance the flow will be taken. Charlotte Echtner is the composer of a figure called the Four Components of Destination Image which will be incorporated into the five phases by Pride. Echtner poses three continuums in order to determine the image. However, one of the continuums is rather confusing for the comprehension and use of the model. This will be critiqued on further in chapter 5.2.1.1 Critique of the Common – Unique Continuum. Destination Branding of NYC

As for Hofstede, it is important to keep in mind that his dimensions were developed almost a century ago, and a lot has happened within these years, meaning that when applying Hofstede it is important to maintain a sense of contemporary reality and remember that the world is not static, and therefore Hofstedes dimensions will not be considered to be conclusive. Moreover, Hofstede’s approach oversimplifies and makes every inhabitant in a country appear alike, with the same values, beliefs, and personalities, which, of course, are not accurate observations. However, his approach does give the reader an overall, general impression of the culture in the country in question and that is why he is used to present the culture of America, however, he will be supplemented by others to increase the validity of this thesis.

1.8.2 Critique of the concept of Branding Branding has become a buzz word over the last decade. However, because of its success much mistrust have appeared about brands and branding in general, which is only made stronger by the fact that no one agrees on the actual meaning of the words. Branding is constantly in the media and consumers are in contact with branding roughly every day, and consciously or not they create their own opinions about the concept. A very common conception is that branding is synonymous with advertising, promotion, public relations or even propaganda24 and therefore many people shy away from anything associated with branding, which causes for some challenging task for the branding marketers. Therefore, it is important to maintain the notion that branding a destination is not only about selling it, but about building better countries and societies around the world by helping them promote their reputation, leading to more visitors which will benefit their economy, which ultimately could produce profits for the world in general.

1.9 Delimitation When looking at destination branding there are several theories that will establish how destination branding can be used. As mentioned above, this thesis will be based on Pride’s and Aaker’s theories, and only supplemented with others along the way. However, these supplementing theories will not all be accounted for in more than the mentioning of names and books unless they are used in detail, which is the case for theorists such as Ecthner. This is done to ease the flow of the thesis, and to shorten the theoretical research section. The original idea was to analyse the destination branding of America. However, it is very difficult to analyse a country as large as America as one unit. Furthermore, America, as a whole, has many

24 Anholt 2007, p. 3. Destination Branding of NYC

different aspects of tourism to offer and does not settle for marketing itself as one destination in regards to destination marketing. Moreover, each state strives to portray a different image based on its qualities, people, symbols, slogans, and environment in that particular state25. Therefore, this thesis will be focused on one particular city specifically NYC. This means that only NYC will be considered, and not the entire state of New York. The separation is made because the state of New York in general attracts a different audience than the city of New York does. Dear child has many names and that is particularly true for New York City. Throughout the years it has been called: The City of Lights, the Big City, the Big Apple, NYC, the City of New York, Empire State, NY, among many other names. However, to avoid confusing the reader, the term used in this thesis when mentioning New York City will be NYC. It will be used consistently, and will refer to all five boroughs26 of New York City as a whole. In short, this thesis will only be investigating the destination branding of NYC and not the entire state of New York. Furthermore, North America and its residents are referred to as America and Americans. South American and Canadian residents are not considered in this thesis. The focus is on the external communication methods, since it is the aim to create new ideas based on the foregoing research. Therefore, this thesis does not aim at determining the effect of the communication in the material. In other words the aim is not to estimate or analyse the reception of the branding material, but to develop a new suggested destination brand identity for NYC, as mentioned in chapter 1.4 Scientific Approach when determining the scientific approach to this thesis. Furthermore, this is not a comparative analysis because the findings will not be set in contrast to other countries’ respective material. Despite the fact that this thesis is concerning branding in the American city of NYC, the language of choice is British English, because this is the language taught at the Aarhus School of Business.

2.0 NYC since 9/11

In view of the fact that the aim of this thesis is to create a destination brand identity for NYC, a chapter which elucidates important facts about the city in relation to the terrorist attack, which made the city present in everyone’s minds, is relevant. Therefore, the following will discuss what has happened to the city in regards to its recovery, visitors, and marketing initiatives in the aftermath of the terrorist attack on 9/11 2001.

25 50 states, states and capitals. 26 Bronx, Queens, Manhattan, Brooklyn and Staten Island. Destination Branding of NYC

New York is in addition to the already mentioned brands and elements in chapter1.2 Motivation, the home of Donald Trump, the Empire State Building, the World Trade Centre/Ground Zero and David Letterman. The greatest city in the world, some might say. However, NYC has undergone a lot of changes to obtain this image, and yet this is not an image everyone believes in. These people, buildings, and productions have influenced the conception of what kind of a place NYC is assumed to be. To illustrate the many influences that affect the city, a diagram has been created and is illustrated below.

Figur 2. Components that have influence on the perception of NYC.

However, since 9/11 some people’s conception of NYC has changed and even though some believe that fear has exceeded the excitement of the city, others believes that perhaps time does heal all wounds. The reality is that the patriotic duty overcame the fear, and the solidarity felt by the fellow Americans helped the city rebound in record time27. This statement is supported by the numbers in the crime rate and by the following quote:

“The Big Apple is completing a record summer, with hotels fuller and pricier than ever. Business travellers are back doing their deals, and tourists are visiting in record numbers, motivated partly by a sense of patriotic duty. The boom shows no sign of letting up.28”

Even a new logo29 was developed, which showed the support and commonality among Americans in the fight against terror by showing that fear would not stop their love of the city. New Yorkers are well aware of the threats, but most say their lives have not profoundly changed.30 In the immediate aftermath of the attacks, observers wondered if people would flee the city, and officials feared that a decline in tourism would become permanent. In fact, quite the opposite has happened. NYC is experiencing a boom in tourism. Hotels are being built everywhere. Broadway shows have just posted a record-breaking year, and housing prices continue to climb. Meanwhile, New Yorkers wait to see what happens, with over 70 percent

27 Four years after 9/11 NYC is back. 28 Four years after 9/11 NYC is back. 29 Milton Glaser. 30 Schoetzau 2006. Destination Branding of NYC

saying visible progress at Ground Zero this year is an important symbol of recovery31. Even though many people seem to think that time does heal all wounds. Others, such as Sunny Kong, author of web article Tourism NYC from the website The Shrouded World After 9/11, claim:

“The incident negatively impacted the travel to NYC and the number of visitors decreased from 2001 to 2002. People are still coming to visit NYC but their visits are shorter and they spend less money during their stay.”32

This statement is supported by table 3, the NYC Top 10 Markets, which show that the number of international visitors decreased by 0.6 million from 2001 to 2002 and further by 0.3 till 2003 33. However, it also shows that it regained status in 2004 with an increase of 1.4 million international visitors34. On the contrary, the number of domestic visitors did not fail NYC and the statistics show a 0.7 million increase from 2001 to 2002 and a 3 million increase from 2002 till 200335, which further supports the statement that the patriotic feeling of supporting the city did help the destination. However, as Kong claims the visitors did spend less money when visiting NYC in 2001, accurately the spending decreased by 1 billion from 2001 to 2002. However, it rose again in 2003 by 3.3 billion and has continued in that direction since36. Generally, the opinions about the city held by the public seem divided into two groups: Some think NYC and America is safer than ever because of what happened, while others still feel fear that the attack has left the country more vulnerable than before. However, some initiative was shown to improve the city’s reputation. This is especially true of the appointment of Joseph Perello as Chief Marketing Officer on April 2, 200337. This move was part of the rebuilding of the city38. Unfortunately, the latest information available about the marketing initiatives of the city is also from 2003, from an interview with Perello shortly after his appointment as CMO for the Marketing NYC department. The department was set up to provide marketing solutions using NYC’s intellectual and physical marketing assets39. Perello was appointed to promote the brand NYC in accordance with the ideas of Mayor

31 Schoetzau 2006. 32 The Shrouded World After 9/11. 33 Appendix 5. 34 Appendix 5. 35 Appendix 5. 36 Appendix 5. 37 Appendix 1. 38 Appendix 1. 39 Appendix 2. Destination Branding of NYC

Michael Bloomberg. Perello revealed that the main goal of NYC was to be inspiring. He elaborated by mentioning what he believed made NYC a brand:

“It is known virtually around the world, it holds a place in people’s minds and it has brand attributes that other great brands have.40”

Perello compared NYC to brands such as the NFL, Disney, and the Olympics, all brands that everyone knows and are emotionally attached to, he explained. They have a mass appeal that enables them to acquire equity, and they are inspiring, he continued. Perello worked to employ a strategy, which, by centralising and protecting intellectual properties and assets, should reach the already established goals to increase tourism and job opportunities41. Moreover, he revealed that corporate partnerships could be a way of obtaining revenue for NYC. Among others, he made a $166 million deal with Snapple the beverage company42. Perello worked to identify the marketing asset, and that resulted in a set of physical market assets, which are everything from outdoor media to events, television stations, and websites. The first step was to clarify the associations with the city, and the second was a community initiative to make sponsors and partners work together to serve and better the operations in NYC. The third step was communication, which was important to make all the media representing NYC speak with one voice. The fourth element was cooperative marketing. The partners are promoting NYC outside of the city. Their main purpose was to do two things: Increase tourism and increase jobs43. This is done by attaching the association of NYC with the association of the partners brand like Snapple. Furthermore, Perello states that what were missing in NYC were centralization, a strategy, and a set of intellectual properties that can be protected. Therefore, he strived to create NYC’s own series of marks and logos that should be based on the city. Among them are FDNY, and NYPD which are enormously valuable marks and logos that hold an enormous amount of equity44, and thereby transfer the brand equity to the brand of NYC. This strategy was applied from 2003 to 2006 when Perello resigned. However, since then no information about the department or a new CMO has been made available. Yet, through thorough

40 Appendix 1. 41 Appendix 1. 42 Appendix 1. 43 Appendix 1. 44 Appendix 1. Destination Branding of NYC

research it turns out that NYC Visit has assumed the responsibility of promoting the city in collaboration with the Mayor45, and a new goal set by Mayor Bloomberg is to welcome 50 million visitors to NYC annually by 201546.

3.0 Definitions

There are various terms used when analysing destination brands, and working with the concept of branding. Therefore, the following will account for the most relevant terms included in this thesis to clarify the interpretation of them in this particular context. First, is the clarification of the definition of a brand, which is the very core of the term branding. This will lead to a clarification of brand identity and brand image which will continue to discuss country image and will end by explaining the complex term brand equity. These clarifications are made to limit confusion and state the specific understanding of the terms used in this thesis.

3.1 What is a Brand? Branding originates from the branding of livestock: The burning of a mark into the flank of cattle as a symbol of ownership47. The mark was a means to distinguish between the cattle from one farmer and another as well as to differentiate between farmers who offered quality, and those who did not. In other words, originally, branding served as a guide to locate the best quality on the market48. The meaning of the word is still relevant, but now it has obtained a world-wide commercial purpose.

“A brand is a name, term, symbol, or design, or a combination of them, intended to identify the goods, or services of one seller, or a group of sellers, and to differentiate them from those of competitors.49”

This definition has received some criticism for being too focused on the outer qualities of a brand as the means of differentiation. However, Kotler continually states that a brand is more than its physical appearance and that both functional and emotional characteristics should be considered. However, in this day and age the market is flooded with brands promising quality, and more is needed to catch the attention of the consumers. 45 NYC Visit. 46 Appendix 6. 47 Livestock Branding. 48 Livestock Branding. 49 Kotler 2002, p. 202. Destination Branding of NYC

“…consumers get more involved in intangibles than physical products. In layman’s terms, consumers relate to a product with their brain, but to a brand with their heart…Therefore, the creation of a brand which offers value or image over and above the physical product is more likely to elicit loyalty in a way that the simple product does not.50”

David Arnold, author of the book The Handbook of Brand Management51, hereby implies that the brands functional qualities are no longer sufficient in attracting and creating brand loyalty and therefore suggest including the connotative attributes, which is close to the definition made by Rolf Jensen where a brand is defined as a promise of quality and as something emotional. Moreover, he explains the brand relation between consumer and brand as a friendship52. Glenn Jacobsen elaborates by introducing two significant factors that he believes in combination develop a brand: UPS, unique selling point and EPS, emotional selling points. The combination of these two is what makes a brand, mainly because the world today consists of endless products, brands and replicas53, but also because it is important to differentiate the brands and products in order to create a beneficial identity and obtain a loyal target audience. Pride joins the discussion by claiming that the most powerful brands are those with the richest personalities54. He describes a brand as consisting of a head and a heart, the head symbolizing the brand’s rational values, while the heart is the emotional values and associations55. It is as important for the head and the heart to collaborate in a brand as it is in the human body, because a brand is worthless without an emotional connection to the target audience56. One example of the previous statement is an everyday habitual purchase such as toilet paper, which has been given an emotional feel by creating cute and personal commercials with kids or bears as the front figures for toilet paper brands such as Charmin57. The people behind Charmin use this strategy in order to provide the product with an emotional selling point and an identity which differentiates their product from the other toilet paper brands in the world.

50 Arnold 1992, p. 12. 51 Arnold 1992 52 Jensen 2002, p. 26. 53 Jacobsen 1999, pp. 77-80. 54 Pride 2003, p. 30. 55 Pride 2003, p. 31. 56 Pride 2003, p. 31. 57 Rediscover Charmin. Destination Branding of NYC

In conclusion, a brand is a product or destination that has been differentiated from the rest by providing it with an identity consistent of a head and heart combination, which establishes a connection with the target audience that goes beyond price and convenience.

3.2 Brand Identity versus Brand Image

“Brand identity is the core concept of the product, clearly and distinctively expressed.58”

Having an identity is important because that is what makes the brand, and allows the target audience to connect with the brand on a personal level. Identity is what is left when all the physical attributes of a destination or product have been copied by the competitors. The identity can establish a brand-customer relationship which will make the customers loyal consumers. Competitive identity is, according to Anholt, the proper description for nation branding because he believes it has more to do with the national identity and the politics, and economics of the competitiveness than with branding as it is usually understood59. An identity is important because it will represent the brand’s core values and provide the marketers and representatives with one voice, which is important because consistency in any brand is vital to avoid confusing the audience. Today, the world is one market. The rapid advance of globalization means that every country, every city, and every region must compete with every other for its share of the world’s consumers, tourists, investors, students, entrepreneurs, international sporting and cultural events, and for the attentions and respect of international media, of other governments, and the people of other countries60. Most countries promote their products and services, and steer their reputation as best they can, but they seldom do it in a coordinated way. The tourist board promotes to holidaymakers and business travellers, the investments promotion agencies promote the country to foreign companies and investors, and the country’s exporters promote their products and services abroad61, to mention a few. Every group will affect the way the country or destination is perceived reflected in their own subjective message and can ultimately cause for conflicting and contradictory messages about the country. This is why a brand identity is very important. The identity will provide the many

58 Anholt 2007, p. 5. 59 Anholt 2007, p. xi. 60 Anholt 2007, p. 1. 61 Anholt 2007, p. 2. Destination Branding of NYC

different groups with a common goal for the destinations economy, society, and political and cultural relations, and hopefully, if they agree with the identity, it will be implemented into their promotions. Hopefully, a symbiosis will occur and the destination will communicate with one voice in accordance with an overall strategy, if conducted properly.

“The brand image is the perception of the brand that exists in the mind of the consumers or audience, it is virtually the same thing as reputation and it may or may not match the brand identity. It includes a range of associations, memories, expectations, and other feelings that are bound up with the product, the service, or the company. These feelings are important drivers of people’s behaviour, so brand image is a critical concept when talking about nations, cities and regions. 62”

Important to remember is that the brand identity is striving to create a positive brand image. However, even the best brand identity can generate a bad brand image, because the conception is dependent on the receiver’s preconceived ideas and feelings. “The brand image doesn’t reside in the company’s offices or factories, but in the mind of the consumer.63”

Furthermore, brand and country image are similarly defined as mental pictures of brands and countries, respectively. Like product image, these images exist in the consumer’s minds. Marketers are concerned about these images because people’s attitudes and actions toward an object are highly conditioned by that object’s image64. This is opposed to the brand identity, which is exclusively developed within the company that markets the product or destination. Aaker provides a couple of different definitions of a brand identity in his book Building Strong Brands, and they all have good and relevant points. However, the following is a compilation of Aaker’s four suggestions to a definition of brand identity compiled to explicitly explain what the definition is in this context: Brand identity is a unique compilation of brand associations, brand-customer relationship, and core values that the brand strategists aspire to create or maintain. These elements represent what

62 Anholt 2007, p. 5. 63 Anholt 2007, p. 5. 64 Kotler cited in Jaffe 2001, p. 13. Destination Branding of NYC

the brand stands for and imply a promise to the customers from the members of the organizations.65

3.3 What is Country Image? The Country image can be understood as

“The sum of beliefs, ideas, and impressions that people hold about a place. Images represent a simplification of a large number of associations and pieces of information connected with a place. They are a product of the mind trying to process and pick out essential information from huge amounts of data about a place”66

However, it is important to mention that an image is a subjective perception of the product, brand or country and that these impressions may or may not be corresponding with the purpose or the objectively defined characteristics of the product, brand or country made by marketers. Phillip Kotler, author of the book the Marketing of Nations, continues to explain that even though peoples’ attitude and actions toward an object are highly conditioned by that object’s image 67. Furthermore, a country’s image results from its geographic, history, proclamations, art, ad music, famous citizens, and other features.68” Furthermore, different people and groups are likely to hold different stereotypes of nations since the mental phenomenon is inherently subjective.69 What is important to clarify, is that the intended identity, which is purposely developed by marketing strategists, may or may not correspond with the perceived image developed in the minds of the receivers. In short, a country image is a compilation of its people, economics, quality of products and the comparative advantage70.

3.4 Brand Equity A successful brand is valued by both the consumer and the brand proprietor/marketers71. A well- known term by which these values can be assessed is: Brand equity. It relates to the preservation

65 Aaker 2002, p. 68. 66 Kotler cited in Pride 2004, p. 42. 67 By the object is meant the nation, country, or destination in this particular context. 68 Pride 2004, p. 42. 69 Pride 2004, p. 42. 70 Jaffe 2001, p. 17. 71 Aaker 2002, p. 8. Destination Branding of NYC

of the promise that a brand guarantees. This chapter is compiled from Aaker’s Building Strong Brands72 and will account for the term and what comprises the brand equity.

Brand equity functions as an umbrella over four major asset categories: Brand name awareness, brand loyalty, perceived quality and brand associations73. Overall brand equity translates into customer preference, loyalty and financial gains. Brand equity includes many dimensions such as social image, values, trustworthiness and identification74. Brand loyalty is possibly the most important element in creating a brand, because a brand without loyalty will fade away. Brand loyalty is created through a preference and a bond between the consumer and the product. According to Aaker there are at least two reasons to include brand loyalty into the plan. First the brand’s values are created by the customer loyalty it demands. Secondly, loyalty can be considered an asset and justifies loyalty-building programs that can help create brand equity. The impact of brand loyalty on marketing cost is substantial because it is much cheaper to retain customers than to attract new ones75. However, a common mistake is to seek growth by enticing new customers while neglecting existing ones. Loyalty segmentation seeks to divide the market into five categories: Non customers, price switchers, passively loyal, fence sitters and the committed76. Brand awareness is the strength of the brand’s presence in the consumers mind. It can be divided into following categories to determine how well the Awareness has been established: Recognition, or recall. Recall is divided further into two categories: Top of mind and dominant. Recognition is whether or not the consumer recognises having been exposed to the brand. For instance, recognition is if the consumers recognise a brand in the stores or in a commercial. Recall is if and when a specific brand comes to mind when mentioning an overall product category. Specifically, if one is in need of a washing machine and his or her thoughts are automatically turned to a specific brand as, for instance, Miele. Top of mind is the first brand which is recalled when a product category is mentioned, for instance Coca Cola, when mentioning soft drinks. Dominant is the only brand recalled, thereby dominating the market. However, domination is dangerous territory because some brands can become synonymous with the product in such a manner that the

72 Aaker 2002, pp. 7-26. 73 Aaker 2002, p. 9. 74 Pride 2004, p. 41. 75 Aaker 2002, p. 21. 76 Aaker 2002, p. 22. Destination Branding of NYC

brand cannot be protected legally and therefore is lost. This happened to Kleenex, Xerox and Jell- O77 among others. The above-mentioned brands have become so popular that their names became the generic term for that particular product even if it was produced by others. A common example is Hoover78. Perceived quality is a brand’s associations that are elevated to the status of a brand asset for several reasons. Mainly because it has been shown to drive financial performance. Furthermore, perceived quality can be considered as a strategic thrust and qualify as a primary value but also as a measure of brand goodness because the goodness of the brand will spread over all elements of the brand. In combination the perceived qualities will all compile into reasons to buy the brand. However, a negatively perceived quality can also occur, which will then influence the entire brand perception in a negative direction. Yet another relevant aspect is brand associations, which are closely connected with perceived quality. They are driven by the brand identity, which is also the key to a strong brand. The brand associations are logically concerned with the association in the minds of the consumers. They can include product attributes, a celebrity spokesperson, a symbol, product placement and other endorsements. In conclusion, brand equity is:

“A set of assets and liabilities linked to a brand, its name, and symbol, that ad to or subtract from the value provided by a product or service to a firm and/or to that firm’s customers.”79

3.5 Chapter Three Conclusions Chapter three has been concerning the most relevant definitions of destination branding in order to clarify what is considered the correct definition in accordance with the agenda of this thesis. It is important to be clear and concise on what is understood by the various terms with the purpose of applying them at a later time. This is especially important because the topic of branding is very subjective and there are many different conceptions and opinions, which could confuse the understanding and structure of this thesis. The definition of a brand, brand identity, image, equity, and country image is obviously relevant because the subject is destination branding, which is descendant from branding in general.

77 Aaker 2002, p. 15. 78 A hoover is now a common term for vacuums and no longer just the name on a particular product. 79 Jaffe 2006, p. 60. Destination Branding of NYC

4.0 Destination Branding and Marketing

Seeing that chapter 3.0 Definitions covered the general definitions that have influence on the outcome of destination branding. The following will cover the aspect of destination branding, including a definition of the complex task and clarification of the tools which have been chosen to complete the aim of this thesis. The main theorists, Pride and Aaker, will also be covered in this phase. The structure proceeds in accordance with the structure of Pride’s five phases, and will discuss the country of origin effect and the more general view of the purpose and problems of destination branding. Furthermore, this chapter will discuss destination branding opposed to product branding to clarify the differences of the two.

Destination branding is not a new or different strategy. According to Jaffe “Corporations have images (or identities), stores have an image and so do individuals (especially actors and politicians). What is true for corporations, stores and individuals, is also true for nations. Every nation has an image, either favourable or unfavourable, positive or negative. Some nations are viewed as benevolent and progressive, others as contemptible and repressive. Some are noted for engineering prowess, others for design skills.”80

Even when a country does not consciously manage its name as a brand, people will always have subjective, stereotypical images of countries that can be activated by simply voicing the name81. Whether or not this image has been deliberately created or has appeared as a result of a series of happenings, encounters, and creations in that particular country, people will keep this image in mind when they buy products from this country, plan a trip, or contemplate to move, or work in this country. In these days of globalisation destination branding has acquired an even bigger role in the world because the image of a country is viewed by outsiders as a result of its people, economic, political and educational system and the quality of products and comparative advantage. In other words, the destination’s culture. A positive destination brand encourages inward investments which, if properly managed, can create a renewed sense of purpose and identity for the inhabitants of the destination82.

80 Jaffe 2001, p. 7. 81 Pride 2004, p. 42. 82 Pride 2004, p. 28. Destination Branding of NYC

It is important to emphasise that branding a country is not the same as promoting tourism. Surely, tourism occupies more common ground with destination branding than any other areas83. However, increased tourism is only one of the advantages of well executed destination branding. Other advantages are a decreased unemployment rate, and better economy as a result of better export and international traits in general84. According to Ralph Tench in his book Exploring Public Relation, the attack of the World Trade Centre on September 11th 2001 was a result of miscommunication and failed advertising efforts between America and the Arab countries and it is considered a driving force behind international governmental public relations. 9/11 caused many Americans to wonder: Why do they hate us?85 Granted, this is one of the most extreme cases of destination branding gone wrong. Nevertheless, it illustrates the importance of national branding because the image that a country chooses to portray must be carefully planned, consistent, and considered in regards to the receiver of the branding material.

4.1 The Country of Origin Effect When planning and implementing a destination brand identity into the world cohesion is very important. Therefore, it is not always sufficient to create an identity based upon the featured qualities or the company that supports the destination. These days the country or city of origin can be a short and easy way of implicitly mentioning elements that are connected to that particular country or city. Unquestionably, this is only profitable for the countries which have arranged excellent destination branding and thereby created a positive destination image for themselves. “Made in” has evolved into being a unique selling point for many products. However, mentioning the country or city of origin can also have a negative influence, hence the Arla boycott in the Middle East after the Muhammad crisis86. Yet, an encouraging example is that a luxury car from Japan for most people will create positive connotations because this country is perceived as being synonymous with quality and technology87. Therefore, by mentioning the origin of the car the company parsimoniously conveys a lot of information about the quality of the car for the audience to apprehend, in an attempt to influence the image of the car in the customer’s mind. This is a shortcut used to impress the potential buyers. However, an informed consumer knows that “Made

83 Pride 2004, p. 37. 84 Anholt 2007, pp. 28-30. 85 Tench 2006, p. 130. 86 Boycott costing Arla £1M per day. 87 Rendon 2003, p. 1. Destination Branding of NYC

in” labels are only serving as a symbol because the governments cannot impose the same quality standards throughout their entire manufacturing section. This is also true for the destination branding marketers. Yet faith is often more potent than logic, and perception stronger than reality88 and that is why the reputation of the country of origin is very important to consider when branding a destination. Furthermore, the country of origin can be divided into two categories: Halo and summary construct89. Halo construct infers that a person who has neither prior knowledge, nor previous experience with the destination will, however, still hold a certain image of the country or destination. The image will then be based on the existing knowledge the person has about the country including its people and level of economic, political and social development90. The summary construct infers that the country image is based on experience with the country, not necessarily first-hand experience though, but through their surroundings and mass media91. The two do not exclude each other and a study made by Min Han, author of the article Country image: Halo or summary Construct92, shows that experience, the summary construct, does not necessarily erase the overall county image halo effect93.

4.2 Definition of Destination Branding Destination branding is a process used to develop a unique identity that is different from all competitive destinations. Destination branding aims to combine all things associated with the place or country and make them collaborate into one brand identity. The destination brand consists of the product and services associated with the destination, the agriculture, sports activities, arts, technology, celebrities, attractions, etc. that originate from the destination or country. The aim for making these elements is to capture the essence of the destination, in a unified manner, to provide the consumers with a positive comprehension of what this destination is or wants to be in order for audience to gain a positive impression of the destination and a wish to go or support the destination by purchasing its products. The marketers must keep in mind that the consumers are looking for destinations that are holistic and match their specific needs and wants. The winners are the destinations with a head and a heart

88 Anholt 2007, p. 10. 89 Jaffe 2006, p. 38. 90 Jaffe 2006, p. 38. 91 Jaffe 2006, p. 39. 92 Han 1989. 93 Han 1989, pp. 222-229. Destination Branding of NYC

that is unique and is fixed to match the needs of the target audience. Furthermore, when developing a destination image, it is vital to maintain objectivity. This may seem easily done, however, most destinations identities are developed by people who were born, raised, schooled, and possibly trained in that particular country, and therefore objectivity is not a given. In conclusion, the definition of destination branding in accordance with this thesis is as follows: Destination branding is the task of compiling all the elements that have an impact on the destination, and making them coexist within one overall destination brand identity, which, hopefully for the marketers, will lead to a positive destination image.

4.2.1 The Purpose of Destination Branding Before embarking on this thesis, the term destination branding seemed a little vague and redundant because a destination is what it is, and society provides so many premature assumptions about specific destinations that it seems impossible to obtain an unbiased stance. However, after researching the subject it appears that with the right tools and approach destination branding can benefit even the smallest countries. Therefore, to emphasise the importance of destination branding the following will highlight the purpose of it.

The main purposes of destination branding are as follows94:  Branding seeks to convey messages to the user or potential user of the destination95.  A way to communicate a destination’s unique identity to visitors.  The core benefit lies in creating customer loyalty through recruitment of new and retention of existing customers96.  A means of differentiating a destination from its competitors.  A uniform voice that all destination partners can consistently use.  A symbol, name, term or design, or combination of these elements which people recognise or recall.  Lastly, it has become the means of competition in the global market-place, and therefore it is necessary in order to compete.  A well received destination brand identity can help shape a country’s economic, cultural and political destiny.

94 Pride 2003, pp.57-66. 95 Pride 2003, p. 58. 96 Pride 2003, p. 61. Destination Branding of NYC

 The destination marketing attempts to create jobs and economic growth with an overall benefit to the country’s economy97.

When evaluating these purposes it appears clear that destination branding not only serves an excellent purpose globally but also follows the trend of branding everything, including destinations.

4.2.2 Destination Branding vs. Product Branding As mentioned above, destination branding is about creating an image for the country, city, or destination so that the mentioning or including of this will connote positive responses in the minds of the audience. This is closely related to regular product branding. However, product branding is more concrete and tangible because of the limited amount of product influences, whereas a destination image is compiled of several brands, happenings, political views, etc. However, these two types of branding do not exclude each other. For example, there are many different types of cars in the world and each car has a specific image because of its qualities, appearance and manufacturer. The origin of the car can also influence the perception of the car in a positive or negative direction. Vice versa, the products which the country produces can influence the image of the country. An example hereof is Holland - the country of the wooden shoe, and cheese. Another example is how Denmark became the home of H.C Anderson in every branding material produced during the bicentennial celebration a few years back98. According to Rolf Jensen there is one major factor that separates destination branding from product branding. This factor is that when branding a destination there is almost always opponents to the destination. This comes to show when a specific country is branding itself as being different and better than other countries. In other words, the countries define themselves through the contradictions and this is why national brands are very strong99. However, this contradictory competition is not necessary to produce a strong destination brand if the brand marketers can manage to develop an image that is unique and separates the destination from the rest. Product and destination branding has a lot in common in terms of equity, and people are people, and they can be motivated, inspired, and manipulated in the same way, by using the same techniques100.

97 Pride 2004, p. 50. 98 Join the world-wide celebration! 99 Jensen, 2002, p. 176. 100 Pride 2004, p. 24. Destination Branding of NYC

In conclusion, Product and destination branding can, with positive results, collaborate to create a greater and more holistic result for both the product and the destination. Two good examples of a product’s qualities and national specialities representing the country’s values is Nokia in Finland and Pizza from Italy101. Both are endorsing the good name of their home country.

4.2.3 Problems in Destination Branding Like product branding, destination banding has trouble areas. The following will highlight the main problems in destination branding. The main problem in destination branding is that destinations cannot be treated as a single product, because it is consisting of a mix of different components of the destination mix and it can be difficult to convert all the values of a destination into a few concrete values that can represent a holistic image. More problems in destination branding are listed below:

 It takes a long time to change a destination image102.  The developed identity does not necessarily correlate with the received image103.  There is a diverse range of organisations and partners involved in delivering the promise of the destination brand.  Political influences may be felt, in terms of new laws and legislations104.  One person, brand or incident can ruin the entire representation of the destination105. The bad reputation of George W. Bush in Europe could influence negatively on the perceptions of USA. The creator of the controversial Muhammad cartoons, Kurt Westergaard, caused Muslims to dislike Denmark and boycott Danish products106.  Branding in general is critiqued for being too stereotypical and vague by advertising sceptics.  The interpretation of branding and destination branding is subjective and therefore the outcome can easily be misunderstood.  Destination branding is considered a rather new element and therefore the majority of budgets are quite small, because the importance of it is not realised by all107.

101 Pride 2004, p. 27. 102 Pride 2003, p. 50. 103 Pride 2003, p. 51. 104 Pride 2003, p. 14. 105 Pride 2003, p. 50. 106 Boycott costing Arla £1M per day. 107 Pride 2003, p. 14. Destination Branding of NYC

All the above-mentioned elements should be known and kept in mind when branding a destination in order for it to be successful. In addition, to the list mentioned above, it is important to acknowledge that there is such a thing as being too successful. A product or destination can become so successful that it suffocates and becomes a cliché, because the product or destination has changed into being something other than what originally attracted people to it in the first place, and then people will be disappointed and its reputation will become negative.

4.3 Chapter Four Conclusion Chapter four discusses the country of origin effect to acknowledge that external factors that to a certain extend has influence on the destination brand, and should be considered when developing a destination brand identity. Additionally, chapter four covers an introduction to, and an explanation of destination branding. Furthermore, the chapter explained the most important definitions within the area of destination branding, namely the definition of destination branding as it is perceived in the context of this thesis. Moreover, it discusses the problems and purpose of destination branding in order to fully comprehend the concept of destination branding. This chapter is compiled in order to clarify and discuss some of the central elements within the area of destination branding.

5.0 Understanding Brand Building The following will explain the contents of Pride’s Five Phases to create a successful destination brand and subsequently explain the Three Phases by Aaker for building strong product brands. Pride and Aaker are the two main theorists and they will be combined because they each emphasise various aspects of branding. This chapter will maintain the structure of Pride’s Five Phases, which will be supplemented with other theories to create a successful destination brand. These theorists are Charlotte Echtner with her Four Components to Destination image and Pride’s Destination Celebrity Matrix. These two theories will be explained in the chapter 5.2 Merging the theories: phase one, in which they will be combined with the two main theorists in constituting phase one.

5.1 Introduction to Pride’s Five Phases and Aaker’s Three Phases Pride suggests that marketers follow five phases to successful destination branding in order for the brand to be effective. The key elements are that the desired image must be close to reality, Destination Branding of NYC

believable, simple, appealing, and distinctive. A catchy slogan such as “Spain – Everything under the sun”, or visual images and symbols such as the Eiffel Tower in Paris, and events such as Oktoberfest in Germany108 can all help promote a destination. However, once the destination has been promoted, maintaining the status is just as central in brand building.

Even the most attractive destination can lose its appeal. Before the 1950’s Côte D’Azur was the absolute place to go, and by many considered the dream destination of Europe109. However, since that time, it has lost its competitive edge and the glitterati110 have moved elsewhere. This is why maintaining a positive brand and constantly improving it in terms of novelty and salience is important when working with destination branding. However, it is important to keep in mind that the world’s perception cannot be changed easily nor quickly because the brand’s image has been evolved over many centuries, shaped by religion, diplomacy, international sporting events, or disasters, famous or infamous sons and daughters, and its brand exports111. These factors should all be taken into account when working with destination branding. Moreover, destination images are not static, but change over time112 in either a positive or negative direction. Furthermore, Pride emphasises that a destination brand must be designed to satisfy the six requirements mentioned in the box below in order to create an emotional attachment to the audience. These requirements will be considered in general throughout the brand building process and will be specifically discussed in chapter 7.2.4 The Six Criteria.

Model 1. The six Criteria by Roger Pride.

According to Pride there are five phases in destination brand building.

108 Pride 2004, p. 47. 109 Pride 2003, p. 25. 110 An American term for the wealthy and famous, who wishes to be seen the right places. 111 Jaffe 2006, p. 80. 112 Jaffe 2006, p. 80. Destination Branding of NYC

Model 2. The Five Phases by Roger Pride.

Pride’s theory for building a destination brand, as mentioned above, has many merging elements with how Aaker suggests developing a strong product brand. The following is an exposition of how Aaker’s Product Brand Identity Planning Model can be divided into three phases. Aaker believes that the key to successful brand building is identifying what the brand stands for and effectively delivering that message113. Aaker divides his Brand identity Planning Model into three phases:

Model 3. The three phases by David A. Aaker.

5.2 Merging the theories: Phase One In phase one Pride emphasises the core values that should be established. They should be durable, relevant, communicable, and hold saliency. However, it seems difficult to determine the core values before determining the identity, and therefore Aaker will be the dominant theorist in phase two and Pride’s chapter about core values will, when applying the theory to NYC, be moved to phase two under the chapter 7.2 Brand Identity. Furthermore, Pride proposes that the strategic recommendations are considered in phase one. This progression is very illogical, because the identity has not yet been established, which makes it difficult to determine what should be emphasised and what strategic measures should be taken. This is why the strategic

113 Aaker quoted in Pride 2004, p. 227. Destination Branding of NYC

recommendations will be moved to phase three and considered when discussing the implementation of the identity, which at that point has been established. Nonetheless, Pride does mention that phase one is about considering how contemporary and relevant the brand is in connection with the target audience, and also about considering the key competitors. This is very similar to what Aaker’s phase one suggests. Aaker’s phase one is the Strategic Brand Analysis, which is about assessing the customers, the competitors, and the brand itself. Aaker suggests this could be done by analysing the trends, motivation, unmet needs, and segmentation of the customers. Aaker’s phase one is also striving to analyse the brand image and perception, strengths, strategies and vulnerabilities of the competitors. Furthermore, Aaker’s phase one suggests examining the brand itself to gain a proper understanding of the brand as it is perceived currently. These elements could be implemented into Charlotte Echtner’s diagram to clarify an analysis of the existing brand image, heritage, strengths, and organisational values of the brand itself. Echtner’s diagram of the Four Components of Destination Image will be explained in the chapter 5.2.1 The Four Components of Destination Image. Furthermore, when analysing the brand itself it could be placed into a diagram called the Destination Celebrity Matrix, which will be explained further in the chapter 5.2.2 Destination Celebrity Matrix. The placement of a destination into this matrix can help place a destination on the market and determine which areas needs reconsideration.

5.2.1 The four components of Destination Image Pride implies that most destination branding processes start by having the communication ministries and public affairs departments produce lists of their country’s achievements and natural advantages, historical moments, cuisine, natural beauty, and language. This can logically be placed into a SWOT Analysis for clarity. However, SWOT is very elementary and is not specifically developed for destination branding. Figure 3114, however, is a tool predominantly designed to uncover the destination image of a country or city and therefore Echtner’s figure will be preferred over the SWOT Analysis in this thesis. However, the SWOT Analysis will be supplemented to account for the threats and weaknesses of the brand NYC because these are difficult to encompass into Echtner’s figure, and because it is important to gather a general and sufficient insight into both the destination’s positive and negative essentials.

114 Echtner 1993, p. 5. Destination Branding of NYC

As mentioned in chapter 5.1 Merging the theories: Phase One, the figure by Echtner will be introduced in this chapter. However, seeing that the SWOT Analysis is very commonly known at this level of education it will not be explained further. Echtner’s Figure is composed by three continuums: Attributes – holistic, functional – psychological and common – unique. The four main components are attributes, holistic, functional, and psychological. The common - unique continuum further distinguish between the four components. The attributes – holistic continuum is based on research concerning the nature of human information processing from the fields of psychology and consumer behaviour115. The attributes are the individual features such as climate and degree of hospitality, etc. The holistics are the more general impressions such as mental pictures and imagery. These two elements are closely related to functional – psychological because they are diagonally connected as Figure 3 shows. Functional is the directly observable or measurable and psychological is the less tangible element, which is less observable. As figure 3 illustrates, functional and psychological characteristics can be perceived as individual attributes or as holistic impressions. Therefore, the holistic side of the functional characteristics consists of the mental pictures of the physical characteristics while the psychological impressions are described as the atmosphere of the destination116.

Figur 3. The Four Components of Destination Branding.

5.2.1.1 Critique of the Common – Unique Continuum. The common – unique continuum can range from perceptions based on common characteristics to perceptions based on unique features. According to Echtner, the common - unique continuum is incorporated into the figure to support the four main components. However, they appear to complicate the implementation process because the attributes, which are also functional (the upper left corner of the figure), are not necessarily all common and can have a unique function for the

115 Echtner 1993, p. 3. 116 Echtner 1993, p. 4. Destination Branding of NYC

particular destination. Furthermore, the holistic and psychological elements (the lower left corner) and the holistic and functional elements (upper right corner) are not always unique for that particular destination. Therefore, the common – unique continuum is incorporated in the illustration, which explains Echtner’s figure above, but will not be included in the figure used in the chapters 6.2 Competitor- and 6.4 Self Analysis, because it, in this analysis, causes for more confusion than it benefits. Moreover, the other two continuums, the functional – psychological and the attributes – holistic continuums, are sufficiently described to implement into the analysis accordingly without the third continuum.

5.2.2 The Destination Celebrity Matrix.117 To gain a better understanding of the categories into which a destination can be placed, this chapter will explain the Destination Celebrity Matrix, by Roger Pride. The purpose of this diagram is to establish into which category a destination is placed in order for its strengths and weaknesses to be determined. NYC will subsequently be placed into the Destination Celebrity Matrix, in chapter 6.0 NYC Brand Building Phase One.

The following is based on the matrix in Pride’s Book Destination Branding118.

High

117 Pride 2003, p. 23. 118 Pride 2003, p. 23. Destination Branding of NYC

Potential stars Celebrities

Brand Losers Problem Places

Low Low High Figure 4. The Celebrity Destination Matrix. Vertically is the Emotional pull and horizontal is the celebrity value

When creating destination branding it is, as in product branding, very important to consider how the outcome should be regarded. Is the destination striving to be perceived as a fashion accessory, a must-see place, a self-development destination, or a historical trip back in time? Furthermore, according to Pride, in regards to the Destination Celebrity Matrix, high conversational value and status is what makes the brand winners. The brand winners are those places that are rich with emotional meaning, great conversational value, and zero anticipation for tourists. In accordance with the Celebrity Matrix these are the potential stars and the celebrities. When looking at the four categories of the Matrix, the brand Losers are those destinations that are talked about for the wrong reasons, and do not hold any emotional appeal. These destinations actively repel potential tourists because they offer little emotional pull and low celebrity value. These are countries such as Poland, Ukraine, and Afghanistan119. The potential stars, which hold high emotional pull, but relatively limited celebrity value could be flourishing because they hold untapped resources which could be developed by destination branding. These are countries such as India, Scotland, Cuba, Vietnam, and South Africa120. The celebrities, the places that have high emotional pull and high celebrity value, places such as The Bahamas, Ireland, and Paris121. These places, generally speaking, have developed positive images that people trust and wish to be part of. Finally, the problem places are the destinations with high celebrity value but low emotional pull. One example of such a country is Antarctica122.

119 Pride 2003, pp. 21-26. 120 Pride 2003, pp. 21-26. 121 Pride 2003, pp. 21-26. 122 Pride 2003, pp. 21-26. Destination Branding of NYC

Once the country is placed into the mix, its position will indicate to the marketers what is needed to improve the image of the country as a popular destination. This chapter will further implement the hierarchy of needs by Maslow to understand the basic and most relevant needs of the target audience, and a cultural analysis based on the theory by Edward Hall, author of the book The Marketing of Nations, and Geert Hofstede, author of the book Cultures and Organizations123. These supplementing theorists are included to support the customer analysis in phase one.

5.2.3 Conclusion: Phase One After having merged the two main theorists, and supplemented them with other theories, the contents of phase one has been established. Phase one has now become sufficiently comprehensive to apply to NYC in order to determine how it is perceived currently. All four theories: Pride’s phase one, Aaker’s phase one, Echtner’s Four Components in combination with SWOT, and Pride’s Destination Celebrity Matrix, will be applied to NYC. Furthermore, Maslow, Hall, and Hofstede are included to provide an insight to the human needs and cultural aspects for the customer analysis. This phase will be applied in the chapter 6.0 NYC Brand Building Phase One as a guide to analysing NYC’s current situation and to gain insight into the customers, competitors’ needs, wants, and behaviour, and the brand itself.

5.3 Phase Two In the Second phase, Pride is focusing on the development of the identity, which is done by implementing it into the Destination Brand Benefit Pyramid also composed by Pride. Pride states, that by considering and answering these five questions posed in the pyramid, the essence of a destination brand’s advertising position will be refined. Furthermore, the pyramid helps to ascertain what consumers associate with the destination. The pyramid will be explained in detail in chapter 5.3.1 Destination Brand Benefit Pyramid. Aaker’s phase two is the Brand Identity System. This phase is where the identity of the brand is developed. Aaker divides this phase into four categories: Brand as a product, brand as organisation, brand as person or brand a symbol. Brand as product emphasises the scope, attributes, qualities, values, uses, users, and country of origin of the brand. In other words, brand as product focuses on the attractions and attributes of the product and can be considered the head of the destination brand identity. Furthermore, a product branded only on its attractions can easily

123 Hofstede, 1991. Destination Branding of NYC

be copied, which is why it is important to create an identity which consists of more than just brand as product. Brand as organisation emphasises the organisational attributes such as being innovative, consumer concerned, trustworthy, etc. Furthermore, this category distinguishes between local or global brands. Brand as person provides the brand with a personality like being genuine, energetic, or rugged, but it also focuses on the customer relationship defining whether the brand should function as a friend, or adviser, etc. Lastly, brand as symbol is about the visual imagery and metaphors and the brand heritage. When an identity has been chosen, Aaker continues with the value propositions deciding on the type of benefit the brand can fulfil. This could be functional, emotional, or self-expressive. Also, the credibility of the brand can be discussed. This will determine whether or not the brand is relying on other brands to support the product or if other brands are associated with, or connected to, the brand in a various number of ways. Aaker’s second phase is concluded by deciding the desired brand-customer relationship which will be strived for.

5.3.1 The Destination Brand Benefit Pyramid The Destination Brand Benefit Pyramid consists of five levels that are each posing a question. These questions can be instrumental in helping to purify the essence of a destination brand’s advertising proposition. Furthermore, the questions seek to inspire considerations about the destination brand and its benefits.

Figur 5. The Destination Brand Benefit Pyramid.124

5.3.2 Vision Pride’s phase two also includes the vision of the destination brand. Pride explains the vision as being elements that should emphasise and imbue all the subsequent marketing activities, especially the literature, texts, and illustrations in order for the brand to be communicated cohesively125. The official definition of a vision is where a brand, corporation or person wants to

124 A replica of the one printed in Pride 2003, p. 31 125 Pride 2003, p. 26. Destination Branding of NYC

go and be perceived through the core values126. Most frequently, to reach the vision, a mission is stated to explain how the vision will be obtained. This can be considered a game-plan, which should be followed strategically to reach the goal. Furthermore, it is important for the brand to have a logo or brand signature, and a design style guide to ensure the consistency of the messages and approaches used to create and reinforce the brand values, in order to make the outcome holistic. Another good reason for emphasising the logo is that visual elements are more easily remembered which will help create brand awareness for the brand127.

5.3.3 Conclusion Phase Two Both Aaker and Pride are considering the development of the brand identity in phase two which is why the two theories appropriately can be combined. Furthermore, the Destination Brand Benefit Pyramid will be considered because the questions posed can help clarify the essence of the suggested destination brand identity that is the aim of this thesis. This phase will be used to develop a suggested destination brand identity for NYC in the chapter 7.0 NYC Brand Building Phase Two

5.4 Phase Three Pride’s third phase is about communicating the vision developed in phase two. It is important that the overall perception of the brand are shared by all its stakeholders, and reinforced through the product, and in all marketing communication and media executions, both above and below the line, to maintain brand presence, and to be able to communicate the message fluently. Moreover, the strategic recommendations will be considered in 8.1 Strategic Recommendations, and used to determine what strategic measures should be taken to implement the suggested identity most favourably. Aaker’s third phase is the Brand Identity Implementation System, which includes the brand position that is the establishment of a target audience. This phase is considering how to actively communicate and provide the brand with a competitive advantage. This leads to the execution, including symbols, and metaphors, and testing. Rounding up this phase is tracking in the form of evaluation and follow-ups. As mentioned above, Aaker suggests that the establishment of the definitive target audience is not determined until this phase. However, seeing that this thesis is concerning the more complex area of destination branding, it would be beneficial to determine the

126 Tench 2006, p. 96. 127 Liff 2004, p. 19. Destination Branding of NYC

target audience as early as possible in order to be able to adjust the desired identity toward a particular group of people, thus be most productive. Therefore, the target audience will be determined in chapter 6.0 NYC Brand Building Phase One.

5.4.1 Conclusion Phase Three Phase three is Aaker’s final phase of his Brand Identity Planning Model, it is concerned with the execution and implementation of the developed identity. Also, Pride’s phase three is concerning the launch and introduction of the destination brand. However, where Aaker compiles the positioning, execution, and tracking elements in one phase, Pride presents the launch, implementation, and monitoring separately in, respectively, phases three, four and five. However, Pride’s phases three and four are very similar to Aaker’s phase three and therefore all three phases will be merged under one in chapter 8.0 NYC Brand Building Phases Three and Four. Conclusively, in this phase the destination brand identity will be created, and Pride’s phase three about the launch and phase four about the introduction, will be included in combination with Aaker’s elements such as value propositions and positioning. Moreover, the implementation and tracking that Pride suggests are considered in phase five to stay true to Pride’s structure.

5.5 Phase Four The fourth phase in Pride’s theory is implementation, transforming, and executing the uncovered values into the world. Seeing that this is relatively similar to what is being mentioned in chapter 5.4 Phase Three, these two will, as mentioned in chapter 5.4.1 Conclusion Phase Three, be combined in the development section in chapter 8.0 NYC Brand Building Phases Three and Four. As aforementioned Pride does not explain his phases three, four, and five very explicitly and therefore other theories will be included. This is done to gain some level of insight into what should be done in these chapters. Additionally, some general ideas and theories will be presented. This is done to provide the reader with a full circle of Pride’s Five Phases and discuss the measures that could be taken on a general level, seeing that the identity will not have been carried out into reality by the time of deadline.

5.5.1 Conclusion Phase Four This phase is relatively redundant according to the aim of this thesis. However, it is very relevant in reality and therefore it will be included to present suggestions to how the destination brand Destination Branding of NYC

identity could be implemented if this was the case. Furthermore, phases three and four will be combined in the development section to avoid repetition.

5.6 Phase Five The final phase of Pride’s model concerns the monitoring, evaluation, and review to measure the outcome of the brand building and to conclude on the efforts. As mentioned in chapter 5.5 Phase Four, this identity and strategy will not be implemented in reality and therefore it is difficult to investigate and measure the outcome. However, this phase will discuss the options and do so, on the basis of other theorists in chapter 9.0 NYC Brand Building Phase Five.

5.6.1 Conclusion Phase Five As mentioned above in chapter 5.5 Phase Four, phase five cannot be completed. However, the previous four phases will have been examined by the time the fifth phase is reached in the development section, and therefore suggestions as to how the monitoring, evaluation and reviewing could be carried out, will be presented to complete the circle of applying Pride’s Five Phases in this thesis.

5.7 Conclusion on the merging of theories The chapters above have clarified the definitions that are important to fully comprehend the complex concept of destination branding. Furthermore, they have clarified the theory which will be applied and given an overall insight into what it takes to produce a successful destination brand identity for a destination such as NYC. The most important discovery is that a destination image is very difficult to change and, contrary, to a Product brand, can take years to complete and be successfully done. Moreover, the brand identity is influenced by several elements such as events, happenings, people, political views, and economy, which cannot be controlled, and therefore to overcome these external influences the identity must be based on credible, deliverable and differentiating elements in order to survive. The following will take all the findings mentioned in chapter 5.0 Understanding Brand Building into consideration as the five phases by Pride and the three phases by Aaker will be utilised for NYC. Both Pride and Aaker share common points because the overall category is branding. However, the compositions of the elements are different and therefore the following developing section will include some specific description about how the two theories will interact to collaborate in creating the suggested brand identity for NYC. The outline of the following will have the structure of Pride’s Five Phases. However, the last Three Destination Branding of NYC

Phases: Brand launch, brand implementation, and monitoring are not sufficiently discussed in Pride’s book Destination Branding, and therefore when reaching these phases in chapter 8.0 and 9.0 NYC Brand Building Phases Three and Four, and Phase Five in the development section, other theorists will be incorporated to provide a general idea of, and suggestions for what could be done to appropriately execute the suggested destination brand identity and reach the target audience. At this point in the thesis the theoretical section has been completed, and all the theories chosen have been presented and merged with the main theories. Therefore, the theoretical section can be completed by answering the question posed in the aim: What does it takes to create a successful destination brand? Based on the previous findings, what it takes to create a successful destination brand is not only create a rich personality but to identify the position of the destination in accordance with the Destination Celebrity Matrix. Furthermore, some purifying and insightful questions about the destination and its benefits should be considered in accordance with the Destination Brand Pyramid. Conclusively, these considerations should wound up in the identity fulfilling the six criteria presented by Pride: Credible, delivering, differentiating, conveying powerful ideas, enthusing for partners and stakeholders, and resonating with visitors in order to create an emotional connection with the target audience. Furthermore, these criteria should be implemented in combination with the development of a destination brand with a head and a heart that connects with the target audience on an emotional level and creates a relationship between the destination brand and the target audience. Since part one of the aim has been established, the main part can be embarked upon. This is the development section, which aims at developing a suggested destination brand identity for NYC based on Pride’s Five Phases in combination with before-mentioned theorists. Destination Branding of NYC

6.0 NYC Brand Building Phase One

Based on the fact that no official material concerning the identity of NYC was found, the following chapters will determine how such a destination brand identity could look, if incorporating the strategy of Pride. Yet, as mentioned earlier, this method does not sufficiently cover all aspects of the complex task of creating a destination brand identity, and therefore Aaker’s Brand Identity Planning Model will be supplemented to cover all aspects relevant in accordance with the aim of this thesis. Furthermore, to gain a broader perspective and make the outcome more valid, other supplanting theorists as mentioned in chapter 5.0 Understanding Brand Building will be supplemented. The following will proceed in the order of Pride’s Five Phases in Destination Brand Building in order to develop an appropriate destination brand identity for NYC.

As mentioned in chapters 5.2 Merging the theories Phase One, Aaker’s Brand Identity Planning Model, phase one includes customer-, competitor-, and self-analysis in combination with Pride’s phase one which includes market investigation, analysis, and strategic recommendations. Phase one of this thesis will include a market investigation divided into Aaker’s three types of analysis: Customer-, competitor-, and self-analysis, including analysis of the culture of America, an analysis of the destination according to the Four Components of Destination Image, and a placing of the destination into the Destination Celebrity Matrix. Pride suggests that core values and strategic recommendations are considered in this phase. However, this will not be the case in this thesis, because the logical approach is to base these elements on the identity, which in phase one, has not yet been created. The theories in phase one, will be a combination of Pride’s market investigation and analysis, and Aaker’s Strategic Brand Analysis, supplemented by Echtner’s Four Components of Destination image, Pride’s Destination Celebrity Matrix, and include Hofstede’s and Hall’s theories in order to consider the cultural aspects. Throughout this phase NYC will be assessed in accordance with how the city looks currently. The various theorists are combined to gain a wider perspective on the investigation before determining the identity in phase two. Destination Branding of NYC

This development section will start with a Strategic Brand Analysis according to Aaker’s theory.

6.1 Customer Analysis In order to implement any kind of branding strategy it is important to know the target audience, their habits, needs, and motivations to know to whom one is reaching out to, and addressing the outcome. However, Aaker suggests in his Brand Identity Planning Model128, that the Customer Analysis considers all the potential customers and then in phase three decides on the most lucrative group. Nonetheless, this thesis will not proceed in that manner, because the area of destination branding is more complex and multifaceted than product branding, and the marketers need to know their target audience from the beginning. This must be done to be able to develop a consistent and comprehendible destination brand identity that will be able to generate a relationship with the target audience for whom it was specifically developed. Consumers look for products and brands with cultural meanings that correspond with the person they are or want to become. In other words, they use these brand meanings to construct and sustain their social self129. This is why branding and sustaining a destination image is vital in the present society, and this starts by defining the destination itself. Looking at the statistics for the visitors in NYC over the past four years, a pattern becomes obvious: The numbers of visitors are increasing year by year for both international and domestic visitors130. Furthermore, it seems that only the number of international visitors was affected by the 9/11 attack, which may point to the fact that Americans remained loyal to their own country and kept visiting NYC131. As table 2 implies the visitors can be divided into two main groups: Domestic and international visitors. As for the target audience of the suggested destination brand identity of NYC, the same will be true. The primary target audience will be the domestic visitors and the secondary target audience will be the international visitors. This is mainly because the domestic market is much larger than the international, and therefore the reach of the outcome will be larger than if targeting any international area. Furthermore, the domestic visitors can be classified as one relatively homogenic group contrary to the international visitors which, as a group, includes people from all over the world from Canada to Australia.

128 Aaker 2002, p. 79. 129 Aaker 2002, p. 153. 130 The table goes back to 2001 in order to observe if 9/11 had an impact on the number of visitors. 131 See appendix 5 for domestic numbers 1998-2007. Destination Branding of NYC

Another main reason for choosing the domestic visitors as the primary target audience is that in creating a new destination brand identity the aim is not only to increase tourism but to reach a potential work force and bring permanent inhabitants to the city. This is easier done with the individuals who are already American citizens, and do not need to apply for work visas, which can be quite difficult to acquire for foreigners. However, one should keep in mind that the end result will seek to reach a secondary target group as well, and that they will primarily fit under the same category as the primary group. However, this group may span a bit wider in the age frame because the international visitors who choose NYC, do so based on their lifestyle132 and not necessarily an age classification. For clarification, the secondary target audience consists of the visitors from the countries that figures below in Table 3. NYC’s Top 10 International markets133.

NYC Visitors134 International visitors Domestic visitors 2007 8.76 million 37.10 million 2006 7.257 million 36.54 million 2005 6.8 million 35.8 million 2004 6.2 million 33.8 million 2003 4.8 million 33.03 million 2002 5.1 million 30.2 million 2001 5.7 million 29.4 million Table 2. List of visitors in NYC 2001-2007.

NYC’s Top 10 International Markets135: 1. United Kingdom 1,237,000 2. Canada 881,000 3. Germany 547,000 4. France 423,000 5. Scandinavia (Sweden, Denmark, Norway, Finland) 365,000 6. Italy 360,000 7. Australia 327.000 8. Spain 318,000

132 Urdde cited Pride 2004, p. 60. 133 Appendix 5. 134 Appendix 5. 135 Appendix 5. Destination Branding of NYC

9. BeNeLux (Belgium, The Netherlands, Luxembourg) 293,000 10. Ireland 291,000 Table 3. Top 10 International Markets 2007.

The general purchasing trend among many American consumers is that they do not solely purchase domestically-made products if given a better alternative from imports136. These people can be categorised as cosmopolitan consumers, meaning they do not judge a product by the origin but by the attributes such as price, quality, and workmanship137. This could be one reason why NYC is still attractive to Americans now that the patriotic sense of duty has decreased. NYC is not interesting because it is an American city that was struck by terrorism, but because it offers great attractions, options, and quality experiences. Moreover, NYC attracts a young audience138 and therefore the identity should aim at young, Americans between 21 and 39, and women as well as men from the middle- to upper middle class of America. This group of people is above the legal age and can rightfully enter all attractions, bars, and restaurants in the city. Furthermore, they are responsible for themselves and the majority of them have their own income. Their motivation to visit a city such as NYC is that it is different from the general America. Despite the fact that they speak the same language and that there is a Starbucks, Chipotle, and Subway restaurant on almost every street139, NYC has a different and very individual vibe to it140 that is not to be found anywhere else in America. These young people are the ones most likely to seek adventures, career, and life fulfilling opportunities, and they may wish to do so in the “big” city. This type of people can be classified as idiocentrics, which means they fall under the category of people who value life contentment, financial satisfactions, travelling, entertainment, innovativeness and who are very brand conscious141. Even though an age limit has been drawn up, the segment that is attracted to NYC are more about lifestyle than age. This is especially important to consider when addressing the secondary target audience, the foreign visitors who might only have a halo impression of what NYC is, based on the television shows and movies.

136 Jaffe 2006, p. 87. 137 Jaffe 2006, p. 87. 138 I Heart NY. 139 I Heart NY. 140 I Heart NY. 141 Dutta-Bergman 2002, p. 240. Destination Branding of NYC

6.1.1 Maslow’s Hierarchy of Needs Maslow’s hierarchy shows the five levels of human needs. The most basic needs are also considered to be the most important, and the largest part of the hierarchy. It must be moderately fulfilled before the next level in the hierarchy, becomes relevant. The higher up in the hierarchy the more complex the needs become. However, in these days of wealth in the western world, having the physiological and security needs satisfied is no longer enough to lead a fulfilling life. This is the reason why theorists such as Fog, in his book Storytelling – Branding i Praksis, states that the hierarchy should be reversed in order to illustrate the current hierarchy of needs in the richer part of the world. Especially because the emotional need for self-actualisation has evolved into being a large and important need in the current society. Since Americans and the primary target audience are a part of the wealthier world the reversed hierarchy of needs is relevant to consider when creating the new destination brand identity for NYC. Maslow’s hierarchy is commonly known and will therefore not be illuminated further than the figure below.

Figure 6. The Hierarchy of Needs.142

This chapter about Maslow’s Hierarchy of Needs is used to illuminate the fact that the needs of the modern consumers have changed and that the most relevant need for the group of consumers who are intrigued by NYC is self-actualisation. This reversed hierarchy of need is very likely to have an influence on the behaviour of the target audience, and should be remembered in connection with the launch and implementation of, and strategic recommendations for the destination brand identity.

6.1.2 America according to Hall and Hofstede. In order to further illuminate what type of people the primary target audience are the following will account for the general culture of America. This is done to clarify the impression of who will be at the receiving end of this destination brand identity, and gather useful information about their culture and habits. It is important to mention that Hofstede’s dimensions may be skewed from the reality of today because they are based on the world as it looked more than a decade ago. However, his dimensions are still used to gain an overall perception of a country’s culture, which also is the purpose of this thesis. Additionally, Hall will be supplemented to provide a more 142 Maslow reprinted by UTAS Destination Branding of NYC

thorough analysis of the American culture. Hall is chosen because his research is done mainly on well-educated individuals from middle- or upper-class backgrounds. These individuals are considered the primary target audience for the suggested destination brand identity. The number of domestic visitors in NYC 2007 came to 37.1 million and the foreign country that came closest the same year was UK with 1.237 million visitors in NYC. This is the main factor for choosing America as the target audience for the suggested destination brand identity. Therefore, the following will be an amplification of the culture of America based on Hofstede’s Cultural Analysis diagram143 and Hall’s book Understanding Cultural Differences144.

Figur 7. The Cultural Dimentions of United States.145

When looking at Hofstede’s Cultural Dimension Theory146, America as a whole can be divided into five categories power distance (PDI), individualism (IDV), masculinity (MAS), uncertainty avoidance (UAI), and long term orientation (LTO). They will all be discussed in the following, starting with the most dominant element in the diagram. In this way the most central category within the American culture is enlightened first, and then the chapter will continue to narrow down toward the lesser dominant elements. The largest cultural aspect in Hofstede’s diagram is that America is an individualistic society with a highly developed sense of individualism (IDV), which indicates a society with a more individualistic attitude and relatively loose bonds with one another. The population is more self-reliant and looks out for themselves and their close family members. They are outwardly oriented, concerned with appearances and preoccupied with what people think, do, or say about them. They are eager to be liked and accepted. Many are egalitarian, ambitious, hardworking, competitive, confident, and direct147. The second most dominant element in the American culture is the masculinity parameter (MAS), which is 12 % higher than the average elsewhere in the world148. This signifies that the country experiences a higher degree of gender differentiation. The male dominates a significant portion of the society

143 Itim International. 144 Hall 1998. 145 Hofstede printed by Itim International. 146 Hofstede 1991. 147 Hall 1998, p. 147. 148 Itim International. Destination Branding of NYC

and power structure. However, the fact that Hillary Rodham Clinton recently ran for president of the United States illustrates that the cultural male dominance may be shifting149. The third highest parameter, uncertainty avoidance (UAI), is positioned as low ranking. Low uncertainty avoidance is symptomatic of a society that has fewer rules, and does not attempt to control every outcome or result. Furthermore, a country with low uncertainty avoidance has a greater level of tolerance for a variety of ideas, thoughts, and beliefs. However, this may not be the case for every single state in America if they were tested individually, but it is true for America in general and especially for NYC, which is made obvious by the many cultures that live side by side in harmony150. Power distance (PDI) is the second smallest in the diagram, and the low level of power distance demonstrates a greater equality between societal levels, including government, organizations, and even within families. In other words, the inhabitants of a country with low power distance do not fear authority in the same way as those countries with a high level of power distance, and they have a relatively flat hierarchical structure in general. Moreover, the personal space is larger in America than in, for instance, Latin America where people touch more and stand closer when they speak151. However, as mentioned earlier, America is a very large country and the overall culture does not reflect on every state and inhabitant individually because of the many variations of subcultures and beliefs. Lastly is the long term orientation (LTO), which for America is relatively low and therefore indicates the society’s belief in meeting its obligations and tends to reflect on appreciation for cultural traditions and preserving “face” meaning, not being made a fool of in front of others, and therefore there is a strong pressure to be a team player and avoid trouble in a work situation, even at the expense of telling the truth or doing the right thing152. LTO is referred to as time by Hall and is divided into polychrome and monochrome. Monochrome culture emphasises the finishing of one thing before the starting of another and responding well to deadlines. Polychrome is about multitasking without emphasising time and deadlines. The American culture is considered to be monochrome and pay very much attention to deadlines, schedules, and finishing on time153. American culture moves at a rapid pace and wants quick solutions, responses, and results154. This is especially very true for the typical New Yorkers, who pride themselves on the fast-paced environment of their city, and in being able to juggle many things at once while still keeping deadlines. Furthermore, Americans are explicit and direct

149 VoteHillary. 150 NYC Visit, Official Visitors Guide, p. 6. 151 Argyle 1988, pp. 58-60. 152 Hall 1998, p. 152. 153 Hall 1998, p. 140. 154 Hall 1998, p. 141. Destination Branding of NYC

in their everyday life155. Most Americans tend to be ethnocentric, monochromic, and low context oriented156. They value privacy and are vulnerable to interruptions157. Americans are highly mobile and the average family moves every four to five years158. The average executive works fifty-six hours a week and only takes fourteen days of vacation per year159. Americans prefer directness in communication, and can often miss nonverbal clues and sarcasm. However, bragging, boastfulness, and exaggerations are common to Americans160. Many Americans value appearances highly, both personal and the outside appearance of their homes161. To sum up, the primary target audience is young Americans in the age range of 21 – 39 from middle- to middle-upper class backgrounds. However, what really categorises the primary target audience is their lifestyle. They want to live their life to the fullest and take some chances. They are motivated by their need for self-actualisation, which causes them to want more. They are open to experiences and strive to better themselves in a manner which additionally allows them to express themselves. Furthermore, they can be classified as cosmopolitan consumers, who do not necessarily buy patriotically if a better alternative presents itself. They are very individualistic, ethnocentric, and direct, and they are concerned with their own appearance, career, and personal success.

6.2 Competitor Analysis

Appendix 3162 shows that the state holding first place in the competition for visitors is California. Therefore, the following will implement the state of California into the four components of destination image and the Destination Celebrity Matrix to gain a better perspective of the most visited state in America and therefore the largest competitor to NYC.

In 2006, California’s share of the domestic travel market was 11.5%163, which made California the most visited state in America. Seeing the primary target audience for the suggested destination brand identity is domestic visitors, California can be considered NYC’s greatest competitor.

155 Hall 1998, p. 141. 156 Hall 1998, p. 140. 157 Hall 1998, p. 142. 158 Hall 1998, p. 144. 159 Hall 1998, p. 145. 160 Hall 1998, p. 146. 161 Hall 1998, p. 152. 162 Appendix 3. 163 California – find yourself here: California States. Destination Branding of NYC

California was the destination for 352.3 million domestic travellers and approximately 14 million international visitors, both leisure and business, in 2006164.

6.2.1 The four components of Destination Image California

Figur 3.1. The four Components of Destination Image applied to California.

The overall holistic feel of California focuses on relaxation, inner spirit, and entertainment. When applying the Four Components of Destination Image the insufficiency of the model appears. As many of the branding experts express it, and among them Pride:

“Never has it been more important to accentuate the positive and eliminate the negative.”165

It seems that the quote is the basis for the approach in Echtner’s model because it, contrary to SWOT, is divided into the functional and psychological aspects eliminating the division of

164 California – find yourself here California States. 165 Pride 2004, p. 65. Destination Branding of NYC

positive and negative. This makes it difficult to include the negative elements, such as the weaknesses of the destination brand, because these have no place in the model. Therefore, to include the negative influences, which are important despite Prides aforementioned statement, the SWOT Analysis’ two negative building blocks will be added underneath. The positive elements such as strengths and opportunities will not be included because these are accounted for in Echtner’s Figure 3.

SWOT Positive Negative Internal Strength Weaknesses  Everything is far apart and a car is a necessity166  Only career opportunities within the technology or entertainment industry167  Skyrocketing house prises168  Traffic congestion169  Fog clouding the views

External Opportunities Threats  Earthquakes and other natural disasters like wildfires  Dehydrated land due to the depletion of the ozone layer  Commuting is very expensive because of the gas prices, people cannot afford to get around by car  Predictions show that uneducated Hispanics will dominate the inhabitants by the year 2040170 Table 4. SWOT Analysis applied to California.

6.2.2 The Destination Celebrity Matrix. California promotes Los Angeles, San Francisco, Beverly Hills, Hollywood, San Diego171 and many other destinations. Furthermore, the state of California offers a summer feel with relaxation at the beach, surfing, recreation, and clubbing at night. All these elements provide California with

166 California Travel Guide. 167 State of the State Conference. 168 State of the State Conference. 169 California Travel Guide. 170 State of the State Conference. 171 California Travel Guide. Destination Branding of NYC

high emotional appeal and high celebrity value that place the state as a celebrity according to the Celebrity Destination matrix. California is the home of many celebrities, which ads a highly evolved glamour feel to the destination. Furthermore, visitors are attracted to California by the dining, shopping and entertainment-based activities. Most notable are sightseeing, visiting theme and amusement parks, and beach/waterfront activities as the most popular recreational pursuits172. As mentioned in the chapters 5.2.2 The Destination Celebrity Matrix173, there are supplementary methods used in determining the main purpose of the destination. This is done by establishing the desired outcome of the brand in terms of classifying how the destination wishes to be regarded. This could be as a fashion accessory, a must-see place, a self-development destination, or a historical trip back in time. Indisputably the many celebrity attractions and popular locations the state of California has to offer places it as must-see place in the Destination Celebrity Matrix. However, California is more than any other category a self-development destination, mainly because of the outdoor life that the state inspires but also because of the many recreational offers that state provides such as wellness, spa, yoga, pilates, etc. all designed to make the people feel better about themselves and their appearance.

6.3 Niche Competitor Destinations Niche branding can be relevant for smaller destinations who may find it necessary to create a strong destination brand and be positioned as a niche player in the global tourism industry in order to compensate for a tight budget174. Even though this is not the case for NYC, the element of niche marketing has been more and more apparent in the field of branding, because this helps the destination stand out and appeal to a specific audience directly. Furthermore, niche branding allows the destination to differentiate itself. There are some destinations in America that have obtained an overall niche around their destination and successfully differentiated themselves from the rest. It would be beneficial for NYC to join the niche branding. The key to niche branding is that niche players seek to outsmart rather than outspend the competition175.

172 California – find yourself here: International Press. 173 Pride 2003, p. 23. 174 Morgan 2005, p. 19. 175 Morgan 2005, pp. 17-20. Destination Branding of NYC

It appears that California is not the only competitor that NYC has, when speaking in term of niche marketing. According to appendix 3176 other competing states are Hawaii and Nevada. Common for those two states is that they each have a niche in which they are dominant. Hawaii is the tropical island of United States, and Nevada is the gambler’s paradise. California also works within the niche of being the state that practises health. Outdoor life is valued, and people are occupied with physical activity and appearances, along with mind and soul. These perceptions are not necessarily true, or automatically the only niche that the states operate within. However, they are the overall halo consumptions that many people hold because of what they have heard or read about the destination. Seeing that all the aforementioned states have a niche, it will be relevant to find and clarify the niche of NYC which will be done in chapter 7.2 Brand identity.

6.4 Self-Analysis To change, one has to know oneself and therefore self-analysis is important in creating a new destination brand identity. The following will clarify how NYC looks today and implement the Four Components of Destination Image and the Destination Celebrity Matrix to NYC as it is currently.

6.4.1 The four components of Destination Image New York

176 Appendix 3. Destination Branding of NYC

*NYC is very large and offers a very wide selection of career opportunities from the entertainment industry to the world of finance.

Figur 3.2. The Four Components of Destination Branding applied to NYC.

SWOT Positive Negative Internal Strength Weaknesses  9/11.  The accommodations are small and expensive.  No beach or extreme outdoor activities close by.  Big City smog and pollution.  Stressful and crowded.  Traffic congestions  Old Subway system being overloaded  Noisy.

External Opportunities Threats  9/11 terror attack destination.  Dangerous and dirty city, with a lot of crime  People’s interests have shifted from travelling to relax to travelling to obtain self-actualisation therefore people want to go where no one has been before.  NYC is losing its grip on the artistic types because of the elevated rent and increased living expenses177. Destination Branding of NYC

 “Real” New Yorkers are leaving the city because the “real” NYC is being replaced with tourist attractions on every corner178.  New York might drown itself in success and innovation to the point of losing the New Yorkers and the feel of a real NYC, and being run only by tourists.

Table 5. SWOT Analysis applied to NYC.

The reason why 9/11 is mentioned in both weaknesses and threats is primarily because the attack is a weakness for the city because it has left a negative impression in the mind of many consumers. Furthermore, it is also a threat because an event of such calibre leaves an impression which can be difficult to turn positive and therefore poses a threat to depose the developing of a positive image if people are afraid it will happen again. As mentioned in the chapter 4.0 Destination Branding and Marketing, the image of a destination is composed by a series of happenings, wars, actions, people, and something as threatening as a terror attack will stay in people’s minds for a long time. However, NYC grew stronger by the attack because of the patriotic duty that made the domestic visitors support the destination and the support has now$ become a strength for the destination because people’s interest in Ground Zero grew. Nonetheless, the imprint of NYC being a destination of terrorist actions will remain in people’s conscious minds and should therefore be considered as the negative element it is, when creating an identity for the destination. The reason why Ground Zero is added to Echtner’s model as a holistic and psychological quality is that in the aftermath of 9/11 many domestic visitors came to NYC out of patriotic duty to support the city. Furthermore, it has evolved into being a horrific, yet fascinating part of American history that many visitors wants to see179 and are interested in the development of Ground Zero into the new Freedom Tower180 is substantial.

177 Daily Mail. 178 iCelebs.com. 179 Pilot Destination Guide. 180 Glass, Steel and Stone. Destination Branding of NYC

6.4.2 The Destination Celebrity Matrix Fitting NYC into the Destination Celebrity Matrix is, as mentioned earlier, a good way of starting the destination image building. Mainly, because it helps place the destination in relation to other destinations, but also because it helps the marketers determine which areas need developing. NYC is rich on emotional meaning because NYC has mass appeal and acquires brand equity and it is commonly known around the world181, and calls for a certain admiration. NYC also holds high celebrity value, not only because of the vast promotion the city gets through televisions shows, movies, live shows, and events, but also because it is a city paved with celebrities. It is a fast-paced city and celebrities can live their lives in peace, along side of regular people, which attracts many celebrities. Among them are Julianne Moore, Robert DeNiro, David Bowie, Sean Puffy Combs, Kevin Bacon and Laura Linney182. David Bowie was quoted saying the following about NYC:

“People here are very decent about their interactions with well-knowns.”183

The high emotional appeal and the high celebrity status allow NYC to fit into the Destination Celebrity Matrix in the category of celebrities which means that the brand NYC is already well developed and trusted around the world. Once again, New York is a versatile city that offers everything to everyone. Considering the four categories by which a destination can be regarded: Fashion accessory, must-see place, a self-development destination or a historical trip back in time, NYC fits into all four. The city is, by many, considered a fashion accessory mainly because of the many fashion events which are held in the city, but also because of the many designers who call NYC their home and who find inspiration in the city’s streets.

“In London, the saying goes, life takes place behind doors. Here (NYC) it’s on the street.”184

Furthermore, NYC is a must-see place. It is often talked about on television and there are several unique attractions that cannot be found anywhere else in the world. In the sense of self- actualisation, the city is a self-development destination because it offers prestige, and a form of worldly citizen vibe to the traveller who goes to NYC. Last, but not least, NYC is a very historical

181 Appendix 1. 182 Just Ask the Locals. 183 Bowie Rules NYC. 184 Bowie Rules NYC. Destination Branding of NYC

city, not necessarily ancient history, but important history, because NYC is the place where American history began. NYC is the city where the European immigrants came in an attempt to create a better life for themselves and start over, which is why America became the land of opportunities, and NYC the gateway to a better life. This ideology has stuck and therefore NYC is still the place where domestic as well as international visitors come to seek their fortune. The statue of liberty tells an important historical lesson about global freedom, democracy, and international friendship185 and Ellis Island preserves a museum about the early settlers and the birth of the United States. Furthermore, since 9/11 NYC has become a new historic trademark where people flock to witness the remains of the tragedy and Ground Zero has reached a new high with more visitors to the sight than ever before186. However, the category in which NYC would fit best is the must-see place because this can be considered an umbrella category that covers the remaining three categories. Furthermore, the must-see sights are what the city has highlighted in their branding material currently, and what people, who do not know the city, associate with the destination NYC. However, no brand can sustain itself and maintenance is vital to stay in this category. Maintenance, however, can be difficult without a brand identity as a starting point and guideline for the communication. Based on the fact that NYC is already a celebrity- and a must-see destination the suggested destination brand identity will be developed. In conclusion, the analysis above concerning the image of NYC as it looks currently, determines that NYC is relatively successful in attracting tourists. On the bright side, tourism creates direct and indirect jobs in a variety of areas. However, tourism has been criticised for the destruction of the neutral environment and threats to local culture187. This is especially true when the profit gained from the tourists is being used to accelerate the commercialisation of the city, because with commercialisations comes higher prices that are forcing the real New Yorkers to move elsewhere, which ultimately can cause for the tourists’ experiences to become like every other cosmopolitan city in the country with Starbucks and Subway restaurants everywhere. Therefore, the goal and reason to consider the suggested destination brand identity, is to attract new energy to the city by targeting people who wish to live in or repeat visit NYC. Thereby, they can become part of the city and help maintain the original feeling of being in the city where many

185 Statue of Liberty History. 186 Pilot Destination Guide. 187 Kotler cited in Pride 2004, p. 48. Destination Branding of NYC

people previously made their lives begin, and not just a destination like any other. This can be done by creating a positive destination brand identity which, if properly managed, can create a renewed sense of purpose and identity for the inhabitants of the city188. Now that the current image of the city, as being exciting but on the verge of commercial overkill, as been determined, a relevant question arises: Did this happen purposely?

6.5 How the Image of New York was created Pride states that the entertainment industry and the media play a particularly important role in shaping people’s perceptions of places189. It seems that many of the ideas and halo constructs are based on the many television shows and movies that draw a subjective and biased picture of the city according to their individual message. Especially, the many movies implying that romantic dreams can come true, use NYC as the canvas and covertly imply that this is the place it could happen. In fact, a movie called It could happen to you, was set in NYC. In this movie, the leading characters played by Nicholas Cage and Bridget Fonda, win millions of dollars, and find love and happiness in NYC190.

“NYC has long been associated with a romantic tradition as potent as that evoked by either Paris or Rome. In films like Woody Allen’s Annie Hall (1977) and Manhattan (1979), and the classics Breakfast at Tiffany’s (1961), and An Affair to Remember (1957), the city is a playground for lovers to wander, their dreams embedded in its grand skyline, museums, autumn leaves and smoky jazz haunts.”191

Moreover, recent broadcasts also evoke this dream of NYC, and help maintain an image of NYC as a place where dreams do come true, even for modern people. Nevertheless, this portrayal of the city by the entertainment industry, however positive, is not controlled by the city. This, in addition to the missing empirical material about the city’s image, can call for speculation that perhaps the city has never intentionally worked to receive the image that it has gotten, but just jumped on the bandwagon and promoted what others have already started.

188 Pride 2004, p. 29. 189 Pride 2004, p. 42. 190 IMDB. 191 Akass 2004, p. 22. Destination Branding of NYC

7.0 NYC Brand Building Phase Two

Phase two in Pride’s model is the brand identity development segment, in which the identity is developed on the basis of the questions posed in the Destination Brand Benefit Pyramid. Aaker’s phase two is also concerning the creation of the brand identity, and, in his phase two, the Brand Identity System and brand identity will lead to establishing the core values. In the following, both author’s theories will be applied to NYC.

7.1 Brand Benefit Pyramid As illustrated earlier the Brand Benefit Pyramid consists of five levels. Instead of attempting to fit the text into the individual levels of the pyramid this chapter will be divided into the five levels and apply the levels separately, starting at level one and continuing through level five. The Brand Benefit Pyramid will look at NYC as it looks today on the basis of the knowledge, empirical material, books and websites gained for the purpose.

7.1.1 Level One The question posed in level one of the pyramid is: What are the tangible, verifiable, objective, measurable characteristics of the destination? For the brand NYC the measurable characteristics are, as discussed in chapter 6.4 Self Analysis, its many attractions, the people, nightlife, Destination Branding of NYC

experiences, and visitors which in combination all make NYC what it is. This has already been discussed in chapter 6.4 Self Analysis, and will therefore not be commented on further in this chapter.

7.1.2 Level Two and Three Level two of the Pyramid poses the question: What benefits to the visitor result from this destination’s features? Similarly to level two, level three poses the question: What psychological rewards or emotional benefits do tourists receive by visiting this destination? The questions of level two and three are quite similar, which is why they have been combined in chapter 7.1.2 Level Two and Three. Both levels are concerning the benefits for the tourists based on what the destination offers. Moreover, both are what Pride calls the psychological or emotional benefits. This is similar to what Aaker titles value proposition, which is divided into functional, emotional and self-expressive benefits. As mentioned in chapter 6.1 Customer Analysis, the people who travel to NYC have a large need to express themselves and travel somewhere that can provide them with a feeling of self- realisation which they can identify with. However, NYC is a destination which covers all three benefits: The functional benefits are covered because the city offers almost everything to everyone, and the majority of all needs can be covered in the city whether these are high fashion events or relaxing sightseeing, driving, walking, sailing, or flying. Functionality is one of the key words of the city because NYC prides itself on being versatile and offering something for everyone. As for emotional benefits, there are several mainly the feeling of being in the centre of the universe, the feeling of excitement all around, and the feeling of being inspired and culturally influenced. Finally self-expressive benefits, possibly the most important benefit because people who live in NYC, represent it, or like to visit the city, do so because NYC represents something so exciting, different, modern, and special, that these qualities will affect the people’s sense of self. Therefore, in relation to the development of a suggested destination brand identity in connection with the chosen target audience, the most important benefit the visitor can receive from the destination brand identity is the self-expressive benefit.

7.1.3 Level four Level four poses a question regarding the values specifically: What does value mean for the typical repeat visitor? As mentioned above the self-expressive benefit is very important to the visitors when creating a sense of self. Furthermore, the values that the typical repeat visitor would treasure are not Destination Branding of NYC

necessarily the many attractions because these can only be visited so many times. It is rather the feeling of being part of something great, the feeling of everything being open and available for the visitor at any time, taxies to transport them anywhere, take out delivery at 3 am, grand openings, events, celebrities, Broadway shows, etc., available every night. Therefore, in conclusion the main values that NYC’s destination brand identity should be built upon are freedom, energy, youthfulness, opportunities, stylishness, genuineness, and prestige. These values are based on what has previously been discovered about the city’s current image in the chapter 6.4 Self Analysis ,and what has been discovered to appeal to the primary target audience based on the findings in the chapter 6.1 Customer Analysis. These specific values have been highlighted because they are deliverable for NYC, and because they are appealing to the primary target audience.

7.1.4 Level five The previous four levels lead up to the conclusion in level five by answering the question: What is the essential nature and characters of the brand? In other words, deciding what the brand personality entails. The essential nature of NYC is that it is the place to be. The term “The Big Apple” was coined by touring jazz musicians of the 1930s who used the slang expression “apple” for any town or city. Therefore, to play in NYC is to play the big time – The Big Apple192. Furthermore, NYC was and is the gateway to America, where the history of America originates, and that sense of originality is still a big part of the city. Additionally, like the Jazz musicians, many other artists sought to live in the city because of the flowing creative energy which is still maintained in some areas of the city to this day. In regards to the character, NYC is the safest big city in the world193, it has a youthful personality that attracts young people, it is divers because it offers something for everyone, it is evolving, and it strives to be the best in every area194. Lastly, the city is innovative, and strives to be the greenest big city in America by converting the yellow taxicabs into hybrids and using bio-fuel on the Staten Island Ferry195. As for the city’s head and heart, the head is represented in the many physical and tangible attractions that are unique to NYC: The statue of Liberty, Wall Street, the Empire State Building, the Chrysler Building, and the endless bars,

192 Top Facts. 193 Appendix 6. 194 Appendix 6. 195 Appendix 6. Destination Branding of NYC

restaurants, and shopping opportunities. However, the heart is just as important, and represents the energetic atmosphere of a cosmopolitan city with the excitement of walking the streets, the attitude of the people and the halo conception of NYC as it is portrayed in TV and movies, and the chance to be part of that popular, romantic city. Therefore, to sum up the personality traits of the brand NYC as it could be perceived today are: Hard working, innovative, diverse, youthful, romantic, energetic, original, environmentally conscious196, optimistic, and exciting. Mayor Bloomberg stresses:

“Recognized around the world, NYC is a powerful symbol to which people have always been drawn….New York has always evoked energy, excitement, diversity, and optimism.”197

7.2 Brand Identity The aim of this thesis is to create a destination brand identity, which has not officially been done before. The brand identity will take grounds in what has been discovered in chapter 6.4 Self Analysis, and chapter 7.1 Brand Benefit Pyramid. Furthermore, some changes and other angles to the perspective and implementation will be added. This is done in order for the city to have a basic identity, which can be considered the basis for every marketing individual working with NYC. The following will develop a suggested destination brand identity for NYC. Based on the benefits, personality, and image of the destination brand NYC as it is perceived currently, the development of the suggested identity can begin. In order to determine the proper identity of the brand NYC, Aaker’s four identities: Brand as product, brand as organisation, brand as person, and brand as symbol will be considered. Even though Aaker claims that each of the four identities mentioned above eliminate each other so only one can be chosen for each product, destination branding is more complex and multifaceted than product branding, and therefore it can entail several identities under one superior identity. The destination brand identity of NYC would benefit most from being a composition of brand as product, symbol, and person. Brand as product is important because NYC is presenting its attractions in every promotional material available, and because most first time visitors come to NYC because of its attractions. In Aaker’s words, the product attributes, quality, value, and

196 Appendix 6. 197 Appendix 2. Destination Branding of NYC

country of origin are vital for brand as a product, and these elements are fundamental to the identity of NYC. Brand as product can be considered the head of the identity. However, even the most unique attractions can be difficult to differentiate alone, which is why brand as a product will be combined with other elements from Aaker’s Brand identity System. The suggested destination brand identity of NYC will, as opposed to what can be assumed about the present comprehension of the city, be more concerned with the emotional and symbolic values it signifies because the attributes may be what draw people there the first time around, but not what makes the people come back and want to be permanently part of the city. Luckily for NYC, attributes are not all it has. Brand as symbol is also relevant for NYC. The state of New York is called the Empire State, and NY acquired this nickname in recognition of its vast wealth and variety of resources198, and for its national and global significance. However, in May 1931199 the Empire State Building was finished to honour and symbolise the Empire State, and has been a symbol of the city ever since. But one cannot speak of symbolism in NYC without mentioning the Statue of Liberty, which originally was a symbol of the friendship between France and America but later became a symbol of the freedom throughout the world200. These two are the largest, and maybe most popular, symbols of NYC. However, there are several other symbols of NYC worth mentioning, such as Ground Zero - a symbol of terror and the rise of the city, the Chrysler Building – a symbol of the innovation of the city, the hot dog vendors – symbolising the city’s “on-the-go” mentality, and last but definitely not least the “I ♥ NY” logo – symbolising the love and loyalty toward the city. Since a destination brand identity can be difficult and complex to understand, it is important that the identity is mirrored in a logo that symbolises the city, which can make the audience recognise and remember the city simply by observeing the logo. This approach is successful because it is human nature to be able to relate to visual elements201. However, the logo must be simple and fairly explicit in order for the target audience to understand and remember it. The “I ♥ NY” logo has been the trademark of the city for a long time, and it can be seen in the townscapes in cities all over the world. The symbol was originally created in 1973 by Milton Glaser for an advertisement campaign for the New York State Department of Commerce, and has

198 50 states, nicknames. 199 History Timeline. 200 Statue of Liberty History. 201 Liff 2004, p. 19. Destination Branding of NYC

become the most frequently imitated logo design in human history202. However, seeing that this thesis aims at creating a suggested destination brand identity for NYC only and not the state, the logo should be changed to I ♥ NYC, which stresses that NYC the city, is being promoted and not the state of New York as a whole. Aside from the logo and the many symbols of NYC, brand as symbol has a lot to do with the self- actualisation. NYC is prestigious and can provide a positive upscale atmosphere because of the many designers, celebrities, and important people living there. More importantly, the symbol of the city as portrayed in televisions shows, movies, and other types of media, illustrates the city as most young people wish to see it, and they travel there with certain expectations as to what the city is, based on what they “have been told” by the media. Even though both the brand NYC, and what it symbolises, are very relevant to the identity, the most important factor to this development of a destination brand identity is brand as person, which can be considered the heart of the destination. This is concluded because, as discussed earlier in chapter 3.1 What is a Brand, a brand must consist of both a head and a heart to connect with the audience, and without a heart in the form of an identity, the brand will not be able to connect in the proper manner. Without such a connection it can be very difficult to establish a bond that makes people grow attached to the city and its brand. Already established in chapter 7.1.4 Level Five of the Destination Brand Benefit Pyramid, the brand NYC has a prevailing positive personality. Lastly, brand as person, is the most important identity, because the new way of reaching the potential visitors is through personal appeal and emotional contact. The destination will function as a friend helping the target audience in their pursuit of happiness, love, and careers. The personality traits that should be reflected in the destination brand identity are as mentioned earlier in 7.1.4 Level Five of the Brand Benefit Pyramid: Hardworking, innovative, diverse, youthful, romantic, energetic, original, environmentally conscious, and exciting. However, what is very important is to create a feeling of the city being a friend and helper with the means to make the dreams of the target audience come true if they take the chance and go there. Furthermore, the city should represent and reflect the target audience, and the values they seek to add to their own personality. Because the identity will be a combination of more elements, it seems relevant to consider a niche within which NYC can brand itself as well. This will help the three branches of its identity: Brand as product, brand as symbol, and brand as person, to join and share a common ground. The niche

202 Milton Glaser. Destination Branding of NYC

in which NYC will have the opportunity to differentiate itself from its competitors is the career- oriented niche, because people, whether they seek to be a singer, a designer or a financial banker, can travel to NYC in an attempt to make their own fortune. NYC is where many success stories began, and this is the niche that the suggested destination brand identity will work within.

7.2.1 Core Values Core values are a significant part of the destination brand identity. Seeing that the suggested identity is a compilation of several identities, the core values can be quite comprehensive. To constrain the core values, the following questions, posed by Aaker203, will be answered:

1. What is the soul of the brand? 2. What are the fundamental beliefs and values that drive the brand? 3. What are the competencies of the organisation behind the brand? 4. What does the organisation behind the brand stand for?

1. The soul of the brand is its personality. The soul is youthful, hardworking, energetic, exciting, romantic, original, environmentally conscious, and full of freedom and opportunities. All elements which can help further a career. These traits all surfaced during the analysis of NYC as it is today, and are assumed to be associated with the city on the basis of the empirical material found about the city. This personality has not been written down or disclosed anywhere by the city, which is why this thesis is relevant for NYC to consider.

2. The fundamental beliefs and values that drive the brand NYC are the beliefs that dreams do come true. Furthermore, that everyone is special, and given the right forum each individual can prosper and evolve with these beliefs. The forum of NYC has, through the many romantic movies taped there, been given a very romantic and dreamy reputation. Furthermore, NYC trusts that there is creativity in everyone and fulfilling ones destiny is up to oneself. Is it supported by a “Make your own fortune” attitude, and NYC creates the scene to do so.

3. In the case of NYC, there is no obvious organisation behind the brand. Previously, Marketing NYC was created to take the position, but now it appears to be Visit NYC204.

203 Aaker 2002, p. 87. 204 NYCVisit: PR: New Marketing & Tourism Entity. Destination Branding of NYC

However, the brand – organisation relationship is somewhat like the one between Nestlé and Proctor and Gamble, only a few people know the organisation behind the brand, and therefore, the organisation has no direct influence on the brand. In other words, brand NYC stands unaccompanied. However, NYC has throughout the years openly collaborated and endorsed other brands, and in that manner created many different associations with the city, from Snapple to NYPD and FDNY.205 In other words, the people behind NYC choose the organisations and brands they wish to be publicly associated with, and because very few people know the organisation behind the brand, NYC is not necessarily associated with Visit NYC.

4. As a result of the answer in question 3. No further explanation to question 4. is necessary.

Ultimately, the core values of NYC are the versatility and opportunities the city offers. Versatility in everywhere in NYC, it is in the continual offers from museums and dining to religious beliefs. Furthermore, the many religions living side by side, and endless opportunities are considered important parts of the versatility because the city provides opportunities for everyone despite age, race, and gender by allowing them to be special and grow as human beings in the city that never sleeps. The following will insert the new suggested destination brand identity of NYC into the diagram underneath, as suggested by Aaker206. The core identity consists of the main element that makes the brand what it is, and the extended core consists of the element that provides the brand with texture and completeness directed towards the specific target audience. The elements have been specifically chosen to efficiently explain the brand.

7.2.2 The NYC Destination Brand identity Core identity: Quality: A world famous destination. Symbol: I ♥ NYC.

205 Appendix 1. 206 Aaker 2002, pp. 89-92. Destination Branding of NYC

Relationship: Appealing to visitors through emotions and friendship. Helping the target audience build their sense of self and make it big in the big city. Referring back to Frank Sinatra’s tribute to NYC: ”If I can make it there I’ll make it anywhere207” Brand Personality: Exciting, Energetic, Fast paced, hard-working, innovative, environmentally conscious, and Modern.

Extended values: User Profile: Young professionals from middle- to upper-middle class American families, who seek to better themselves, build a career, and be at the centre of the universe. Basis for relationship: The need to take a chance to make dreams come true, and allow oneself to be more than average. Slogan: Want everything? We got it! Come to NYC and make it big in the big city.

Value proposition Functional: NYC can deliver the experience of a lifetime, and the opportunity to live up to ones potential, and has the means to help create a dream career. Emotional: NYC provides a sense of pride in being a part of a city that is big, exciting, and energetic, and the feeling of admiration from others for going ones own way, and taking the big step. Self-Expressive: Visiting, living, and working in NYC allows the target audience to express sophistication, and mirror their sense of self in the image and identity of NYC.

The emotional selling point of the destination brand identity is the relationship NYC attempts to establish with the target audience by appealing to their hearts and aiming at creating a brand- customer bond.

7.2.3 Brand Equity The identity suggested above will create brand equity because, as mentioned in the chapter 3.3 Brand equity. Brand equity translates into customer preference, loyalty, and financial gains. All of which the suggested destination brand identity has the prerequisites to obtain. The identity aims at reaching the target audience on an emotional level. This is done in an attempt to keep the promise

207 New York, New York. Destination Branding of NYC

of being a friend helping the target audience in their pursuit of happiness. Therefore, the loyalty segment mentioned in chapter 3.3 Brand equity becomes relevant, and consequently the suggested identity will strive to transform the passively loyal or fencesitting consumers into committed consumers who will support the city. Non customers and price switchers are also in the target audience. However, these are somewhat harder to convince because they may have other priorities than the ones held by the primary target audience of NYC, which is the need to experience new things, and generate self-actualisation. A very important element, when mentioning brand equity, is the brand awareness, without which the destination cannot succeed. Luckily for NYC, the vast exposure it has gotten throughout the years make brand awareness a given, and an obvious advantage. However, as mentioned before there are two types of awareness: Recognition and recall. As most other destinations, NYC will aim at creating dominant recall so it will be the first destination to appear in the minds of the target audience, when thinking about travelling or moving within the United States. In conclusion, brand equity is about establishing the brand on the market, and about creating brand name awareness, brand loyalty, perceived quality, and brand associations, all of which, as Perello stated in his 2003 interview, NYC already masters:

“Whether it’s through a television show, a movie, a poem, a song, a book, the UN, a newscast, a newspaper or a stock purchase, the world has a relationship with New York City and that enables us to build equity in this brand.”208

This, however, should be specified, intensified, and geared directly towards the target audience who has the prerequisites to become the new generation of New Yorkers, and to help the city to reach its goal of becoming the number one destination for domestic visitors.

7.2.4 The Six Criteria As mentioned earlier, Pride emphasises six criteria that a destination brand must consider, and fulfil in order to be successful in creating an emotional connection with the target audience. The six criteria the brand must fulfil are: Credible, deliverable, conveying powerful ideas, enthusing for partners and stakeholders, and resonating with visitors. All six will be considered in accordance to the destination brand identity of NYC established above.

208 Appendix 1. Destination Branding of NYC

Credible: The suggested destination brand identity for NYC is credible mainly because it is closely related to the already existing image that is in people’s minds. This image appears to be a halo consumption based on what they have seen broadcasted on television and shown in movies, which probably was directed to the same particular target audience as the suggested destination brand identity of NYC. Moreover, it is based on the associations attained from walking the streets of New York, conversations with native New Yorkers, research on the internet, and in several brochures and flyers printed about the attractions of NYC209. The reason why the identity needs to be credible is not only in regards to the visitors, but also in relation to the people who live and work there already because they need to understand and be able to relate to the identity, in order to help support and deliver the desired impression of the destination. However, it must be mentioned that NYC is so diverse that it would be impossible to create an identity that every individual inhabitant of NYC could agree with. Therefore, the chosen identity is the one that is relevant, realistic, and credible to the designated target audience and a percentage of the inhabitants of NYC.

Deliverable: New York can deliver the promised identity, and provide the experiences, friendship feeling, and setting which make it possible to achieve the goals and dreams of each individual. The identity is deliverable because it is closely related to the observation made of NYC as it is today. Furthermore, the identity does not promise anything unrealistic. The identity promises to help the target audience achieve their goals, and inspire them to take the chance. However, it does not promise to make them reach their goals without them doing anything themselves. Therefore, how one chooses to take advantage of the help the identity promises, is up the individual.

Differentiating: What makes NYC stand out and differentiate itself is the atmosphere and the people of the city. Granted, some people’s dreams can come true in other states, but NYC is made of the material that makes opportunities blossom and its reputation will continuously inspire and urge young people to give it a try in the big city that is versatile and ripe with opportunities.

Conveying powerful ideas: NYC conveys the powerful idea that it holds the setting for everyone to be master of their own fate, and that anything is possible.

209 The tourist brochures and flyers can be attained at every hotel and tourist attraction in NYC. Destination Branding of NYC

Enthusing for partners and stakeholders: By collaborating with other acknowledged brands, and by always striving to be innovative and inspiring, NYC is and continually will be, a place that stimulates both partners and stakeholders. This is especially true, in the name of Corporate Social Responsibility210, because NYC is leading the fight for the environment211 which is very likely to be treasured among partner and stakeholders. Furthermore, NYC is not afraid to be innovative, and take the lead in doing something good for the planet, which will reflect back on their partners and stakeholders. More importantly, the partners and stakeholders of NYC will experience that the value of the city’s identity will affect the perception of them, and thereby they will gain acknowledgement from the surroundings based on actions taken by NYC.

Resonating with visitors: The fact that the city has so much to offer, that it is innovative, and evolving, means that there are always new adventures to be had in the city. Even for inhabitants who have been there their entire lives, there are always new places to go, new things to see or try. Furthermore, in these days of self-actualisation, the city holds opportunities for everyone to be the best they can be which is very appealing to the particular target audience.

In conclusion, the fulfilment of the six criteria suggested by Pride provides the identity of NYC with excellent preconditions to succeed. The suggested destination brand identity of NYC does fulfil all the Criteria. However, this is not an assurance that the identity will succeed because the identity, no matter how well thought out, can never guarantee positive perceptions with the audience since the perception is connected with each individual consumer. Furthermore, the execution of the destination brand identity is also vital in order to achieve a positive result, because a great identity without great execution can never succeed. However, having considered the six criteria provides a great foundation for success for the destination brand identity of NYC.

7.3 Vision and Mission of the Destination Brand identity The identity has been developed, and in order to acknowledge the direction it should go, the vision and mission will be clarified beneath. As mentioned in chapter 5.3.2 Visions, the vision is determining where the brand aspires to go, and this will be established in the following before moving on to the chapter 8.2 Launch, Media Selection, and Introduction in phase three.

210 Sweeney 2008, Abstract. 211 Appendix 6. Destination Branding of NYC

7.3.1 Vision The aim of the thesis is to create a suggested destination brand identity for NYC. This is because research showed that the city lacked such an important constituent in its branding, and the motivation was that even with all the external promotion and outside help the city has been given through the media, it is still only in the top five visited destinations in America after Las Vegas, Los Angeles, and Orlando212. Therefore, the vision for the suggested identity is to reach 50 million visitors annually by the year of 2015213 and, in eventually, become the number one domestically visited state and destination in the country of America. However, it is important to recognize that the identity is built to attract both domestic visitors who will visit for the first time and repeat visitors, but also to attract Americans who wish to settle and live in NYC, and thereby become part of the identity of the city presented to entice the visitors. By increasing the number of visitors and workers in the city, its economy will unsurprisingly increase, which is the indirect goal of branding a destination.

7.3.2 Mission The city will fulfil this vision by launching the identity to the target audience in a manner that will make them want to be a permanent part of the city. Moreover, the mission is continually to make the city attractive to newcomers. Furthermore, by having a core identity established, the city can develop several advertisements, campaigns, and strategies that all take bases in the same identity and core values, and therefore they can all be communicated in a consistent manner with one voice through various media, and avoid confusions and misunderstandings.

In conclusion, with the identity and its vision and mission established, the city of NYC is ready to compete for the position as the most domestically visited state and destination in the country of America. However, this goal cannot be reached without introducing and communicating the vision of the destination brand identity. A suggested way of doing so will be introduced in the following.

212 Forbes Traveller. 213 Appendix 6. Destination Branding of NYC

8.0 NYC Brand Building Phases Three and Four

Phase three is about the launch, the media selection, and the introduction of the brand, and about communicating the vision. Phase four is about the implementation, which is very closely related to communicating the visions. Therefore, phase three and four will be comprised in the this chapter. This is done because the aim of this thesis is to create the identity, and not to create a campaign or a media strategy for the city of NYC. That having been said, the following will comment on the general ideas and procedures to communicate the personality and identity of the destination NYC that was illuminated in chapter 7.2 Brand Identity. This chapter will start by considering the strategic recommendations, which was moved from phase two to phase three to ease the flow, and then continue with the suggestions for the execution.

8.1 Strategic Recommendations To reach the young, idiocentric, American target audience on a level that they will remember and act upon, the strategy which seems most fitting is one that allows the visitors to express themselves and provides them with a feeling of going their own way and making the destination their own. Furthermore, taking into account how the target audience of the destination brand identity thinks and interacts, a brand such as NYC has much to gain by communicating the emotional selling point and the emotional benefits, values, and associations, and overtly target the visitor’s heart. Targeting the heart means to communicate the emotional values of the destination brand. This may seem like a radical change in comparison to what the existing material appears to have been aiming at by only promoting the physical attractions of NYC, and never mentioning the identity or personality of the city in their branding material. However, this emotional approach does have defined advantages because the aim is for the target audience to develop a bond with the city that will make them visit or move to the city. The assumed existing strategy is perceived to be aiming at the head of the consumers in an attempt to promote the logical and physical brand features and attractions of the city, because this is all that was to be found about the promotion of the city. However, as mentioned earlier in chapter 3.1 What is a brand, the heart is very important in connecting with the audience, and it seems that the city has let the heart become overshadowed by the head, leaving the outside communicators, such as movies and television shows, to single- handedly appeal to the hearts of the target audience on behalf of the city. It is important for the Destination Branding of NYC

target audience to believe that NYC can help them in finding themselves and their dreams, or give them a travelling experience of a lifetime, because if they believe the city can deliver that experience, establish brand equity, and be credible, then the city’s destination brand identity is successful. The goal is to communicate the emotional benefits of the destination, focus on the positive benefits and draw attention to the emotional consequences of going to NYC. A good approach in doing so is to maximise the exposure of an overt, explicit strategy to avoid confusion, and reach as many people as possible.

8.2 The Launch, Media selection, and Introduction of the Destination Brand identity When considering the marketing of a product timing is very important. Therefore, if a product shows significantly better sales at a certain time of year, the advertising strategy should be geared to those peak periods, this is assumes to be true for destinations aswell. However, NYC is not seasonal, but instead a year around destination, meaning that anytime is a good time to launch a campaign for the city. Nonetheless, there are certain vacation seasons around the major holidays such as Christmas, Thanksgiving, Easter, 4th of July, and summer that are more popular than other times. The longest of these periods is the summertime, which is also a busy travelling season, Furthermore, the summer period where the some of the people in the target audience may finish an education and look for challenges in a city like NYC. Therefore this launch could benefit from being scheduled in the months leading up to the three months of summer June, July, and August. The destination brand identity could be implemented in a campaign to show the identity and highlight the reasons to come to NYC. In light of the fact that every single attraction in NYC has an individual brochure to explain their function and itinerary, it seems that a brochure to promote the city, in general, would be appropriate. However, selling an identity is not as easy as selling an attraction because the target audience needs to bond and identify with the identity of the destination. Furthermore, an emotional relation cannot be established optimally in a brochure or flyer. Additionally, brochures are considered a pull motivation media, which are commonly associated with the attributes of a destination, whereas the push motivation media has recently been established as the motivation that relates to the internal or emotional aspects of the individual traveller214. As a result of the findings that the push media motivation is related to the emotional aspects, which is also the strategy for the suggested identity, the push medias should be the main source of communication, and thereby develop a customised idea directed towards the

214 Ekinci 2006, p. 137. Destination Branding of NYC

target audience. According to Percy215, a good choice for such media use could be a print advertisement campaign displayed in magazines aiming at the target audience because magazines often satisfy the need for brand awareness and brand attitude when seeking to communicate the objectives of a campaign. In other words, direct matching the advertisements to a media which the target audience is familiar with, and use, is an excellent way to create greater reach. The print advertisements should be made available nation-wide, and contain a catchy slogan coupled with the logo I ♥ NYC in order to create brand recognition and, in time, dominant brand recall. A commercial spot is also considered a good way to heighten the awareness, according to Percy216. It should be produced to communicate the vision and identity of the city. However, the TV commercial could be limited to run only in selected states to limit the budget. These states would be selected on the basis of the number of inhabitants in the targeted age group, but also on the basis of the average income in the states. The average states are the ones targeted because they will have the dream of something better but are not too poor to take the chance. Moreover, press conferences should be held for newspapers nation-wide in which the marketers of the city speak about the new initiatives and identity. Collaborations are always a solid source of reputation building, therefore expanding the “Ask the Locals” campaign and making the celebrity locals talk about the identity and the feel of the city would be beneficial. Furthermore, working with other brands that have already established a good reputation, and high brand awareness, and who aims at a similar target audience as NYC would also be a favourable as partners. This could be brands such as Macy’s, one of the world’s largest department stores which started in NYC with one small shop, and is now nation-wide and greatly successful217. Another way to launch a destination is to relate it to the celebrities who live there or are proud to be New Yorkers. Pride states that celebrity endorsement was seen as an effective means of providing a point of differentiation218. Furthermore, celebrities are likely to be effective when they personify a key product attribute. Adding a celebrity to the advertisements will generate high levels of recall and enquiry219 because people know the person in the advertisements, and can more easily identify with a familiar person. The idea is to link the identity of NYC to the image of already established brands, and people representing the same values. In this way the brand indirectly vouches for the identity of the city

215 Percy 2005, p.169. 216 Percy 2005, pp. 166-170. 217 Macy’s Inc. 218 Pride 2004, p. 197. 219 Pride 2003, p. 137. Destination Branding of NYC

which heightens its credibility and helps to convince the target audience about the truthfulness of the identity.

8.3 Advertising Campaign Content To reach the idiocentric target audience the advertisements should be fun, exciting, and different. However, as mentioned above in the chapter 6.1.2 America according to Hall and Hofstede, the cultural elements of the Americans can cause for nonverbal clues and sarcasm to be misunderstood, which should therefore be excluded from the advertisements. However, the advertising should contain Bidirectional Investment of Meaning, which means that the textual- and visual elements must collaborate to enhance the message220. This is done by making the textual- and visual elements support each other, and by making the message and identity stand out very clearly. Since Americans prefer directness in communication, the slogan and text in the advertisements can successfully include bragging, confidence, and, to some degree, exaggerations to attract the attention of the target audience, and make them feel inspired and amazed. Therefore the slogan could be as suggested in the chapter 7.2.2 The NYC Destination Brand Identity: “Want everything? We got it!” By designing an interactive slogan, the opening of the dialogue is posing a question which most people in the target audience cannot help but answer “yes” to. Following NYC will present the answer: “We got it.” Indirectly implying: Come to NYC, we will help you get it too.

9.0 NYC Brand Building Phase Five Phase five is the monitoring, evaluation, and review phase. However, in view of the fact that neither the identity nor the advertisements are going to be carried out into reality, phase five cannot be completed. Nevertheless, there are a few guidelines worth mentioning when monitoring the outcome of an initiative as this. First of all, before producing and executing the material nation-wide focus groups should be summoned and the campaign and identity, including the material and strategy should be tested and discussed to estimate if it would be lucrative to implement it or if there are changes to be made. If the response is positive, new focus groups should be gathered, after the implementation, to test and evaluate the outcome for the marketers to estimate the results and possible changes. Focus groups are a qualitative approach to gathering information, which allows the outcome to be more nuanced and explicit. Moreover, these can be supplemented by a quantitative method such as questionnaires posing relatively closed questions

220 Cheong 2004 ,p. 164. Destination Branding of NYC

to a wider selection of people in the target audience to discover if the identity was successful in the creation of brand awareness, loyalty, and interest among other things.

10.0 Conclusion After months of research and working with the development of an identity for the city of NYC, many of the prejudices and biased opinions toward the city, and its initiatives have been buried. It appears that many of the things that were presumed to be a given were, in fact, nonexistent. Especially the idea that the city had worked very hard to obtain the image it has received, and that the material they had produced as a result of the hard work would be easily acquired. However, it appears that the hard work was emphasised in other areas, and that the image was almost accidentally developed by external stakeholders, such as movie and television makers. With a lack of more substantial empirical material to analyse, the aim of this thesis became to research how a successful destination brand identity was created and on that basis produce what was missing in NYC – an official destination brand identity from which all other marketing initiatives could take their grounds. The research resulted in the conclusion that a successful destination brand identity can be obtained not only by creating a rich personality but by identify the position of the destination in accordance with the Destination Celebrity Matrix. Furthermore, by asking some purifying and insightful questions about the destination and its benefits in accordance with the Destination Brand Pyramid, the identity is purified. These considerations should optimistically result in the identity fulfilling the six criteria presented by Pride: Credible, delivering, differentiating, conveying powerful ideas, enthusing for partners and stakeholders, and resonating with visitors in order to create an emotional connection with the target audience. Furthermore, these criteria should be implemented in combination with the head and a heart of the destination that enables the destination to connect with the target audience on an emotional level and create a relationship with them. Therefore, the identity was created by following the above-mentioned guidelines and based on the scarce empirical material found about the city in addition to books, articles, websites, personal experience with the city, and talks with native New Yorkers. All of these elements in compilation resulted in the creating of the destination brand identity that is presented beneath. The suggested destination brand identity is that NYC is: A world famous destination, appealing to visitors through emotions and friendship. Helping the target audience build their sense of self and making it in the big city. The personality is: Exciting, energetic, fast paced, hard-working, Destination Branding of NYC

innovative, environmentally conscious, and modern. All of this is comprised and symbolised in the symbol I ♥ NYC. However, other elements such as the target audience, execution, promotion material, and timing, all have great influence on the degree of success and therefore the mere development of a destination brand identity can never be sufficient in destination brand building. The introduction posed a few questions that led up to the aim of this thesis, these questions are as follows: Does NYC no longer need a branding strategy? Was the brand promotion so well implemented that the marketing department became redundant? And did the problems of 9/11 fade so much that is holds no part in the brand identity? For clarity these questions will be answered below. One of the vital outcomes during the research of destination branding was that every destination needs a strategy, which they continually need to evolve and maintain. This strategy should take basis in the core identity of the destination so that it allows room for change without moving away from the core of the destination. However, some, more than others, have succeeded in becoming a successful destination without a strategy or an identity to show for it. Yet this is not recommendable in the long run. This seemed to be the case for NYC. However, the marketing department of the city did not become redundant. Instead it dissolved and disappeared but others took over, yet again stressing that no brand can sustain itself no matter how popular. This is particularly true when working with the complex task of branding a destination. Moreover, because a destination image consists of a series of events, people, and happenings that are never static, but in compilation make the brand image, it is important to realise that it always needs work. Furthermore, an event as serious as 9/11, will always have influence on the image, perception, history, heritage and identity of the destination. Luckily for NYC this caused an increase in the patriotism, which helped NYC recreate faster than any other destination of terror. In conclusion, 9/11 did not cause permanent damage in regard to the American audience because they supported the city and visited it in patriotic duty in the aftermath of 9/11. Nonetheless, the attack will always have a place in the minds of the people who were affected by the tragedy. Conclusively, NYC has become what it is for many reasons. The main reason for choosing the particular approach and identity suggested in the thesis, was that NYC was the place where the early settlers came to seek their fortune, and this image of NYC, as being the place where dreams do come true, has subconsciously been part of the success that NYC has obtained with or without aiming for it. Nevertheless, with some work, a few adjustments, and a new official destination Destination Branding of NYC

brand identity people will be able to identify the need to go to NYC, and verbalise the motivation to realise themselves, and thereby create a nation-wide, maybe even world-wide, buzz that New York is the place to go.

11.0 Critique Even though the identity of NYC has been established using a compilation of theorists and models, and the identity is directed towards a specific target audience and created to fit within a niche that is enticing for the target audience, the success cannot be guaranteed. This is true because NYC is very versatile and offers good as well as bad experiences for everyone. A city as big as NYC can never cater to only one niche or target audience completely, and even though NYC is one of the safest cosmopolitans in the world221, crime, poverty, and homelessness is still a part of the townscape. This ambivalence of a city, inhabited by some of the richest and some of the poorest people in the country, can horrify some visitors, despite a well developed identity and execution process that successfully reaches the target audience and promises them bright futures in NYC. Furthermore, the city is, undeniably, representing the best and the worst of the world and it is constantly changing. Some segments of the target audience may not be able to adapt and deal with the constant variations, and impressions. What could call for the worst critique in the determination of this destination brand identity is that it may help the commercialisation of NYC. This is a factor because the identity, to some extend, is based on the already existing impression and perception of the city evoked by the media in general. This could make the target audience feel average and disappointed because they may not find the self-actualisation they seek. Another reason why the identity could fail, is the fact that some Americans in the target audience might be frustrated with America based on political and subjective points of views which could cause them to seek their excitement and self-actualisation elsewhere in places such as Europe, Asia, or Africa, in an attempt to go beyond the borders to expand their horizon. This possible resentment towards America may not be as likely among the primary target audience as it may be among the secondary target audience who are not domestic citizens. They may have a more subjective and biased view of America, and could tend to generalise the negative prejudice and believe them to be the reality in every state and city in America including NYC. However, with a city as big and versatile as NYC there will always be allies and opponents, and no matter how well thought out and executed a destination brand identity is, it can never reach and convince every individual in the target audience. Yet, by fulfilling the criteria for creating a successful

221 Appendix 6. Destination Branding of NYC

destination brand identity and considering the negative elements that may influence it, NYC should have a good chance of reaching the goals of being the number one domestically visited city in the country and attract a young working force to the city.

12.0 Destination Branding in Perspective The concept of branding is very subjective, and what can make one destination may break another. Therefore, it is important to always make the branding process match each individual destination. Moreover, every destination marketer truly believes that their destination is unique, as illustrated beneath in the quote by the Deputy Chairman and Chief Executive, STB at the launch of Singapore's new destination brand, Mr Lim Neo Chian:

If you ask me, the one BIG thing that makes Singapore truly unique, is its people. Can you imagine an island inhabited by over 4 million people - a multi-racial, multi-religious and multi- lingual society that thrives on diversity, one that continues to harmoniously live and work together?222

The answer to his question might as well be NYC, which proves the point that every destination marketer holds a certain degree of subjectivity in the development of the identity, branding or promotion material. Looking at NYC in perspective the suggested identity is nothing new. However, it is an identity that is ready to be implemented into the everyday communication by the city of NYC, and it compiles the many assumptions, ideas, and preconceptions about the city into one identity and attempting to sell it to the specific target audience. It would be naive to believe that one campaign alone can reach the goal of becoming America’s number one domestic destination. However, by aiming at the specific target audience the goal is not only to increase the number of visitors, but also to increase the number of inhabitants and workers who agree with the identity and aspire to become part of it. By doing so the experience of NYC becomes greater for each visiting individual, and the overall impression ultimately has a larger chance of succeeding. This identity and the launch of it is a step in the right direction, and by marketing emotional content that urges people to believe that dreams do come true, and that they can become the best they can be, means that it can reach beyond the age limit, and can connect with anyone who desire to partake in that particular lifestyle.

222 Singapore Tourism Board. Destination Branding of NYC

However, it should be mentioned that no matter how well thought-out an identity is, how rich the personality is, or how excellent the campaign is launched, a destination and the outcome can never fully be controlled. In contrast to a product which can be controlled by the people who markets it and to the stores that sell it, a destination is a much more multifaceted element to brand meaning that the outcome can be influenced by many uncontrollable external elements. For instance, a bad hotel, gloomy weather, angry waiters, stupid taxi drivers, etc., which in compilation can cause for a negative overall impression of the city, even though, the identity remains the same. Therefore, a city as diverse and ever-changing as NYC will always be regarded as the greatest city in the world by some and the worst by others, all depending on the experience of the individual. Another way of looking at the destination branding in perspective, could be to consider what would happen if the target audience was different. For instance, the target audience could be middle-aged women looking for a second chance. The core would still be the same, with NYC as a friend helping the target audience reach their goals, and in this case it would be to get a second chance at love and life. The identity would still fit because the emotional connection is appealing to the middle-aged women too. Another example is to make the target audience elderly people aged 60-80 who have money but are retired and are longing for experiences in their last period of life. NYC has the means to provide the setting of excitement for all age groups, including the elderly, with museums, restaurants, great apartments, and many parks. Moreover, the core identity of NYC is suitable for every age group because it aspires to be a friend who can help everyone obtain a high quality of life. In conclusion, the core identity of NYC as a friend appealing to the emotional aspects of people’s life is specific yet it can be applied to almost any situation and target audience, because everyone needs a friend, regardless of their age, race, sex, or wealth.

13.0 Bibliography

13.1 Books Aaker, David A. (2002). Building strong Brands. Simon & Schuster UK Ltd.

Akass, Kim. (2004). Reading Sex and the City. I. B. Tauris Publishers. New York, USA

Andersen, Ib. (2005). Den skinbarlige virkelighed. Samfundslitteratur, Danmark. Destination Branding of NYC

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Gibson, Alex. (2006). Introductin to Destination Branding. Department of Tourism, Dublin Institute of Technology, Ireland.

Hall, Edward. (1990). Understanding Cultural Differences. Intercultural Press, Inc. Maine, USA.

Hochschild, Jennifer. (1995). Facing Up to the American Dream. Princeton University Press. New Jersey, USA.

Hofstede, Geert. (1991). Cultures and Organizations. McGRAW-HILL Books Company Europe, Berkshire, England. Destination Branding of NYC

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13.2 Articles Bloomberg, Michael. (2008). A letter from Mayor Michael R. Bloomberg. Printed in NYC official visitors guide 2008. New York. USA

Cai, Liping A. (2006). An analysis of Brand-building elements in the US state tourism websites. Tourism Management. Vol. 27, Issue 5. Elsevier Ltd, Indiana.

Cheong, Yin Yuen. (2004). The Construal of Ideational meaning in print advertisements. National University of Singapore, Singapore, China.

Department of Marketing. (2005). The Nation as a Brand – Articles and Cases A103. Handelshøjskolen København, Samfundslitteratur, København.

Dutta-Bergman, Mohan J. (2002). The Values of Lifestyles of Idiocentrics and Allocentrics in an Individualistist Culture: A Descriptive Approach. Journal of Consumers Psychology 12(3), 231- 242. Lawrence Erlbaum Associates, Inc.

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Echtner, Charlotte M. (1993). The measurement of Destination image: an empirical assessment. Journal of Travel Research, Vol. 31, Issue Spring.

Ekinci, Yuksel. (2006). Destination Personality: An Application of Brand Personality to Tourism Destinations. Journal of Travel Research. Sage Publications.

Han, C. Min. (1989). Country Image: Halo or Summary Construct?. Journal of Marketing Research.

Morgan, Nigel J. (2005). Promoting Niche Tourism Destination Brands: Case Study of New Zealand and Wales. Jounal of Promotion Management. Vol 12(1). The Haworth Press. Inc.

Destination Branding of NYC

Rendon, Jim. (2003). When Nations Need a Little Marketing. New York Times, New York.

Sadler, William J. (2005). Metonymy and the Metropolis: Television Show Settings and the Image of NYC. Journal of Communication Inquiry: Vol. 29 Issue 3, p195-216, 22p.

Schoetzau, Barbra. (2006). Post-9/11 New York: Checks & Balances. Voa News. New York, NY.

Sweeney, Lorrain. (2008). Do different industries report Corporate Social Responsibiliey differently? Jounal of Marketing Communications. Vol 14 Issue 2. Dublin, Ireland.

13.3 Websites Bowie Rules NYC, New York Magasine http://nymag.com/nymetro/arts/music/features/music2003/n_9252/ (28.05.08)

Boycott costing Arla £1M per day http://news.bbc.co.uk/1/hi/business/4676614.stm (15.04.08)

California – find yourself here: Press Room http://www.visitcalifornia.com/AM/Template.cfm? Section=California_Stats&Template=/TaggedPage/TaggedPageDisplay.cfm&TPLID=6&Content ID=6954 (30.06.08)

California Travel Guide http://www.bugbog.com/english_speaking_countries/united_states/south_west/california_travel_1 .html (08.07.08)

Daily Mail: Sarah Jessica Parker laments New York’s loss of grit http://www.nydailynews.com/entertainment/movies/2008/05/05/2008-05- 05_untitled__sjp05m.html (06.07.08)

Destination Guide: Ground Zero and the phenomenon of Dark Tourism http://www.pilotguides.com/Destination_guide/north_america/new_york/ground_zero.php (0707.08)

Forbes Traveller.com: America’s 30 Most Visited Cities 2007 http://www.forbestraveler.com/best-lists/most-visited-us-cities-story.html (15.07.08)

Four years after 9/11 NYC is back, USA Today http://www.usatoday.com/travel/news/2005-09-08-new-york-usat_x.htm (05.06.08) Destination Branding of NYC

Glass, Steel and Stone http://www.glasssteelandstone.com/BuildingDetail/439.php (09.07.08)

History Timeline: Empire State Building Official Internet Site http://www.esbnyc.com/tourism/tourism_history_timeline.cfm (26.05.08) iCelebs.com: Sarah Jessica Parker says New York is impossible to live in http://www.icelebz.com/gossips/sarah_jessica_parker_says_new_york_impossible_to_live_in/ (06.07.08)

I Heart NY, Brand Features – Profile http://www.Brandchannel.com/features_profile.asp?pr_id=328 (27.05.08)

IMDB: It could happen to you http://www.imdb.com/title/tt0110167/ (09.07.08)

Itim International, Geert Hofstede Cultural Dimensions http://www.geert-hofstede.com/hofstede_united_states.shtml (20.03.08)

Join the world-wide celebration, Hans Christian Andersen 2005 http://www.hca2005.com/ (21.04.08)

Just Ask the Locals, NYCvisit.com http://nycvisit.com/index.cfm (28.05.08)

Larry Percy http://www.larrypercy.com/mcs.html (01.08.08)

Livestock Branding, reading and understanding livestock Brands. http://www.cowboyshowcase.com/Brands.htm (24.04.08) Destination Branding of NYC

Macy’s Inc, Press Room http://www.macysinc.com/pressroom/History/MacysAHistory.aspx (20.07.08)

Milton Glaser, Designboom http://www.designboom.com/eng/interview/glaser.html (29.07.08)

News From the Blue Room. NYC.gov http://www.nyc.gov/portal/site/nycgov/menuitem.b270a4a1d51bb3017bce0ed101c789a0/index.js p?pageID=nyc_blue_room&catID=1194&doc_name=http%3A%2F%2Fwww.nyc.gov%2Fhtml %2Fom%2Fhtml%2F2003a%2Fpr086-03.html&cc=unused1978&rc=1194&ndi=1 (04.05.08) (Appendix 2)

NYC Crime Rates 1960-2006 http://www.disastercenter.com/crime/nycrime.htm (31.03.08). (Appendix 4) New York, New York http://www.lyricsfreak.com/f/frank+sinatra/new+york+new+york_20056380.html (11.07.08)

NYC Statistics http://nycvisit.com/content/index.cfm?pagePkey=57 (26.05.08). (Appendix 5)

NYCVisit.com http://nycvisit.com/content/index.cfm?pagePkey=2132 (26.05.08)

NYCVisit.com: PR: New Marketing & Tourism Entity http://nycvisit.com/content/index.cfm?pagePkey=2095 (26.05.08)

Rediscover Charmin http://www.charmin.com/chm_gateway.htm (15.04.08)

Singapore Tourism Board http://app.stb.gov.sg/asp/new/new03a.asp?id=824 (11.07.08)

State of the State conference, Milken Institute http://www.milkeninstitute.org/events/events.taf? eventid=SOS99&cat=SOS&id=91&function=detail (08.07.08) Destination Branding of NYC

State Symbols USA, New York State Nickname http://www.statesymbolsusa.org/New_York/nickname_empirestate.html (26.05.08)

Statue of Liberty History http://www.nps.gov/archive/stli/prod02.htm#Statue%20of (30.06.08)

The Big Apple Brand http://www.reveries.com/reverb/sponsorships/perello/ (10.05.08) (Appendix 1)

The Shrouded World After 9/11, Tourism NYC by Sonny Kong http://www.tqnyc.org/NYC051927/tourismnyc.html (10.05.08)

Top facts: I love NY, the official New York State website http://www.iloveny.com/AboutNY/TopFacts.aspx (22.04.08)

UTAS – Community Leadershio in Rural Health http://www.ruralhealth.utas.edu.au/comm-lead/leadership/Maslow-Diagram.htm (05.07.08)

VoteHillary http://votehillary.org/ (20.06.08)

Wales – A Challenger Brand, Cardiff Metropolitan University, 2006 http://www2.uwic.ac.uk/News/Archive/News2006/March/WalesAChallengerBrand.htm (07.04.08)

50 states.com, States Nicknames http://www.50states.com/bio/nickname4.htm (26.05.08)

50 States.com, States and capitals http://www.50states.com/ality (03.06.08) Destination Branding of NYC

13.4 Appendix Appendix 1: The Big Apple Brand.

Appendix 2: News from the Blue Room.

Appendix 3: Per Capita Promotion Spending and tourism revenues of states. Pride 2005, p. 149.

Appendix 4: NYC Crime Rate (1960-2002).

Appendix 5: NYC Visitor Statistics.

Appendix 6: Bloomberg’s welcome in the Official Visitor Guide.

Appendix 7: Media Selection Options to Satisfy brand Awareness and brand Attitude Communications Objectives. Percy 2005, p. 169.

13.5 List of Figures, tables, and models

13.5.1 List of Figures Figure 1: page 9. Thesis Composition Hannah Uhrenholt (2008)

Figure 2: page 19. Components that have influence on the perception of NYC Hannah Uhrenholt (2008)

Figure 3: page 40. The Four Components of Destination Branding Charlotte Ecthner (1993) Figur 3.1 Applied to California page 59. Figur 3.2 Applied to NYC page 63. Destination Branding of NYC

Figure 4: page 42. The Celebrity Destination Matrix Roger Pride (2003)

Figure 5: Page 45. Destination Brand Benefit Pyramid Roger Pride (2003)

Figure 6: page 54. The Hierarchy of Needs Abraham Maslow reprinted in UTAS

Figure 7: Page 55. The Cultural Dimensions of United States Geert Hofstede for ITIM International

13.5.2 List of Tables Table 1: page 8. NYC Crime Rate 1960-2006 http://www.disastercenter.com/crime/nycrime.htm

Table 2: page 52. List of visitors in NYC 2001-2007 http://nycvisit.com/content/index.cfm?pagePkey=57

Table 3: page 52. NYC Top 10 International Markets 2007 http://nycvisit.com/content/index.cfm?pagePkey=57

Table 4: page 60. SWOT Analysis of California Destination Branding of NYC

Albert Humphrey (1960)

Table 5: page 64. SWOT Analysis of NYC Albert Humphrey (1960)

13.5.3 List of Models Model 1: page 37. The Six Criteria Roger Pride (2003)

Model 2: Page 37. The Five Phases to Destination Branding Roger Pride (2003)

Model 3: page 38. The three phases to Brand Building David A. Aaker (2002)

Destination Branding of NYC

14.0 Résumé The aim of this thesis is: To research what it takes to create a successful destination brand and, on that foundation, aspire to create a proposal for how the destination brand identity of NYC could look today, seven years after 9/11. This aim is based on the discovery that NYC has not had a marketing department dedicated to the marketing and promotion of the city since 2006. The identity is developed by implementing the limited empirical material found, into the five phases by Roger Pride author of the book Destination Branding (2003). Pride's theory will be supplemented with the theory by David A. Aaker author of the book Building Strong Brands (2003). The reason why the two main theorists, Pride and Aaker, are combined is that they each emphasise different aspects of branding that in combination create a more through and well- founded result. Moreover, the two main theorists are combined with other theorist such as Charlotte Echtner, Phillip Kotler, Glenn Jacobsen, Edward Hall, Geert Hofstede. All these theorists are combined to include the best of every theory in an attempt to gain the most valid and fulfilling insight to developing a destination brand identity. The structure of the thesis is consistent of two main sections: The theoretical and the development section. The theoretical sections is explaining and merging the theories with the aim of figuring out what it takes to create a successful destination brand. The development section, is implementing the theory explained in the theoretical section to create the suggested destination brand identity for NYC. Both the theoretical and the development section are structured in accordance with Pride's five phases, which continually incorporates the theory of the above-mentioned theorists. Destination Branding of NYC

After the five phases have been sufficiently explained the theoretical section is completed, and the question posed in the aim can be answered: What does it take to create a successful destination brand identity? A successful destination brand identity is not only created by developing a rich personality, but by a number of elements such as identifying the position of the destination in accordance with the Destination Celebrity Matrix. Furthermore, in the creation, some purifying and insightful questions about the destination and its benefits should be considered, in accordance with the Destination Brand Pyramid. Moreover, these considerations should result in the identity aiming at fulfilling the six criteria presented by Pride: Credible, delivering, differentiating, conveying powerful ideas, enthusing for partners and stakeholders, and resonating with visitors, in order to create an emotional connection with the target audience that is a must in succeeding. Furthermore, these criteria should be implemented in combination with the head and a heart of the destination that connects with the target audience on an emotional level and creates a relationship between the destination brand and the target audience. However, an unaccompanied identity can never succeed. Therefore the target audience, implementation, execution, promotion material, and timing must be taken into account in order for the destination brand identity to stand a chance. On the basis of this conclusion, the development section is embarked upon, in which the five phases, decided in the theoretical section, are applied. This results in the suggested destination brand identity illustrated beneath.

Core Values: Quality: A world famous destination. Symbol: I ♥ NYC. Relationship: Appealing to visitors through emotions and friendship. Helping the target audience build their sense of self and make it big in the big city. Referring back to Frank Sinatra’s tribute to NYC: ”If I can make it there I’ll make it anywhere223” Brand Personality: Exciting, Energetic, Fast paced, hard-working, innovative, environmentally conscious, and Modern.

Extended Values:

223 New York, New York. Destination Branding of NYC

User Profile: Young professionals from middle- to upper-middle class American families, who seek to better themselves, build a career, and be at the centre of the universe. Basis for relationship: The need to take a chance to make dreams come true, and allow oneself to be more than average. Slogan: Want everything? We got it! Come to NYC and make it big in the big city.

Value proposition Functional: NYC can deliver the experience of a lifetime, and the opportunity to live up to ones potential, and has the means to help create a dream career. Emotional: NYC provides a sense of pride in being a part of a city that is big, exciting, and energetic, and the feeling of admiration from others for going ones own way, and taking the big step. Self-Expressive: Visiting, living, and working in NYC allows the target audience to express sophistication, and mirror their sense of self in the image and identity of NYC.

In order to finish Pride’s Five Phases, the launch, implementation, and monitoring are considered on a general level. The thesis is concluded by observing it from a critical angle and considering it in perspective, in order to consider what could have been done differently, and also discussing what could happen if another group of people was chosen as the target audience.

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