1、 .外文翻译 外文翻译之一 Destination brand positions of a competitive set ofnear-home destinations 作者： Steven Pike 国籍： Australia 出处： Tourism Management, In Press, Corrected Proof, Available online 24 January 2009 原文正文： Abstract:Although the branding literature commenced during the 1940s, the first publications
2、 related to destination branding did not emerge until half a century later. A review of 74destination branding publications by 102 authors from the first 10 years of destination branding literature (19982007) found at least nine potential research gaps warranting attention by researchers. In particu
3、lar, there has been a lack of research examining the extent to which brand positioning campaigns have been successful in enhancing brand equity in the manner intended in the brand identity. The purpose of this paper is to report the results of an investigation of brand equity tracking for a competit
4、ive set of destinations in Queensland, Australia between 2003 and 2007. A hierarchy of consumer-based brand equity (CBBE) provided an effective means to monitor destination brand positions over time. A key implication of the results was the finding that there was no change in brand positions for any
5、 of the five destinations over the four year period. This leads to the proposition that destination position change within a competitive set will only occur slowly over a long period of time. The tabulation of 74 destination branding case studies, research papers, conceptual papers and web content a
6、nalyses provides students and researchers with a useful resource on the current state of the field. Keywords: Destination branding； Consumer-based brand equity； Short breaks； Destination image； Destination positioning 1. Introduction Ever since the brand literature commenced in the 1940s (see for ex
7、ample Guest, 1942), there has been consistent recognition that branding offers organisations a means for differentiation in markets crowded with similar offerings (Aaker, 1991, Gardner and Levy, 1955, Keller, 2003 and Kotler et al., 2007). For destinations, effective differentiation is critical give
8、n the increasingly competitive nature of tourism markets, where many places offering similar features are becoming substitutable (Pike, 2005). For example, around 70% of international travellers visit only 10 countries, leaving the remainder of national tourism offices (NTOs) competing for 30% of to
9、tal international arrivals (Morgan, Pritchard, & Pride, 2002). The pursuit of differentiation is explicit in brand definitions, which have most commonly been variations of that proposed by Aaker (1991, p. 7): A brand is a distinguishing name and/or symbol (such as a logo, trademark, or package desig
10、n) intended to identify the goods or services of either one seller or a group of sellers, and to differentiate those goods from those of competitors. However, in the foreword to the first issue of Place Branding and Public Policy, editor Simon Anholt (2004, p. 4) suggested “almost nobody agrees on w
11、hat, exactly, branding means” in describing place branding practice as akin to the Wild West. There has been a lack of consistency in defining what constitutes destination branding, both within industry and within academia (see Blain et al., 2005, Park and Petrick, 2006 and Tasci and Kozak, 2006). The most
