A Study of the Key Strategic Drivers of the Use of the World Heritage Site Designation as a Destination Brand

ABSTRACT

This article examines the emergence of the World Heritage Site (WHS) designation as a de facto brand. The study applies Balakrishnan’s (2009) strategic framework for destination branding to the demand for World Heritage Sites. A total of 72 countries currently applying for WHS status for national sites are examined. Previous studies in this area have been based mainly on case-study methodologies and/or are limited either to a single country or to a comparison among a small number of countries. The study finds, inter alia, that countries that have a large number of foreign arrivals but are not yet fully integrated into the global economy are particularly disposed to expanding the number of WHS on their national territories.

KEYWORDS:

• Destination branding
• World Heritage Site
• marketing
• brand equity

Additional information

Notes on contributors

Jason Ryan

Jason Ryan, PhD, is an Associate Professor of Marketing, College of Business & Public Administration, California State University, San Bernardino, 5500 University Parkway, San Bernardino, CA 92407-2318, USA (E-mail: [email protected]).

Sari Silvanto

Sari Silvanto, PhD, is a Lecturer in Marketing at the School of Business Administration, University of California- Riverside, Riverside, 900 University Avenue, Riverside, CA 92521, USA (E-mail: [email protected]).