The seven deadly sins of destination branding

Originally published in Strategy Magazine.

You may have read about the controversy over Regina, Saskatchewan’s 2023 brand campaign, “Show us your Regina!” At first, it seemed like an early April Fool’s prank, eliciting equal parts ridicule and outrage. But let’s be honest, it made global headlines and garnered far more attention than anyone could have imagined for a small city in the middle of the Canadian prairies.

Destinations choose branding strategies for a host of reasons. For some, it’s part of an economic development strategy – to attract capital, people, and events. Branding initiatives are part of a tourism strategy for leisure or business travellers. And far too often, but rarely admitted, they are intended to evoke exaggerated patriotism to make residents (voters) feel better about the place they live.

Some of these branding propositions are smart, catchy, and occasionally kitschy. However, more often than not, they miss the mark. Having spent some time studying various city, state, provincial, regional, and national brands, I thought we could have some fun with the Seven Deadly Sins of Destination Branding.

One: The brand is not a tagline

Many of us have been in this room… You start with a group of well-meaning executives and marketing folks around a table to find the “brand” essence. Far too often, this becomes a whiteboard exercise using post-it notes to wordsmith a tagline rather than trying to understand the difference between the brand essence and brand architecture; which then – and only then – informs graphics and creative work.

During this exercise, it’s easy to confuse the notion of a brand and a tagline. (To be clear, Coca-Cola is a brand, “The Real Thing” is a tagline. Nike is a brand, “Just Do It” is a tagline.) But it’s important to avoid that mistake. You are not out to create a tagline; you are out to create a movement!

Two: Be honest about the purpose

Be honest. Who are we trying to inspire?

Is this for external stakeholders such as potential investors, travellers, or newcomers? Is it a feel good exercise for locals or those who represent them? If you are not truthful with yourselves at the very beginning, you will quickly spiral down to the lowest common denominator.

More importantly, be truthful with yourself about your destination’s strengths and weaknesses. Good branding and marketing have two key elements: to reinforce positive, preconceived notions of your brand, or undo negative, preconceived notions of your brand. The first is easier, the second is clearly more difficult, but you need to be fearless about the truth from the very beginning.

Three: Consultations must be sincere

When consulting with stakeholders, take a sincere 360-degree approach very early in the process. Too often folks bring disparate stakeholders together just to make them feel like they are part of the process. There is nothing worse than bringing folks together, only to make them feel that the end result is already baked. Trust me, it’s better to not have consulted at all, than have key stakeholders believe the process was disingenuous… they will be your most vocal critics.

Four: “Word salad” won’t nourish

In many instances, the process is plagued with too many voices, while lacking truth or data-based evidence. Additionally, committees wordsmith things to death in their search for something that everyone can agree on. You need to think less and feel more.

Ask yourself the hard questions: Does this uniquely speak to the destination? How does this distinguish your destination from others? Try this exercise: Take your brand expression and try it with a list of other destinations. If it speaks to those destinations easily, then it ain’t yours.

Five: Avoid the “big launch”

You aren’t Steve Jobs launching the new iPhone, or Michael Jordan launching the latest sneaker. Trying to create a ribbon-cutting for the big “tah dah” moment is a fun stunt for the Mayor, but doesn’t help your brand with the intended audience.

Smart brands are executed organically so that folks don’t even realize it’s the new brand. Develop your brand architecture and let smart campaign work do the work.

Six: Get your facts straight

For those who ignore sin number five and feel compelled to orchestrate a big launch, make sure you have your facts straight. Especially for organizations that are publicly funded, be prepared to answer tough questions honestly. Questions such as, “How much did you spend?” and “Why?”

Standing at a podium, humming and hawing over your responses to these questions, will evoke media and public ridicule, rendering the whole project DOA.

Seven: Focus on the right prize

This is where I get into trouble with my friends in the agency business, so just bear with me.

Agencies love awards. It helps them with client relations and team retention. But be clear-eyed. A shelf full of awards does not justify the brand. The brand is not award-worthy. The work that flows from the brand should be. Use the brand to create great work with smart creators, and the awards will follow.

When it works, destination branding can be powerful and impactful. Go into the process for the right reasons, with a determination to be truthful, distinctive, and courageous. And remember, half of the effectiveness of the golf swing comes after you hit the ball. Your plan must focus equally on the pre-brand work and the successful execution.

David F. Goldstein is the CEO of Travel Alberta. He was formerly the CEO of Destination Canada and the Tourism Industry Association of Canada. And prior to his time in tourism, Goldstein held leadership roles in Canada’s private broadcast and media sector.