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1、Nation branding and integrated marketing communications: an ASEAN perspective Abstract Purpose This paper aims to examine the extent to which the nation branding activities of export promotion organisations (EPOs), investment agencies (IAs), national branding activities (NTOs) and embassies follow t
2、he principle of coordination that characterises an integrated Marketing communications approach. Originality/value This paper extends previous work on the need for countries to adopt a coordinated approach to their nation branding activities. the paper is also original in its reporting of findings f
3、rom a region (ASEAN) that is under-researched relative to other areas, such as Europe and North America. Keywords Brands, Marketing communication, Exports, Tourism, Investments, South East Asia Paper type Research paper1. Introduction While the need for different state-level organisations to integra
4、te their nation branding activities in a coordinated manner is widely accepted, very little research examinesactors perceptions of the optimal degree of coordination that should occur. The locus of the research is the Association of Southeast Asian Nations (ASEAN) region. ASEAN comprises ten member
5、countries Brunei Darussalam, Cambodia,Indonesia, Laos, Malaysia, Myanmar, Philippines, Singapore, Thailand and Vietnam. This paper is structured as follows. First, we review the key elements of IMC and indicate the challenge inherent in applying an IMC approach in a nation branding context. Then, we
6、 review conceptualisations of the nation branding construct, with a particular focus on the degree of coordination that is desirable between different organisations engaged in nation branding strategy. 2. IMC: the principle of coordination The concept of IMC has become established in the marketing l
7、iterature as an integral part of brand strategy (Cornelissen and Lock, 2000; Eagle and Kitchen, 2000; Gould, 2004; Madhavaram et al., 2005). Although the construction and application of IMC at firm-level is far from straightforward, the challenge is even more daunting at nation-level. 3. Nation bran
8、ding A key premise of nation branding is that “the reputations of countries are rather like the brand images of companies and products, and equally important” (Anholt, 2007, p. xi).Whereas the application of branding techniques in the business sphere is well established, it is only in recent years t
9、hat an upsurge of interest has occurred with regard to the potential benefits of applying such techniques to nations rather than just to products, services and companies. The importance of a coordinated IMC approach in nation branding and the related challenges have been documented by Skinner (2005)
10、, who also raises the important question of whether a totally integrated strategy is something to which place marketers should aspire. 4. MethodTo gain insights into the nation branding activities of ASEAN nations and the extent to which these activities follow the principle of coordination embodied
11、 by an IMC approach, a series of semi-structured personal interviews was undertaken. Three of the respondents were country directors of their national EPO. Two respondents were country directors of their national IA. Two respondents were country directors of their NTO. Three respondents were embassy
12、 officials. Thematic analysis (Miles and Huberman, 1994) was applied to the interview data in order to explore the extent to which each respondents organisation follows the principle of coordination that characterises an IMC approach in its nation branding activities.5. Results We present and discus
13、s our results under three sub-headings. These steps were taken in order to respect respondents insistence on anonymity as their precondition for participating in the study. 5.1 Range of organisations with which collaboration takes place The EPOs, IAs, NTOs and embassies that we interviewed collabora
14、te with a diverse range of organisations. One NTO country director relates that:The interplay between autonomy and collaboration thus represents an important element in the interorganisational coordination of the key public sector agencies associated with nation branding activities, namely, EPOs, IA
15、s and NTOs. However, the range of organisations with which collaboration occurs extends beyond public sector organisations from the same country to include collaborative undertakings with private sector organisations in the host country where the EPOs, IAs and NTOs are based. 5.2 Frequency of meetin
16、gs with colleagues from export promotion, inward investment,tourism and the diplomatic service There was wide variation from country to country in our respondents reported frequency of meetings with colleagues from export promotion, inward investment, tourism and the diplomatic service. One responde
17、nt (NTO) gave the following details with regard to meeting frequency: This embassy official thus echoes the comments of the IA respondent regarding an issue-based rather than time-based approach to the scheduling of meetings. We now turn to respondents perceptions of the degree of desired coordinati
18、on that should occur between EPOs, IAs, NTOs and embassies. 5.3 Degree of desired coordination Support was expressed by respondents for a coordinated approach between their countries EPO, NTO, IA and embassies. However, such support was qualified in various ways. In Section 6, we draw conclusions ba
19、sed on our preceding discussion of the findings and focus specifically on the following dimensions of interorganisational coordination in a nation branding context sector, organisation domicile, mode, strategy formulation, nature, frequency and target audience. 6. Conclusions and future research Fro
20、m our findings, the principle of interorganisational coordination in a nation branding context appears as a complex construct, characterised by seven key dimensions and their associated dichotomies (Table II). those organisations and the private sector organisations which play a facilitating role in
21、 the achievement of the countrys nation branding goals in terms of export promotion, inward investment, tourism promotion and public diplomacy. ReferencesAberbach, J.D. and Rockman, B.A. (2002), “Conducting and coding elite interviews”, Political Science and Politics, Vol. 35 No. 4, pp. 673-6.Anholt
22、, S. (2007), Competitive Identity: The New Brand Management for Nations, Cities and Regions, Palgrave Macmillan, Basingstoke.Arnould, E.J. and Wallendorf, M. (1994), “Market-oriented ethnography: interpretation building and marketing strategy formulation”, Journal of Marketing Research, Vol. 31 No. 4,pp. 484-505.Arregle, J.-L., Beamish, P.W. and Hebert, L. (2009), “The regional dimension of MNEs foreign subsidiary localization”, Journal of International Business Studies, Vol. 40 No. 1, pp. 86-107. Nation branding and integrated marketing communications 7