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1. Boost exports
2. Inward investment
3. Tourism
4. A country’s band image can shape its cultural, economic and political
destiny.
2. Political instability
6. Nepotism
Target Customers
Higher income group (The upper class and the upper middle class). Increasing
European customer.
1. Transit Tourist
2. Business Tourism
3. Medical Tourism
4. Education Tourism
5. Sports tourism
a. No Tax
b. Free zones
2. Tourism- Hotels
3. Retail- Shopping,
1. Internal stakeholders
a. Heritage
b. Citizen value
c. Priorities
d. Level of citizenship
e. Ethnocentric tendencies
2. External stakeholders
a. Information
b. Delivery of services
c. COO effect
i. Natural asset
iii. Culture
Destination Contribution
1. Destination Brand
Destination can
a. Natural asset contribute to trade,
logistic and people.
b. Past history
c. Culture
a. Safety
1. COO effect
2. Quality Services
3. Past Experience (the feeling of pride and the essence of the place > Word
of mouth)
a. Airports
b. Ports
5. Educational tourism
8. Diversify portfolio
9. Try to make investors portfolio more international other than just
regional(Middle-east region currently)
7 Ps of Brand Dubai
1. Product
a. Tangible: Infrastructure
2. Price : the cost of living is high and its target customer is the upper
income and upper middle income group. Also the prices of tourism etc
have to kept in perspective. The packages available to various tourists
around the world on its website www.dubai.com.
6. People (; weak) : brain drain, problem attracting skilled labour, low
remuneration, lack of motivation, lack of employee training, productive
labour relation. OVERALL: low intellectual capital.
Gaps
Pest Analysis
3. Threat of Substitutes
b. The FDI countries are comparing the other economies like china and
India comparable.
f.
SWOT Analysis
Strength Weakness
1. Good Infrastructure 1. Lack of intellectual human
2. High GDP capital
3. Good technology 2. Negative COO effect
4. High capital availability 3.
5.
Opportunity Threat
Question
Answer
I. Challenges
2. Emirates
These sectors might be sending out conflicting messages and the only way to have impact is via a
shared national strategy. coordinated communication through all channels is essential to close the
gap between identity and image.
Emphasizing the role of building upon the very positive place attributes, Dubai now
needs to include the people and culture aspect as well. “It should be a global center,
but not a transient one--one that attracts and makes people loyal.”
Ireland Case
Suggested strategy
Geographically the focus should be on key European markets, the US, the Sub-Continent to a
degree, and key markets in Asia.
In terms of support, Dubai already has a roster of international PR agencies working for both
the Dubai Media Affairs Office and other Dubai government entities charged with
representing the emirate.
Success should be measured through media sentiment and opinion-former tracking, as well as
tracking campaigns alongside indices such as FDI inflows, bank lending, tourism inflow and
so on.
And in the face of some of the juvenile 'Dubai bashing' in the UK media in particular, just
some old-fashioned good coverage would be welcome.