Organisations use different strategies in order to attract tourists. The number of tourists positively correlates with the income that comes from tourist industry. Kapferer’s brand identity prism is an effective model for improving the image of Dubai as a tourist destination. Kapferer has suggested several critical considerations in developing a brand identity, which can be applied with regard to Dubai. The seven aspects of the prism are the physique, personality, relationship, culture, reflection, self-image, and rallying cry (Kapferer 82).
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The model has a precise and simple explanation to develop a brand based on Dubai’s significance as a tourist centre. The approach helps create a self-understanding and shapes how people perceive Dubai with regard to tourism. Kapferer’s model supports Dubai’s positioning on the premises of its culture and the vision of economic diversification. In turn, this understanding determines the anticipated positioning and relationships, which are important to stakeholders in the tourism industry (Stephenson 2).
Using the seven aspects of the prism, the physique will form the basis of the brand, which will be Dubai’s attractiveness, its use of technology and trust that tourists would enjoy. The personality aspect is important for becoming the outcome of Dubai as a major destination for tourists from different parts of the world. The focus would be on the economic diversification in the long-term, which would contribute to a stable economy.
Culture is vital because it is the symbol of Dubai that is developed by its people and the way they interact with tourists and among themselves. The relationships are essential for determining the kind of experiences developed by tourists, with the focus on the case of Dubai being the promotion of safety and exceptional experience. The aspect of reflection is vital for understanding the significance of Dubai as a tourist destination and values that visitors associate with the place. Based on the level of loyalty, the self-image element is used to determine how often tourists visit the city.
Improved brand recognition focuses on ensuring that the visitors develop positive feelings after a visit to Dubai due to a number of exciting destinations and perfect services (Kapferer 67). The seventh element of the prism is the rallying cry, which is used to clarify the industrial development and uniqueness of the city in terms of tourist attractions. In fact, this element helps the tourist attraction centre to create memorable and vivid experiences in tourists.
Various developments in Dubai reflect Dubai’s fulfilment of the identity prism. First, the city planned and implemented several developmental and advancement projects through financial and economic modernisation. Second, developing an excellent brand, Dubai focuses on becoming a location of hyper-real experiences in many aspects through developing the best financial and tourist centres.
In its identity, Dubai looks beyond the borders while embracing de-colonial and social reality goals. Achieving goals is possible through investment in an image that meets international standards to attract the attention of the international community. A positive image begins with the city’s modern landscape. Cultural consistency is at the centre of Dubai’s identity as a city that is rich in traditional and national heritage, which contribute to telling the story of Dubai and the region (Stephenson 9).
In conclusion, the brand identity of Dubai as a tourist destination includes the importance of the city as a tourist centre as explained by Kapferer’s identity prism. The dimensions of Dubai’s image are a reflection of the values and strategies that would be used to achieve differentiation and encourage return and new tourists to visit the city. The success of the identity is based on capturing the basis of the tourist destination brand.
Kapferer, Jean-Noel. The new strategic brand management: Advanced insights and strategic thinking. London, United Kingdom: Kogan page publishers, 2012. Print.
Stephenson, Marcus L. “Tourism, development and ‘destination Dubai’: cultural dilemmas and future challenges.” Current Issues in Tourism 32.2 (2013): 1-16. Print.