Namibia Marketing Environment & Branding Evaluation

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Namibia an experience rather than a place

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University of Mauritius Bsc (Hons) Tourism, Leisure and Recreation Management, Level 3 (Full Time)

Module: Destination Management (MGT 3073Y [5])

Assignment: Evaluation of a tourism destination by understanding external and internal tourism environments of the country

Submitted by: Juggurnath Pravesh (0613693) Boojhawon Sooreeprakash (0614749)

Date submitted: 05.05.09 To: Mrs. G.Zeenat

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Contents 1 Introduction……………………………………………………………………… 01

2 Situation Analysis………………………………………………………………... 02

2.1 Destination Namibia……………………………………………………. 04

2.2 Collaborators……………………………………………………………. 05

2.2.1 Tourism Suppliers…………………………………………….. 05

2.2.2 Distribution Channels………………………………………… 10

2.3 Customers………………………………………………………………. 13

2.4 Competitors……………………………………………………………... 15

2.5 Macro- Environmental Factors…………………………………………. 19

3 Selection of a Marketing Strategy (Namibia Branding & Positioning)………….. 28

3.1 Namibia Branding Toolkit……………………………………………… 29

3.2 The Strategic Analysis of Namibia’s Current Destination Branding and Positioning………………………………………………. 33

4 Conclusion………………………………………………………………………... 41

5 References………………………………………………………………………… 43

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1 Introduction Marketing has been acknowledged as an integral component of destination development, and there is agreement that effective marketing promotes growth in the number of tourist visiting a destination. Tourism destination marketing is a particular challenging form of the marketing art. There is no one product over which the producer has total control; rather, the product is made up of a combination of government, large and small businesses and natural environment. The image a destination has can be affected by events quite beyond the marketer’s control. Namibia has the potential to become one of Africa’s leading travel and tourism economies over the next decade, providing a service industry complement to mining, agriculture and fishing for economic growth and development.

This assignment aims at evaluating the marketing approach of Namibia. It starts with the identification of internal and external forces that may influence Namibia's performance and choice of strategies, and assessment of the current and future strengths, weaknesses, opportunities, and strengths. Situation analysis produces quite a lot of data which need to be carefully analyzed so as to evaluate the destination marketing actions. A useful framework for performing a situation analysis is the 5 C Analysis.

The branding and positioning strategy of Namibia is evaluated using theoretical foundation of the Brand Building Lifecycle Model (Fabricius, 2006; Adapted Morgan et al, 2002) and will be used as strategic measuring tool. The aim will be to critically evaluate, firstly, Where Namibia’s destination positioning and branding strategy is coming from? Secondly, where it is currently perceived to be? Thirdly, where it is heading/supposed to be heading?

Namibia’s branding strategy will be

measured accordingly with each phase/step in the model. After critically evaluating Namibia in each phase suggestions will be made on possible brand extension on Namibia’s current branding strategy

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2 Situation Analysis

Before developing any given marketing plan it is important to conduct some form of analysis. This should be an essential part and should be reviewed over time to ensure that it is kept current. A situation analysis can be defined as the systematic collection and evaluation of past and present data. It is aimed at identification of internal and external forces that may influence Namibia's performance and choice of strategies, and assessment of the current and future strengths, weaknesses, opportunities, and strengths.

A useful framework for performing a situation analysis is the 5 C Analysis. The 5C analysis is an environmental scan on five key areas especially applicable to marketing decisions. It covers the internal, the micro-environmental, and the macro-environmental situation. Company (Destination) •

Product line

•

Image in the market

•

Technology and experience

•

Culture

•

Goals

Collaborators •

Suppliers

•

Distributors

•

Alliances

Customers •

Market size and growth

•

Market segments

•

Benefits that consumer is seeking, tangible and intangible.

•

Motivation behind purchase; value drivers, benefits vs. costs

•

Decision maker or decision-making unit

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•

Retail channel - where does the consumer actually purchase the product?

•

Consumer information sources - where does the customer obtain information about the product?

•

Buying process; e.g. impulse or careful comparison

•

Frequency of purchase, seasonal factors

•

Quantity purchased at a time

•

Trends - how consumer needs and preferences change over time

Competitors •

Actual or potential

•

Direct or indirect

•

Products

•

Positioning

•

Market shares

•

Strengths and weaknesses of competitors

Climate (or context) The climate or macro-environmental factors are: •

Political & regulatory environment - governmental policies and regulations that affect the market

•

Economic environment - business cycle, inflation rate, interest rates, and other macroeconomic issues

•

Social/Cultural environment - society's trends and fashions

•

Technological environment - new knowledge that makes possible new ways of satisfying needs; the impact of technology on the demand for existing products.

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2.1 Destination Namibia Namibia - in the south-west of Africa between the Orange river in the south and the Kunene river in the north - is an arid, rough land, a different world, but still inviting, strangely familiar and easy to travel. Namibia is a photographer's dreamland, a land of contrasts and clear colours. It is not the right place for those, who like busy beaches and have fun in crowds. But if you love nature, stillness, grandiose landscapes, desert and expanse, you will become attached to Namibia for live. It is one of the most scarcely populated countries on earth.

The wind-whipped coast with innumerable shipwrecks stretches all along the hostile Namib desert. The orange-red dunefields are up to 150 kilometres wide with the mightiest dunes being up to 300 metres high. It is the oldest desert of the earth with a unique flora and fauna. Millions of years ago the Orange river washed diamonds into the sea. Currents, waves and the wind transported them into the sand dunes of the Namib, thus creating a source of natural wealth for Namibia.

Namibia is Africa, with its friendly, natural people, with endless thornbush savannah, Mopane bushland, Makalani palms and Baobabs, with lions and elephants, zebras and giraffes, an animal world as rich in species as no other on earth. It is being protected in the huge Etosha National Park and many other game and nature reserves.

Namibia is an adventure, but you don't have to be an adventurer to experience this country. A well-maintained road network makes travelling a pleasure. At the arrival in the cosy capital of Windhoek the visitor can already sense that Namibia is not only Africa. European culture is also visible. Impressive buildings in the Wilhelmian style bear witness to the German colonial times. Many shops have German owners and you meet German speaking Namibians everywhere.

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2.2 Collaborators

2.2.1 Tourism Suppliers Suppliers to a destination exist in many forms. A tourism supplier can be defined as a company, individual or location which supplies part or full goods and services to tourists. The tourism product comprise of: Transport Accommodation Attractions & Activities Food and Beverage etc

Transport Public transport in Namibia is not as well established as foreign visitors may be accustomed to, especially visitors from Europe. While this is constantly being improved, public roads in are reasonably well developed and well sign-posted with driving done on the left hand side of the road. The principle towns are linked by a fairly good network of tarred roads while the secondary roads are mostly surfaced with gravel and are suitable for all-weather conditions. Regional and country roads range from good to poor quality. Some

of

the

car

rental

companies

Avis Rent a Car

well

established

in

Namibia

are:

Britz Rental

KEA 4 x4 and MOtorhome rental Odyssey Car and 4x4 Hire

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Accommodation There is a large variety of Namibia Accommodation Establishments in Namibia. They range from the formal Hotel to the more personal Guesthouses & Guestfarms. The majority of Rest Camps situated in Namibia’s National Parks are run by Namibia Wildlife Resorts. Most of these camps have a restaurant, fuel station, swimming pool and shop. Some examples are: Aus

Damaraland

East Caprivi

East Namibia / Gobabis / Botswana Border

Epupa Falls

Etosha

Etosha East

Etosha West

Fish River Canyon

Gamsberg Area

Grootfontein

Grünau area

Helmeringhausen

Hentiesbay

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Namibia’s Attraction and Activities » The Central Region: The Central Region of Namibia is the hub of the country, with Windhoek, the vibrant capital city at its heart. Windhoek, the capital and the only city of any size, is located in the middle of the country

» The Namib Region: 1200 kilometres long and 140 kilometres wide the Namib Desert is the oldest known and the most extreme on earth. The Namib is bordered by the Atlantic Ocean in the west, and extends from the Kunene River in the north for some 1600kms to the Orange River.

» The Northern Region: Between the Okavango in the Northeast and the Kunene in the Northwest lies Ovamboland, home to almost 2/3 of Namibia's population. Geographically and geologically this region is part of the immense Kalahari system that extends from Northern South Africa to the Congo basin.

» The Southern Region: Southern Namibia presents some of the principally spectacular landscapes in the entire Namibia. Bordered by the dry savannah of the Kalahari in the east and the unique Namib Desert in the west, you find the geological history book of the earth at the Fishriver Canyon.

Park » Etosha National Park: Etosha is one of the largest and most impressive game reserves in the whole of Africa. The Ovambo name Etosha, means “place of dry water” - and the reserve was named this because of the vast, shallow salt pan which shimmers a silvery bright-white. Skeleton Coast

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» Skeleton Coast: The attraction of this remote area lies in the colours, changing moods and untouched profiles of the landscape. The aura of mystery and mightiness is largely due to the dense coastal fog and cold sea breezes and bones scattered along the beaches.

» Windhoek Attractions: Windhoek, the capital and the only city of any size, is located in the middle of the country. The pretty town, beautifully situated in a valley, combines the architecture of a modern city with numerous buildings in the style of the German colonial era.

» Daan Viljoen Game Reserve: Situated amongst the rolling hills of the Khomas Hochland, the Daan Viljoen Game Park is a sanctuary for game typical of Namibia's highland. Because of its proximity to Windhoek and its tranquil setting, it is a popular overnight stop for visitors.

» Spitskoppe: The Spitskoppe has often been referred to as the Matterhorn of Namibia. These are actually a series of granitic inselbergs within the Namib desert. It is an attractive area with the Herero Chat being the main bird to be seen. The area can be very good for birding at times of good rainfall but this is sporadic. Fish River Canyon » Fish River Canyon: The incorporation of the Ai-Ais Hot springs Resort, Fishriver Canyon and Huns Mountains in 1989, into one conservation area of 346 117 ha, led to the establishment of the Fishriver Canyon Park. The main attraction is it’s isolated and otherworldly.

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Food and Beverage

Namibia Self Catering and Bread & Breakfast - CENTRAL REGION: • Windhoek Self Catering • Gobabis Self Catering • Klein Windhoek Self Catering

Namibia Self Catering and Bread & Breakfast - NAMIB REGION: • Walvis Bay Self Catering • Swakopmund Self Catering • Long Beach Self Catering

Namibia Self Catering and Bread & Breakfast - NORTHERN REGION: • Brandberg Self Catering • Oshakati Self Catering • Tsumeb Self Catering • Uis Self Catering

Namibia Self Catering and Bread & Breakfast - SOUTHERN REGION: • Lüderitz Self Catering • Keetmanshoop Self Catering

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2.2.2 Distribution Channels

Having access to good distribution is fundamental to marketing. Destination operators need to be able to deliver their product and services to the right people, at the right time, in the right quantities, and at the lowest price. Several scholars attempt to define the tourism distribution channel concept. Middleton (1994) proposes that ‘‘a distribution channel is any organized and serviced system, created or utilised to provide convenient points of sale and/or access to consumers, away from the location of production and consumption, and paid for out of marketing budgets.’’

Namibia relies on many retail travel agencies to distribute its product and services locally and internationally to its customers effectively. The use of latest information technology is increasing being used by travel agencies which give them a cost benefit advantage as well as a mean to attract customers in a wider scale. A list of travel agent operating in Namibia is below.

Join us in Namibia

Namibia Impulsiv

Namibia Mirages

Namibia Travel Connection

Namib Travel Online

Abenteuer Afrika Safari

Advanced Travel & Tours

Africa Calls cc

African Desk

Azur Travel / Reisen cc

Eden Travel Consultancy

Elena Travel Services & Car Hire

All offer a Reservation Service for: Accommodation – Lodging, Hotels and B&B’s Car Rentals – to suit your needs Tours – day tours to overnights Adventures – quad biking, skydiving, dolphin cruises, pleasure flights and other adrenaline activities Events – incentives to special occasions International flights and accommodation booking

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Tour Wholesalers and Operator is a company or individual who plans, prepare, markets, and administer travel packages, usually combining the services of several suppliers and carriers. The marketing manager of Drongo Tours Namibia says that :

Our Services include a range of offerings, including but not limited to Incentives & Conferences, Self Drive Tours, Scheduled guided Tours or Private guided Tours, and Fly-in Safaris. Our exposure to the Namibian Market ensures that you can benefit from our expertise to make your travel an unforgettable experience.

Namvic Tours & Safaris express themselves as

Our safaris combine wildlife, birding, flora, geography and culture for a true African experience. We cover southern africa with our speciality being Damaraland, Kaokoland and Himbaland in the remote north-west — an area of wilf beauty, abundant wildlife and fascinatiing people. We organize :Luxury camping & lodging Safaris — Vehicle hire — Birding Safaris — Walking Safaris — Fishing Safaris — House Boat Trips ( Zambezi River & Lake Kariba) — Transfer services — Self drive Holidays

and Sunrise Tours and Safaris states

Our specialist guides share their intimate knowledge of Namibia's fauna, flora, history, geography and geology in exclusive "family atmosphere" camping and lodge safaris.

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Other tour operator promoting Namibian products are

Adozu Tours & Safaris

Africa Adventure Tours & Safaris

Nazimbo Camping Safaris

Diamond Tours Namibia cc

Explore Namibia

Frantic Naturalist Tours and Safaris

Incentive Travel Planners also provide holiday package to Namibia. They act as specialized tour operator; the only difference is that they deal directly with their corporate clients. Convention and Meeting Planners plan and coordinate their organisation’s external meeting events.

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2.3 Customers Namibia major source market is still Angola, South Africa, German speaking Europe, United Kingdom, France, Italy, Belgium, Netherlands, Spain, Portugal, the Scandinavian countries and America. The Namibian Tourism Board is responsible for destination marketing and they are doing an incredible job especially when one considers their limited resources. They are targeting specific markets for very strategic, deliberate reasons primarily to address the seasonality of the industry

Namibia is planning to penetrate the high end Chinese market as well as the enormous North American market and it look forward to substantial interest from these mighty economies. Namibia will never be a mass tourism destination due to our sensitive environment but there is still enormous scope for growth not only in the total number of arrivals but also ultimately in the increased value per capita of our tourist arrivals. It is likely to experience a natural evolution of the industry where the current relatively small percentage high-end product will increase while the current robust mid-market will gradually decrease thereby growing the value of the total net economic contribution without putting undue pressure on our fragile environment.

Total Demand Namibia Travel & Tourism is expected to generate millions of economic activities in 2009. Total Demand is expected to grow by 4.4% in 2009 and by 7.0% per annum, in real terms, between 2010 and 2019. 2009 Total Demand represents 0.02% of world market share.

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Demand Statistics (Source: WTTC )

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2.4 Competitors

A Competitor analysis is define as identifying your competitors and evaluating their strategies to determine their strengths and weaknesses relative to those of your own product or service A competitive analysis is a critical part of the marketing plan. With this evaluation, Namibia can establish what makes its product or service unique-and therefore what attributes it play up in order to attract target market.

International arrivals

Quantifying arrivals in Namibia can be problematic as results are skewed by the large number of Angolans who cross the northern border on a daily basis for shopping. Consequently, there are often discrepancies in statistical reports, some of which refer to the total number of arrivals while others focus only on tourists, or, in many cases, on just air arrivals. A comparison of international tourist arrivals (i.e. excluding same-day visitors and returning residents) in Namibia and its two neighbouring competitors, Botswana and Zambia, from 1998 to 2004 highlights the somewhat unstable growth experienced by the three destinations over the period. Nevertheless, demand for all three appears to have picked up since 2003, with Namibia consolidating this improvement with a further 12 per cent increase in demand in 2005.

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Nevertheless, in the six years to 2004, Namibia performed less well than its two competitors, recording an overall growth of 22 per cent as against 34 per cent (estimated) for Botswana and 42 per cent for Zambia. Zambia’s performance can in part be explained by the recent troubles in Zimbabwe and the transfer of tourism to Victoria Falls from the Zimbabwean side of the Zambezi to the Zambian side. By comparison, South Africa more than doubled its international tourist arrivals between 1994 and 2005.

This

demonstrates clearly Southern Africa’s potential for growth and, with the correct policies in place; Namibia should be well positioned to tap into this growth over the coming years.

Potential weaknesses identified by the World Travel and Tourism Council are: •

Raising awareness

Namibia has the potential to become one of Africa’s leading Travel & Tourism economies. So greater priority needs to be accorded to Travel & Tourism by government, factoring it into mainstream policies for employment, trade, investment, education, environmental protection, etc and communicating the strategic importance of the industry to all levels of government, industry and local communities. An industrial image campaign will help ensure that all public and private stakeholders recognize Travel & Tourism’s full impact across the national economy. Within government, there is scant awareness of the economic contribution made by Travel & Tourism. It is seen as a purely private sector activity and there is little understanding of the importance of government policies on issues such as infrastructure, security, immigration and education to the industry, and vice versa. Namibia needs to establish an understanding that Travel & Tourism is an activity that involves the public as well as the private sector, not to mention several different ministries. •

Redefining Tourism

As is the case in many countries around the world, tourism in Namibia has in the past been seen only in terms of the hospitality sector and inbound visitors, and as such its full impact has been consistently misunderstood and underestimated. The indirect benefits of tourism are spread widely through the economy, and it encompasses Namibian residents as well as visitors from abroad. This message needs to be clearly disseminated

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so that Namibians can understand not only the current importance of tourism to their everyday lives, but also the future opportunities. •

Infrastructure

Namibia’s existing infrastructure is a great asset to the country’s Travel & Tourism economy. Nevertheless, certain decisions need to be taken, both to extend the basic infrastructure, such as airports, roads, communications, water and electricity supply, and also to ensure that infrastructure will be sufficient in the future to encourage potential investment and support the growth of Travel & Tourism. As an example, there is potential to improve Namibia’s road and rail facilities, port facilities for cruise ships, intercity bus/coach services and train travel that will benefit not only Travel & Tourism but the country’s population as a whole. At border crossings, visitors receive their first impression of Namibia, so it is vital that facilities are coordinated and high quality with well-trained staff. Quality infrastructure is essential to diversify the product base, remove bottlenecks, ensure good service and distribute the benefits of tourism flows around the country. It is not only a question of planning for increased numbers of visitors, but also of making sure that the patterns of flow do not affect the natural or built heritage, nor run counter to local interests.

Air Namibia’s operating loss was N$200 million in fiscal year 2007/08, and its servicing of historical debts has required significant public funding. WTTC commends the Government of Namibia on its liberal aviation policies but underlines the importance of the larger economic benefits of tourism development and how aviation fits into this. There is much to be said for co-operative policies through which airlines, particularly in the developing world, can be strengthened. But the objective of all such co-operative schemes must be to produce airline operations that can flourish ultimately without subsidy or protection and produce the traffic necessary to fuel the Travel & Tourism industry regardless of carrier. WTTC therefore urges the government to explore without delay the multitude of options available to address these challenges which may involve alliances with other airlines, code-sharing, wet and dry lease arrangements, etc – hand in hand with restructuring Air Namibia.

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•

Safety & Security

Namibia is generally a safe and secure destination for travelers. Although petty crime in the larger cities is on the increase, it is vital that the Namibian authorities are trained to deal effectively with tourists who are victims of crime and can ensure a swift and transparent follow-up to incidents. •

HIV/AIDS

Complications from HIV/AIDS account for 50 per cent of deaths among individuals aged 15-49 and, since 1996, has been the leading cause of death in Namibia. The government, supported by international agencies, already has policies in place to tackle the disease. However, there is no question that the Travel & Tourism industry will need to act proactively to address the issue as well. WTTC encourages all Travel & Tourism stakeholders to engage with government and non-government programmes, and to follow examples from within and outside the industry, to address HIV/AIDS head on, seeking out help and assistance when and where necessary to make a difference for their employees, the industry and local communities. 2.5 Macro-environmental factors Demographic, Cultural & Social

Unless one is given ample time to talk about Namibian culture, politics and social life, there is a tendency to only scratch at the surface. This is because, Namibia is full of contrasts and one has to look at all segments of the population to do justice to the topic without leaving others out. There is very little in terms of records of pre-colonial Namibia. This for obvious reasons: History and the way of life in pre-colonial Namibia like many African countries relied on narrative of stories without the usage of such tools as books and other forms of record keeping systems. In the old times, pre-colonial Namibians were mainly hunters and gathers. A number of communities were cattle herders. The Herero people of Namibia were known for their love and wealthy in terms of cattle - the tendency which still prevails even today.

Namibia became a “legitimate” German colony in 1884 after the Berlin Conference. The Berlin Conference is where European nations partitioned Africa between themselves. Borders were agreed without taking into consideration social dynamics and people.

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Therefore, one finds in Namibia communities with cultural lineation to other communities of southern Africa. For example, one of the largest tribes in Namibia, the Kwanyama people are found in masse in southern Angola bordering the northern part of the Namibian. This is by no means the only example, but communities in the north-east and south of the country were given the same treatment. Another example of caving of the borders without due consideration is the region of Caprivi whose inhabitants have relatives in neighbouring countries. This situation makes nation building difficult to achieve in most cases. German colonisation of Namibia lasted until the end of World War I (WWI), a situation which was made possible with the commitment of German in the war of Europe. German troops in the then German South West Africa surrendered to South African Soldiers on the 9th of July 1915. As a result of this mishap on the part of German, South West Africa Namibia was administered by South Africa under the League of Nations Mandate. This mandate expired after World War II. In the eyes of the international community, South Africa’s occupation of South West Africa (Namibia) was now considered illegal. The war of resistance by Namibians did not start with the establishment of liberation movements. The Hereros, Namas and the Damaras fought the Germans in early 1900s’. History records heroic deeds by the fore-fathers of the country especially in fighting the Germans when they tried to enter the country and to disposes African land. After abuse at the hands of the South African regime, Namibians came together to form political parties to challenge its rule. Non-violence was the preferred mode and after unsuccessful attempts to petition the UN and with South Africa refusing to give back the country to its rightful owners, a liberation movement was formed by South West Africa People’s Organisation (SWAPO). The first fight between SWAPO and South African troops is recorded in 1966. After a protracted war between South African forces and South West African People’s Organisation (SWAPO, now the ruling Party), Namibia gained independence on the 21st of March 1990 under a United Nations (UN) supervised elections after a successful implementation of UN Resolution 4355.

With a population of just 2 million, Namibia is one of the sparsely populated countries in the world. The female population is 51 percent of the total population. Over the years, there has been a movement towards cities and towns putting a lot of pressure on scarce resources like water. This is because, there are no rivers inland except on the northern

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and southern borders of the country. There are also a small number of foreigners especially from the Angola. According to 2001 Population and Housing Survey, foreigners make up 3.1% of the total population.

Namibia is made of a number of tribes, the largest being the Owambo people of northern Namibia. Before independence, various tribes of Namibia were not allowed to mix. They were confined to so-called homelands, copying from the homelands style of South Africa. Even if there is complete integration of races in the country at the moment, preindependence conditions resulted in mistrust of each other and the maintenance of artificial boundaries is still followed. There is therefore no Namibian culture to speak of but Namibian cultures and traditions. Different ethnic groups very much stick to their way of life for most of the time. Preferences for food; sport and even music still follow the previous tastes. In towns however, young people who were too young just before independence to have witnessed various atrocities and those who were born after independence find it easier to mix. These generations of people are the ones, who are likely to intermarry; have different tastes for food other than what they grew up with; listen to different types of music and enjoy to the full the benefits of a free Namibia. The following are some of the ethnic groups in Namibia:

Owambos (different dialects)

Kavangos (Different dialects)

Hereros

Mbanderus

Caprivians (Different dialects)

Tswanas

Owahimbas

Damaras

Namas

Germans

English

Sani communitie

Because of its diversity, one will find a number of languages and dialects in the country. English is the medium of instruction in most schools and government offices. Afrikaans, a language introduced by Afrikaners from South Africa is still spoken widely by people in the centre of the country and southern regions.

Christian followers such a Catholics, Lutherans and other Protestants make the largest number of believers in the country. Missionaries were highly respected and in most cases

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were the first contacts with the locals. Different ethnic grouping tends to belong to different faiths. This can be seen among the Owambo people. In Caprivi for instance, one will find two major faiths i.e. Seventh Day Adventists and the Catholic faith. There are examples of those that still revere ancestral gods. The holy fire among the Hereros and Mbanderus is still commonly practiced.

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Political

After the Independence of Namibia in the year 1990, SWAPO achieved a transformation from a liberation movement, to a genuine political party. A constitution which acclaimed to be one of the most democratic in Africa was crafted by a Constituent Assembly in which a number of political parties were represented. The adoption of this Constitution represented the biggest achievement in the politics of southern Africa. For once a constitution that respects individual rights brought hope to the people of Namibia. Dr. Sam Nujoma, head of SWAPO - South West African People's Organisation - became the first President of the new state. SWAPO had led the Guerilla war against the South African Apartheid regime, which had persued a policy of racial segregation and discrimination. Namibia's independence was demonstrated with free elections in the year 1989. For the first time, the black majority had the right to vote. SWAPO came off at these elections as the strongest political power in the country. The Constitutional Assembly elected Sam Nujoma in unison as State President. In the second free elections in 1994, SWAPO reached a two-third majority and President Sam Nujoma was confirmed into office and after a change in the constitution, he was elected State President for the third time in 1999. In 2005, Hifikepunye Lucas Pohamba succeeded him in the office. The members of the parliament are elected every five years. In the elections of 1999 the governing SWAPO gained 55 of the 72 seats. As in South Africa, the opposition parties are politically weak and hardly relevant. The DTA (Democratic Turnhallen Alliance), the main party of the white minority, holds only 7 seats. Also the CoD (Congress of Democrats), founded in 1998, with its charismatic leader Ben Ulenga could secure only 7 seats in 1999. All the opposition groups together hold 17 seats.

The government resides in the so-called "Tintenpalast" ("Ink Palace") in the centre of Namibia's capital Windhoek. This building, in its original form, stems from the phase of German colonialism and was inaugurated in the year 1913. The general public became upset over the unsuitable geographical position of the building high up on a hill. It was said that the government wanted to be safe from the public, and a suggestion was made to build a cable car. The people called the building "Tintenpalast", an allusion to the

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activities of the numerous officials and clerks who were employed in the administration. The name is still in use.

Meanwhile, a new and considerably bigger government building was erected in Windhoek next to the Tintenpalast. The Supreme Court is also housed in an impressive building.

Economy

The Namibian economy rests on four pillars: mining, agriculture, fishery and tourism.

Mining generates about one third of the gross domestic product and the biggest portion of the income in foreign currency. Namibia is very rich in natural resources with some minerals occurring exclusively under Namibian soil. Out of a great variety of minerals, mainly diamonds, uranium, gold, silver, zinc, copper, lead, tin, marble and granite as well as semi-precious stones are being mined. Almost half of the revenue brought in from the export of mining products comes from diamonds alone. The company Namdeb - which partially belongs to the government as well as the South African De Beers group - runs big mining operations in Oranjemund and in Elizabeth Bay near Luederitz and produces over a million carats of diamonds annually. The second-most important economic sector is agriculture. It only generates a small part of the GDP, but more than half of all the jobs are to be found in agriculture: characterised by poor wages. The approximate 4000 farms belong mostly to white farmers who farm cattle and sheep extensively and export the meat to South Africa. Some farms are successfully producing ostrich meat, mainly for export. Due to the arid conditions in most parts of the country, crop-farming is found mainly in the Otavi/Tsumeb region, near Mariental at the Hardap Dam and - as subsistence farming - in the former Ovamboland region around Oshakati, where mainly millet and maize are being cultivated. The Namibian coastal waters are teeming in fish. In the seventies they were illegally overfished by foreign fishing fleets. But in 1990, Namibia proclaimed a 200-seamilezone where only Namibian companies are allowed to fish. Since then the Namibian fishing industry - fish-processing and canneries included - has developed into an

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important economic contributor with good growth rates. It employs more than 15000 people, mainly in Walvis Bay and Luederitz. The largest portion of the catch is exported, mainly to Spain and Japan.

The tourism sector also registers a considerable growth rate since the Namibian independence. The annual number of visitors is nearing the one-million mark. A third of the visitors come from South Africa. The Germans hold the second place, followed by the British, Italians and French. Part of the state revenue from tourism flows into nature conservation.

The processing industry is of minor importance in Namibia. Besides canned meat and fish, beer and soft drinks, only raw materials are produced and exported. Almost all consumables and machinery have to be imported, mostly from South Africa, upon which Namibia is economically dependent. The Namibian currency, the Namibia Dollar (N$), is linked to the South African Rand (1:1), and Namibia has to follow the high-interest strategy of the South African Reserve Bank.

Namibia is besides South Africa and Botswana one of the richest countries in Africa. Nevertheless, the per-capita income only amounts to a mere 120 Euro per month, whereby the majority of the population has to cope with an even lesser income. Approximately 40% of the population capable to work is unemployed.

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Technology

When it comes to Information Technology, Namibia has a very long way to go. There are no indigenous technology develop in the country, be it a software or hardware. Thus, Namibia, like many other third world country is yet to develop a self sustain IT sector. However, Namibia at the present time, do have its IT strengths and weaknesses.

Most of the strengths that Namibia has at the moment are the fact that, it has South Africa as her neighbor. South Africa is a much developed Information Technology country compared with Namibia. As a result, South Africa provides Namibia with an easy source of meeting the country's IT needs.

One of the IT strength of Namibia lies in the fact that, the country continues to encourage foreign investment in the telecommunications and technology sector. There are hopes that as foreign investors invest in the country; IT services will improve with time.

Another is that, Namibia continues to invest in its telecommunication infrastructure in the country, by investing in modern technology where it is necessary and upgrading existing infrastructure to meet modern standard. For instance, the Ministry of Information and Broadcasting convened a conference on Building Namibia's National Information infrastructure in Windhoek, May 11th -14th 1998. This was expected to assist with the government's recent decision to a national information network linking all the regions in Namibia which will provide public access to government information and support the development of Namibia's information society.

The Namibian National Assembly plans to debate a new Telecommunications Policy and Regulatory Framework.

The resulting document, it is believe would catalyze the

liberalization of the country's telecommunication sector and encourage private sector participation and investment. The policy has received preliminary endorsement from the Namibian cabinet and if approved Namibia's telecommunications market would be fully open for competition. Namibia IT strength also lies in the location of the country. Namibia is in a position to serve as a transit country, linking land-locked countries in Southern Africa to the outside world.

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This is not only advantageous for Namibia but also for Namibia's neighbours. The following telecommunication links are under construction: •

The Trans Caprivi Communication connection would link Namibia with Botswana, Zambia and Zimbabwe. This project involves the upgrading of the existing terrestrial telephone line between Grootfontein and Katima Mulilo via Rundu through the Caprivi Region and the connections to Botswana, Zambia and Zimbabwe (optic fiber and micro wave connections). The fiber connection between Grootfontein and Rundu was completed in December 1995.

•

The Trans-Kalahari Communication connection linking Namibia with Botswana, but also providing better access between Namibia and Zimbabwe. This optical fiber system would link Windhoek with Ghanzi in Botswana via Gobabis and would provide direct access into the "Pan African Telecommunication System" (PANAFTEL).

•

The Namibia-Angola Communication connection would link the communication system in the Owambo regions with Lubango in Angola via a optical fiber system.

What may be described as IT weaknesses in Namibia include the following:

The number of individuals working jobs that require technology skills are very small relative to other jobs available. This is evident in the type of jobs been created in Namibia. Most of the job growth is taking place in areas like mining, fishing processing and tourism. Jobs in these areas involve less use of IT skills, and where there jobs are, that where labor will go.

Technology courses are not popular among Namibia students. Most of the students are studying politics, economies and social sciences. Thus the pool of students with necessary knowledge to help the growth of IT in Namibia is very small to make an impact.

Namibia lacks qualify personnel that are required to have a strong IT presence in the country. "The most important constraint in the world-wide telecommunications field is

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the lack of suitable qualified personnel. In Namibia, this situation is exacerbated y the fact that may of the people are pursuing an academic education but, do not take mathematics and science. Without these vital subjects, a career in electronics can not be pursued successfully.

Insufficient technical training in Namibia, there is a need to expand the technical training schools. There should be more classrooms, practical training areas and qualified lecturers to train students.

Given the strengths and weaknesses of IT in Namibia as discussed above, Namibia has the potential to become the second most IT develop country on the continent of Africa. Second only to its neighbor and former colonial ruler, South Africa. Also, Namibia is on the right track to achieve this status, this is evident in the way the government continue to lay a red carpet for investors from all over the world into the country.

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3 Selection of Marketing Strategy (Namibia Branding and Positioning)

Destination brand is all about how visitors perceive the destination in their minds. Destination branding stretches much further than a destination logo or slogan but rather captures the distinct elements of the destination in the brand and communicates these elements through the brand components: identity, essence, personality, image, character and culture (Kaplanidou & Vogt, 2003.).

Branding is therefore a promise to the

consumer, an expectation of performance and a mark of integrity and reputation (Kaplanidou & Vogt, 2003.) It builds up continuously in the mind of the consumer and is affected by memories, experiences and other visitor’s comments.

Brand positioning revolves around the management of the brand and the manipulation of the brand’s elements to create a specific image. Brand positioning is in the end aimed at effectively positioning the brand image in the minds of the consumers as a unique product offering and also as distinct from competitors.

Ries and Trout (1986) have regarded positioning as an issue of communications within the marketing process. Positioning of a tourism product is generally understood as the creation and placing of a desired image of a certain product or service within the target market. The perception of the tourism product or service as perceived from the tourist is also influenced by the other marketing variables such as pricing and distribution

Namibia therefore needs to use their brand tagline, “Namibia is an

experience rather than a place”, together with the other brand components to position the image of Namibia in the visitors mind, competitors.

so

that Namibia stands out above

its

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3.1 The Namibian Branding Toolkit

The Namibian Branding Toolkit was published in 2004 and quite simply the aim of the booklet is “to help everyone who sells Namibia to look more Namibian, also about creating a distinctive and memorable Namibian identity and a competitive branding image

and position within

the

existing

and

potential markets”. The booklet’s

introduction outlines a realistic definition of branding and positioning and encourages Namibian tourism providers to all adhere to the national Namibian brand whilst maintaining unique character. Namibia’s branding statement is ‘Namibia as an experience rather than a place’. The Branding Toolkit is specifically

focused

on

Namibia as a tourism destination and addresses several fundamental principles of branding. The essences of the Branding Toolkit (2004) are:

1. The purpose of the booklet, discussing the aim of the Namibian branding strategy, which is to achieve a national brand image of harmony with unique and diverse underlying elements. “Namibia as an experience rather than a place”. The core brand values have been identified as ‘Rugged’, ‘Natural’, ‘Soulful’ and ‘Liberating’

2. Competing for visitors attention, addressing the challenge of effective brand communication in a highly competitive market. Gaining a competitive advantage and differentiation in a global environment where potential visitors are bombarded with hundreds

of different

destination messages

on a

daily

basis. Encouraging a

harmonizing umbrella brand for Namibia to ensure Namibian products always look Namibian.

3. Branding in a nutshell, defines the importance of branding.

Branding is a very

powerful tool as it makes a destination memorable, distinctive and valuable.

4. Country branding, elaborates on the unique identities, personalities, character and tone that all countries hold. When tourists see a picture of the Statue of Liberty, they not only think of the United States of America but all that the United States of America stands for, Namibia needs to achieve the same.

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5. Namibian brand values, addressing the unique values of Namibia, the elements setting Namibia apart from any other Southern African country. The NTB has researched the core values of visitor experiences within Namibia. These elements are differentiating and set Namibia apart from its competitors. The core brand values, which have been identified, are: ‘Rugged’, ‘Natural’, ‘Soulful’ and ‘Liberating’. According to the Toolkit it is one or a combination of these core brand values which need to be reinforced by habitual use in order to create a distinct and memorable Namibian experience to both past, current and potential visitors.

6. Bringing the brand values to life, provides guidance for the implementation of Namibia’s core brand values. Brand values can be implemented through an array of marketing tools such as photos, typeface, colours, wording and layout, all contributing to an overall Namibian feel. This section of the Toolkit also encourages the single or combined usage of the core brand values to match any tourism offering such as emphasizing the natural and liberating values with a Lodge situated in the Caprivi Strip.

7. Colours and texture, emphasizes the importance of colours and texture and their abilities to liven brochures and advertisements. This section in the toolkit encourages the usage of natural and earthy colours. It also provides visual examples of earthy and truly Namibian textures, which should be used.

8. Typefaces make suggestions and provide guidelines on font types, size, colours and wording to use in promotional material.

9. A word on words, encourages the usage of the core brand values in wording selection and also provides examples on what words to use in order to incorporate the core brand values. When trying to sound ‘Rugged’ it is encouraged to use words such as rough, harsh, challenging, wilderness, demanding, tough and elemental. Some words related to ‘Natural’: pure, fresh, original, authentic, untainted, unspoilt, wild, unchanged, real, untamed and pristine. Words related to ‘Soulful’ include: relax, peaceful, harmony, timeless, inspiring, tranquil, spiritual, silent, reflective, refreshing and regenerative. Words to use related to ‘Liberating’ are: freedom, escape, vastness, never-

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ending, sweeping landscapes, endless horizons, explore, adventure, discover and boldness.

10. Pictures need to show off the vastness and liberating elements of Namibia. Photos should not be crammed into small spaces and the choice of picture should uniquely match the core brand values of Namibia. This section in the Toolkit also provides other suggestions and guidelines such as flowing sizes of pictures.

11. Putting it all together, provides an example toward implementing all previous sections of the branding toolkit.

12. Final words, highlights the fact that Namibia has many unique product offerings to cater for all types of visitor needs. The core value proposition of Namibia is highlighted as “A pristine land of untouched natural beauty; of vastness, of aweinspiring contrasts and mystical splendour such that it touches the soul. You take it with you forever”.

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3.2 The Strategic Analysis of Namibia’s Current Destination Branding and Positioning

The Brand Building lifecycle model (Fabricius, 2006; Adapted Morgan et al, 2002) is used

as

strategic measuring

tool to critically evaluate Namibia branding and

positioning. It pinpoints the current position of Namibia’s destination branding and positioning. In order to effectively identify Namibia’s current position five distinct and critical phases of brand development are developed. Each phase will be looked at accordingly to Namibia’s branding and positioning, the destination brand and position will thus be ‘evaluated’ and measured according to key criteria of each phase. Namibia’s current position will be determined by the actual growth and positioning of the brand according to the model. By determining the position of Namibia’s destination brand, a strategic look can be taken on what to do next regarding the destination brand’s successful development.

The Brand Building Cycle is a model adapted from Morgan et al (2002); which highlights the key phases within destination branding.

Namibia’s branding will be evaluated

according to the cycle to determine the current position and future challenges of Namibia’s branding and positioning strategies.

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Phase 1: Market Analysis

Analysing the market includes the investigation, analysis and a recommendation regarding the brand target market(s) - to which market is the brand is evidently aimed. Within Phase 1 destination stakeholders (NTB) need to review the existing branding and communication materials. The relevance and consistency of the branding materials need to be determined. The destination stakeholders also need to undertake image surveys amongst the markets of the Namibian tourism product offerings. Within the Analysis phase the core brand and personality values also need to be identified. The selection of both the current and desired brand and personality values of Namibia is essential within the market Analysis phase.

Namibia as destination also needs to

identify its competitive positioning within the global tourism market. The core personality/ branding values need to be durable, relevant, communicable and also hold saliency for potential visitors.

It is clear that Namibia has already completed the Analysis phase. Justifying

this

statement as Namibia’s current branding strategy is clearly based on market perceptions and core brand values as determined by market

research. The core

destination brand values have already been identified as: “Rugged”, “Natural”, “Soulful” and “Liberating”. The core brand statement has also been identified as: “Namibia as an experience rather than a place”.

With these two achievements it is

already evidently clear that Namibia has completed the Analysis phase.

Phase 2: Brand Identity

Developing the brand identity requires a few important elements, which includes the following important elements. In order for Namibia to identify its specific brand identity Namibia’s ideal destination positioning statement needs to be formulated. Within the Brand Identity phase other brand design alternatives also need to be considered. Final decisions regarding brand integration need to be considered. Such final decisions revolve around decisions based on the elements of the destination brand such as the image, text, colours and specific design (Fabricius, 2006; Morgan et al, 2002.).

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Namibia has clearly passed the Identity phase as Namibia positioning statement has been defined as “Namibia as and experience rather than a place”. As stated in the Branding Toolkit (2004), Namibia has also completed final decision-making on brand integration. The Branding Toolkit clearly outlines the ideal textures, pictures, typefaces and words that are encouraged to be used for the Namibian branding and positioning strategies (Branding Toolkit). The core brand values underline the core branding statement and can be understood as having the following meanings:

“Rugged” refers to Namibia’s terrain and landscape, sparsely populated landscape of vastness (Africa Travel, n.d; Branding Toolkit, 2004).

“Natural" refers to one of Namibia's greatest assets; its unspoilt and pristine natural values were man has made so little impact on the country that it seems to represent nature in its original form.

"Soulful" refers to how visitors describe their visits to Namibia as a spiritual experience, of emotional enrichment and mental revitalization.

"Liberating" refers to the tourists who come to Namibia in need of an escape from the stresses of their busy metropolitan lives. Visitors have the desire to feel free and to explore the country that is Namibia. It is perceived and experienced as a relaxing, regenerative and unrestrictive place where visitors can free their mind, free their souls and free their senses.

Phase 3: Brand launch

The destination brand needs to be successfully launched in order to be effectively perceived and communicated. Implementation guidelines for the launching of the brand need to be formulated. The implementation phase is key to the success of any branding strategy- as branding strategies and policies can be very promising but only a waste of ink if not implemented successfully. The success of the launch phase can also be understood as the introductory phase. The launch phase introduces the destination brand to the market and this phase is very important in determining the success of

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the remaining phases. The integration of the brand is also stressed within the launch phase. Integration of the brand with existing strategies and destination policies needs to be effective and well managed. Another key success factor in the implementation phase is to ensure partnerships. Public and private sector partnerships and incorporation are essential to the successful launch of the brand.

Namibia’s current destination brand strategy was launched in 2004 and has already achieved some levels of success. The brand was successfully launched within the industry as with the publication of the Branding Toolkit Booklet (2004). The Branding Toolkit is truly a remarkable tool to foster the successful launch of a Namibian branding strategy. The Toolkit proposes the destination brand to be an innovative approach for all industry stakeholders to adopt. The Toolkit is also very user-friendly, easy to understand and implement and all these factors ensure that the destination brand is easy to adopt and apply to new or existing tourism offerings.

The core destination brand values (“Rugged”, “Natural”, “Soulful” and “Liberating”) ideally match Namibia’s tourism demand and supply sides. Matching the demand by branding Namibia based on the core perceptions of the primary visitor markets and also on the elements that serve as main drawing cards to visitors. The core brand values also ideally match the supply side by capturing the unique selling points (dunes, fauna and vastness) of Namibia and also the elements around which almost all tourism stakeholders form their product offerings (nature and soulful offerings). The core brand values and branding statement of Namibia are also generally perceived as innovative, refreshing and attractive. Namibia has thus completed phase 3.

Phase 4: Brand implementation

Branding and positioning strategies are just a waste of ink and cognitive power if not implemented effectively. The implementation phase together with the launching phase form part of the two most critical phases in the entire brand building process. Successful implementation is a prerequisite to the successful management of the brand. During the Implementation phase clear communication between all Namibian stakeholders is essential. The Namibian Tourism Board (NTB) and other key destination

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decision makers such as HAN (Hospitality Association of Namibia) need to ensure all industry and destination stakeholders are informed, aware and motivated to implement an umbrella branding strategy. The successful implementation of Namibia’s branding strategy is highly dependant upon the successful distribution and adoption of the Branding Toolkit amongst all tourism product/ service providers.

Namibia could currently be placed in the beginning of Launch phase. Namibian Tourism authorities such as NTB need to encourage the successful adoption of the Namibian branding image. Many of the pilot study industry respondents were very keen to adopt a national branding strategy but most of the industry respondents were not even aware of the Branding Toolkit. Implementation of Namibia’s branding strategy is thus not yet complete, even though the Branding Toolkit was launched in 2004. The Branding Toolkit poses great opportunities for Namibia to achieve ultimate success regarding its branding and positioning, but the implementation can currently be identified as the missing ingredient to this magical recipe of branding success. Implementation of Namibia’s destination branding strategy has however commenced to some extent. According to Shareen Thude of the NTB various workshops regarding the destination branding strategy have been held since the launch of the destination branding strategy in 2004. Within the Branding Toolkit, clear guidelines on the adoption and successful implementation of the branding strategy are clearly outlined. The Branding Toolkit encourages ALL industry stakeholders to blend in with the national destination umbrella brand whilst maintaining unique product diversities.

In order for Namibia to successfully complete the Implementation phase the NTB needs to ensure that all industry role players are familiar with the branding strategy. Some constraining factors to the implementation have been identified as mainly revolving around the costs concerning the distribution of the Toolkit. The financial constraints might carry some validity regarding the ineffective distribution up to date. One key concern however is that most of the industry respondents frequently received Namibia visitor guide booklets and if these booklets are distributed surely the Toolkit’s could also be distributed. It is suggested that since the NTB distributes these visitor guides periodically, to include two or even just one Branding Toolkit with the entire delivery. If distribution costs in this suggestion are still challenging, electronic

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distribution of the Branding Toolkit could also be suggested. The Toolkit could be emailed to all NTB stakeholders and the Toolkit could even be adopted into a slideshow format, with audio-visual and interactive transitions- this could add to the effective implementation and adoption of the Toolkit. Distribution of the Branding Toolkit should be an easy task as a result of all tourism related activities being obligated to be registered with the NTB. NTB thus has all the particulars and contact details to all industry role players. This phase is key to the success of Namibia’s destination branding strategy. The key destination stakeholders of Namibia already have the necessary tools and capacity to implement the branding strategy, but active implementation is the missing ingredient.

Phase 5: Brand monitoring, review and evaluation

Tourism exists within an extremely competitive market and therefore destinations need to ensure its brand remains fresh, appealing and appropriate. Namibia currently has an innovative, appropriate and appealing destination branding strategy but constantly monitoring the market and competitive environment will ensure the brand remains innovative, appropriate and appealing. However, the destination branding strategy needs to be underlined with market awareness and brand monitoring. Destinations need to monitor the position of its brand accordingly within its current and potential visitor markets as well as effective benchmarking within its competitive market. Due to the volatility and cutthroat environment of the tourism phenomenon the monitoring phase is of great importance.

The actual impacts and success rate of the destination branding strategy needs to be constantly monitored and measured. Namibia’s current branding statement

(Namibia

as an experience rather than a place) could seem very attractive to the explorer and adventure-seeking tourist market. An increase in adventure-seeking tourist markets to Namibia could evidently lead to an increase in ‘4x4 safaris’ and nature activities, these activities could very easily jeopardize the sustainability of Namibia’s natural environment.

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Within the Monitoring phase, destinations need to encourage, when necessary, brand line extensions. Brand line extension is a strategic approach to refreshing a destination’s brand by focusing on different, new and unique products or elements on offer within the destination. Brand line extension is necessary as soon as the existing branding strategy and branding image becomes saturated, unattractive and inappropriate. As soon as the brand strategy has successfully completed the implementation and monitoring phases, the brand will eventually reach saturation and maturity and this is when the brand line should be refreshed and ‘extended’.

Line extension refers to the extension of a service or experience under an existing destination umbrella brand (Namibia). Line extensions have the ability to increase market shares, revitalize the brand and vary the offerings and experiences, innovative and competitive advantages. In relation to brand line extension there are various potential elements, which could serve as possible elements to Namibia’s positioning and branding extension strategies. These potential brand extensions could be based around a combined offering of very unique natural and cultural heritage values. These offerings can be based on any combination of the following:

- The world’s highest sand dunes at Sossusvlei - The Fish River Canyon, second largest in the world - Damaraland to view the largest free-roaming black rhino and desert elephant population in the world - Cape Cross Seal Colony home to over 80 000 seals - Unique cultural experiences with cultural groups such as the San or Himbas - Visit to the world famous Cheetah Conservation Fund (CCF) and Africa Foundation also seen on international television (BBC1 with Kate Humble and Ben Fogle) - The World’s oldest plant “Welwistschia Mirabalis” which is dated to be between 1500 and 2000 years old - The adventure opportunities of areas such as Swakopmund and the Orange River - Natural heritage and game viewing in world famous parks such as Etosha National Park - Unique geological formations such as the Organ Pipes and Burnt Mountain - The Skeleton Coast Park

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Based on these unique elements and product offerings of Namibia, Namibia’s next branding strategy could even be aimed at Namibia as the southern African country having the “best and biggest of everything”- a very simple example.

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4.0 Conclusion Branding has been defined as one of the most powerful marketing weapons available to contemporary destination marketers.

Competitive branding strategies have become

essential to the survival within the cutthroat environment of the tourism industry (Morgan et al, 2002). Once an effective branding strategy is cognitively established within the consumer’s mind, it ought to be easy to link with smaller destinations and attractions. Brand consistency, regarding its flow in the brand building lifecycle is the key ingredient.

On Namibia’s destination branding and positioning strategy, i can conclude on a few important findings. The NTB has done effective market analysis regarding the targeting of the ideal market in order to determine the core brand values and core brand statement (NTB Branding Toolkit, 2004). NTB has also already defined the brand identity of Namibia as ‘an experience rather than a place’ and underlining the core brand values. The core brand values have been identified as “Rugged”, “Natural”, “Soulful” and “Liberating” and the NTB has already achieved the successful integration of these brands within the destination (NTB Branding Toolkit, 2004). The branding strategy as underlined by the core brand statement and core brand values has also been successfully launched in 2004 with the publication of the Branding Toolkit (NTB Branding Toolkit, 2004). The NTB’s next focus should now be on the effective implementation of the branding strategy. The

implementation

phase

could

be

completed by effective distribution of the Branding Toolkit. After the effective implementation NTB needs to ensure continuous monitoring and evaluation of the branding strategy. The monitoring phase allows NTB to determine the appropriateness and measure the levels of success regarding the core brand values and core brand statement. NTB could monitor the market trends by doing electronic surveys amongst the industry stakeholders and it is important that NTB also include the perceptions of the tourists. Tourists could perhaps be asked to fill out short questionnaires at travel agents or tourism information offices. Once the core brand values do not match with supply and demand perceptions, NTB should aim to rejuvenate or re-invent the brand.

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When comparing to global best practices no other destination had a tool such as the Branding Toolkit in place. With the publication of the Branding Toolkit, the NTB havedeveloped a very powerful and strategic branding tool. The aim of the Toolkit is simply to make all Namibian tourism industry stakeholders look more Namibian (NTB

Branding Toolkit, 2004: 1). The Toolkit as strategic tool holds endless

opportunities and possibilities regarding the successful implementation of Namibia are branding strategy. Once the strategic tool and distribution channels are in place the next step for the NTB would be to ensure the effective distribution of the Branding Toolkit to all industry stakeholders. As noted by the pilot study done in parts of southern Namibia, the awareness levels of the Toolkit is very low but the anticipation and excitement regarding the use of the Toolkit is very high. If the NTB can ensure the effective distribution of the Toolkits, the implementation phase of the AILIM Recipe will be able to take place and allow for the brand to become consistent regarding its flow in the brand building lifecycle, as this is the key to the success of any brand.

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5.0 REFERENCES Aochamub, A. 2001-2004. Branding Namibia- A conceptual framework. The Namibian Economist. Windhoek.

Fabricius, M. 2006. Destination positioning, branding and image development. WTO, Addis-Ababa

Hildreth, J. 28 November 2006. An introduction to robust national branding. Budapest.

Holloway, J.C. 2004. Marketing for Tourism. Prentice Hall. United Kingdom.

NTB Branding Toolkit. 2004. The Branding Toolkit booklet. Namibian Tourism Board

NTB Market Strategy, 2007/2008. Namibian Tourism Board South Africa Market Strategy.