Sundaymail Editor
Charles Mavhunga
THE brand supremacy of destinations in the tourism industry should be viewed from the multi-stakeholder perspectives in terms of collaboration, patriotism and focus.
The configuration of stakeholder interests in terms of focus and stewardship defines the leveraging that is needed to establish the brand strength.
This article focuses on the role of customers, corporates, city councillors and mayors, the community and the Government as critical stakeholders in brand management of the tourism industry in Zimbabwe.
What is a stakeholder relationship in brand management?
Researchers in the field of tourism brand management concede that a stakeholder relationship is an engagement process involving the creation, maintenance and enhancement of a value-driven bond of stakeholders to achieve sustainable benefits that are derived from the brand strength.
Stakeholders in brand management are individuals, groups or corporates whose interests have an effect on performance of the brand on the market. This means the strength of the brand on the market is largely determined by stakeholder interests that are focused, collaborative and directional.
It must be noted that different stakeholders in a business relationship have different interests, but in terms of brand management, the conflict of interest should be constructive and collaborative to establish a brand that is strong and competitive on the market.
The stakeholders in brand management are expected to play their roles and carry out their mandate with pride to achieve proper decoration of the brand strength.
The relationship of stakeholders should be able to establish a pattern of doing business, which is focused on brand promotion despite the divergence of viewpoints and interests. This means stakeholders in the tourism industry should allow their interests to converge to establish a strong brand with capacity to meet global standards.
Conflict of interest among the stakeholders is a thorn in the flesh, and a serious crack in brand management. It demands further analysis to ensure that the country’s brand competitiveness is established.
It is important to establish the role played by customers, corporates, city councillors and mayors, the community and the Government in brand building in the tourism industry in Zimbabwe.
Customers: To provide patronage and revenue support.
Corporates: To provide top-of-the-range service to customers, one that is affordable and memorable.
City councillors and mayors: To ensure the infrastructure (roads, sewerage system, traffic lights and public toilets) in cities and towns is functional. They should also ensure the cleanliness of towns and cities is maintained.
Community: To provide support of the destination by observing the cultural values and heritage systems.
The Government: To ensure the country is peaceful, and visitors are safe from insurgencies, and the country is open for business in the tourism industry.
The Media: To report news responsibly, thereby ensure visitors have enough confidence in the country as a safe destination.
It is worrying that, in Zimbabwe, we are facing challenges from city fathers and councillors, who are the major stakeholders in brand management.
Conflict of interest is evident
Politics is creating havoc in the delivery of service by the city fathers and councillors.
Corporates are playing their role to ensure hotels earn stars, but a stone’s throw from a five-star hotel such as Meikles is a road with potholes that can damage the suspension system of cars belonging to visitors staying at the hotel. In terms of branding of the tourism industry, there is lack of collaborative thinking involving the mandate of the council and performance of corporates to maintain the five-star service to clients or visitors.
The way forward
The Government should relook at the country’s Urban Councils Act to facilitate an incentive to allow corporates or individuals with capacity to maintain roads or any public infrastructure within their reach to ensure cleanliness in our cities and towns.
Hotels should be surrounded by a clean and safe environment, which is vital for customers to maintain the brand.
Misalignment of political interests with Government interests explains why city fathers seem not to care about service delivery, in the vain hope of winning the next election. This narrative is backed by the view that political opportunists lie to people to win votes.
The majority of voters in the country’s towns and cities are not aware that it is
the responsibility of councillors and the mayor to fill potholes, supply fresh water, repair sewerage systems, plant flowers in city gardens, clean city pavements and ensure that shops and hotels maintain health standards, among other issues.
The interests of councillors and city fathers should be aligned with those of the Government to achieve effective tourism brand values that are attractive to meet global customer standards.
Councils may be failing to deliver the services due to a shortage of funds or sanctions imposed on the country.
The city fathers should, therefore, join others in calling for the withdrawal of such economic measures to ensure the country trades fairly with the global world. If sanctions are lifted, the country’s industry will be boosted, and the city council will collect more revenue from ratepayers.
The stakeholder relationship in brand management should not be characterised by conflict of interest.
There is need for harmonisation of interests for the sake of the country’s national tourism brand. Political interests that tarnish the country’s image should be treated as an obstacle in efforts to grow the tourism brand.
Charles Mavhunga co-authored textbooks in Business Enterprising Skills and is currently studying for a PhD in Management at Bindura University. He can be contacted at [email protected]. Cell: +263772989816
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