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Tourism Destination Management and Event Planning

Faculty: Diamantis

April

Tourism Destination

Management and Event

Planning

Assignment #1- Las Vegas and

Atlantic City Destination Brand

Positioning Andrew Axelrad

304628

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2014

Statement of authorship

I certify that this assignment is my own work and contains no material which has been accepted for the

award of any degree or diploma in any institute, college or university. Moreover, to the best of my

knowledge and belief, it contains no material previously published or written by another person, except

where due reference is made in the text of the assignment.

Signed ____________Andrew Axelrad_________________________

Date _________________29/03/2014__________________________

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Table of Contents Introduction ....................................................................................................................................... 4

Key Debates in Destination Positioning ................................................................................................ 4

Brands and Positioning ........................................................................................................................ 8

Las Vegas Brand Positioning ........................................................................................................... 8

Audit of Vegas Brand and Position ............................................................................................... 9

Audit of Position in terms of Definition ......................................................................................... 9

Audit of Positioning in terms of Effectiveness ............................................................................. 10

Audit of Positioning in terms of Image/Cognition ........................................................................ 11

Audit of Positioning in terms of Elements (Name, Symbol, Slogan) .............................................. 12

Atlantic City Brand Positioning ...................................................................................................... 13

Audit of Atlantic City Brand and Position.................................................................................... 14

Audit of Positioning in terms of Definition .................................................................................. 15

Audit of Positioning in terms of Effectiveness ............................................................................. 15

Audit of Positioning in terms of Image/Cognition ........................................................................ 17

Audit of Positioning in terms of Elements (Name, Symbol, Slogan) .............................................. 18

Positioning in the Next 6 Years (2020) ............................................................................................... 21

Las Vegas in the Next 6 Years in terms of Positioning ..................................................................... 21

Atlantic City in the Next 6 Years in terms of Positioning ................................................................. 22

Conclusion ....................................................................................................................................... 23

Works Cited ...................................................................................................................................... 26

Appendix .......................................................................................................................................... 28

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Introduction

Kapferer (2004) signifies brands as the result of market segmentations and product differentiation. More

specifically, the American Marketing Association (1960) defines brand “as a name, term, design, symbol,

or a combination,” to mark the goods or services of companies to differentiate from their competitors.

However, branding amongst academia is complex and widely debated due to constantly changing

definitions and ideals (Maurya & Mishra, 2012). Connecting the debate to tourism destinations, Konecnik

and Gartner (2007) questioned the applicability of branding to tourism destinations. In agreement to many

authors in tourism destinations, they connect branding to “tourism characteristics and destination

attributes.” With destinations containing many unique characteristics differentiating themselves from one

another, consumers perceive destinations as a product, and assess destination attributes through a

cognitive process (Baloglu & McCleary, 1999). Keller (2003) adds how a brand is an extension of its

image, while Hem and Iverson (2004) argue that image is not branding since a crucial missing link, brand

identity, needs to be recognized. Consequently, similar to general branding terminology, there is no

accepted framework amongst academia regarding destination branding (Konecnik & Gartner, 2007).

Therefore, the next section of this paper will elaborate on how positioning is a key ideal behind the

successes of effective branding.

Hence, the purpose of this paper is to explore the key debates of destination positioning, followed by

auditing Las Vegas and Atlantic City branding and positioning approaches. Each destination will consist

of an introduction to the current brand position, an audit and analysis of the brand and positioning

strategy, and a conclusion comparing and contrasting said strategies. The last section of this paper will

explore brand positioning in the next 6 years in respective destinations with innovative positioning ideas

for target markets in 2020.

Key Debates in Destination Positioning

In Chapter 6, Pike (2004) starts off by citing Porter (1980) as delineating effective positioning as a basis of

competitive advantage for companies in industries with substitutes. Furthermore, Aaker (1996) argues

that brands are made up of brand identity and brand image. Brand identity makes up a sought self-image

from the supply side perspective while the demand side utilizes brand image perceived in the consumers’

mind. At the same time, brand identity emphasizes internal ideals communicated via brand value, vision,

and personality. Thus, brand positioning comes in to amend differences in perceived image and intended

identity of a brand by liaising between the demand and supply side standpoints (Pike, Destination brand

positioning slogans - towards the development of a set of accountability criteria, 2004).

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Positioning theory stems from Ries & Trout (1986) who founded three propositions:

1. There is over-communication and society is blitzed with too much information on a

daily basis.

2. Human brains have developed a defense system for the clutter of information.

3. The only way to cut through the clutter to the mind is through short succinct

messages.

Destinations must focus on differentiation as opposed to betterness. In agreement, Pike (2004) says that

desired market position stems from clear articulation and differentiation of messages that stand out over

substitute products/destinations. Moreover, via Pike’s (2004) summary of attributes researched by

Lovelock (1991) we can infer on the ideals behind salience, importance, and determinance.

1. Salience aids prioritization of importance of attributes (i.e. safety records for flying

could be the most important attribute to a consumer).

2. Important attributes could be salient, but not determining. (i.e. there are intervening

variables that affect attributes in the short or long-term, but are more temporary

(natural disasters). There are moderating variables which are more permanent and

“inhibit” attribute determinance (a spouse not liking an attribute).))

3. Determinant attributes are the differentiations that can be easily seen by customers.

However, functional benefits and product attributes can be easily imitated, thus, there is great emphasis on

functional, emotional, and self-expressive benefits suggesting unique value propositions to influence

consumption (Aaker, 1996). Attributes are measured via brand image cognition, affect, and conation

(Fishbein, 1967; Pike, 2002). Whilst, cognition is the sum of destination knowledge, awareness, and

perception derived from previous visits and/or marketing (Milman and Pizam, 1995). Affect is defined as

an individual’s feelings towards a product and how predetermines a consumer’s evaluation stage

(Fishbein, 1967). Conative image correlates to an individual’s behavior to purchase a product or a

consumer’s intent to purchase the brand. The aforementioned measurements of attributes were formulated

in a Meyer’s (1992) model. Consequently, the model is only useful if there is a frame of reference to a

similar substitute product or destination (Pike & Ryan, 2004).

Understanding of cognitive traits and image can help implement positioning tactics. Pike (2002)

highlights Keller’s (2003) three position deliverability criteria including:

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Feasibility alludes to the host destination to deliver the brand’s promise which incorporates identity, value,

and image. Communications refers to the ability to “cut through the clutter” and differentiate the brand to

increase awareness and cognition. Sustainability attributes to the length of time the brand can position

itself against substitutes and competition. Complimentary to Keller’s deliverability criteria, Pike & Ryan

(2004) have established a process to enhance destination effectiveness and these include:

Aspects to Enhance Brand Positioning

Effectiveness 1. Understanding of desired benefits relative to

competition

2. Trade-offs for a focused position

3. Implementation to encourage demand

4. Distribution and checking benefits offered

5. KPI to measure effectiveness

6. Research to stay in contact with target market

When looking at the aspects to enhance positioning effectiveness on page 3, there are several important

ailments. Even though Keller believes all 6 aspects are imperative, I have to point out 3 vital

contingencies: understanding benefits wanted by customers in relation to performance of competitors,

implementations to increase demand, and key performance indicators to measure effectiveness. I call

them contingencies because these three in particular rely on the accuracy of the preceding aspect of

effectiveness to ensure enhancement of the position. For instance, in order to cut through the clutter and

deliver the message appropriately, marketers must understand the needs and wants of their target market

in relation to competition to achieve competitive advantage and hegemony in the market. Furthermore,

marketers need to benchmark appropriately against how competitors deliver/position to customers in order

to establish appropriate KPI’s. In hindsight, there is no performance to measure if marketers cannot

deliver their position/message “clutter-free” to consumers. Thus, these 3 aspects highlight the greatest

importance since starting from the first aspect I mention; they trickle or are contingent on each other to

achieve position effectiveness. (See positioning audits to understand the application of the contingencies)

Finally, position elements come in to play once the focus (deliverability and effectiveness) have been

understood. Position elements include name, symbols, and slogans. Destinations are unique in this regard

since names are usually very difficult to change in terms of political, economic, and other reasons (not that

Is the position feasible?

Can the position be

communicated?

Is the position sustainable?

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is has never been changed before!) (Pike, 2004). Furthermore, Pike cites through Aaker (1991) that the

brand’s core is its name while through Keller (1993), there has been little research hinting brand names

develop favorable brand associations/destinations. Since names cannot be changed, symbols and slogans

are important for reinforcing destination brand positioning. Symbols can improve brand identification

amongst similar substitutes while reflecting brand personality (Pike, 2004). However, Pike (2004) cites

Reis & Reis (1998) as contradicting the importance of symbols. They said that a brand name’s power is in

congruence with a word’s meaning relative to a person’s mind and that symbols minimally create a

connection to the mind. Slogans, on the other hand, place perhaps the most importance on brand

positioning. Therefore, Pike (Destination brand positioning slogans - towards the development of a set of

accountability criteria, 2004) has come up with six questions based off of literature for stakeholders

regarding slogan validation:

1. What is the value proposal?

a. Destination marketing organizations position by implementing at least one of

the following value propositions: (1) symbols of self-expression, (2) market

segmentation, (3) affective qualities, (4) functional destination attributes, (5)

travel motivation benefits, (6) unfocus, (7) focus, (8) countering risk, (9)

brand leadership, and (10) combinations of the aforesaid.

b. However, in Pike’s (Destination Positioning, 2004) (Chapter 6), he mentions

14 positioning segments including: leadership, nature, discovery, people,

location, self-expressive, water, pleasure, escape, royal, treasure, climate,

vibrant, and culinary.

2. Who finds meaning in the value proposition?

3. How does the slogan differentiate from competitors?

4. How is the message memorable?

5. How is the propitiation sustainable in the long run?

6. Can the community deliver the destination brand promise?

In addition to Pike’s research on slogans, Richardson and Cohen (1993) developed slogan criteria to

enhance concepts of unique selling points and these include:

1. Slogan must be prepositional

2. Value propositions should be limited to “one or a few”

3. Propositions should sell benefits

4. The benefits must be unique!

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Brands and Positioning

When auditing Las Vegas and Atlantic City brands, I will incorporate Boo’s, Busser’s, and Baloglu’s

study brand equity. In their brand equity study, they tested the Las Vegas and Atlantic City markets to

find which dimensions of brand equity highlight importance for brand measurement. They conclude by

finding that brand destination had a positive correlation with brand value while brand experience had no

relation to loyalty. Furthermore, the study sustained imperativeness of image and its relation to

destination brand loyalty concurrently with the emphasis of promotional campaigns being based on

consumers’ self-image (Boo, Busser, & Baloglu, 2009). As previously explored, image is a key concept

in evaluating brand positioning. Hence, brand auditing will consist of brand awareness, image, value, and

loyalty.

When evaluating Las Vegas and Atlantic City positioning, I will utilize Pike’s (2004) review of

positioning in Chapter 6. Analysis of respective brand positioning will be in the form of definition,

positioning effectiveness, brand image/cognition, and positioning elements (name, symbol, slogan).

Las Vegas Brand Positioning

Las Vegas has been an evolving and booming gambling destination center containing around

74,000 rooms in 1990 expanding to a whopping 125,000 rooms by 2000. During this peak expansion

period, Vegas hoteliers were amazed with simultaneous increase in supply matched with proportionate

increases in demand and revenue. Hence, during this time, casinos appropriated “let it roll” as its brand

positioning slogan. However, in 2005, tourism operators, hoteliers, entertainment companies, etc. wanted

a piece of the Las Vegas pie thus changing the marketing landscape. Vegas needed a shift into a “brand-

driven approach drawing an emotional connection between consumers and the destination.” Branding

marketers initiated a three step process to evolve the Vegas brand in conjunction with an emotional led

supply and demand boom including: (1) account planning, (2) brand positioning, and (3) brand slogan.

Account planning consisted of communication between entertainment venues and consumers. Vegas hotel

operators researched the most important needs and wants of tourists which indicated Vegas as being a

destination for people to “cut loose like nowhere else.” Following, Vegas was able to implement a short

essence to thoughtful positioning statement: “Adult Freedom.” The positioning statement in full reads:

“Adult freedom means Las Vegas is the place where you do the things you can’t or

wouldn’t do anywhere else.”

Finally, Las Vegas implemented the brand slogan, “Whatever happens in Vegas, stays in Vegas,” which

jumpstarted a successful marketing and destination campaign still successful today (O'Keefe, 2007).

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Audit of Vegas Brand and Position

Below is a chart auditing Las Vegas’ Brand:

Brand Attributes Brand Audits

Awareness (High) R&R Partners Research showed trends in Las

Vegas brand awareness. When the brand was changed in

2005 (as aforesaid) the awareness climbed. Awareness

is still very high although stagnant in certain markets as

of 2007. This could be due to harsh economic times

(R&R Partners Research, 2007).

Image/Quality (High) Ivanov, Illum, and Liang (2010) conducted a

study on Vegas image and brand perception with

Bulgarian and American students. Bulgarian students

associated Vegas with more image associations than

Americans. However, Americans had a more accurate

depiction of Vegas. Image for both samples were

positive.

Value (High) Customers perceive price of Vegas hotel and

product utility as balanced. Relatively low price

compared to costs of gambling, nightlife, entertainment,

etc. Packed deals with flights (Las Vegas Convention

and Visitors Authority, 2014).

Loyalty (High) Loyalty for individual hotel properties are higher,

however, many properties have locations throughout the

US/World (i.e. Harrah’s Entertainment). Loyalty for the

destination primarily comes from local areas and areas

with major airports. Also, since value is high, loyalty

should be high (Boo, Busser, & Baloglu, 2009, p. 222).

Audit of Position in terms of Definition

In regards to evaluating in terms of the positioning definition as described in the beginning of this paper,

Vegas gets a high score. Las Vegas is a destination varying in sources of entertainment which increases

the amount of substitutes it could have. However, the competitive advantage is high since there are not

many places where one can partake in multiple kinds of hedonistic activities including: gambling,

poolside relaxation, clubbing, bar hopping, varieties of shows, fine dining, shopping, atmosphere etc. The

competitive advantage increases because Vegas does a great job differentiating itself from its competitors,

but also does a better job at offering an adult time. From a speculative approach influenced by my

experiences in Atlantic City and New Orleans, which are two similar substitutes offering adult services;

Las Vegas’ competitive advantage is far superior. The reason for this is because of its ability to position

itself meeting expectations through appropriate value propositions. Vegas differentiated itself by

capturing a “multi-dimensional” market different from “penny beers/lower class” in New Orleans, and

predominately local crowds in Atlantic City. In other words, they “cut through the clutter” and delivered a

message indicating an unforgettable entertainment experience for adults ages 21 and above. This

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entertainment experience is for rich and poor, local markets and destinations abroad. Additionally,

positioning is successful since it acted as an interface to balance brand identity and brand image. The

balance is supported by proportionate increases in supply and demand.

Audit of Positioning in terms of Effectiveness

Brand positioning effectiveness is show in the chart below:

Aspects to Enhance Brand Positioning

Effectiveness

Audit by Andrew

1. Understanding of desired benefits relative to competition

Vegas understands benefits relative to competition since

its brand is more recognizable than New Orleans and

Atlantic City.

2. Trade-offs for a focused position Neglect families and children, however over the past

years Vegas has offered more family style entertainment

to counter potential issues (Alcocer, 2008).

3. Implementation to encourage demand Encourage demand with low hotel and airfare

rates/packages. Evolve entertainment around trends and

pop culture. Loyalty programs offer free rooms, free

entry to clubs, free gambling coupons, etc.

4. Distribution and checking benefits offered Continually check benefits offered and fill market gaps

(i.e. making it more family oriented) as well as change to

stay trendy amongst varieties of clientele.

5. KPI to measure effectiveness Measure effectiveness based on increased brand

awareness, increased room nights, gambling revenue,

increased events, etc.

6. Research to stay in contact with target market

Track guests with loyalty programs, and frequency of

use of their gambling, clubbing, and other hotel

amenities. Enable them to deliver needs and satisfy

guests.

As mentioned in the Key Debates section, aspects 1, 3, and 5 are what I consider the most important

contingencies. For instance, if Las Vegas does not understand the benefits wanted by their target market

in relation to how their competitors attempt to deliver those benefits, then they would not know how to

stimulate demand. By understanding Las Vegas delivers multiple aspects of fun and entertainment for

multiple target markets, they can convey a “clutter-free” message and evolve pricing and loyalty programs

to take precedence over the completion. Moreover, by implementing appropriately and understanding

major competitors like Atlantic City and New Orleans, Las Vegas can measure their positioning

effectiveness appropriately. By benchmarking KPI’s effectively, Las Vegas can evolve their positioning

around the needs and wants of the client. Perhaps this is a reason why we have seen so much evolution

and change to the Las Vegas skyline over periods of time (increases in demand and overall brand equity).

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Audit of Positioning in terms of Image/Cognition

Quadrant 1: Mental Picture of Las Vegas (Functional Characteristics Imagery)

Lights, a strip full of mega casino resorts, night clubs, trendy restaurants, slot machines, table games, sexy

people, limos, cocktails, mega pools, beach clubs, live entertainments, themed hotels, high end shopping,

warm temperatures, dessert atmosphere

Quadrant 2: Pricing, etc. (Common Functional Characteristic Attributes)

Low room rates, affordable airfare packages, high entertainment fees, higher end restaurants, inflated

hotel/casino prices for non-casino amenities (i.e. food, sundries, extra needs), affordable buffet options for

gamblers, choice of hotel (upscale to lower end), loyalty comps for free rooms, amenities, etc, easy access

to other hotel/casino properties

Quadrant 3: Service, etc. (Psychological Characteristic Attributes)

Adaptable staff, address client needs, friendly staff, staff can have a good time with guests, excellent

service (rooms, restaurants, poolside, front desk, housekeeping, etc.)(rely on tips for high income to

complement hourly rate), free drinks at casino, smoking allowed in most casinos, CRM with loyalty

programs, customizable services for returning guests, self-service capabilities (buffet), 24 hour room

service, gambling, and drinking

Quadrant 4: General Feeling and Atmosphere (Unique Psychological Characteristic Imagery)

Upscale atmosphere in many properties, lower end atmospheres in other properties; however, perception

of all properties varies and fulfills expectations of targeted guests, target market can decide what kind of

time they want based on disposable income constraints, loyalty programs, favorite casinos, and

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expectations. “Whatever happens in Vegas, stays in Vegas” is applicable to all guests despite what

expectation or desire they have to provide them an entertaining time.

(Myers, 1992)

Through Meyer’s (1992) model above, we can measure Vegas cognition. As aforementioned, Vegas

awareness has increased over the past decade. Hence, we can assume that tourist interest/cognition is high

and that tourists downplay alternatives (increasing desire). Conation or consumer behavior indicates

intention to visit Las Vegas as a destination as opposed to the alternatives.

Audit of Positioning in terms of Elements (Name, Symbol, Slogan)

Las Vegas in English means “The Meadows” which is not indicative of what it represents. However, for

more efficient evaluation, I will only audit symbol and slogan. When looking at the slogan (look above),

you immediately notice the dark borders around the diamond sign. This symbolizes the fun that occurs at

night in this destination. The words “welcome, fabulous, and Las Vegas” are emphasized in different

sizes, fonts, and colors. The position is to welcome anyone; which goes along with Vegas’ value

proposition and image. By offering a plethora of varieties in entertainment and fun to multiple market

segments (rich/poor, close/far, young/old), Las Vegas is welcoming to everyone (no specific niche).

Fabulous is the key word in this symbol since it differentiates itself from substitutes. Yes, there is no

distinction between market segments, but no matter who you are, you are going to have a “fabulous” time.

And where are you going to have a fabulous time? The answer is Las Vegas written in big, bold, capital

letters.

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When looking at the website (lasvegas.com) (look above) you can see a similarity in the logo as described

before. Even though the logo is different, the logo is emphasized with a red circle in the upper left hand

corner. The site is user friendly with tabs above for tourists to navigate based on how they would like to

plan their trip from hotels and airfare all the way to shows, nightlife, and dining. The site’s background

resembles a nighttime sky indicating similar parallels to night time fun and entertainment. Finally, the

website is a great connection to the Las Vegas slogan since it is written across the top of the homepage.

As prospective tourists read the slogan they can then view all of the hedonistic activities to partake in

according to their lifestyle, budget, casino choice, and entertainment desires. No matter what the tourist

does while in Vegas, that range of possibilities is only available in one place: Las Vegas. When auditing

the slogan, you can see it represent a combination of Pike’s (2004) propositions including: self-expression,

functional destination attributes, and affective qualities. The slogan appeals to self-expression since

tourists define their fun and experience, while the fun inferred from the slogan represents affective

qualities and functional attributes that are part of the Vegas image.

Atlantic City Brand Positioning

Atlantic City’s rich history started when Las Vegas was a dessert shanty town in the 1930’s and 1940’s .

At this time, the Atlantic City boardwalk was a summer escape for local tourists in the New York, New

Jersey, and Pennsylvania tri-state area. Nonetheless, if we move forward to 1976, New Jersey legislation

enabled the Atlantic City skyline to transform into a prime casino destination rivalling the successes in

Las Vegas (Kozek, 2014) (see appendix for more detail on AC casino history). Atlantic City was the new

hip destination to gamble at and became a major competitor/substitute to Las Vegas. However, while Las

Vegas diversified into an entertainment destination that offered gambling, Atlantic City was caught on its

heels with budget problems, revenue declines, and outdated hotels. Furthermore, in 2006, legislation in

Philadelphia enabled casinos to open to compete with AC counterparts (Associated Press, 2013). To keep

up with Vegas and try to gain brand awareness, Atlantic City Alliance was created to reposition AC. On

the other hand, I would like to note that this was more of the first time that Atlantic City positioned itself,

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so I am not sure “reposition” is the appropriate term. Hence, in April of 2012, the AC Alliance launched a

$20 million positioning campaign: “Do Anything, Do Everything, Do AC” or in short, “Do AC.” The

campaign was implemented to boost AC’s image and increase visitors to a newly diversified Atlantic City.

In early 2001, Atlantic City attempted to rejuvenate its outdated casino’s to include more luxurious and

well-rounded entertainment to compete with Vegas, but failed since there was no positioning! Currently,

with the “Do AC” positioning, the Atlantic City Alliance is trying to display imagery of a newly

diversified city with nightlife, shows, shopping, dining, the beach, the boardwalk, and to a lesser extent

gambling (Atlantic City Alliance, 2014). Unfortunately, Atlantic City’s diversification and positioning

attempt may be too late to circumvent new local competition, let alone the powerhouse in Las Vegas.

Audit of Atlantic City Brand and Position

Below is a chart auditing Atlantic City’s Brand:

Brand Attributes Brand Audits

Awareness (Medium) Atlantic City mostly targets the local market in the

tri-state area. Brand positioning was just recently established

in 2012 and is hard to measure since Hurricane Sandy ravaged the NJ coastline during that same time. However, AC did get

some promotion due to the natural disaster, but in a negative

light.

Image/Quality (Medium) In the midst of Las Vegas turnaround to being inclusive of families, Atlantic City has developed shopping in

The Pier attached to Caesars and The Walk located near the bus

terminal in downtown AC. However, The Pier shops were/are

too high end relative to the target market and The Walk is outdoors and does not bring out-of-town customers during the

slow/cold winter season. Image and quality has increased with

the introduction to mega-resorts/casinos in the likes of Borgata

and The Revel. The beaches/boardwalk are another highlight

of AC, but the quality is low since they are dirty and draw a diverse crowd. See http://www.thepiershopsatcaesars.com/ and

http://www.achotelexperts.com/atlantic-city-outlets.html for

more information.

Value (Medium-High) The perceived value is high since room rates are relatively low compared to non-casino hotels. There are

multiple courses of entertainment and diverse dining options

for multiple target markets. However, there is no easily visible

travel package (Atlantic City Convention & Visitors Authority,

2014).

Loyalty (Low-Medium) As aforesaid, states and cities surrounding AC

are legalizing gambling. Hence, the big time gambler will just

stay at home as opposed to travel to AC. However, people are starting to come to AC for multiple sources of entertainment.

Consequently, since AC airport is small only servicing select

routes, and travel packages are hard to find, loyalty is lower.

Moreover, since AC is known to be a seasonal destination, I

cannot audit the gambling tourists as truly loyal since they only come part of the year. On the other hand, many people are

repeat customers coming for a summer weekend getaway.

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Audit of Positioning in terms of Definition

Atlantic City has just recently decided to partake in its first positioning campaign, “Do Anything, Do

Everything, Do AC” or in short, “Do AC.” No research can be found indicating a known positioning or

branding strategy for that matter. However, in terms of positioning definition, AC is deserving of a low

score. Unlike Vegas, they were not innovative and were caught flat on their heels with a desperate

attempt to implement “Do AC.” Even though, it’s better late than never, AC is busy playing catch up in

the shadows of an already clearly defined Vegas positioning strategy. Unfortunately for Atlantic City,

they were once the new hip kids on the block attracting crowds while competing with Las Vegas gambling

facilities. Consequently, while Vegas innovated and differentiated its brand to adapt into an entertainment

mecca, AC was still “penny-pinching” the stereotypical protégé: Brenda. Brenda, according to a

presentation I attended by Harrah’s is the typical gambler representing their largest target market. Brenda

is a stereotypical 60-65 year old woman who sits for hours in front of slot machines. While Brenda died

in the likes of Atlantic City, Las Vegas established a gap and competitive advantage in the entertainment

market. On the up-and-up, AC has differentiated its position to deliver a multi-faceted entertainment

approach to a more trendy market, however, it is very difficult for them to pierce through the clutter of the

Las Vegas brand as well as other infrastructural deficiencies (small airport and train station). Even

compared to New Orleans, brand awareness is lower amongst people outside of the tri-state area. When

you bring up New Orleans, people identify the brand as “The Big Easy” and the land of Mardi Gras.

However, when you talk about AC, people construe it in the likes of Las Vegas, but not as good (this is

from personal firsthand experience living in both New Orleans (4 years) and AC (15+ years)). Hence, I

can give AC points for trying, but in terms of true brand positioning, Atlantic City Convention & Visitors

Authority (2014) and Atlantic City Alliance (2014) have failed to identify and incorporate brand attributes

to the likes of its positions. Furthermore, they have not delivered a successful position since they seem to

sit in the shadow and copy a clearly defined Las Vegas brand position.

Audit of Positioning in terms of Effectiveness

Brand positioning effectiveness is show in the chart below:

Aspects to Enhance Brand Positioning

Effectiveness

Audit by Andrew

1. Understanding of desired benefits relative to competition

Atlantic City understands desired benefits of target market;

however fail to differentiate them from Las Vegas

counterparts.

2. Trade-offs for a focused position Now that AC is position as a more diversified entertainment

venue, they are widening their competition to Philadelphia,

New York, and D.C. Lack focus on the beaches and family

attributes needed to attract families in the busy summer

months.

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3. Implementation to encourage demand Develop low cost hotel rates and loyalty programs to

influence demand, but fail to differentiate themselves from

competing local casinos in the area and Las Vegas

positioning. (Cookie-cutter demand stimulants not increasing

value relative to Vegas)

4. Distribution and checking benefits offered

Starting to check benefits offered and fill gaps, but a little too

late since competitors innovate faster and more regularly.

Starting to diversify to a younger/trendy atmosphere with

clubbing, but still in the shadows of the competition.

5. KPI to measure effectiveness Measure KPIs in relation to gambling, but not regarding

brand awareness, image, and value. There are little to no

studies published on the current position strategy.

6. Research to stay in contact with target market

Track guests with loyalty programs, and frequency of use of

their gambling, clubbing, and other hotel amenities.

However, the CRM used still does not boost demand during

the winter offseason.

As mentioned in the Key Debates section, aspects 1, 3, and 5 are what I consider the most important

contingencies. Unlike Las Vegas, we can see the collapse of the contingencies as we go down the list in

respect to AC. Atlantic City understands the target market and benefits in the shadows of Las Vegas.

However, they have failed to develop a clear picture, image, competitive advantage, and identity in

respects to the competition. In this regard, they fail and cannot cut through the clutter to stimulate

demand, especially in the winter offseason and to markets outside of the tri-state area. Even so, people

from Philadelphia and New York within the tri-state area have easy and affordable access to Vegas travel

packages. Atlantic City does not differentiate itself via its unique beach setting and convenient location in

respect to Vegas. Consequently, since AC has failed to pierce through the clutter, and have just recently

implemented a positioning strategy, there is not an accurate benchmark to develop KPI’s. Even though it

is easier to benchmark to similar positions, one cannot construe AC is where they should be in relation to

where Las Vegas was two years after the introduction of their new positioning strategy. Hence, compared

to Las Vegas where we saw the contingencies develop upon each other to enhance their positioning

campaign, we can see the detriment and failure due to the broken chain of contingencies in the Atlantic

City’s audit.

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Audit of Positioning in terms of Image/Cognition

Quadrant 1: Mental Picture of Atlantic City (Functional Characteristics Imagery)

Lights, a main section of casinos, gambling, dirty beaches, casino bars, nightclubs, beach bars, outdated

hotel rooms (with exception to newer properties), high-end shopping, dining, Asian culture and gamblers,

older cocktail waitresses (nonsexist appeal), live entertainment, seasonality, hot/cold humid temperatures,

dangerous & dodgy neighborhoods near casinos, smelly boardwalk

Quadrant 2: Pricing, etc. (Common Functional Characteristic Attributes)

Lower priced rooms, bussed travelers, small airport and train station, expensive/high priced shopping,

expensive sundries & casino convenience stores, loyalty comps for free rooms, amenities, etc, easy access

to other hotel/casino properties, affordable buffet options with little perceived value

Quadrant 3: Service, etc. (Psychological Characteristic Attributes)

Inconsistent service, friendly staff, staff can have a good time with guests, excellent service (rooms,

restaurants, poolside, front desk, housekeeping, etc.)(rely on tips for high income to complement hourly

rate), free drinks at casino, smoking allowed in most casinos, CRM with loyalty programs, customizable

services for returning guests, self-service capabilities (buffet), 24 hour room service, gambling, and

drinking

(*Note: Service is very similar to Las Vegas, however, there is greater amounts of inconsistency. Certain

properties pride themselves more on service than others, unlike Vegas. Also, seasonality plays a role in

inconsistency since greater amounts and less experienced/untrained staff affect the overall guest

experience. Delivering and catering guests’ wants and needs and meeting expectations are harder.)

Quadrant 4: General Feeling and Atmosphere (Unique Psychological Characteristic Imagery)

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Brand equity and expectations are inconsistently met across the board. The atmosphere is confused since

AC is catering to more price sensitive target market while certain the newer hotel properties emphasize

luxury, high-end shopping, and fine-dining. Expectations are not met since beaches are average compared

to the rest of New Jersey; service is inconsistent due to seasonality. Furthermore, price sensitive target

markets see very cheap prices for rooms, but do not perceive the value to be consistent since the rooms are

outdated (for a negligible extra fee and opportunity cost of inconvenience, tourists can travel to Vegas for

similar price offerings and updated rooms). Hence, the atmosphere is mixed since AC does not do a good

job of destination management in terms of directing consumers to appropriate hotels positioned for their

specific expectations and needs.

(Myers, 1992)

Through Meyer’s (1992) model above, we can measure AC cognition. As aforementioned, Atlantic City

awareness has increased slightly, but no measurement has been published. Hence, we can assume that

tourist interest/cognition is low and that tourists highly consider alternatives (decreasing desire). Conation

or consumer behavior indicates lacking intention to visit AC as a destination as opposed to the

alternatives. To further explain the model, and as previously mentioned, people can spend a few extra

negligible dollars to spend an extended weekend in Las Vegas (the direct alternative). Since brand

awareness of AC is comparably low to Vegas’, we can assume that the convenience and change of scenery

factor is a major attribute not highlighted in AC’s positioning strategy (but should be highlighted!)

Audit of Positioning in terms of Elements (Name , Symbol, Slogan)

Atlantic City is rich in history once emphasizing its origin as a beach destination to its transformation

from gambling destination to a diverse entertainment position. AC’s transformation over the year may or

may not be indicative of what it represents regarding brand name. However, for more efficient evaluation,

I will only audit symbol and slogan. Above you can see Atlantic City’s shortened positioning strategy in

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its symbol. However, for the sake of auditing the symbol, please ignore the picture encompassing the icon

for now. First (from left to right), you see “DO” over “AC” in white surrounded by purple, orange, and

blue respectively. What can we gather from the subliminal meanings in the symbol? First, you can

naturally infer that AC is a function of “doing” since a consumer can picture “DO” divided by AC. The

idea behind AC as a function of “doing” is great, however, why shouldn’t “doing” be a function of AC?

(Division is not associative or commutative!) Construing away from the symbol within the circle, we can

see multiple symbols with different colors (purple, orange, blue). All of the symbols come from different

adds/mediums, I just collaged them together for the sake of space and the audit. However, the multiple

kinds of colors can illicit image and identity confusion. What are the purposes behind the color changes?

To attempt to gather a purpose, we will now look at the respective photo paired with the coloring of each

respective symbol. In picture 1 (left), there are women having a good time at night which can be

correlated to the purple emphasizing the evening fun for ladies. In picture 2 (middle), there is a collage of

a lady in a bikini sitting by a pool, with airplanes representing the annual airshow, with a nightclub

environment, and lastly with the skyline naturally cut out – which depicts confusion! How does the

orange symbol relate to such a diverse collage of photos? In picture 3 (right) we see Governor Chris

Christie of New Jersey speaking on a podium most likely about the reformation and renovation of hotels

after “Superstorm Sandy.” The clear blue symbol represents his oversight and clear decisive action

correlating to repairing AC, indicating it is a safe place to travel to. However, to go along with the

campaign confusion of multiple symbol colors, Christie’s face also looks confused or perhaps maybe

blinded by intense sun? Even within the respects of the images, the symbol colors lack meaning and are

confusing the consumer.

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On the previous page, there is a collage I created from multiple slogans conjoining to AC’s position: “Do

Anything, Do Everything, Do AC” or in short, “Do AC.” In parallel to the symbol audit, we can infer a

massive collage of confusion. Despite the slogans being difficult to read, they emphasize the differences

in entertainment that AC has to offer. On the other hand, the ads/mediums seem to be trying too hard.

When you type in any arrangement of brand, brand symbol, brand slogan in regards to Las Vegas, there is

a unison position and slogan. However, for AC, there is a plethora. Consequently, AC has copied the

Vegas position and has confused it amongst its internet medium. Vegas captures diverse hedonism in

their “what happens in Vegas, stays in Vegas” slogan while “Do AC” behind different kinds of slogans

confuses the consumer. Furthermore, I rarely came across the full name of the slogan positioning: “Do

Anything, Do Everything, Do AC.” Sure “Do AC” is catchier, but there is no meaning captured when

delivered to consumers, or no piercing through clutter in other words. From a differing angle, the

shortened slogan is mentioned on the main website that prospective tourists visit. Consequently, the more

recognized slogan “Do AC” does not fundamentally represent any of Pike’s (2004) value propositions.

Hence, not even on the main website does the tourist identify with a clear and full brand position slogan.

To parallel the confusion, and make it less friendly on the eyes, the website’s background picture changes

multiple times a minute (from poker chips, to the skyline, to the boardwalk, to glasses of wine, etc.) I

understand AC really wants to convey its diversified entertainment offerings, but perhaps they are trying

too hard and in essence are confusing their brand identity and image in an array of message clutter.

Finally, from a user unfriendly approach, when AC should copy Vegas in retrospect to their website ease,

booking a trip to AC is rather difficult. Not only is it hard to get an accurate picture of what AC’s specific

hotel properties portray, but they assume you have a car to drive yourself there! Hence, the AC position in

tandem with symbol and slogan are consistently confusing and very assumptive on what the consumer

perceives as the image.

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Positioning in the Next 6 Years (2020)

When looking at a positioning strategy into the future, we must consider the clients, their needs, and their

expectations. The following will look at what current experts and news state about the future of said

destinations. Lastly, I implement positioning changes and recommendations to adapt to future needs and

expectations.

Las Vegas in the Next 6 Years in terms of Positioning

City leaders and entrepreneurs in Las Vegas forecast the city to turn into a major growth hub in the

southwestern US. That being said, population growth will upsurge, railway and interstate infrastructure to

other major cities in the area (Phoenix, LA, etc.) will expand, and new industry (healthcare, alternative

energy) will start to supersede the successes of gaming. Leaders hinted that population growth will cause

massive traffic congestion and increases in water costs which will hurt casinos (Smith, 2009).

Considering the aforementioned news article could stem from the economic recession during 2009, maybe

there was lost hope in the casino industries’ financial future. There is well known evidence that Vegas’

population and infrastructure has skyrocketed from the beginning era of casinos to current day. Even

today, there is a massive amount of traffic congestion on the Las Vegas strip. However, I do not see the

gaming industry going away anytime soon. Vegas branding and positioning has been so successful, that

industry diversification, and developments on transportation infrastructure should not hinder casino

growth. In fact, I believe it will only enhance growth and increase demand. Las Vegas has already

diversified itself into a major conference center with family entertainment choices. With the addition of

transportation options, and multiple kinds of businesses, entertainment growth should parallel.

Furthermore, as of 2013, Las Vegas has been holding record-breaking attendance at the IPW event. The

IPW event is “the travel industry’s premier international marketplace and the largest generator of travel to

the US” and will return to Vegas in 2020 (Las Vegas Convention and Visitors Authority, 2013).

Consequently, Vegas should expect increased awareness to its international markets in conjunction with

increased tourist arrivals domestically. On the other hand, the only thing that could change regarding

brand may be the increased amounts of business travel.

Positioning will change in the next 6 years to adjust to the population size, and industry diversification.

One must note that conferences exist primarily due to the vast amounts of hotel rooms offering favorable

room rates. These conferences will continue to push towards a more diversified Las Vegas in terms of

entertainment. However, Las Vegas has already positioned themselves as a diversified destination that

offers more than just gambling. The future will entail similar adjustments in their positioning strategy if

they wish to maximize their reach in the perspective entertainment and businesses markets. Las Vegas’

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clients need a place to do work and a place to relax/have fun. Expectations do not change because

conference attendees today expect to work hard during the day and enjoy the entertainment with

colleagues at night. Sure Las Vegas is a distracting destination for conferences demanding production and

hard work. However, there are not many destinations in the US that offer the room capabilities to uphold

a major/large conference. Hence, Las Vegas should position expectations to: “work hard, and play

harder.” Technology is important in today’s and tomorrow’s world, but experiential positioning is what

Vegas needs to continue to dominate. Conference goers are going to be connected technologically during

the day for work, so what better way to decompose than for entertainment at night? Even leisure travelers

today do not go to Vegas for technological purposes. They go for the experience of having a hedonistic

adventure that “stays in Vegas” and is not recorded. “Work hard, play harder” is a tactical positioning

since it emphasizes the core of Las Vegas (entertainment/gambling/dining/etc.) with the invitation for

conferences to take advantage of the population and business hub it will become in 2020.

Atlantic City in the Next 6 Years in terms of Positioning

As mentioned in the introduction of Atlantic City’s brand positioning, numerous casinos are being

developed in nearby cities like Philadelphia and New York. Furthermore, with the US economy doing

well, disposable income is greater. Although I cannot predict the economy to stay favorable through

2020, I can elicit there will be a potential bubble burst by that time. Thus, it is imperative for Atlantic

City to pick up the pieces to capture the local price sensitive market and attract them via convenience.

Currently, many AC casinos are losing revenue both gambling and leisure related to these new local

casinos who are more efficiently catering to consumer needs. Unfortunately, I most note AC to be a local

market destination due to lack of infrastructure from its airport and train stations. However, if AC can

encourage these local customers to come to AC and not their local casinos or Vegas, than they can

maintain a larger piece of the entertainment pie.

Consequently, by 2020, I predict AC to evolve their position relative to their competition and current

positioning strategy. Since Atlantic City is emphasizing a diversified environment, they need to attract a

unique position compared to Vegas in which they shadow. Even though I mentioned Vegas to start to

capture the family market, there are numerous gaps that Vegas cannot compete with and those include:

the beach and the boardwalk. Atlantic City will need to attract more investors to develop and clean the

beaches and boardwalk; however, during tough times with less disposable income, families will need a

safe, enjoyable, and budget destination for a weekend/summer getaway. Furthermore, since the beach and

boardwalk only address AC’s high season, creative positioning will be needed to emphasize the slow

winter months. The slow winter months will need to be developed around convenience, location, better

price packages, and increased events. Another key aspect is the fact that it seldom snows in AC due to its

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location on the coastline, and now can compete as a destination to get away from the snow. By addressing

the family gap and emphasizing location convenience and pricing, AC can differentiate itself from Las

Vegas and ascertain their unique offerings via clutter-free messages.

A positioning slogan AC can adopt in 2020 can be in the likes of: “Do Local, You’re Family, Do it All in

AC.” Atlantic City needs to emphasize its location and convenience to its target market to contain them

from going to alternate destination likes Las Vegas. “Local” appeals to the young and trendy market since

it emphasizes sustainability at a lesser extent while reminding people AC is part of their neighborhood.

Additionally, people symbolize and construe local with their “family” or what they are “familiar” with.

Atlantic City can still be a fun hedonistic town with gambling, nightclubs, etc, but it can relate to the local

family by subliminally establishing a relationship with their local market. In other words, the positioning

slogan says, since you are local, you are our family, and we have it all for you in AC. Reasons to not

change the positioning slogan altogether, is because there is probably an increased brand awareness since

“Do AC” has already been out for 2 years. People will be aware and understand “Do AC” but in

conjunction with an emphasized approach to family, location, and sustainability. The reasons to go to AC

are for fun and to contribute to the local economy while gaining greater value in return.

Conclusion

As introduced previously, The American Marketing Association (1960) defines brand “as a name, term,

design, symbol, or a combination,” to mark the goods or services of companies to differentiate from their

competitors. Despite academia disagreeing on most facets behind branding and destination branding more

specifically, there is agreement among marketing scholars that a destination can be associated as a

product. In essence, a product or destination has a brand or brand equity which is a function of awareness,

image/quality, value, and loyalty (Boo, Busser, & Baloglu, 2009). Drawing a connection between the

basic definition of a brand and the pillars of brand equity, companies must communicate differentiation of

their product/destination to effectively develop a brand identity and image. Positioning is the strategy that

bridges the gap between brand identity internalized by the supply side and brand image externally

perceived by the demand side. Further delineation of brand identity stems from brand value, vision, and

personality which then enhance brand equity (Aaker, 1996; Pike, Destination brand positioning slogans -

towards the development of a set of accountability criteria, 2004). However, bridging the gap between

brand identity and image is not easy because there is an overload of over-communicated information, the

brain defends against overloading its sensories blocking messages, and thus the only way to get through

the clutter is to clearly differentiate (Ries & Trout, 1986). Even though differntiation is key to pierce

through clutters of information, Pike and Ryan (2004) have developed ways to enhance the effectiveness

of brand positioning:

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Aspects to Enhance Brand Positioning

Effectiveness

1. Understanding of desired benefits relative to

comp.

2. Trade-offs for a focused position

3. Implementation to encourage demand

4. Distribution and checking benefits offered

5. KPI to measure effectiveness

6. Research to stay in contact with target market

The above aspects are imperative, but after careful research, and auditing of Las Vegas and Atlantic City

brand positioning, there is a more effective model I can introduce. The model below emphasizes

contingencies (red) and communicators (blue):

The contingencies (red) are listed with the most important at the top of the pyramid. As aforesaid, without

understanding the benefits desired by the target market in relation to the competition, one cannot trickle

into the second contingency to stimulate demand. Additionally, the second contingency represents the

brands ability to cut through the clutter and stimulate the intended brand image. The last contingency is

key performance indicators that measure effectiveness of the positioning through the likes of

understanding the benefits sought from the target audience in relation to the benefits offered by

Understanding the desired benefits relative to

competition

Implementation to encourage demand

KPI to measure effectiveness

Trade-offs for a focused

position

Distribution and

checking benefits offered

Research to stay in contact

with target market

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competitors. I added a last contingency, CRM (customer relationship marketing) to act as the balance

between the brand and customers. Between each contingency, there is a communicator (blue) which acts

as a checks and balance approach for the marketers implementing the positioning strategy. The idea

behind the communicators is to constantly check the appropriateness of the position in relation to

substitutes and the needs/wants of consumers. For example, after the first contingency or tipping point is

established, marketers should see if there are any tradeoffs/opportunity costs for the intended position.

After demand is stimulated from implementation, marketers must check and balance the benefits/value

offered by the position. Once the KPI’s are established and measured, further research must act as a

communicator between the brand and the consumer. Ideally, the communicators check the

appropriateness of the contingencies and all feed into the CRM approach which will help enhance the

effectiveness of the brand. Likewise, it would be most idyllic if marketers could use all 3 communicators

after establishing each contingency to enable the most full proof/check method (indicated by the arrows).

Finally, my proposed model should be utilized as an infinite cycle constantly evolving and adapting to the

needs of the consumer in relation to how the competition satisfies those needs. After all, the brand

identity fed by companies is perceived as an image to consumers. It is the image that acts as a pillar

behind the effectiveness of brand positioning; however, it is the perceived performance of a

product/destination in relativity to a frame of reference, or competitor, who make brands measurable

(Lovelock, 1991).

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Appendix

Picture taken from: http://www.travelsworlds.com/revenue-cycle-solutions.html/las-vegas-logo-

pngrevenue-cycle-solutions-eosmhcps

(Las Vegas Convention and Visitors Authority, 2014)

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(Harris Interactive Inc., 2007)

(Harris Interactive Inc., 2007)

30

(Atlantic City Free Public Library, 2014)