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- Destinations with strong brands will possibly perform better and hold more value than destinations with unbranded offerings. As sub-Saharan Africa's tourism destinations are becoming increasingly similar, competition among them has become very intense. This research aims to measure tourists' perceptions of KwaZulu-Natal destinations' brand image and brand loyalty. A questionnaire survey of 411 respondents revealed that most tourists are attached to the KwaZulu-Natal destination and will likely return. Furthermore, they are willing to recommend KwaZulu-Natal as a preferred tourism destination to their family and friends. Therefore, it is recommended that KwaZulu-Natal tourism destination marketers capitalise on the destination‘s brand attributes that make the destination a strong brand to strengthen its role in South Africa and globally as a cultural and natural destination.
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- This study explores tourists’ loyalty to the province of KwaZulu-Natal in South Africa, as a tourism destination. A structured questionnaire survey of 411 domestic and international tourists in this destination provided data for analysis. Results from descriptive, bivariate and multivariate data analyses indicate that tourists were highly satisfied with their visit, and many of them especially those on return visit, indicate loyalty to KwaZulu-Natal destination. Domestic tourists are more loyal to the destination than international tourists; therefore, efforts should be made by Tourism KwaZulu-Natal - the Destination Management Organisation to try to enhance international tourists’ loyalty to the destination.
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- This study explores tourists’ loyalty to the province of KwaZulu-Natal in South Africa, as a tourism destination. A structured questionnaire survey of 411 domestic and international tourists in this destination provided data for analysis. Results from descriptive, bivariate and multivariate data analyses indicate that tourists were highly satisfied with their visit, and many of them especially those on return visit, indicate loyalty to KwaZulu-Natal destination. Domestic tourists are more loyal to the destination than international tourists; therefore, efforts should be made by Tourism KwaZulu-Natal - the Destination Management Organisation to try to enhance international tourists’ loyalty to the destination.
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- Brand crises are unexpected and any organisation can be exposed to a brand crisis. Existing research on brands in crisis focus mostly on the effectiveness of the organisation’s response. However, there is limited research on the effect of a brand crisis on consumer’s brand loyalty. This study aims to examine the impact of a brand crisis on a consumer’s brand loyalty, with the Listeriosis crisis used as a case study. A quantitative research method was used to collect data from 384 randomly selected food retail store shoppers at Empangeni and Richards Bay in KwaZulu-Natal, through the use of questionnaires. The findings reveal that females and males differ significantly and high-income earners expressed loyalty to Rainbow and Enterprise even after the Listeriosis crisis because of their reliability, the unique products that they offer, and the fact that they satisfy their customer needs. Findings also showed that customers remain loyal even after a brand crisis.The research was limited to uMhlathuze municipality thus it cannot be generalised. The brand crisis was limited to the Listeriosis case. This study contributes to the literature on brand management by examining why consumers remain loyal to certain brands even after a crisis. This study also provides insight into how organisations can prepare for a crisis because there is no organisation immune to a brand crisis. The research concludes that because of the strong relationship that consumers have with brands, the former is less affected by crises. Moreover, the positive prior beliefs towards brands faced with a product-harm crisis, lead to less blame from consumers. Based on the findings of the study, it can be concluded that brand loyalty far outweighs temporal crises. Organisations should build strong and positive relationships with consumers through engaging in corporate social responsibility activities and should also have a crisis management team to handle product-harm crises.
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