The effect of self-congruity and motivation on consumer-based destination brand equity

Abstract

Achieving destination appeal and a competitive edge is a priority aim of tourist destination managers. The objective of this study is to help explain the formation of brand equity as a competitive strategy for a tourist destination. A model is proposed, in which complementary variables—internal to the consumer—are taken as antecedents of brand equity, namely, motivation to visit a destination and self-congruity. In achieving this aim, the work responds to key gaps in the literature: the measurement of the effectiveness of destination brand equity as a competitive strategy, the need for greater knowledge regarding the antecedents of destination brand equity, the broadening of the application of the theory of self-congruity in tourism, and the importance of tourist motivation in the consumer’s evaluation of a destination’s brand. The work finds that both determinants exert an effect on brand equity, albeit in distinct ways: motivation is essential in attracting clients to the destination, while self-congruity is vital for retaining them. The study presents a number of implications of interest to the professional sector.