Namibia Marketing Environment & Branding Evaluation

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Namibia an experience
rather than a place
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
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
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
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
• 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.
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.
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 well established in Namibia are:
Avis Rent a Car Britz Rental
KEA 4 x4 and MOtorhome rental
Odyssey Car and 4x4 Hire

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
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
» 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.
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
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
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.
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.
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.
Demand Statistics (Source: WTTC )

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.
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
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.
• 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.
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
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, pre-
independence 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
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.
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
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-seamile-
zone where only Namibian companies are allowed to fish. Since then the Namibian
fishing industry - fish-processing and canneries included - has developed into an
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.
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.
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
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.
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, so that Namibia stands out above its
competitors.
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.
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-
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 awe-
inspiring contrasts and mystical splendour such that it touches the soul. You take it with
you forever”.
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.
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.).
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
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
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
distribution of the Branding Toolkit could also be suggested. The Toolkit could be e-
mailed 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.
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
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.
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.
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.
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.

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Bsc (Hons) Tourism, Leisure and Recreation Management,

Module: Destination Management

Assignment: Evaluation of a tourism destination by

Submitted by: Juggurnath Pravesh (0613693)

Date submitted: 05.05.09

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

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

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

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

Marketing has been acknowledged as an integral component of destination development,

The branding and positioning strategy of Namibia is evaluated using theoretical

A useful framework for performing a situation analysis is the 5 C Analysis. The 5C

• Market size and growth

Climate (or context)

The climate or macro-environmental factors are:

• Political & regulatory environment - governmental policies and regulations that

2.1 Destination Namibia

Namibia is an adventure, but you don't have to be an adventurer to experience this

2.2.1 Tourism Suppliers

Public transport in Namibia is not as well established as foreign visitors may be

Avis Rent a Car Britz Rental

KEA 4 x4 and MOtorhome rental

Odyssey Car and 4x4 Hire

There is a large variety of Namibia Accommodation Establishments in Namibia. They

East Caprivi East Namibia / Gobabis / Botswana Border

Epupa Falls Etosha

Etosha East Etosha West

Fish River Canyon Gamsberg Area

Grootfontein Grünau area

Namibia’s Attraction and Activities

» The Southern Region: Southern Namibia presents some of the principally

» Spitskoppe: The Spitskoppe has often been referred to as the Matterhorn of

Fish River Canyon

Food and Beverage

Namibia Self Catering and Bread & Breakfast - CENTRAL REGION:

Namibia Self Catering and Bread & Breakfast - NAMIB REGION:

Namibia Self Catering and Bread & Breakfast - NORTHERN REGION:

Namibia Self Catering and Bread & Breakfast - SOUTHERN REGION:

2.2.2 Distribution Channels

Having access to good distribution is fundamental to marketing. Destination operators

Join us in Namibia Namibia Impulsiv

All offer a Reservation Service for:

Namvic Tours & Safaris express themselves as

and Sunrise Tours and Safaris states

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

Demand Statistics (Source: WTTC )

A Competitor analysis is define as identifying your competitors and evaluating their

Quantifying arrivals in Namibia can be problematic as results are skewed by the

• Safety & Security

Therefore, one finds in Namibia communities with cultural lineation to other

Owambos (different dialects) Kavangos (Different dialects)

Meanwhile, a new and considerably bigger government building was erected in

Another is that, Namibia continues to invest in its telecommunication infrastructure in

• The Trans Caprivi Communication connection would link Namibia with

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

3 Selection of Marketing Strategy (Namibia Branding and Positioning)

Namibia Marketing Environment & Branding Evaluation

Namibia Marketing Environment & Branding Evaluation