Are we building cities for those who live in them or for those who visit them? City brand vs. destination brand
Within the framework of the recent seminar organized by the Palma Tourism Foundation, with the participation of Mandarina Brand Society and Estudio Rosas, a conversation emerged that goes beyond marketing, tourism, and even institutional communication. We are talking about the very essence of territories: how the real identity of a city is built, preserved, and projected in a world that competes for attention, investment, and visitors.
This reflection is far from minor. In a context where destinations compete on a global scale and where tourism pressure reshapes behaviors, priorities, and urban rhythms, an uncomfortable but necessary question arises:
Are we building cities for those who live in them or for those who visit them?
Destination brand vs. city brand
Unlike the destination brand, which is oriented toward attracting tourism demand and positioning a territory in international markets, the city brand is an introspective exercise. It is a journey inward—into the urban fabric, the values that sustain it, and the way a community recognizes itself.
A strong city brand is not born from a clever tagline or a refined aesthetic. It emerges from a process of confronting reality. This type of introspection requires listening to residents more than tourists, understanding the memory of the place, and conceiving the territory as a living organism in constant negotiation between past, present, and future. A city brand is, in essence, a social pact.
The destination brand, on the other hand, fulfills a strategic and necessary role: it positions, differentiates, and sells. It speaks of experiences, services, climate, and stays. It is a tool for tourism competitiveness. However, when a destination brand is expected to function as if it were a city brand, a distortion occurs: the city ends up promising what it is not, putting strain on its own authenticity.
The contemporary challenge: ensuring that city and destination do not come into conflict
Twenty-first-century cities face an unavoidable challenge: aligning their tourism ambition with their social purpose. This is not about giving up tourism—an essential strategic sector and a key economic driver—but about consciously integrating it into a broader, deeper, and more honest urban project.
To achieve this, three fundamental elements are needed:
◉ Internal coherence
Brand promises must be experienced in everyday life. Sustainability cannot be a slogan; it must be felt in mobility, in public services, and in public space. Culture cannot become mere decoration; it must be practical, accessible, and part of daily life.
◉ Genuine resident participation
Citizens are not a secondary target. They are the core. They are the ones who give credibility to any institutional narrative.
◉ A long-term vision
A city brand cannot be shaped by short political cycles. It requires continuity, consensus, and intergenerational responsibility.
Why this reflection matters to the industry: hotels do not exist in a vacuum
At a time when Spain is consolidating its position as one of the most admired destinations in the world, the European Tourism: Trends & Prospects (Q3/2025) report by the European Travel Commission (ETC) confirms that European tourism continues to grow and that sun-and-beach travel remains at the top of Europeans’ preferences—an area in which Spain continues to be a key destination. However, competition in the Mediterranean has intensified. Travelers are increasingly seeking greater value for money, favoring destinations with more competitive pricing such as Poland, Istanbul, or Hungary, which are growing above the average.
Thanks to its safety, quality of life, cultural offer, and leadership in leisure tourism, it is clear that the type of visitor we attract depends directly on the narrative we build as a country and as cities. A coherent, solid, and authentic territorial identity does not merely generate volume; it attracts higher-value tourists—those who seek real stories, consume consciously, and understand the destination as a place worthy of respect.
Hotels do not exist in isolation; they are embedded within an urban and social ecosystem that, when well managed, becomes a powerful intangible lever for investment, operations, and development. This is why, at GAT Hospitality, we advocate for a vision of tourism that goes beyond conventional metrics and aligns with the principles of local authenticity, shared responsibility, and resilience. Because true tourism success—in Spain and in any destination—begins long before the visitor arrives.