The thesis examined how stakeholders can be successfully involved in the branding process of a destination. The city of x was chosen as a case destination as it was developing a brand at the time the study was conducted and the author was allowed to accompany this process.

The theoretical framework of the thesis was divided into the three topics of destination management, branding, and stakeholders. The secondary data was obtained from academic publications such as books, journals, and previous studies from credible sources.

The empirical study focused on who the tourism stakeholders in x are, why they should be integrated into the branding process, and what measures exist to engage them. Primary data was obtained through the author’s participation in the branding seminars of x and through qualitative research based on three semi-structured interviews with open-ended questions. The results reveal that x’s brand is created by a core team of six persons, the internal stakeholders. External stakeholders, such as professionals of the tourism industry, have no influence on the development of the brand and are only approached after the brand concept is approved by the mayor, the city director, and the city council.

The author concluded that a stakeholder management strategy is the first step for successful stakeholder integration in the branding process. On the one hand, this thoroughly identifies and prioritizes the stakeholders and, on the other, defines suitable measures for cooperation. Brand development should not be based on a “top-down” approach that only considers decision-makers and key players, but it should also include the perceptions of other stakeholders. Since this did not happen in the branding of x, a proper brand launch must now take place that comprehensively introduces the brand to the stakeholders.