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The purpose of this paper is to understand and identify the marketing strategies and specific promotional tools used by film commissions to attract the production of films and television.

The paper involves in‐depth interviews with film commissions worldwide and a content analysis of their promotional materials.

Film commissions employ three key strategic marketing approaches when promoting their locations to film producers – product differentiation, service differentiation, and cost advantages. They use six main specific promotional tactics – advertising, sales promotions, joint promotions, public relations, online marketing, and direct marketing and personal selling. A model explaining the relationship between film commissions and film producers involving these strategies and promotional tools is suggested.

The marketing of film locations is under‐researched and has to be further addressed in the marketing literature. Future research can seek to identify the specific marketing activities that will lead to success for the marketing of film locations.

Examples of the best marketing practices amongst film commissions are highlighted.

This is an original contribution in that it is the first academic paper to address the marketing of film locations. It will be of significant value to film locations seeking to attract production to their locations.

The purpose of this paper is to propose what can be learned from the study of specific promotional materials.

The in-depth analysis of the text and layout of websites – adapted from Niels Brugger, and in contrast to the study of promotional materials as ancillary or interrelated texts.

That websites can tell the author much about the intentions of distributors, and their target market, even when these resources are no longer active or social media is used.

Specific promotional materials should be increasingly studied as individual texts. Websites have their own conventions and structures that can be studied, as well as other digital and physical artefacts.

The findings are potentially widespread, as they are evident within a defunct distributor’s webpages, as well as one that remains to be active in the UK market.

Audiovisual works – especially cinematographic works – are at the heart of the changes resulting from the development of the information society. Media convergence radically changed the way traditional audiovisual content is produced, distributed, consumed and eventually archived. Film producers slowly started to experiment with new ways of digital production such as the shortening of release windows to favor new on demand services. How does this translate to European film policy? Due to the unique double nature of cinematographic works which are both economic and cultural goods at the same time, the European film policy is at the crossing point of media, culture, competition and heritage. This paper seeks to address these issues.

In this research paper the authors assessed to what extent the adoption of digital technologies is stimulated throughout the value chain of film making and more precisely to what degree the distribution of a European culturally diverse catalogue of films is encouraged.

For the first time in history, European producers have the tools at their disposal to collaborate, promote and distribute internationally, at lower transaction costs and at a higher speed, and to look beyond their national market. The fast‐evolving technological developments provided the European legislator with the opportunity to strengthen and support the promotion of the European cultural identity in all its diversity. But is this also reflected in the current legislative framework? It is clear that different hurdles still need to be tackled.

In this research paper an overview is given of the regulatory steps that have been taken so far in the field of European film policy to stimulate the digital production and distribution of European film productions. In the context of new unfolding alliances between stakeholders and experiments with premium video‐on‐demand or shorter cinema release windows, the relevance of digital production and distribution schemes can no longer be neglected. The emergence of web‐based services including cloud computing is likely to accelerate this trend.

The purpose of this paper is to consider how film can induce image, both individually and collectively. In particular, the psychological drivers of film are explored and how these may impact on tourism visitation. The impacts of film and cinema are explored, as is the relationship between tourists' motivation and purchase behaviour.

The authors review the limited literature on the subject, seeking commonalities and resonances between film and tourism. A focus group is used to develop a perceptual map with which to better understand the phenomenon and a questionnaire was conducted to research attitudes towards film and propensity towards film‐induced behaviour.

The paper suggests that there are commonalities between film and tourism and that film can evoke powerful and long‐lasting images with the viewer, thus creating marketing opportunities for destination marketing organisations (DMOs).

With greater understanding of the nature and power of filmic image, it is hoped that tourism DMOs may develop more effective strategies for attracting visitors to destinations.

Research in this topic is very limited and, as far as the authors are aware, there is nothing which adopts an in‐depth approach on the nature and application of film‐induced tourism.

Films are arguably one of the most influential phenomenon of modern society. They are remarkable and effective means of conveying stories and influencing humans. Films are one of the most important factors that motivate people to travel to a destination. This chapter will explore the phenomenon which is widely known as film tourism and its role in tourist experience. To gain a better understanding of film tourism experiences, this chapter presents key concepts and analyzes existing studies. The analysis investigates important aspects of film tourism experience, including experience satisfaction and storytelling. It tries to highlight how films can influence tourist experiences beyond the travel itself, with a strong emphasis on the role of storytelling and film tourism experience satisfaction. To help readers achieve a clearer and more detailed understanding of the unique and dynamic nature of film tourism experiences, this chapter provides an overview of the tourist experience by conducting a comprehensive literature review on the subject. By doing this, this chapter proposes a new framework of film tourist experience satisfaction while describing the relationship between influential factors such as previous film experiences, motivation to visit a destination, destination expectations, on-site destination experience, and tourist involvement. Finally, conclusions are drawn presenting storytelling as a contemporary approach in the domain of film tourism experiences.

This paper aims to contribute to the development of a film brand theory and in doing so, illustrate the utility of a socio‐cultural approach to branding. The purpose is to develop the conceptual framework within which the film brandscape may be considered. An illustrative case study of the James Bond franchise is provided so that the potential application of the framework can be clearly understood.

The paper approaches the topic from a socio‐cultural perspective in order to take particular account of the symbolic nature of film offerings. It combines insights from contemporary production and consumption practices in the film industry with theoretical perspectives from marketing, branding, consumer, cultural and film studies. Although a conceptual paper, it incorporates an illustrative case, the James Bond franchise, in order to support the proposed brandscape.

Films are marked with signs of ownership and may carry other cues which function as risk‐reducing shorthand devices. Consumers look to brand characteristics as communicated through brand cues. Particular brandscapes can be viewed as loosely bounded sites within which meaning is derived from making sense of the various, interrelated brands within this brandscape. Such meaning is dependent on cultural cues which evolve over time.

This paper presents a theory of film branding which is primarily applicable to mainstream commercial films. The implications for marketing and branding scholars are highlighting the need to view brands within their wider brandscapes in order to understand how consumers understand brands in relation to one another. There is also a need to move beyond dominant relational modes of thinking about brands and consumers to consider the temporal nature of brand meanings.

The paper offers a theoretical approach enabling scholars in a range of disciplines to engage in cross‐disciplinary dialogue about film brands, thus facilitating debate and opening up new lines of research inquiry. The case study included is merely illustrative and further empirical studies are needed to test and develop the brandscape.

The paper develops the cultural approach to branding through introducing the idea of the granularity of the brandscape: particular brandscapes can be viewed as loosely bounded sites within which meaning is derived from making sense of the various, interrelated brands within this brandscape. Such meaning is dependent on cultural cues which evolve over time. Managerial decision making can be understood through considering the various cast and crew decisions, genre and positioning. Through understanding the granularity of the brandscape, marketing and branding practitioners can have a greater understanding of consumer sensemaking which can be used in strategic decision making.

Marketing. Sub subjects: customer segmentation, targeting, positioning and new product launch strategies.

This case can be taught at degree and master level management programmes including distance education mode in business schools having marketing management as one of the subjects.

Maruti Suzuki a leading global Japanese car manufacturer recently launched a new multi utility passenger car with the brand name Ertiga. Ertiga was launched by Maruti Suzuki as life utility vehicle (LUV) using lifestyle categorization instead of using car categorization to position Ertiga using LUV theme. This new category created called LUV is in car categorization between high end hatchbacks and multi utility vehicles/sedans. This case highlights how Maruti Suzuki through effective market research was able to identify a new category and also create and offer a car to the Indian market. This case covers some of the innovative promotional strategies like in film promotions and brand placements which was used to promote Ertiga in India.

The case is designed to enable students to understand the concept of segmentation, targeting, and positioning about the various products launch strategies companies adopt in the emerging markets. Also this case covers the marketing mix concepts and how it was adopted during the Ertiga launch in India.

Teaching notes are available for educators only. Please contact your library to gain login details or email: support@emeraldinsight.com to request teaching notes.

While the concept of cultural competence has emerged as a major contribution to improving migrants' and minority ethnic (MME) health, what constitutes culturally competent health promotion is less well understood. This paper explores the tension between the concept of cultural competence and community empowerment through an analysis of the author's recent experience of a participatory video project in which four ethnic/language groups were involved in the production of a breast‐screening video. It illustrates the engagement of migrants and minority ethnic communities in different stages of the video production process, and critically reflects on how this experience could be understood. It concludes that culturally competent health promotion requires us to go beyond language and cultural sensitivity to engage critically with communities to participate in health promotion activities. Participatory video has the potential not only to promote health messages in the communities, but also to strengthen capacity and cultural identities.

The purpose of this paper is to examine how movie studios develop an integrated social media strategy to achieve box office success. Departing from prior studies which focus on single social media platforms, this study examines the role of integrated social media promotion strategy using multiple social media platforms on movie success in the Bollywood movie industry.

This study adopts an in-depth and comprehensive case study approach to examine the promotional strategies adopted through YouTube, Facebook and Twitter throughout the life cycle of the movie and its impact on the box office success of the movie.

The study provides three major findings. First, the social media promotional strategy was centred on developing appropriate content to match the unique characteristics of the social media platforms. While Facebook was utilised primarily to connect audiences through organising fun events, Twitter was used to retweet the positive word-of-mouth generated from the audiences. Second, emphasis on promotional strategy through social media platforms in the post-release stage of the movie was found to be equally important as the pre-release stage. Finally, the social media platforms were utilised to develop emotional connection with the audience by promoting the content through which the audience identified themselves with the main protagonist of the movie.

This study is among the very few studies which examines the role of integrative social media strategy on the box office success in the movie industry. This study emphasises the way firms can utilise the synergies across different social media platforms to achieve success in the movie industry.

This study explores the making of box-office collection using the Indian film industry, Bollywood, as a case.

This study conducts in-depth interviews with cinematic experts in the Indian film industry and analyzes the interview transcripts using thematic analysis.

This study uncovers several noteworthy findings. First, films that drew both general (MASS audience) and niche (CLASS audience) viewers dominate the box office. Second, viewers prefer to see films that are based on true events, and their engagement will be deeper if the subject of the film resonates with them. Third, stakeholder share is variable and changes over time. Fourth, the marketing budget for a film is typically higher than its production budget, and it is determined by the producer's financial resources. Fifth, the dominance of big over small banner films motivates the latter to pursue online rather than cinematic releases. Finally, Internet access creates value and returns on investment through sales of satellite and musical rights, while strategic promotion and distribution reap maximum benefit for box-office collection.

Unlike past studies that rely on secondary data, this study uses primary qualitative data to explore the making of box-office collection. This study also focuses on an alternative film industry, Bollywood, as it is a vast context that remains underexplored.