Developing an Umbrella Brand for Cross-Border Maritime Destinations: A Case Study of Baltic Sustainable Boating

Abstract

The article explores the development of Baltic Sustainable Boating 2030 (BSB2030), a cross-border destination brand for the Baltic Sea Region. Based on stakeholder engagement from 2022–2024, including a branding workshop and preliminary market testing at BOOT Düsseldorf 2024, the study highlights how shared maritime identity and sustainability values can support transnational branding. The findings show that multi-level stakeholder involvement and values-based narratives strengthen regional appeal, yet the brand still lacks emotional resonance, clear messaging, and coherent governance. While BSB2030 successfully promotes eco-consciousness, regional diversity, and accessibility, it faces challenges related to long-term strategy, financing, and cross-border communication.

1. Introduction

As tourism grows economically and cross-border competition intensifies, marketing and branding have become essential for enhancing a destination’s visibility and appeal. More regions, cities, and countries are adopting destination brand–building approaches [1], recognizing that brand development is crucial but also that it is a complex, long-term process involving multiple stakeholders [2,3]. Destination branding sees a place as a product promoted by tourism stakeholders. It involves defining what makes the destination unique, expressing its values and culture, and communicating these clearly both internally and externally [4]. This helps visitors distinguish it from other places [5] and supports offering tailored experiences to different types of tourists [6]. Thus, a destination brand–building approach can create value not only for tourists, but also for the destination itself and its stakeholders.

While destination branding and destination competitiveness have been studied (e.g., [7,8,9,10,11]), research on cross-border nautical tourism, including leisure boating and marina-led destination marketing, remains limited [12,13].

Cross-border destination branding must deal with different regional identities, governance systems, and policy settings. Creating a shared brand narrative across countries is challenging, as stakeholder interests and administrative structures often differ [11,14]. In this context, the idea of cooperative competition has become important, where partners work together while keeping their own branding goals [11].

Although cross-border branding is receiving more attention, its link to sustainable tourism is still not well explored. Recent studies show that integrating sustainability into destination branding adds strategic value [15], as today’s travelers are more drawn to environmentally and socially responsible brands [8,16]. Destinations that embed sustainability into their brand identity are better able to attract eco-conscious tourists and build stronger brand equity [17]. Involving local communities and businesses in branding also boosts authenticity and local support [18].

This article addresses a research gap by examining how sustainability can be effectively integrated into a cross-border branding framework for leisure boating in the Baltic Sea Region (BSR). Using the Baltic Sustainable Boating 2030 (BSB2030) brand as a case study, it explores how stakeholder-driven branding fosters sustainability, competitiveness, and regional identity, with joint marketing playing a central role. The analysis covers brand identity, positioning, governance, and market collaboration, highlighting both opportunities and tensions in transnational branding. The article contributes to broader discussions on sustainable destination development, multi-stakeholder approaches, and macro-regional tourism policy.

This article is structured as follows. It begins with a brief review of literature on cross-border destination and brand development in a nautical context, outlining the research framework and gaps. Next, it describes the BSB2030 project and its branding process, with a focus on key steps: the co-creative, cross-border, and multi-level workshop in Mariehamn, Finland, and the brand’s public launch at BOOT Düsseldorf in January 2024 (https://www.boot.com). The materials and methods section is followed by results from the brand’s preliminary testing, including branding elements, promotional materials, and visitor feedback. These findings from the two year process are then discussed using an adapted version of Panasiuk’s 2007 methodology for cross-border, multi stakeholder, nautical settings. The article concludes with key takeaways for policy, tourism management, and sustainable branding, contributing to macro regional tourism policy and cross-border branding practice.

2. BSR as a Cross-Border Boating Destination

Tourism destinations can be understood at different spatial levels, from cities and regions to larger areas like the Adriatic or Baltic Sea [19]. Relying only on administrative borders gives a limited and fragmented picture, especially in cross-border settings where social and spatial interactions are more complex [20]. With European integration and the Schengen Area easing border controls, attention has shifted to how tourists travel and spend across countries [14]. Tracking these patterns is key for forecasting demand and assessing economic effects across connected destinations [21]. This perspective, combined with a macro regional view, is particularly relevant for nautical tourism in the BSR.

Although BSR lacks a single decision-making authority, it makes up for this with a strong shared purpose and a unifying brand narrative [22]. The EU Strategy for the Baltic Sea Region (EUSBSR), launched in 2009 as the first EU macro regional strategy, supports this by encouraging sustainable tourism and blue economy collaboration. EU-funded cross-border projects such as BSB2030, InterMarE South Baltic, East Baltic Coast, and South Coast Baltic have shown early success in aligning marinas, municipalities, and small businesses around common branding goals [23,24]. Broader cooperation is also evident in initiatives like the HELCOM Baltic Sea Action Plan, intergovernmental bodies such as the Council of the Baltic Sea States (CBSS), and networks like the Baltic Sea States Sub-Regional Cooperation (BSSSC) and Union of the Baltic Cities [25]. These platforms support efforts to balance tourism development with environmental care. The region also promotes sustainability-focused activities, including green shipping corridors, eco-friendly coastal tourism, cycling routes, and slow travel options [23].

The development of a cross-border boating destination in the BSR is a strong example of a bottom-up initiative, driven by multi-level stakeholders and supported through Interreg funding and the EUSBSR framework. Nautical tourism involves complex coordination among marinas, users, and a wide range of maritime actors. [26] describes development as positive change across economic, social, political, and cultural dimensions, limited by environmental capacity and guided by freedom of choice. This highlights that destination development must balance economic goals with broader sustainability. At the cross-border, macro regional level this becomes even more complex, as marinas shift from competing individually to working together as part of larger, interconnected destinations where the availability of key services within travel range is essential.

BSR offers a unique geographic and environmental setting for cross-border boating, attracting both sailors and motorboaters. With over 1000 leisure boat harbors serving domestic and international visitors [27], the region features a wide network of sub destinations from the Swedish and Finnish archipelagos to larger transnational areas like the South and East Coasts. Despite its strong natural and cultural assets and well-developed infrastructure, the BSR has yet to reach the visibility and economic success of top global boating destinations such as the Mediterranean [28].

On the other hand, many well-established boating destinations grapple with significant ecological challenges, including pollution and habitat degradation driven by mass tourism [28,29,30,31]. Several studies straightforwardly acknowledge the negative impact of leisure boaters on the natural environment [29,32]. As human pressures, including climate change, intensify, sustainability has become a key priority for nautical tourism, prompting regions to seek a balance between economic growth and environmental preservation [33]. This shift presents an opportunity for emerging or less-exploited boating destinations to position themselves as sustainable alternatives to traditional hotspots.

Although the Baltic Sea is particularly susceptible to the impacts of climate change, such as rising air and sea surface temperatures, sea level rise, and changes in salinity, these environmental shifts may also create new opportunities for the leisure boating sector. Milder summers in the region, driven by heatwaves in southern Europe, are increasing its appeal as a boating tourism destination. At the same time, climate change is naturally extending the boating season, with warmer springs and longer mild autumns allowing for extended recreational sailing. Combined with technological advances, milder winters may let boats stay in the water year round, potentially lowering storage costs and enabling occasional winter outings.

BSR is increasingly prioritizing sustainable and environmentally responsible tourism, with conservation and eco-friendly travel becoming key parts of tourism strategies. In boating tourism, sustainability goes beyond the environment to include social and economic dimensions, reflecting a holistic regional approach. Emphasizing sustainability in nautical tourism can help the BSR build a distinct identity as a low-impact, responsible alternative to more crowded and ecologically stressed destinations. Integrating sustainability into branding and governance can strengthen the region’s appeal to environmentally conscious travelers, though the long-term impact of such branding efforts remains underexplored. As coastal and nautical tourism is the BSR’s largest maritime sector, it plays a key role in promoting sustainable growth, jobs, and social cohesion [34], making the competitiveness of the boating sector vital to broader regional development goals.

3. Brand Development in a Cross-Border Nautical Context

One main goal of destination branding is to build and maintain a positive reputation for a place. Research shows that such a reputation not only influences consumer behavior and boosts tourism, but also improves the destination’s competitiveness and gives it an edge over others [5]. This happens by linking the place with various attributes, so that its image is shaped not just by physical features or services, but also by symbolic and intangible values. As a result, destination branding is a complex, long-term, and demanding process for everyone involved [3].

For cross-border destinations, branding is even more complex and requires a coordinated, holistic governance approach to stay competitive [35]. A strong destination brand matches the desired image and visitor experience and stands out from competitors. The challenges come from shaping the experience and understanding how tourists make decisions [36]. Effective branding must consider both hard factors (like infrastructure, economy, and accessibility) and soft factors (like the environment, local friendliness, art, cultural traditions, and leisure options) [37]. As shown in the case of the Canary Islands and Morocco, understanding nautical tourists’ preferences, segmenting the market, and offering joint destination products such as organized crossings or complementary circuits can improve destination image, tourist satisfaction, and loyalty [38]. Also, studies show that destinations that include sustainability in their brand and identity are more likely to attract eco-conscious travelers and strengthen their brand value [17,39].

Several studies show that effective destination branding requires aligning the interests of different service providers and goes beyond marketing to include how the whole tourism system is organized [37,40]. For cross-border destinations, branding also depends on coordinating stakeholder interests, overcoming fragmented governance, and creating a shared value proposition [11]. Because of this, stakeholders play a key role in brand development, and marinas should be seen as essential players in nautical tourism branding. In this context, marinas—also known as small leisure or guest harbors—are more than just tourism infrastructure; they play a much larger role in building destinations through collaboration [11,41].

In the BSR, marinas are closely connected to local communities and follow an integrated operational model. A shared destination brand should support this by better integrating marinas, improving access to services, and encouraging regional cooperation. The region has seen several cross-border branding efforts in nautical tourism, including marina network initiatives like the MARRIAGE project (Interreg South Baltic) and sub-regional branding efforts such as South Coast Baltic and East Baltic Coast, both funded through Interreg programs. These initiatives offered useful insights for this study, as they are nautical brands that faced similar challenges. As [3] note, developing a brand in a cross-border nautical context is especially difficult due to national differences and requires ongoing attention to boaters’ needs and preferences to ensure the brand fits their expectations.

4. Material and Methods

The cross-border umbrella brand BSB2030 was developed as part of the EU-funded Interreg Baltic Sea Region project BSB2030, with main activities taking place from April 2023 to January 2024 [42]. The initiative brought together a wide range of stakeholders from across the BSR. Partners included: South Coast Baltic, represented by the Association of Sea Cities and Municipalities from Gdansk (Poland); East Baltic Coast, represented by the Riga Planning Region (Latvia); Åland Enterprising Archipelago (Finland); the Union of Swedish Guest Harbours (Sweden); the Council of the Baltic Sea States (an intergovernmental organization based in Sweden); and the University of Tartu (Estonia) [42]. These partners came from different institutional, regional, and professional backgrounds, offering diverse expertise and receiving backing from regional policymakers. A key focus of the collaboration was to position and promote the BSR as a single destination in international markets. This was considered especially timely in the post-pandemic period, when nature-based and domestic tourism were seen as new opportunities for the growth of recreational boating.

The overarching objective of the BSB2030 project was to be pursued through five primary activity clusters:

• Establishment of a Pan-Baltic Cooperation Platform—fostering structured collaboration among key stakeholders in the boating sector.
• Development of a Sustainability Roadmap—outlining strategic goals and actionable steps toward environmental, social, and economic sustainability in boating tourism.
• Knowledge Exchange and Peer Learning—facilitating mutual learning through workshops, study visits, and stakeholder dialogues.
• Policy Dialogue—engaging decision-makers at various governance levels to align policy frameworks with sustainable boating objectives.
• Iterative Development of a Joint Marketing Strategy—promoting the BSR as a coherent and competitive boating tourism destination in global markets.

The branding process, along with joint marketing efforts, began with preparatory work to set up a framework. This was followed by participatory workshops held in Riga (February 2023) and Mariehamn (June 2023) and ended with initial brand testing at BOOT Düsseldorf 2024, one of the world’s top boating fairs. At the event, a booth introduced the brand to around 1700 visitors. Feedback was gathered informally from visitors and through structured debrief questionnaires filled out by booth staff, capturing key impressions and common themes from conversations. This enabled real-time validation of the brand concept with a highly relevant audience.

A case study approach was chosen because it focuses on real-time stakeholder interactions and brand development [14], aligning with [43] view that case studies provide a holistic understanding of complex social processes. The study used a mix of methods, including desk research, literature review, participatory observation, stakeholder interviews, and analysis of stakeholder engagement. Since tourism branding is strongly influenced by cultural and historical contexts, closely examining the collaboration process was essential [44].

The following section outlines the Branding Framework and Workshop Process that guided the co-creation of the BSB2030 brand. It began with an all-partners workshop in Riga (February 2023) and continued with a second workshop in Mariehamn (June 2023), the latter led by the branding agency Geyer Creative. Participants represented destination marketing, operations, and strategic planning, ensuring a diverse and knowledgeable stakeholder group.

Having a professional facilitator helped structure and guide the process, making sure that the diverse stakeholder insights were brought together into a clear brand concept. Geyer Creative’s tourism branding expertise was key in turning these inputs into a strategic direction, which improved both the quality and credibility of the brand.

The brand development framework followed a structured approach to create a cohesive and distinctive regional identity (Figure 1).

The workshop aimed to address three core branding questions:

• What makes each sub-region unique?
• Who are the brand’s main audiences?
• What unifying story can connect the BSR?

Prior to the workshop, destination representatives completed preparatory exercises assessing their region’s strengths in four areas:

• Boating and harbor life
• History and culture
• Local community
• Natural environment

During the workshop, participants engaged in perspective-shifting exercises to reflect on external perceptions of their regions. This helped to define core brand attributes such as the welcoming boating culture, environmental consciousness, and the diverse yet interconnected landscape of the Baltic Sea.

A shared brand narrative was developed from the workshop outcomes, forming the basis of the “Baltic Sea—Northern Boating” umbrella brand and its initial testing through a leaflet. These insights also guided future communication efforts, such as sub-regional branding texts and a five year “seasonal nomad” sailing concept.

5. Results

5.1. Preliminary Testing of the Branding Concept

Preliminary testing of the BSB2030 brand took place at BOOT Düsseldorf in January 2024. The fair provided a live setting to evaluate the brand’s message, visual identity, and market appeal through direct interaction with visitors and partners. Overall, feedback showed strong interest in the Baltic Sea as a unified, sustainable boating destination, though some areas for improvement were also identified.

• Brand positioning—Stakeholders indicated that the Baltic Sea is not yet perceived as distinctive enough compared to Mediterranean or North Sea boating destinations. This gap is likely due to a lack of iconic imagery and emotional appeal in the brand narrative, as well as limited awareness of the region’s diversity.
• Messaging clarity—While the idea of “seasonal nomads” resonated with some audiences, others found the narrative too abstract. The absence of clear personas or targeted storytelling led to confusion about who the brand was speaking to and what experience it promised.
• Resource completeness—Visitors liked the visuals and maps but pointed out missing practical details such as off-season logistics, charter options, and access infrastructure, which are important for planning a trip.

These insights suggest that, without a more emotionally compelling and differentiated identity, the brand risks being perceived as a generic regional initiative rather than a distinctive global destination. Furthermore, the lack of tangible service information may hinder conversion from interest to actual visits. Nonetheless, the feedback provided a valuable foundation for the next phase of brand development and market testing.

5.2. Branding Elements and Promotional Materials

A key output of the branding effort was a promotional leaflet (Supplementary Materials), designed to introduce the BSB2030 brand and its key themes. The leaflet was tested at the fair, featuring:

• A map illustrating key destinations across the Baltic Sea.
• The “Five Summers of Your Life” narrative encouraging multi-seasonal exploration.
• The “seasonal nomad” concept aimed at inspiring adventure-oriented boaters.

The most well-received parts were the visual storytelling elements, especially the map and seasonal concept. It was suggested to clearly highlight the region’s benefits or unique features.

5.3. Indicative Feedback from BOOT Düsseldorf Visitors

To better understand how the BSB2030 brand was received, the project carried out structured observations and staff reported surveys during the nine-day BOOT Düsseldorf fair (21–28 January 2024). Over 1700 visitor interactions were recorded at the joint Baltic Sea booth, providing a strong setting to test brand elements and materials. A total of 76 valid survey responses were collected through a standard questionnaire completed by booth staff after each shift. The survey offers useful insights into audience interest, material impact, and overall brand perception.

The visitor audience at the Baltic Sea booth was diverse and engaged. Many were boat owners or charter boaters, with additional interest from campers, divers, and other water tourism users. Business visitors included marina operators, charter companies, and tourism professionals. Most visitors came from Germany and nearby countries like the Netherlands, France, and the Scandinavian region, with wider interest from across Europe and beyond.

Staff noted that most visitors were already familiar with the BSR, and many had either visited before or planned to visit soon. This shows strong awareness and interest in the region as a boating destination.

Boating-specific promotional materials were well received, especially the main leaflet introducing the BSB2030 concept. Sub-regional harbor guides and themed boating brochures were also seen as useful, while general tourism materials got more neutral feedback. This suggests that materials with practical and navigational content are more appealing to the target audience.

The physical booth design received positive feedback. The illuminated Baltic Sea map and the presence of native staff from different sub-regions were especially appreciated, creating a sense of authenticity and cross-border collaboration. However, staff often noted that visitors asked for more detailed materials, such as updated maps, harbor guides, winter storage options, charter listings, and information on areas like Åland and the Göta Canal. This shows a clear demand for more practical and comprehensive resources to support boating decisions.

Reactions to the branding elements were generally moderate. The logo and slogan were seen as clear and recognizable, but some staff felt they lacked emotional impact or distinctiveness. The “Seasonal Nomads” concept attracted strong interest, especially from experienced boaters who frequently change home ports or travel through different sub-regions. These visitors were particularly curious about related services like winter storage, maintenance, and berths. Staff saw strong potential in this theme for future messaging, especially if supported by targeted content and service information.

Overall, staff were satisfied with the level and quality of visitor engagement. Some days were more active than others, and there were suggestions to improve presentation timing, increase staff during peak hours, and expand tools such as charter maps. While based on staff impressions rather than direct visitor surveys, the feedback offers valuable insights into audience reactions and brand performance in a real-world setting. The findings suggest that the Baltic Sea has strong visibility and appeal among boaters, and that the BSB2030 brand was generally well received. Further improvements in branding clarity, emotional storytelling, and practical content could increase its impact.

6. Discussion

The development and branding of a cross-border sailing destination in the BSR have been strongly influenced by existing networks and cooperation structures. Since the 2004 EU enlargement, the Baltic Sea has acted as an internal EU sea, enabling cross-border collaboration through regional empowerment and EU funding [25,45,46]. EU integration policies, especially Interreg programs, have supported transboundary tourism and regional development. The EUSBSR promotes sustainable growth, with its PA Tourism encouraging partnerships and innovation [23]. Complementing this, the Horizon Europe Blue Mission BANOS project supports the EU Mission Restore Our Ocean & Waters by strengthening marinas, advancing sustainable boating, and diversifying tourism [27].

However, research also points to challenges in building lasting governance structures, showing the limitations of top-down approaches [47]. Successful cross-border destination development depends on institutional alignment, bridging organizations, leadership, entrepreneurial capacity, strong partnerships, and supportive conditions [14]. These factors are essential for creating sustainable and competitive boating destinations in the BSR.

The BSR has strong potential to become a sustainable boating destination, shaped not only by its natural and cultural assets but also by how it is framed and managed. Sustainable nautical tourism offers a chance to balance economic growth with environmental protection. Reaching this goal depends on effective destination management, which is closely linked to how the region is presented and promoted. The way a destination is framed affects both how visitors see it and how it is marketed and governed.

Tourism also supports broader regional development beyond its economic value. To boost attractiveness, investments in infrastructure, tourism facilities, and workforce development are needed. At the same time, destination marketers must promote a strong and appealing image to attract target audiences. A wide mix of marketing channels helps shape this image, with word of mouth being especially powerful [48]. This underlines the importance of delivering high-quality visitor experiences. By combining strategic branding, effective governance, and sustainability [15], destinations can strengthen their visibility, competitiveness, and long-term success in the tourism market.

6.1. Positioning the BSR as a Premier Boating Destination

The BSR’s diverse landscapes, rich maritime history, and well-developed boating infrastructure provide a strong base for sustainable tourism. Its archipelagos, fjords, sandy beaches, and rocky coasts offer varied and scenic boating routes, while historic port cities, coastal communities, and lighthouses add cultural value. Mild summers, long daylight hours, and low tidal variation further increase its appeal for both recreational and professional boaters. The region’s network of marinas and service facilities ensures good accessibility, safety, and high-quality infrastructure for boaters.

The removal of border restrictions and the availability of EU funding have supported regional autonomy and encouraged cross-border collaboration [25,45,46]. The EUSBSR has played a key role in promoting macro-regional governance, enabling tourism cooperation, and fostering a shared maritime identity. However, policy support alone is not enough to guarantee long term collaboration. Sustainable cooperation depends on strong institutional alignment, bridging organizations, leadership, entrepreneurship, trust-based relationships, and favorable conditions [14].

In the case of BSB2030, the main challenge was limited funding. Although the project received nearly 0.5 million euros from the Interreg Baltic Sea Region Programme for its two-year implementation [42], successful and lasting brand development requires more resources and ongoing support to maintain active partnerships. Greater private sector involvement would be beneficial, but despite positive interest, it has not yet resulted in concrete financial commitment. Recognizing these factors is essential for successfully developing and managing cross-border boating destinations in the Baltic Sea and ensuring that branding efforts are both effective and sustainable.

6.2. Defining the Brand Identity of BSB2030

The BSB2030 brand highlights sustainability, accessibility, and regional authenticity by combining cultural traditions, natural features, and environmental values into a clear narrative. However, stakeholder feedback suggests that the brand needs to become more emotionally engaging and better tailored to different user groups. Campaigns focusing on eco certifications, clean marina practices, and digital storytelling such as interactive maps or boaters testimonials could strengthen this emotional connection [49]. To achieve this, additional funding and new initiatives will be needed.

6.3. Assessing Brand Reach, Impact, and Long-Term Development Potential

Brand testing, including initial efforts at the BOOT 2024 fair, provided valuable early insights into how core audiences, particularly in Germany, the Netherlands, France, the UK, and Scandinavia, perceive and engage with the BSB2030 brand. While general awareness of the Baltic Sea is high, it does not always translate into a strong emotional connection or clear brand differentiation. Feedback showed a positive response to the brand’s sustainability focus, aligning with growing consumer preferences for environmentally responsible tourism [8]. However, the messaging needs to be more tailored for specific groups such as charter boaters, boat owners, and mobile seasonal nomads. Practical information was also noted as lacking, highlighting the need for refinement to strengthen brand equity and support long-term development.

Several challenges also emerged, including unclear geographic scope and core messaging, pointing to the need for a clearer value proposition. These issues highlight the importance of a co-creation branding model, where ongoing dialogue between producers and consumers helps shape the brand [50]. Including both stakeholder and visitor feedback is key to keeping the brand relevant and consistent over time.

Given the complexity of cross-border destination branding, strategic flexibility is essential. Adaptive branding, supported by regular evaluation and feedback, allows for gradual improvements and helps the brand respond to changing market conditions [3]. Early feedback has already led to updates in communication strategies, such as improved digital content and exploration of certification partnerships to boost the brand’s sustainability profile.

6.4. Positioning the BSB2030 Brand in the Boating Tourism Market

The BSB2030 brand is built on three core values: sustainability, diversity, and accessibility, reflecting changing visitor preferences and market trends in boating tourism. Sustainability is presented as a broad concept that includes environmental, economic, and social aspects, encouraging eco-friendly boating and responsible tourism. These values align with global trends and are supported by regional policies and stakeholder goals. Importantly, the positive response to the sustainability theme supports the idea that eco-friendly branding can boost competitiveness and make tourists more satisfied [16,39].

To keep momentum, the brand should now strengthen its unique value through clearer storytelling and service focused differentiation. Cross-regional branding can be improved with a shared brand handbook, local adaptations, and regular stakeholder workshops to ensure consistency and engagement [11,39].

6.5. Marketing Communication Tools Supporting the BSB2030 Brand

Attending trade fairs like BOOT 2024 allowed direct contact with potential visitors, while partnerships with regional tourism boards, marina operators, and boating associations helped build credibility and expand reach. The marketing strategy for BSB2030 used a mix of targeted communication tools to build brand visibility and engagement. Key elements included printed materials, especially a promotional leaflet designed during the branding workshop and shared at international boating fairs. Digital marketing was limited, with only a basic social media presence and an official website for project updates.

Industry stakeholders confirmed that traditional marketing tools, especially visually appealing materials, were effective in attracting interest. The illuminated Baltic Sea map at BOOT 2024 was particularly well received, showing the impact of interactive and experience based promotion. Improving digital outreach and expanding strategic partnerships through scalable tools, active social media, and interactive content could significantly strengthen BSB2030’s position in the boating tourism market [49,51].

6.6. Stakeholder Engagement in the BSB2030

Stakeholder engagement was key to developing and validating the BSB2030 brand concept, ensuring it reflects the diverse needs of the Baltic Sea boating community. The process involved multi-level and cross-sector stakeholders, creating a collaborative approach that supports both credibility and long-term sustainability. Regional authorities, including policymakers and tourism boards, provided institutional support and aligned the brand with broader development goals. Private sector actors such as marinas, boat rental companies, and local businesses contributed to the service infrastructure, ensuring the brand is backed by a strong network. Community groups, including boating clubs and cultural associations, encouraged local participation and strengthened the brand’s authentic, community-based identity. International partners beyond the core team were also included, extending the brand’s reach and relevance across borders. This participatory approach reflects place branding research, which shows that stakeholder ownership improves authenticity and sustainability [37,50]. However, more effort is needed to involve underrepresented groups like independent operators, local residents, and international visitors. Involving local stakeholders in the branding process enhances both brand authenticity and a sense of local ownership. Residents and local actors thus become crucial contributors to the success of place branding efforts [37,50]. Ongoing dialogue and inclusive governance are essential for long term collaboration and legitimacy.

6.7. Strategic Enhancements to Brand Positioning and Messaging

Based on insights from the branding workshop and later testing, several strategic actions should be taken to strengthen the BSB2030 brand. First, the brand’s core value proposition needs to be clearly communicated across all channels. Highlighting the unique mix of sustainable practices, maritime heritage, and cross-border boating experiences can help the brand stand out in a competitive tourism market [52].

Second, the brand’s sustainability focus should be more clearly reflected in all messaging. Campaigns that feature eco certification, clean marina practices, and community conservation efforts can boost its environmental appeal. Digital storytelling, such as boaters stories and interactive journey maps, can help build emotional connections with potential visitors [49].

Brand consistency across partner regions is also essential. A shared brand handbook and training sessions can support coherence while allowing for local adaptation that respects cultural identity [11]. Regular stakeholder engagement, including workshops and a cross-regional steering committee, is needed to maintain alignment and ensure long-term brand governance [39].

6.8. Limitations and Future Research

This study has several limitations. First, as a single case focused on early-phase brand development and testing, its findings are not easily generalizable to other cross-border contexts [43]. While analytically valuable, caution is needed when applying results to regions with different sociopolitical or ecological conditions.

Second, the study captures a cross-sectional snapshot rather than long-term brand evolution. Future research should adopt longitudinal methods to track changes in stakeholder alignment, visitor perceptions, and market outcomes over time [14].

Third, feedback from BOOT 2024 was qualitative and informal, collected indirectly through staff observations, which limits the depth of audience evaluation. Structured surveys and broader stakeholder consultations would improve the robustness of future assessments.

Fourth, early branding stages did not include all relevant groups, particularly local residents, independent operators, and international visitors, whose perspectives are essential for building an inclusive and authentic brand [50].

Finally, external geopolitical and environmental factors may influence the long-term viability of sustainable cross-border branding efforts. Future studies should examine how such dynamics affect brand implementation and resilience. Comparative cross-case research would help identify context specific and transferable strategies [16]. Quantitative evaluations of brand impact and community engagement would support strategic planning and help assess whether sustainability oriented branding leads to meaningful changes in tourist behavior.

7. Conclusions

The BSB2030 brand illustrates how EU integration can support sustainable, cross-border boating tourism in the BSR by promoting regional identity, stakeholder collaboration, and strategic branding. While the region offers strong foundations such as infrastructure, environmental assets, and governance frameworks, the process revealed that effective branding also requires emotional resonance, service-oriented content, and unified communication. Stakeholder engagement has been key to ensuring legitimacy and local alignment, but gaps remain in digital storytelling, audience targeting, and cross-border coordination. To strengthen long-term impact, future efforts should focus on establishing permanent governance, transitioning to performance-based funding, developing a unified brand handbook, and investing in digital tools and inclusive engagement platforms. BSB2030 provides valuable insights into how transnational branding can succeed by aligning sustainability, local authenticity, and user experience.