The aim of the present study is to contribute to the theory and practice of place branding by gathering insights into place branding processes and developing a model based on those insights. The primary theoretical background and concepts for this study consist of place branding theory, brand theory, stakeholder theory, and place regeneration. Using earlier research into place branding theory and models of place branding processes the study builds a multi-level conceptual model of strategic place brand management. Existing place branding models take different perspectives on the branding process, respectively, relationship management, communications and strategic planning; none of these models are comprehensive and neither are widely adopted or tested. This study proposes an integrative model that builds on and subsumes these earlier models and is also grounded in the wider research on branding and place branding concept and processes. The model proposes that the process of strategic place brand management is based on 10 components that are interrelated. These components included: brand Leadership, brand Evaluation, brand Infrastructure (regeneration), Stakeholder Engagement (management), brand Identity, brand Articulation, brand Architecture, brand Communications, Word-of-Mouth, and brand Experience. The relationships between the components are presented. The study uses a realism research strategy and employs an exploratory research methodology. The applicability of the proposed theoretical model is empirically tested and analysed against the experiences of senior practitioners by means of 15 in-depth interviews in 15 destination marketing organisations. The study applied the theoretical model of strategic place brand management with practitioner locations ranging from towns, cities and regions. Interview transcripts are analysed to deduce meaning from various significant statement. Meanings are collated under common themes which are then used to formulate structural meaning for each component. Component relationship patterns are deduced according to relationship directionality strengths as presented by participant, leading to the compilation of practitioner led strategic place brand management models on 3 levels. With the literature in the field of place branding being primarily case-study based, this study contributes to the literature by identifying and empirically testing through various practitioners in multiple geographical units the 10 components of strategic place brand management and the influences and action processes between these components. Current empirical evidence on this issue is very limited or non-existent. The results of this research proved a baseline understanding which the results of subsequent research should be compared with and built on. The results of this research will aid practitioners in similar situations to better interpret the holistic process of strategic place brand management, and, offer guidance and inform practitioners of the activities and processes that constitute the process of strategic place brand management.