Destination-based brand equity (DBBE) is a crucial aspect of destination marketing, adding value to products or services beyond their functional benefits. However, the impact of increased brand equity on the behavior of internal stakeholders in a destination is not well understood, even though they play a crucial role in influencing tourist behavior and improving the perceived value of a destination. This study aims to fill this gap by exploring the equity created for internal stakeholders by destinations and assessing the perception of the destination's attraction through the customer-based brand equity (CBBE) model. Using the theory of shared value and the CBBE model's four dimensions, this qualitative study will conduct in-depth interviews with key stakeholders to investigate how internal stakeholders perceive the value of their destination brand in terms of brand equity and sustainability, assess the level of awareness of destination branding efforts among destination managers and other stakeholders, and explore how internal stakeholders perceive the impact of the destination brand on their community or business. The study's results could contribute to the understanding of the impact of destination branding efforts on internal stakeholders, provide information on how sustainable tourism management practices can create value for these stakeholders, and provide recommendations for destination managers on how to effectively engage and communicate with stakeholders to create value for them and improve the perceived value of the destination.