Determinants of tourism success for DMOs & destinations: An empirical examination of stakeholders' perspectives

What is tourism success? Specifically, what does tourism success mean for a destination as opposed to a destination management organization (DMO)? The main objectives of this study were to examine the concept of tourism success as it relates to both destinations and to DMOs, and to determine if a relationship or distinction exists between the two. Eighty-four (84) knowledgeable tourism managers and stakeholders from twenty-five (25) Canadian destinations were interviewed. Responses were used to identify variables and build a model that supports the existence of a relationship between the success of tourism destinations and DMOs with respect to community relations, marketing, and economic indicators. Unique to DMO success were supplier relations, effective management, strategic planning, organizational focus and drive, proper funding, and quality personnel. Unique to destination success were location and accessibility, attractive product and service offerings, quality visitor experiences, and community support.     

Tourism in India: Policy pitfalls

Tourism destination marketing is now widely recognized as an essential component in the management of destinations. In harmony with the general marketing literature, which understands marketing as a management tool, some researchers understand destination marketing as a form of ‘market-oriented strategic planning’ and hence as a strategic approach to place development rather than a promotional tool. Based on the results of a case study of tourism destination marketing in the Nelson/Tasman Region, New Zealand, this article examines the suitability of tourism destination marketing as a tool and of Destination Marketing Organizations (DMO) as a vehicle for tourism destination management and development. A discussion of several difficulties in the implementation of tourism destination marketing in Nelson/Tasman Region leads to the conclusion that DMOs are unlikely to be able to claim too much responsibility for destination management but that they can play an important part in the management of the destination product.     

Requirements for destination management organizations in destination governance: Understanding DMO success

In current conceptualizations of destination management, destination management organizations (DMOs) are required to act as network managers. Previous research claims that DMOs capable of actively fostering collaboration between destination stakeholders are key to ensuring a destination's competitiveness. Yet, empirical investigations concerning the role of DMO success in establishing the competitiveness of destinations are rare. Even less is known about determinants of DMO success. Therefore, the main objective of this study is to better understand DMO and destination success by investigating the role played by networking capability. One key insight is that the effect of networking capability works through increased DMO authority, i.e. enhanced power and acceptance of the DMO within the destination network. Besides the advances in terms of content, our research also offers a relevant methodological contribution by introducing a recently developed approach in mediation analysis, which has so far received little attention in the tourism literature.     

Developing a holistic framework for analysis of destination management and/or marketing organizations: six Danish destinations

This paper presents a holistic framework for analysis of destination management and/or marketing organizations (DMOs) and explores how these work in a highly complex tourism environment. Six destinations are investigated through 61 qualitative interviews with representatives from tourism businesses and organizations. The analysis reveals a number of important factors, including whether the DMOs are focused on survival or development, on experiences or communication, and on internally or externally oriented governance. Finally, it reveals that Danish DMOs constantly negotiate between their various roles at the destination, creating discrepancies between ideals, goals and practices.     

New Public Management in tourism: a case study of York

Issues concerning destination governance continue to engender much interest and debate in the development of more sustainable forms of tourism. This study explores the implications of a New Public Management approach to tourist destination governance in the historic City of York. Using secondary data, as well as drawing on interviews with a range of destination stakeholders, this study seeks to understand how market ideology is, via the notion of New Public Management, transforming tourism governance in the city. Rather than leading to greater levels of stakeholder engagement, the study demonstrates how the outsourcing of destination management functions to a private sector organisation has had the opposite effect, including a weakening of accountability and the widening of a democratic deficit. The paper provides a unique insight into how public policy discourses manifest themselves at the local level, with implications for tourist destination governance. A critique of New Public Management is offered which extends our understanding of tourism governance structures and stakeholder engagement, with implications for sustainable tourism development discussed.     

Understanding primary stakeholders' multiple roles in hallmark event tourism management

This paper contributes insights into stakeholder theory in hallmark event tourism and the implications for engaging primary stakeholders in further tourism management settings. The tangible and symbolic tourism benefits instilled in destinations by hallmark events are well-documented; with destination managers increasingly adopting event portfolio approaches to nurture and develop existing and new hallmark events. Nevertheless, limited understanding exists of how stakeholders engage with hallmark events over time; their lived experiences in event tourism; and consequent management implications. This paper uncovers multiple and shifting roles of primary stakeholders in a long-established hallmark event tourism context (Edinburgh's Festival Fringe). It presents a typology identifying five primary stakeholder roles. Phenomenological interviews with twenty-one primary stakeholders revealed that most fulfilled multiple roles. Existing concurrently and historically, these differed throughout stakeholders' lived experiences and engagement. In its findings, this paper extends knowledge of stakeholders' roles in event tourism and implications in further tourism management settings.     

Overtourism,optimisation, and destination performance indicators: a case study of activities in Fjord Norway

Abstract

Many global tourist destinations have experienced growth in arrivals. This has triggered various conflicts in destinations and sparked debates as to how to deal with what is increasingly referred to as ‘overtourism’. Most Destination Marketing Organisations (DMOs) pursue strategies to stimulate arrivals even further. Pro-growth discourses are reinforced by lead bodies such as the World Tourism Organisation (UNWTO). However, maximisation strategies based on higher numbers of tourists increasingly cause conflicts with local residents, whereas simultaneously undermining climate change mitigation pledges as negotiated in the Paris Agreement. New approaches to destination management based on optimisation are therefore warranted. Drawing on a survey of international tourists (n?=?5,249) in south-western Norway, this article discusses whether ‘activities’, i.e. the development of local, small-scale and ideally more sustainable experiences, can contribute to economic growth without necessarily increasing numbers of arrivals. Results confirm that destinations should seek to better understand their markets, including length of stay, spending, and/or activity intention, to identify profitable markets. Ultimately, such knowledge may help addressing overtourism conflicts while building tourism systems that are more economically, socially, and environmentally resilient.     

The role of individual entrepreneurs in the development of competitiveness for a rural tourism destination – A case study

The aim of this case study is to increase our understanding of the role of entrepreneurs in enhancing the competitiveness of a rural tourism destination. A literature review of the research on destination competitiveness with a focus on the roles of different stakeholders is first presented, followed by a narrative about rural tourism development, the competitiveness of rural destinations and the role of entrepreneurs in establishing successful destinations. The data consists of six case studies and nine semi-structured interviews among tourism entrepreneurs and managers at a rural tourism destination in Finland. The findings challenge the prevailing DMO dominated approach to destination competitiveness development, and call for the acknowledgment of collaboration between small tourism enterprises in the enhancement of rural destinations. Municipalities have a crucial role as facilitators of the entrepreneurial environment, but without innovative, committed, and risk-taking entrepreneurs no destination will flourish.     

旅游网站品牌化现状研究：以中国5A级景区为例

因特网在中国的快速普及给目的地营销组织带来了巨大的市场机会。目的地官方网站是一个重要的品牌化途径,而从品牌化角度研究我国旅游官方网站的信息内容,即如何使用品牌这一工具建立独特清晰的目的地形象,当前尚属于未探求的领域。该研究运用规范的内容分析方法评估我国5A级旅游网站品牌化现状,把我国5A级旅游网站划归为高品牌化、中品牌化和低品牌化三种类别,发现了目的地官方网站的品牌化有助于建立积极正向的目的地形象,并由此提出了重要的管理启示和未来的研究方向。     

Facebook as a destination marketing tool: Evidence from Italian regional Destination Management Organizations

This work explores how Italian regional Destination Management Organisations (DMOs) strategically employ Facebook to promote and market their destinations, and improves on the current metrics for capturing user engagement. Based on big data analysis from the regional DMOs' Facebook pages, supplemented with semi-structured interviews conducted with DMO managers, the study sheds light on the factors contributing to superior level of social activity. The findings indicate that the way Facebook is tactically and strategically employed varies significantly across Italian regional DMOs. Visual content (namely photos) and moderately long posts have a statistically-significant positive impact on DMOs' Facebook engagement, whereas high post frequency, and early daily timing (in the morning) of posts have a negative impact on engagement. Last but not least, the study shows that most of the regional DMOs (except for Trentino, Tuscany, and Sicily) deploy Facebook with a top-down approach, allowing for little spontaneous user generated content (UGC).     

The Tourism Market's Response to the 2009 Black Saturday Bushfires: The Case of Gippsland

One of the key roles of a destination marketing organization (DMO) is to portray their destination in such a way that it is both appealing and inviting to their existing and potential tourism market. A challenge faced by a DMO in the regional Victorian destination of Gippsland in Australia, is the fact that they also have to manage unanticipated sudden changes in market perceptions that may occur in response to a disastrous event. The reoccurring natural disasters of this region (fires, floods and drought)—the most recent being the 2009 Black Saturday bushfires, deemed Australia's worst natural disaster in history—make it imperative that DMOs can respond effectively. This article presents the findings of an exploratory research project designed to investigate the tourism market's response to this particular disastrous event. The primary aim of the research was to better understand how a large-scale disaster impacts upon the tourist's destination image and visitation intentions, and the role of the media in these deliberations. Focus group research reveals the post-disaster media interpretations, images, and visitation intentions of intrastate and interstate, regional and metropolitan tourists. Differences are observed in relation to the participants' geographic location and distance from the fires and their understandings of the event, including their reflections on media coverage. Varying perceptions among the participants of the impact of the fires, the travel risk, and subsequent travel intentions are discussed. Managerial implications relating to media management and the refinement of future disaster management strategies are also presented.     

The link between travel motivation and satisfaction towards a heritage destination: The role of visitor engagement,visitor experience and heritage destination image

There are shortcomings in studying tourist satisfaction from the direct effect of travel motivation. The current study constructed an integrated model of motivation-satisfaction towards a heritage destination with the addition of experience-related factors and destination image. Unlike previous studies mainly focusing on pre or after the experience, this research employed a survey aiming at tourists during their on-site experiences. By using Partial Least Square-Structural Equation Modeling, the proposed structural model was tested with a sample of 352 visitors at Hoi An UNESCO World Heritage Site, Vietnam. Motivation had significant effects on visitor engagement, visitor experience, and heritage destination image, which in turn led to heritage tourists' satisfaction. The indirect link between motivation and satisfaction was also confirmed, contributing to a better understanding of the formation of satisfaction in the context of heritage tourism. Practical implications are provided for Destination Management Organizations (DMOs) of heritage sites.     

Assessing the Visibility of Destination Marketing Organizations in Google: A Case Study of Convention and Visitor Bureau Websites in the United States

Search engines are playing an increasingly dominant role in providing access to tourism information on the Internet. As such, it is argued that destination marketing organizations (DMOs) must have a substantial understanding of the visibility in search engines in order to create competitive positions within this important marketplace. The goal of this study was to develop a process to assess the visibility of DMO websites in one of the major search engines (i.e., Google). A set of 18 cities in the United States were selected to be used as case studies of the visibility of their convention and visitor bureau (CVB) websites in relation to travel queries identified using Google Adwords Keyword Tool. The results indicate that there are substantial differences in the relative positions of CVB websites on Google. In particular, there seems to be huge gaps among the search domains within CVB websites in terms of their visibility to online travelers and volume of search within those domains. This study offers a number of implications for research and practice of search engine marketing for tourism destinations.     

Safer destinations,healthier staff and happier tourists: Opportunities for inclusive water,sanitation and hygiene in tourism

Sustainable tourism development, including tourism's COVID-19 recovery, requires a holistic view of environmental and community benefits, including access to water, sanitation and hygiene (WASH). This study presents a system-wide Inclusive WASH in tourism framework for destinations. Using a qualitative approach including interviews and focus groups, the framework is applied at three system scales: hotels, the community and wider destination to assess the current WASH situation in Mandalika, Lombok, Indonesia, a water-scarce destination earmarked for rapid development. Findings highlight differences in Inclusive WASH practices between hotels and communities, the potential for conflict and gendered inequalities. Barriers linked to system elements, structure and the enabling environment are identified. Addressing inequitable planning processes, improving stakeholder engagement and creating tools for hotels to improve Inclusive WASH can contribute to improving destination value. Findings are relevant for practitioners, government and community organisations integrating Sustainable Development Gaols 5 and 6 into tourism development and recovery.     

Managing tourism and cultural heritage in historic towns: examples from Romania

Due to the impressive development of the cultural heritage tourism, there is an increasing need to investigate the relationship between tourism and cultural heritage management, in order to avoid conflicts that may occur from parallel, independent development of these activities. At present the Romanian historic towns face an increasing process of fast tourism development within many rehabilitation projects that take place on historic monuments. Assessing their tourism potential in a realistic way may help in developing sustainable tourism at cultural destinations. In this context, the assessment matrix method proposed by McKercher and du Cros is applied to 10 case studies of Romanian historic towns, as a first step in tourism development planning. A refinement of this method is proposed by considering the distribution of the qualifiers assigned to the indicators that are being assessed. The matrix method is shown to be a useful tool for a correlated approach to both tourism development and cultural heritage management.     

Marin Držić: A Case for Croatian Literary Tourism

In spite of the positive experience with literary tourism worldwide, Croatian tourist destinations do not recognise the value of literary heritage as a potential key tourist attraction. This is not an indication that Croatia has nothing to offer; on the contrary, Croatia boasts of strong literary figures throughout history, in the fields of prose, poetry, and drama. Croatian tourist destination managers, it seems, perceive tourists primarily as consumers of sun, sand, and sea, and are not aware of key trends in contemporary tourism. Simply, they are far too complacent with the present ideology of Croatian tourism. This article explores the possibility of turning Croatian literary heritage into a cultural tourism product. Using the example of Marin Dr?i?, a Dubrovnik-born Renaissance playwright, it shows how a literary figure can be commodified, and how new destination image(s) can be constructed and communicated.     

Critical Success Factors for Business Tourism Destinations

Abstract

Business tourism is a highly lucrative but competitive sector of the tourism industry which has led many destinations to implement strategies and invest in infrastructure and human resource developments. National and regional capital city status gives additional kudos to a destination. This paper presents critical success factors for business tourism destinations developed from four case studies of successful UK business tourism destinations through stakeholder interviews and explores how Cardiff should exploit its national capital city status to support its business tourism offer. The critical success factors for business tourism destinations include: leadership; networking; branding; skills; ambassadors; infrastructure; and bidding. These will inform an action plan to develop and shape Cardiff's business tourism offer and position Cardiff amongst the UK and Europe's major business tourism destinations.     

Smartmentality in Ljubljana

Smart tourism has been advocated as a concept to drive co-produced, technology-based design of tourism-related experiences. While it promises interactivity among supply networks, evidence of this outcome is limited. The aim of this paper is to understand how governmentality and power mediate stakeholder engagement and the processes through which smart tourism initiatives become embedded within destination design. To investigate this, the paper draws on Foucauldian governmentality and discourse analysis to examine the technologies of power that serve to position organisations and inhibit or facilitate stakeholder engagement within Ljubljana, Slovenia. As a result, the paper extends resource dependency and collaboration theory in smart tourism.     

Elucidating the relationships among destination images,recreation experience,and authenticity of the Shengxing Heritage Recreation Area in Taiwan

A destination's image and on-site recreation experience can be regarded as precedents of the authenticity perceived by heritage tourists. Historic images attract tourists to experience the authenticity of a heritage destination. This study examines the linear relationships among destination images, recreation experience, and the perceived authenticity experienced by tourists at the Shengxing Heritage Recreation Area in central Taiwan. In total, 536 usable questionnaires were collected. Analytical results indicate that the cognitive and affective images of a destination directly and significantly affect the recreation experience of tourists at a heritage recreation area. Additionally, recreation experience directly and significantly affects perceived authenticity. Moreover, recreation experience has a significant mediating effect on the relationship between cognitive image and perceived authenticity. We conclude that when tourists visit a heritage-based tourism destination, such as the destination under consideration, these tourists gain tourism image and recreation experiences, which strengthens their perceived authenticity of heritage tourism; as a result, these tourists are more likely to contribute to the development of heritage tourism. Applying this theoretical framework to research on heritage tourism further extends our understanding of the behavioural model of heritage tourists. Finally, this study provides a valuable reference for managers striving to develop heritage tourism.