Does distributed leadership have a place in destination management organisations? A policy-makers perspective

Within an increasingly networked environment and recent transitions in the landscape of funding for destination management organisations (DMOs) and destinations, pooling knowledge and resources may well be seen as a prerequisite to ensuring the long-term sustainability of reshaped, yet financially constrained DMOs facing severe challenges to deliver value to destinations, visitors and member organisations. Distributed Leadership (DL) is a recent paradigm gaining momentum in destination research as a promising response to these challenges. Building on the scarce literature on DL in a DMO context, this paper provides a policy-makers’ perspective into the place of DL in reshaped DMOs and DMOs undergoing transformation and explores current challenges and opportunities to the enactment and practice of DL. The underpinned investigation used in-depth, semi-structured interviews with policy-makers from VisitEngland following an interview agenda based on the DMO Leadership Cycle. Policy-makers within VisitEngland saw a multitude of opportunities for DMOs with regards to DL, but equally, they emphasised challenges acting as barriers to realising the potential benefits of introducing a DL model to DMOs as a response to uncertainty in the funding landscape.     

Services and functions provided by European city tourist offices: a longitudinal study

Tourism has become a major source of employment, revenue, international awareness and opportunity in European cities. As competition among European cities grows, the efficiency of management in city tourism organisations (CTOs) becomes increasingly important. This article reports on a longitudinal study of 50 European CTOs over the 4‐year period from 1995 to 1999. The aim of the study is to examine the changes in functions provided by European CTOs during the given period of time. Findings reveal that five identifiable function categories can characterise the changes that happened during the given period of time: hotel booking service, commerce, conventional information dissemination, advanced information product and relationship management. It is argued that information technology and role change are the main driving forces of these changes. Copyright © 2003 John Wiley & Sons, Ltd.     

Methods of estimating destination price competitiveness: a case of horses for courses?

Price competitiveness is a key factor in the overall tourism competitiveness of a country or a destination. Given its importance to overall destination competitiveness, various indicators of prices have been developed. Different indicators shed light on different aspects of competitiveness, and the measures which are most useful depend on what questions are being explored. The authors explore several of the different indicators aimed at measuring destination price competitiveness, describing the strengths and weaknesses of using each. Some of the key aspects which condition which indicators should be used are: the need for accuracy and tourism-specific detail versus timeliness; the need for cross-country (or cross-destination) comparisons of the prices tourists are actually paying; the need for estimates of changes in relative price competitiveness over time and the need to provide overall summary measures of a country's price competitiveness at a point of time or changes in it over time. The specific measure used will therefore depend on the particular analytical and practical need of researchers and destination managers.     

Towards a research agenda for post-disaster and post-crisis recovery strategies for tourist destinations: a narrative review

This paper presents the results of a review of the literature concerning post-disaster and post-crisis recovery for tourist destinations. A total of 64 articles on this topic published in peer-reviewed tourism journals between January 2000 and June 2012 were included in the review. These articles were written on a number of different disaster contexts, including weather-related events (floods and hurricanes), natural disasters (earthquakes and tsunami) and other events (such as pandemics and terrorist attacks). The key themes that emerged included a lack of communication between stakeholders, media sensationalism, the importance of selecting the most effective marketing messages, lack of disaster-management plans, damage to destination image and reputation, and the changes in tourist behaviour following crises and disasters. The review identifies ways to improve the speed and effectiveness of response to disaster, the importance of relationship marketing with loyal customers and the need to quickly repair destination image. Suggestions for future research arising from this review include the urgent need to encourage tourism operators to engage with crisis preparedness and disaster-management strategies and the importance of gaining a better understanding of the consumer response to disastrous events.     

Tourist use of public transport at destinations – a review

Understanding tourists' use of public transport (PT) at the destination is important for sustainable mobility, destination satisfaction, PT management and destination management. This paper provides an overview of research in PT and tourism since 2000. The review identifies main topics and issues including how PT is used for tourism purposes in different contexts. It also recommends policies and strategies for a modal shift to PT in tourism, and identifies potential areas for future research. The review indicates that there are differences in the level of PT use by visitors between rural and urban destinations. PT is often not favoured by visitors in remote areas, although the situation is more promising in urban destinations. However, the overall potential of PT as an alternative mode for travelling is unclear, given tourist motivations and behaviours, and provision of visitor-oriented PT services including the need for appropriate communication and social marketing strategies.     

Economic measures of tourism yield: what markets to target?

An understanding of the yield potential of different source markets and segments can underpin destination marketing by both public and private sector organisations. The standard yield measure relates to expenditure injected into a destination from different market segments. This measure has several limitations, which are discussed in the paper. With the increasing sophistication of economic models such as computable general equilibrium, models, it is now feasible to develop new and more useful measures of tourism yield, which directly measure the gains to different stakeholders. Several economy‐wide impact measures of yield are developed and contrasted for selected Australian inbound tourism markets. The measures produce conflicting signals for public and private sector tourism marketers and planners. The reward from further research in developing and operationalising yield measures is more informed policy‐making by destination managers in respect of destination marketing and new product development, resulting in greater economic gains from inbound tourism. Copyright © 2008 John Wiley & Sons, Ltd.     

Smart destinations and the evolution of ICTs: a new scenario for destination management?

The impact of information and communication technologies (ICTs) on tourism and their foreseeable future evolution seem to be shaping a new scenario for destination management. This new context has given rise to the need for new management models. One of these models is the emerging smart tourism destination (STD), although it requires greater conceptual precision in order to become a new paradigm for destination management. This paper proposes a systemic model for STDs which facilitates the interpretation of the role of ICTs in the management of tourism destinations. Accordingly, the Delphi technique has been applied so as to determine the opinion of experts regarding the feasibility of the STD approach, its advantages and limitations and also the size of the impact of ICTs on the management and marketing of tourism destinations. This prospective exercise highlights the intensification of the impact of ICTs over the coming years which will shape a new scenario for management characterised by technology and data management. However, the efficiency of the STD approach will not depend exclusively only on technology but also on an appropriate governance of the destination that systematically incorporates the three levels of the STD, namely the strategic–relational, instrumental and applied levels.