Determinants of tourism success for DMOs & destinations: An empirical examination of stakeholders' perspectives |
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Authors: | Tom Bornhorst J.R. Brent Ritchie Lorn Sheehan |
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Affiliation: | 1. Hospitality and Tourism, Southern Alberta Institute of Technology, 1301-16th Avenue NW, Calgary, Alberta, Canada T2M 0L4;2. World Tourism Education & Research Centre, Haskayne School of Business, University of Calgary, 2500 University Drive N.W., Scurfield Hall, Room 499, Calgary, Alberta, Canada T2N 1N4;3. School of Business Administration, Dalhousie University, Kenneth C. Rowe Management Building, 6100 University Avenue, Halifax, Nova Scotia, Canada B3H 3J5 |
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Abstract: | 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. |
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Keywords: | Success Factor Performance DMO Destination Stakeholder Visitor experience Competition |
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