Academic literature on the topic 'Destination management organisations'

Tourism is recognized as a significant industry worldwide, a key sector and source of development and income in several countries. The article focuses on quality management in tourist destinations in the Czech Republic. The overall objective of the present study is to uncover the evaluation of destination management by tourist organisations. Hence, the importance of destination management for each organisation based on the model of excellence EFQM (European Foundation for Quality Management) is evaluated. Moreover, the article highlights and assesses the difference between organisations which possess a certificate of quality and those which do not. Furthermore, the findings of the research, the data for which were collected from respondents at tourism organisations in the Czech Republic, can be used for assessing the competitiveness of destinations and for recommendations for sustainable development in the future.

Today in Croatia, discordant views can be encountered at local and regional levels regarding responsibilities for the development of towns, municipalities and counties as tourism destinations. This underlines the necessity of establishing a superior tourism organisation that would integrate the interests of local authorities, tourism organisations, tourism supply providers and residents, and that would, on the one hand, possess the legitimate authority, knowledge and vision needed for destination development, while, on the other hand, it would be accountable for the destination’s development.

DMOs increasingly find themselves managing complex socio-technological systems. They face ‘wicked problems’ at the point where humans and technological systems intersect. Such problems require the remit of DMOs to grow from its current status of meta-management into the new concept of meta-design. Whereas meta-management relies on strategic planning and a predictable future, meta-design takes into account unpredictable dynamics of destinations as experience production systems. The term meta-design implies designing design; it targets those structures and processes in destinations that facilitate the co-production of tourism experiences. Based on a survey in Germany and Montenegro this paper investigates whether, and to what degree, DMOs practice meta-design, what factors characterise their meta-design and what circumstances drive them to take on the task of meta-design. Results show that only a small number of DMOs in both countries practice meta-design. The DMOs who adhere most closely to such a role operate at a superordinate geographical level. Digitalisation and user-centeredness are important features of meta-design; however, DMOs realise both of these features to different degrees. Contact with service providers along with available networking resources influence DMOs to practice meta-design. Differences exist between Montenegro and Germany due to their markets and normative settings. In discussing these results, some practical recommendations and further fields of research have been formulated.

Surprisingly, there have been few published studies monitoring a destination’s brand image over time. This temporal aspect of destination image is an important gap in the literature, given consensus around the role perceptions play in consumers’ decision making, and the ensuing emphasis on imagery in destination branding collateral. Whereas the majority of published destination image studies have been in the form of a snapshot of perceptions at one point in time, this paper presents findings from a survey implemented four times between 2003 and 2015. Brand image is the core construct in any modelling of destination branding performance, which has emerged as a relatively new field of research in the past decade. Using the consumer-based brand equity hierarchy, the project has benchmarked and monitored destination brand salience, image and resonance for an emerging regional destination, relative to key competitors, in the domestic Australian market; and the survey instrument has been demonstrated to be reliable in the context of short break holidays by car. What is particularly interesting to date is that there has been relatively little change in the market positions of the five destinations, in spite of over a decade of branding marketing communications by the regional tourism organisations and their stakeholders, and more recently, the mass of user-generated travel content on social media. The project did not analysis the actual marketing communications for each of the destination marketing organisations. Therefore, an important implication is that irrespective of the level of marketing undertaken, the destination marketing organisations seem to have had little control over the perceptions held in their largest market during this time period. Therefore, it must be recognised that any improvement in perceptions will likely take a long period of time, and so branding needs to be underpinned by a philosophy of a long-term financial investment as well as commitment to a consistency of message over time, which given the politics of destination marketing organisation decision making represents a considerable challenge.

Mass tourism has become the preferred travel type for millions of people. All-inclusive (AI) initially emerged as an accommodation type for mass tourism destinations but has evolved to become its own form of tourism. Factors motivating tourists towards a mass-tourism destination offering all-inclusive products may vary according to market segments and demographic attributes. Research shows that cognitive factors that affect a destination’s image, which is one factor that attracts tourists, are not symmetrical in all cases. This study examines the effect of cognitive attitude components on the general destination image perception of tourists by using Asymmetric Impact-Performance Analysis (AIPA) to assess Antalya, a prominent AI mass-tourism destination. Regression analysis results provide important insights for destination management organisations (DMO) by classifying the asymmetric effects of each destination’s cognitive attitude component on overall destination image perception, according to gender.

Purpose – Providing a new approach to the destination management oriented on the social responsibility and keeping the interests of local community at the forefront of tourism development. The paper aims to discuss these issues. Design/methodology/approach – Key concepts from systems theory, stakeholder management and social enterprises theories are rethought from the perspective of tourist destination. Main characteristics of the model of community-based organisational structure are identified as well as demands for socially responsible practices and a case study method is used for holistic and in-depth analysis on a real community-based tourism enterprise (CBTE). Findings – The paper proposed innovative socially responsible organisational business model aiming to serve the interests of local community. Interlinking the economic and social objectives in managing the tourist offer on destination level is the critical issue when cooperation of various stakeholders is concerned. Originality/value – The paper provides new insight on organising the tourism offer in the destination by using CBTE model. Findings might give impetus for new lines of research oriented on socially sustainable organisational models for responsible destinations. Recommendations suggested by the paper can be used in designing new destination management organisations oriented on developing community-based tourism practices in socially responsible manner.

Abstract Introduction. Despite the fact that sport tourism plays an important role in upland destinations, as a field of research it is still characterised by a knowledge deficit. Material and methods. Active winter sport tourists at two upland destinations were compared in terms of socio-demographic variables, the importance of destination choice criteria, and travel behaviour in order to give recommendations to destination management organisations. Conclusions. There were significant differences between tourists at the two destinations. Consequently, advantages may be gained from the development of destination-specific marketing strategies.