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Dania, Tomáš, Kateřina Mlejnková, and Ida Rašovská. "Quality Destination Management." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 67, no. 4 (2019): 1027–37. http://dx.doi.org/10.11118/actaun201967041027.
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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.
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Magaš, Dragan, and Lorena Bašan. "TOURISM DESTINATION MANAGEMENT COMPANY (DMC): A CENTRAL ACTOR OF A DESTINATION AS A MILIEU." Tourism and hospitality management 13, no. 3 (2007): 615–26. http://dx.doi.org/10.20867/thm.13.3.8.
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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.
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Hristov, Dean, and Haywantee Ramkissoon. "Leadership in destination management organisations." Annals of Tourism Research 61 (November 2016): 230–34. http://dx.doi.org/10.1016/j.annals.2016.08.005.
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Bachinger, Monika, and Ana Tripković Marković. "Destination management organisations as meta-designers." Tourism 68, no. 3 (2020): 294–307. http://dx.doi.org/10.37741/t.68.3.4.
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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.
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Socher, Karl. "Reforming destination management organisations and financing." Tourist Review 55, no. 2 (2000): 39–44. http://dx.doi.org/10.1108/eb058332.
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Pike, Steven, Jane Gentle, Louise Kelly, and Amanda Beatson. "Tracking brand positioning for an emerging destination: 2003 to 2015." Tourism and Hospitality Research 18, no. 3 (2016): 286–96. http://dx.doi.org/10.1177/1467358416646821.
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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.
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Ceylan, Demet, Beykan Cizel, and Hatice Hatice. "The symmetric and asymmetric impacts of cognitive attitude components on overall mass tourism destination image: gender comparison." European Journal of Tourism Research 28 (March 15, 2021): 2805. http://dx.doi.org/10.54055/ejtr.v28i.2250.
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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.
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Hristov, Dean, Noel Scott, and Sonal Minocha. "Distributed leadership typologies in destination management organisations." Tourism Management Perspectives 28 (October 2018): 126–43. http://dx.doi.org/10.1016/j.tmp.2018.08.003.
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Peric, Marko, and Jelena Djurkin. "Systems thinking and alternative business model for responsible tourist destination." Kybernetes 43, no. 3/4 (2014): 480–96. http://dx.doi.org/10.1108/k-07-2013-0132.
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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.
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Hodeck, Alexander, and Gregor Hovemann. "Destination Choice In German Winter Sport Tourism: Empirical Findings." Polish Journal of Sport and Tourism 22, no. 2 (2015): 114–17. http://dx.doi.org/10.1515/pjst-2015-0019.
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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.
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Kovačević, Zoran, and Senka Šekularac-Ivošević. "Management Framework for Sustainable Nautical Destination Development: The Case of Montenegro." Sustainability 14, no. 18 (2022): 11476. http://dx.doi.org/10.3390/su141811476.
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This paper examined ten main components of a nautical destination and the level of satisfaction with them by the nautical tourists visiting Montenegro. The goal is to propose the strategic management directions for sustainable development of Montenegro as an attractive, new Adriatic and Mediterranean nautical destination. A sample of 609 nautical tourists was examined on different dimensions of Montenegro as a destination; their obtained responses used exploratory factor analysis. All categories of respondents expressed the greatest level of satisfaction with the natural beauties of Montenegro, while being least satisfied with the nature protection. Given that strategic decision-makers are still in the process of considering the options for the development of the researched destination, and that foreign investors have recognised its attractiveness, this paper aims to offer to all stakeholders—the central government, local self-governments, investors, managers and tourism organisations—a framework for sustainable nautical destination management. The survey focuses on satisfaction defined quite broadly, since the aim is to gain an insight into crucial elements threatening the destination’s sustainability to be able, in the next steps, to examine the specificities of the problems detected. An added value is the applicability to similar nautical destinations, which very much like Montenegro, invest considerable efforts in boosting the development of this segment of tourism supply.
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Seraphin, Hugues, Anca C. Yallop, Alexandru Capatîna, and Vanessa GB Gowreesunkar. "Heritage in tourism organisations’ branding strategy: the case of a post-colonial, post-conflict and post-disaster destination." International Journal of Culture, Tourism and Hospitality Research 12, no. 1 (2018): 89–105. http://dx.doi.org/10.1108/ijcthr-05-2017-0057.
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Purpose The purpose of this study is to investigate the link between history (heritage) and tourism marketing (destination branding). More specifically, the paper focusses on how heritage is used by private- and public-sector tourism organisations of post-colonial, post-conflict and post-disaster (PCCD) destinations in their branding strategy. In particular, the paper investigates how these organisations use heritage in their branding and logo design. Design/methodology/approach Within the paradigm of theory building and exploratory approach, this conceptual study is based on a narrative literature review and analysis of research and secondary data on Haiti. The study uses visual research methods to examine and reveal the basis and composition of logos of both private- and public-sector organisations in Haiti. Findings The findings of this paper suggest that capturing the essence of the destination is critical for any visual identification (i.e. logos), and that the visual identification can either adjust representation of past events to the time being (heritage) or move away from the past with clear expectations for the future. Such findings are reflected within the new marketing strategies adopted by the Haitian destination marketing organisation (DMO) and a private resort that we used as examples. Both moved from an idiosyncratic identity-based logo to a universal “sea-and-sun” stereotyped one that goes against heritage for which authenticity is the most important criterion. Practical implications The findings of this research may help destination managers in general, and DMOs in PCCD destinations in particular, to design logos aligned with their marketing and branding strategies. The findings of the paper may also assist industry experts in designing logos that communicate with potential tourists, by leveraging heritage to influence their emotion and decision making. Originality/value This paper represents one of the first papers in tourism research that examines branding strategies of both public and private sectors in the context of Haiti. The research contributes to the body of knowledge on heritage and destination marketing by exploring the role of heritage in the Caribbean area’s branding and marketing strategies.
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Cox, Natasha, Richard Gyrd-Jones, and Sarah Gardiner. "Internal brand management of destination brands: Exploring the roles of destination management organisations and operators." Journal of Destination Marketing & Management 3, no. 2 (2014): 85–95. http://dx.doi.org/10.1016/j.jdmm.2014.01.004.
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Korzh, Nataliia, and Natalya Onyshchuk. "INTEGRATED BUSINESS STRATEGY OF THE ORGANIZATION FOR THE DESTINATION MANAGEMENT ORGANISATIONS (DMO)." Scientific Notes of Ostroh Academy National University, "Economics" Series 1, no. 26(54) (2022): 30–36. http://dx.doi.org/10.25264/2311-5149-2022-26(54)-30-36.
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Destination Management Organizations play a leading role in managing the network of destinations and establishing and maintaining cooperation between stakeholders. It has been proven that destination management organizations (DMOs) need to perform both managerial and marketing functions. The criteria of their productivity are organizational efficiency and effectiveness. The article solves the problem of measuring productivity (effective use of organizational resources by the management) of DMO and optimization of the main processes in order to ensure the creation of added value in the entire value chain in tourism. Strategic management tools were used in combination with Lean Six Sigma method tools. This made it possible to build a value-oriented model of DMO process optimization, which will provide support for decision-making regarding the structure of the tourism chain, coordinate the movement of goods and the provision of services, as well as the exchange of information between organization members and stakeholders. According to the authors, this can be achieved through the integration of activities: promotion and marketing, understanding consumer requirements, access to technology and the implementation of innovative practices, training and professional development, quality consulting for clients, and the implementation of a modern management concept – lean management in DMO will contribute to increasing the number tourists and growth of added value at all. The presented methodology for building the strategic boundaries of DMO development, using Lean Six Sigma methods, will contribute to the optimal development of tourist destinations, presenting a complete current picture of processes and interdependencies between them within the framework of one management organization. This can be the basis for the development of an interactive decision support structure that is used to optimize activities and operations in DMO.
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Lin, Zhibin, Guangren He, and Ilias P. Vlachos. "Britain in bloom? A study into Chinese tourists’ experience." EuroMed Journal of Business 10, no. 3 (2015): 297–310. http://dx.doi.org/10.1108/emjb-09-2014-0030.
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Purpose – The purpose of this paper is to examine Chinese tourists’ experience of Britain based on a conceptual model of tourist satisfaction and destination loyalty, and to identify key issues that tourism organisations could address to provide an excellent experience for Chinese tourists. Design/methodology/approach – Data were collected in collaboration with a tour operator; and 275 valid responses were received. Partial Least Square Structural Equation Modelling was used for data analysis. Findings – The key destination attributes of Britain such as heritage sites, natural scenery and customer service provide an excellent experience for Chinese tourists. Other British destination attributes such as shopping facilities, food, accommodation, entertainment and night life are less impressive. Research limitations/implications – The sample was drawn from Chinese tourists visiting Britain on package tours, which limits the generalisation of results to other Chinese tourists and other European/Mediterranean destinations. Practical implications – There are two key challenges for British destination tourism managers: first, to maintain the current quality levels in the attributes that generate tourist satisfaction; and second, to concentrate on improving attributes with low performance ratings such as shopping, food and drink, accommodation, entertainment and night life. As the characteristics of Chinese tourists are culture-specific rather than destination-specific, tourism managers in other European destinations may find these recommendations useful too. Originality/value – This is one of the first studies to examine Chinese tourists’ experience of a European destination. The results reveal unique characteristics of Chinese tourist requirements, which provide useful implications for tourism organisations to adapt their service strategies to better cater to this growing group of travellers.
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Spenceley, Anna, and Susan Snyman. "Can a wildlife tourism company influence conservation and the development of tourism in a specific destination?" Tourism and Hospitality Research 17, no. 1 (2016): 52–67. http://dx.doi.org/10.1177/1467358416634158.
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The evolution of tourism destinations is influenced by a range of factors including the policy and planning framework, the role of destination management organisations, and integration of tourism into the local and national economy. The aim of this paper is to describe how the private sector can influence destination development, by considering a luxury safari lodge (Mombo Camp) and its holding company (Okavango Wilderness Safaris) within the Okavango Delta of Botswana. Through a series of stakeholder interviews and literature review, the research found that Mombo had influenced the destination’s quality standards, how it is marketed and promoted, and also in the conservation of endangered species. Over the course of 30 years, the holding company has also been influential in the development and implementation of tourism and conservation policy, environmental awareness among youth, and also conservation research. The findings of this study suggest that destination planning authorities should encourage reputable private sector operators that have a long-term interest in the destination and promote sustainable tourism practices, including those that can mobilise a network of facilities and attractions, can collaborate with their competitors, and can support and advise government on policy and its implementation.
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Ratsimbanierana, Hermann, Sara Sbai, and Agathe Stenger. "Moroccan tourist portfolio efficiency with the mean-variance approach." European Journal of Tourism Research 6, no. 2 (2013): 122–31. http://dx.doi.org/10.54055/ejtr.v6i2.126.
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Nowadays, the major objective of all destinations is the development. Develop their attractions, their management strategy to cope with the competition and attract the maximum number of tourists, satisfy and retain them. This paper analyses the Moroccan destination performance with the use of the mean-variance shortage function approach. This method permits to help destination decision- makers to minimize the instability and maximize the return of inbound tourism. Accordingly, to optimize its tourism strategy, the Moroccan tourism authority can choose a combination of tourist origins according to its preference in terms of risk. The Results allow us to say that Moroccan Destination Management Organisations (DMOs) have ways for adjustment to achieve best performing strategy. The main contribution of this paper is both empirical and managerial.
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Hristov, Dean, and Anita Zehrer. "The destination paradigm continuum revisited: DMOs serving as leadership networks." Tourism Review 70, no. 2 (2015): 116–31. http://dx.doi.org/10.1108/tr-08-2014-0050.
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Purpose – This paper aims to serve as an introduction to a rather under-researched field. It aims to provide a conceptual definition of destination management organisations (DMOs) serving as leadership networks in destinations drawing on what is to be called the DMO Leadership Cycle – a guiding framework integrating the perspectives of management, governance and leadership to influence destination development trajectories. Design/methodology/approach – A synthesis of the extant literature on destination management and governance, coupled with the latest academic contributions in destination leadership serves to uncover the existence of a gap in the way leadership is seen in the underpinned domain. DMOs are conceptualised and their role in serving as leadership networks in destinations is then critically discussed. Findings – Perspectives of destination management, governance and leadership and their interaction with one another is fundamental to DMOs serving as leadership networks. The paper provides justification for and indicative definition of contemporary DMOs serving as leadership networks in destinations. Research limitations/implications – The conceptual nature of this paper calls for empirical evidence where DMOs serving as leadership networks are further investigated in practice and across diverse political and economic contexts. Practical implications – This paper aims to shape destination leadership practice by introducing an alternative, yet inclusive approach to leadership focussing on collective orchestration in destinations undertaken by DMO networks. Social implications – The paper aims to trigger a discussion on the importance of all-encompassing and integrative leadership as a means for widening participation across diverse destination groups; to serve as an input into and ultimately – shape policy development. Originality/value – This discussion provides an alternative perspective to the way we see leadership in destinations. The paper argues that “impactful” leadership is rather embedded in a formal structure and distributed in nature.
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Michálková, Anna, Helena Kojdová, and Ildikó Némethová. "Impact of Declared Clusters of Tourism on Slovak Destinations." Studia commercialia Bratislavensia 5, no. 20 (2012): 627–39. http://dx.doi.org/10.2478/v10151-012-0014-7.
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Abstract This paper aims to present the results of secondary and primary research focused on declared clusters of tourism in Slovakia and to draw conclusions of their influence on Slovak destinations. Subsequent progress could indicate whether declared clusters of tourism lead to competitiveness, innovation, research and growth or rather pursue those activities which are typical of destination management organisations.
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Adeyinka-Ojo, Samuel Folorunso, Catheryn Khoo-Lattimore, and Vikneswaran Nair. "A Framework for Rural Tourism Destination Management and Marketing Organisations." Procedia - Social and Behavioral Sciences 144 (August 2014): 151–63. http://dx.doi.org/10.1016/j.sbspro.2014.07.284.
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Nguyen, Thi Quynh Trang, Xuan Dam Dong, and Thang Ho. "Stakeholder Involvement in Destination Marketing: A Network Analysis of two Destinations in Vietnam." Tourism and hospitality management 27, no. 1 (2021): 189–203. http://dx.doi.org/10.20867/thm.27.1.11.
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Purpose –This paper aims to identify the stakeholders involved in tourism destination marketing networks. The involvement and collaboration of multiple individuals and organisations is widely recognised in destination marketing to promote a destination. Internal stakeholders of a destination and their collaboration are frequently studied in destination marketing research, but little attention is paid to the involvement of external stakeholders. Design/Methodology/Approach – Quantitative social network analysis is an important approach to understanding stakeholder connections and roles in tourism destinations. In this paper, this analysis was conducted using primary data collected from social network surveys in Da Nang and Hue, two local destinations in central Vietnam. Sixty-nine questionnaires were collected in Da Nang, and 60 questionnaires in Hue. The network data were each analysed separately using UCINET software. Findings – The results show the involvement of different stakeholders in marketing activities in these local destinations. Most of the marketing networks of Da Nang and Hue consist of business units. While the Da Nang marketing network focuses on critical stakeholders and fundamental business firms with strong financial resources and big brands, the Hue marketing network includes more diverse stakeholders and more significant participation of small and medium local firms. Originality of research – This research found the participation of national and international stakeholders located outside the two destinations studied in their marketing network. Their involvement was identified through their collaborative relationships with the DMOs and internal stakeholders of the two destinations to promote the destinations nationally and internationally.
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Mohamad, Noraihan, Tan Vivien, and Tan Pei Pei. "Travel Experience on Social Media: The Impact towards Tourist Destination Choice." Social & Management Research Journal 19, no. 2 (2022): 21–52. http://dx.doi.org/10.24191/smrj.v19i2.19253.
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Social media has changed the way travellers see and experience their trips. It creates opportunities for travellers to search for useful travel information, choose destinations and also shares their travel experiences. The aim of this study is to investigate the influence of positive and negative experiences shared on social media as well as subjective norms towards tourists’ decisions on destination choice by adapting the Theory of Planned Behaviour (TPB). Based on a cross-sectional design, self-administered questionnaires were distributed to local tourists in Klang Valley, Malaysia. A total of 340 respondents were accessed based on the convenience sampling technique. The Multiple Linear Regression technique analysis was employed to test the research hypotheses. The results revealed positive experiences shared on social media and subjective norms perform as important predictors to explain tourists’ behavioural intention to visit a certain destination. In conclusion, this study provides valuable information to destination management organisations in terms of social media management in the development of strategic plans to increase tourists’ behavioural intention.
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Akroush, Mamoun N., Luai E. Jraisat, Dina J. Kurdieh, Ruba N. AL-Faouri, and Laila T. Qatu. "Tourism service quality and destination loyalty – the mediating role of destination image from international tourists’ perspectives." Tourism Review 71, no. 1 (2016): 18–44. http://dx.doi.org/10.1108/tr-11-2014-0057.
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Purpose The purpose of this paper is to examine the relationship between tourism service quality and destination loyalty through investigating the mediation effect of destination image in the Dead Sea tourism destination, Jordan, from international tourists perspectives. The paper also investigates the tourism service quality dimensions from international tourists’ viewpoints. Design/methodology/approach A structured and self-administered survey was used targeting international tourists who were visiting the Dead Sea tourism destination, Jordan. The authors delivered 300 questionnaires to international tourists from which 237 were retained and valid for the analysis. A series of exploratory and confirmatory factor analyses were performed to assess the research constructs dimensions, unidimensionality, validity and composite reliability. Structural path analysis was also used to test the hypothesised relationships of the research model. Findings The empirical findings indicate that tourism service quality is, in fact, a four-dimensional (4D) construct as opposed to five as proposed by the original hypothesised model. The 4D model consists of four facets: assurance-responsiveness, tangible facilities-empathy, reliability and reliability-quality of directions. Also, the results indicate that brand image loaded onto two dimensions named as “physical environment” and “people characteristics”. The structural findings indicate that the four dimensions of tourism service quality have positively and significantly affected destination image. Further, brand image has positively and significantly affected destination loyalty. Finally, destination image fully mediates the relationship between tourism service quality and destination loyalty. Research limitations/implications This paper has examined only five dimensions of tourism service quality that affected destination loyalty directly and indirectly; meanwhile, other service quality dimensions such as technical quality may affect both destination image and destination loyalty. Further, destination image is the only mediator investigated in this paper. Other consumer-based brand equity factors such as brand salience my act as another mediator. Also, this paper investigated international tourists’ perspectives in the Dead Sea tourism destination only, which means that its generalisation to other tourism destinations is limited. Therefore, comparative studies inside and outside Jordan’s tourism destinations are potential areas of future research. Other limitations and future research areas are also outlined. Practical implications The paper highlights the strategic importance of brand image on the relationship between tourism service quality and destination loyalty. Tourism service quality acts as an antecedent to brand image and the later is essential to destination loyalty. In other words, brand image of the physical environment and people friendless and kindness are the critical linkage that create destination loyalty. Further, an integrated model of tourism service quality, destination image and destination loyalty is required by tourism organisations operating in the Dead Sea destination to win international tourists again. Originality/value This paper represents one of the very few attempts that investigate tourism service quality and destination loyalty through understanding the mediating role of brand image in the Dead Sea destination. Accordingly, it should shed more light into the strategic role of brand image dimensions and how they affect destination loyalty. Further, the paper is the first of its kind to investigate an integrated model of tourism service quality and destination loyalty from international tourist perspectives in Jordan. The main issue here is that tourism organisations operating in the Dead Sea tourism destination have now valuable empirical evidence concerning the drivers of destination loyalty in an integrated manner.
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Bukovska, Galina, and Vilija Malinauskaitė. "SUSTAINABILITY OF THE CROSS-COUNTRY APPROACH AND THE ROLE OF DESTINATION MANAGEMENT ORGANISATIONS IN CREATING NEW TOURISM PRODUCTS: THE CASE OF SIAULIAI, JONISKIS (LITHUANIA) AND JELGAVA (LATVIA)." SOCIETY. TECHNOLOGY. SOLUTIONS. Proceedings of the International Scientific Conference 2 (April 8, 2022): 8. http://dx.doi.org/10.35363/via.sts.2022.77.
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INTRODUCTION
 Destination is used as a synonym for attraction; destination can also be defined as a specific brand or product, or a product package or selection of products and services compiled according to climate, infrastructure, natural and cultural features. Destination is defined as a place where tourists can rest, walk, spend their time in nature, see historical monuments, attend festivals, events, taste local cuisine and be part of unique events. Combining the last approach with traditional geographic or administrative aspects, we may define a destination as an administrative or geographically defined area where tourists can rest, walk, spend their time in nature, see historical monuments, attend festivals, events, taste local cuisine and be part of unique events. With a new trend of local travel, the promotion of regions that were not among top visited destinations becomes essential in trying to attract local travellers in the short term. The objective of this study was to identify the effects of promotional and organisational factors on travellers’ intentions to visit two destinations in Lithuania and one in Latvia.
 
 HYPOTHESES
 Key hypothesis of this study – can sustainable cross region or cross border cooperation initiate higher tourist interest in formerly less visited destinations and what steps do we need to take to create valuable proposals.
 
 METHODS AND MATERIALS
 Analysis of scientific literature and secondary data, descriptive statistical analysis.Destination management has historically placed emphasis on the management of demand and supply, visitor experience and maintenance of competitive advantage. This has been enhanced through the application of modern marketing techniques (Buhalis & Sinarta, 2019; Gretzel & Scarpino-Johns, 2018; Kabadayi, Ali, Choi, Joosten, & Lu, 2019; Polese, Botti, Grimaldi, Monda, & Vesci, 2018). Our study shows that many destinations lack a clearly stated value separately, as they are mostly too small to attract the attention of experienced travellers.
 
 RESULTS
 We have collected all the possible sights, historical background and created 20 different routes that combine the object of project stakeholders – Siauliai, Joniskis and Jelgava districts, bearing in mind that enhancing greater cooperation might help to create better stories, use a historical element, and attract the attention of experienced travellers.
 We clarified that DMO’s are still heavily focused on the classical promotion of their attractions. This is why this first stage of research implemented a new methodology based on which regional DMO’s can create cooperation and develop easy-to-use products. The authors put a content orientated approach and not infrastructure created experience at the forefront.
 Justifying our hypothesis, we found that any less visited destination can acquire additional interest by combining objects from more than one district or well-known country.But the most important question that we were solving is how to satisfy all the stake holders and not to benefit one partner.We have tested our offered model by creating an actual product.
 CONCLUSIONS
 Destination resilience is becoming an important area of research, with DMO’s becoming the key players in the development of more adaptive strategies, managing the risks, and furthermore, attracting visitors to most of the local objects. DMO’s lack appropriate models that can help them to market their destination more. A ready-to-use and tested model can become a good example for any DMO that is eager to attract more visitors by creating products that reflect a modern traveller’s needs.
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Bukovska, Galina, and Vilija Malinauskaitė. "SUSTAINABILITY OF THE CROSS-COUNTRY APPROACH AND THE ROLE OF DESTINATION MANAGEMENT ORGANISATIONS IN CREATING NEW TOURISM PRODUCTS: THE CASE OF SIAULIAI, JONISKIS (LITHUANIA) AND JELGAVA (LATVIA)." SOCIETY. TECHNOLOGY. SOLUTIONS. Proceedings of the International Scientific Conference 2 (April 8, 2022): 8. http://dx.doi.org/10.35363/via.sts.2022.77.
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INTRODUCTION
 Destination is used as a synonym for attraction; destination can also be defined as a specific brand or product, or a product package or selection of products and services compiled according to climate, infrastructure, natural and cultural features. Destination is defined as a place where tourists can rest, walk, spend their time in nature, see historical monuments, attend festivals, events, taste local cuisine and be part of unique events. Combining the last approach with traditional geographic or administrative aspects, we may define a destination as an administrative or geographically defined area where tourists can rest, walk, spend their time in nature, see historical monuments, attend festivals, events, taste local cuisine and be part of unique events. With a new trend of local travel, the promotion of regions that were not among top visited destinations becomes essential in trying to attract local travellers in the short term. The objective of this study was to identify the effects of promotional and organisational factors on travellers’ intentions to visit two destinations in Lithuania and one in Latvia.
 
 HYPOTHESES
 Key hypothesis of this study – can sustainable cross region or cross border cooperation initiate higher tourist interest in formerly less visited destinations and what steps do we need to take to create valuable proposals.
 
 METHODS AND MATERIALS
 Analysis of scientific literature and secondary data, descriptive statistical analysis.Destination management has historically placed emphasis on the management of demand and supply, visitor experience and maintenance of competitive advantage. This has been enhanced through the application of modern marketing techniques (Buhalis & Sinarta, 2019; Gretzel & Scarpino-Johns, 2018; Kabadayi, Ali, Choi, Joosten, & Lu, 2019; Polese, Botti, Grimaldi, Monda, & Vesci, 2018). Our study shows that many destinations lack a clearly stated value separately, as they are mostly too small to attract the attention of experienced travellers.
 
 RESULTS
 We have collected all the possible sights, historical background and created 20 different routes that combine the object of project stakeholders – Siauliai, Joniskis and Jelgava districts, bearing in mind that enhancing greater cooperation might help to create better stories, use a historical element, and attract the attention of experienced travellers.
 We clarified that DMO’s are still heavily focused on the classical promotion of their attractions. This is why this first stage of research implemented a new methodology based on which regional DMO’s can create cooperation and develop easy-to-use products. The authors put a content orientated approach and not infrastructure created experience at the forefront.
 Justifying our hypothesis, we found that any less visited destination can acquire additional interest by combining objects from more than one district or well-known country.But the most important question that we were solving is how to satisfy all the stake holders and not to benefit one partner.We have tested our offered model by creating an actual product.
 CONCLUSIONS
 Destination resilience is becoming an important area of research, with DMO’s becoming the key players in the development of more adaptive strategies, managing the risks, and furthermore, attracting visitors to most of the local objects. DMO’s lack appropriate models that can help them to market their destination more. A ready-to-use and tested model can become a good example for any DMO that is eager to attract more visitors by creating products that reflect a modern traveller’s needs.
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Marczak, Mirosław. "ATTEMPT AT ASSESSMENT OF THE EFFECTIVENESS OF ACTIVITIES UNDERTAKEN BY NATIONAL TOURISM ORGANISATIONS AIMED AT THE CREATION OF THE COUNTRY’S TOURISM BRAND." Folia Turistica 51 (June 30, 2019): 9–34. http://dx.doi.org/10.5604/01.3001.0013.1580.
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Purpose. Assessment of the effectiveness of activities undertaken as part of creating and managing the country’s tourism brand by National Tourism Organisations (NTO). Method. Empirical research concerned activities undertaken in relation to the creation and management of the country’s tourism brand by 81 NTOs that function in the area of five main world tourist regions (according to the World Tourism Organisation – UNWTO). The process of data collection and verification covers the years of 2013-2016. The used research methods include: the diagnostic survey method with the use of the questionnaire technique, direct interviews and statistical analyses. Results. Significant divergences were confirmed in the assessment concerning the effectiveness of individual activities undertaken by the NTOs examined in the area of creating and managing the country’s tourism brand. The initial hierarchy of the effectiveness of activities undertaken by the NTOs examined as part of the process of the management of the country’s tourism brand (conducted by the examined organisations) was not confirmed by the results of statistical analysis (correlations with the accepted measures of effectiveness). This is related to quasi-governmental and non-governmental organisations. Research and conclusions limitations. Empirical research solely concerned the functioning of those organisations which can be referred to as rightful NTOs, i.e. those entities which meet the basic criteria that are to be fulfilled by this type organisation (including the main task: promotion of a given country as an attractive tourist destination). Practical implications. Conclusions that follow from the study can be used by those organisations responsible for the brand management process related to a tourist reception area on different levels of administration (including local, regional and national entities). Originality. This type of analysis has not been conducted until now. Therefore, the present study offers a novel approach to the functioning of national tourism organisations by presenting the broadest ever spectrum of areas of interests related to this type organisation. Type of work. The article predominantly presents the results of empirical research.
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King, John. "Destination marketing organisations—Connecting the experience rather than promoting the place." Journal of Vacation Marketing 8, no. 2 (2002): 105–8. http://dx.doi.org/10.1177/135676670200800201.
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Serra, Joan, Xavier Font, and Milka Ivanova. "Creating shared value in destination management organisations: The case of Turisme de Barcelona." Journal of Destination Marketing & Management 6, no. 4 (2017): 385–95. http://dx.doi.org/10.1016/j.jdmm.2016.06.005.
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Mhanna, Rami, Adam Blake, and Ian Jones. "Spreading tourists around host countries of mega sport events." Worldwide Hospitality and Tourism Themes 11, no. 5 (2019): 611–26. http://dx.doi.org/10.1108/whatt-06-2019-0040.
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Purpose This study aims to recommend initiatives that can be adopted to overcome overtourism in host destinations of mega sport events. Design/methodology/approach This study adopts a qualitative research design that involves 20 semi-structured interviews with key informant stakeholders of the London 2012 Olympic Games. An exploratory case study approach was used to investigate strategies used to leverage tourism benefits in host destinations, and the authors used thematic analysis to present strategies to overcome overtourism in host cities. Findings This study emphasises the need for spreading tourists beyond the host city as a main strategy. To do so, three initiatives are recommended: spreading domestic tourism outside the host city, showcasing destination beyond the host city and promoting regional collaboration. Practical implications This research provides tourism practitioners and destination management organisations in host destinations of mega sport events with an advanced strategic insights to capitalise on mega sport events. The authors suggest considering the events as a theme through an event planning process to overcome potential overtourism in unique host cities. Originality/value As overtourism has an impact on visited destinations, this study argues that overtourism can be generated by mega sport events. This paper offers an extended insight into overcoming overtourism by implementing strategic event tourism, leveraging initiatives that can be extended in use to reach geographic areas beyond host cities of mega sport events.
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Proctor, David, Gerard Dunne, and Sheila Flanagan. "In league? Destination marketing organisations and football clubs in the virtual space." Journal of Sport & Tourism 22, no. 4 (2018): 333–48. http://dx.doi.org/10.1080/14775085.2018.1523744.
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Hristov, Dean, and Anita Zehrer. "Does distributed leadership have a place in destination management organisations? A policy-makers perspective." Current Issues in Tourism 22, no. 9 (2017): 1095–115. http://dx.doi.org/10.1080/13683500.2017.1364715.
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Ikerionwu, Charles, David Edgar, and Edwin Gray. "The development of service provider’s BPO-IT framework." Business Process Management Journal 23, no. 5 (2017): 897–917. http://dx.doi.org/10.1108/bpmj-10-2015-0146.
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Purpose The decision to operate BPO-IT organisational model by a business process outsourcing (BPO) service provider has far reaching benefits. The purpose of this paper is to develop a service provider’s BPO-IT framework that provides in-house IT function (software) required to process client services. Design/methodology/approach The multi-case study adopted an exploratory sequential mixed method research approach. In the first instance, seven BPO service provider organisations were investigated in the qualitative phase and 156 in the quantitative phase, respectively. Findings The adoption of the developed framework indicates that it could reduce failures in BPO relationships through reduced turnaround time in processing client services, improved quality of service, reduced cost, improved client and provider’s competitiveness, and confidentiality of client operations. Outsourcing clients could lay the foundation for a successful relationship by adopting a selection process that could choose the right provider. Originality/value The paper reveals BPO-IT organisation’s operation towards in-house provision of software required to process client services. A research exploring BPO service providers from a top outsourcing destination like India could provide offshore outsourcing clients the information to move towards onshore outsourcing.
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González-Rodríguez, M. Rosario, Rocio Martínez-Torres, and Sergio Toral. "Post-visit and pre-visit tourist destination image through eWOM sentiment analysis and perceived helpfulness." International Journal of Contemporary Hospitality Management 28, no. 11 (2016): 2609–27. http://dx.doi.org/10.1108/ijchm-02-2015-0057.
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Purpose This paper aims to explore the image of travel destinations after the visit by analysing sentiment orientation of the online reviews, and how this orientation, as well as other electronic word of mouth (eWOM)’s credibility sources, can affect the perceived helpfulness of shared opinions measured through the helpfulness score. Design/methodology/approach Tourist destinations are increasingly affected by travel-related information shared through the Web. More and more people first check the previous travel experiences of other people to build their own destination image and to help them in their choice of destination. This paper analyses the shared opinions related to the city of Barcelona in a well-known eWOM website. The reviewers’ opinion and the credibility sources of eWOM are extracted from the web using a webscraper, while the sentiment score to analyse the discourse orientation (positive vs negative) is calculated using computer-based sentiment analysis techniques. Findings Online reviews’ users are reluctant to provide extreme polar opinions (very negative, very positive) to any travel subcategory (hotel, restaurant, attractions and night-life) of a tourist destination. The results obtained also reveal that eWOM’s perceived helpfulness grows with the expertise of the reviewer. However, the helpfulness score given to the reviews posted is not influenced by the sentiment orientation of the author’s opinion. Research limitations/implications This research is limited to the case study of Ciao, which is a well-known consumer platform, and the city of Barcelona, which is a top touristic destination. However, the approach proposed can be easily extended to other similar consumer platforms and cities using the same methodology. Practical implications Understanding the information posted in the media environment is a major concern in the field of marketing destination planning. Positive and negative eWOM offers potential consumers a clear picture on the tourist destination, and this information can be used by Destination Marketing Organisations to meet customers’ needs and expectations. The perceived helpfulness of reviews analysed in this paper can also help practitioners and scholars to understand those factors that make reviews more trustable. Originality/value From a methodological point of view, the main contribution of this research is the utilisation of an unstructured approach to the measurement of the destination image based on the sentiment analysis of shared opinions. From a theoretical point of view, the study relates the post-visit destination image with the pre-visit image formation process, using the sentiment orientation of the former and the perceived helpfulness of the latter.
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Lee, Byeong Cheol, and Bruce Wicks. "Tourism technology training for destination marketing organisations (DMOs): Need-based content development." Journal of Hospitality Leisure Sport and Tourism 9, no. 1 (2010): 39–52. http://dx.doi.org/10.3794/johlste.91.241.
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Jovičić, Dobrica, and Vanja Ivanović. "BENCHMARKING AND QUALITY MANAGING OF TOURIST DESTINATIONS." Tourism and hospitality management 12, no. 2 (2006): 123–34. http://dx.doi.org/10.20867/thm.12.2.11.
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In an icreasingly competitive environment for organisations, a self-evaluating process is one of the greatest challenges for management. One such strategy is benchmarking - "see what others are doing in order to be the best". Instead of their own approaches to problems, numerous companies opt for benchmarking methods to improve their performances. Complexity and significance of defining term - quality in tourism - points out the necessity of permanent monitoring of market trends. This includes, at the same time, necessity of permanent comparison with the main competitors on tourist market - that is, in fact, benchmarking process. Literature relative to benchmarking models in tourism is divided into two main groups: hotel models and destination models, that are the subject of this paper. Monitoring tourists perceptions of competitive performance is very important in assesing and comparing destinations. Thus, the benchmarking models, based on tourist satisfaction is specially focused in this paper, as the crucial tools for total quality management of tourist destinations.
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Carlisle, Sheena, Stanislav Ivanov, Corne Dijkmans, and Bartolome Marco-Lajara. "Environmental Skills Gaps in Tourism and Hospitality Organisations." Tourism 70, no. 3 (2022): 411–31. http://dx.doi.org/10.37741/t.70.3.6.
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This research analyses the current self-reported level of proficiency of environmental skills, the required future level of proficiency, and the gaps between them. Given the increasingly urgent need for the tourism industry to take action to support environmental management practices, this research provides evidence of key environmental skill gaps. Mixed methods research is applied where the sample includes 1404 respondents to a questionnaire and 264 interviewees from senior management of organisations from five tourism sectors (accommodation establishments, food and beverage outlets, destination management organisations, tour operators and travel agents, visitor attractions) in eight European countries. Analysis of variance, t-tests, correlation and cluster analyses, and Pearson Chi-square tests were employed for data analysis. The findings revealed that the country of registration, the size and the tourism sector type influence significantly the current and future proficiency levels of environmental skills, and the gaps between them. Most respondents did not receive environmental skills training. Theoretical, managerial and policy implications are also discussed.
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Nazarian, Alireza, Peter Atkinson, Pantea Foroudi, and Dilini Edirisinghe. "Leaders or organisations?" International Journal of Contemporary Hospitality Management 32, no. 6 (2020): 2055–74. http://dx.doi.org/10.1108/ijchm-05-2019-0463.
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Purpose Managers of independent hotels need to maximise organisational citizenship behaviour (OCB) among employees to gain sufficient competitive advantage in an increasingly competitive environment, so it is important to understand what affects it. To achieve this, the purpose of this paper is to test if servant leadership, OCB and other related constructs have the same relationships between them in two contrasting parts of the world. Design/methodology/approach Survey data were gathered from managers of independent hotels in Spain (451) and Iran (429). Spain was selected because it is a developed country that is a leading destination for tourists. Iran was chosen as a contrast, as it is a developing country with a growing tourist industry. Findings The findings show that Spain and Iran demonstrate different patterns of relationships in the selected variables, suggesting that Iranians trust their leaders more than the organisational systems, whereas the Spanish trust organisational systems more than their leaders. These results are consistent with Spanish culture having higher individualism than Iranian culture. They are also consistent with Iranian culture prioritising traditional values, such as personal loyalty to managers, and Spanish culture prioritising modern values, such as impersonal rules and objective processes. Research limitations/implications This study suggests that leadership and justice affect OCB in different ways where modern values prevail compared to where traditional values prevail. It suggests that managers of independent hotels in Iran should follow the example of Spanish hotel managers by adopting more objective and fair procedures while showing that inward investors and expatriate managers in Iran should be aware of the importance of personal leadership style. Further research is needed in different countries and regions to improve the generalisability of our findings. Originality/value This study contributes to the literature on the application of the servant leadership construct, which was developed in the West, to other regional contexts. It also adds to the literature of independent hotels, which is an important yet under-researched part of the hospitality industry.
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Femenia-Serra, Francisco, José F. Perles-Ribes, and Josep A. Ivars-Baidal. "Smart destinations and tech-savvy millennial tourists: hype versus reality." Tourism Review 74, no. 1 (2019): 63–81. http://dx.doi.org/10.1108/tr-02-2018-0018.
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PurposeThis paper aims to contrast the expectations placed on the smart destination as a theoretical management approach with the reality of emergent tech-savvy tourism demand by examining the response of this segment to three critical dimensions of technology use in the context of smart destinations. Tech-savvy tourists are here represented by highly educated Spanish millennial tourists.Design/methodology/approachData were obtained through an online survey and analysed through descriptive techniques and exploratory factor analysis using SPSS. Literature review was critical for setting the foundations of the research in this novel context.FindingsResults suggest the existence of a gap between the smart destination theoretical expectations and created hype and the real response of the examined demand in the three main scopes for this tourist-smart destination technology-based relationship, namely, mobile technology use, data sharing for personalised experiences and smart technologies for enhanced experiences.Research limitations/implicationsConvenience sampling was used, and the results of the study cannot be generalised to all millennial tourists. The research is a first approximation to the interrelationship between tourists and smart destinations.Practical/implicationsTourists’ role and experiences mediated by information and communication technologies (ICTs) are decisive in smart destinations. Destination Management Organisations (DMOs), through their policies and actions, ought to take into account the limited predisposition of tourists in using mobile devices, sharing data and using smart technologies for their experiences. Privacy concerns appear to have special relevance for tourists and, therefore, for the future of smart destinations.Originality/valueThe findings offer relevant insights for smart destinations from a neglected angle hitherto, as they introduce several interesting nuances which do not match entirely the fast track taken by institutions, media and academia. This is critical for better understanding tourists in the current panorama, for DMOs and for the theoretical foundations of smart tourism. Besides, the exploratory data analysis reveals potential dimensions of millennials’ behaviour, which can be useful for further investigations.
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Li, Xu, and Youcheng Wang. "Evaluating the effectiveness of destination marketing organisations' websites: evidence from China." International Journal of Tourism Research 12, no. 5 (2010): 536–49. http://dx.doi.org/10.1002/jtr.772.
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Klimek, Katarzyna. "Destination Management Organisations (DMOs) and their role in summer product development in selected Alpine countries." European Journal of Service Management 24 (2017): 31–38. http://dx.doi.org/10.18276/ejsm.2017.24-05.
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Isaac, Rami K. "Understanding the Impact of Conflict on Risk Perceptions and Travel Behaviour: Attitudes of Dutch Pilgrims and Tourists towards Palestine." Journal of Holy Land and Palestine Studies 21, no. 2 (2022): 226–48. http://dx.doi.org/10.3366/hlps.2022.0296.
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This research aims to get a better understanding of the impact of conflict on risk perceptions and attitudes of affecting Dutch travel behaviour towards Palestine. The research process involved an online self-administered method created with one of the leading research and web-based survey tools called Qualtrics. The questionnaire was filled in by 462 respondents. Findings indicate that Palestine is perceived as an unsafe destination to travel to. Palestine is perceived as moderately appealing as a holiday destination. The weather, price, culture, and religious features are seen as important factors which are appealing to Palestine as a holiday destination. The respondents who had past travel experiences in Palestine the most were likely to revisit the destination. The advice given by friends and relatives is seen as the most trustworthy information source. Traveling with an organised tour and traveling in a group are seen as the most effective risk reduction strategies which can be applied during the trip and, therefore, could have implications for Destination Management Organisations.
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Araújo, Luís. "Measuring tourism success: how European National Tourism Organisations are shifting the paradigm." Worldwide Hospitality and Tourism Themes 14, no. 1 (2021): 79–84. http://dx.doi.org/10.1108/whatt-10-2021-0136.
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PurposeThe paper analyses the dramatic global slowdown of tourism caused by the pandemic and how it has provided an exceptional opportunity for the tourism sector to reassess both its priorities and practices, especially in relation to our planet and society.Design/methodology/approachThis paper provides an analysis of the European Travel Commission's position regarding the development of a sustainable tourism ecosystem and the definition of new metrics to measure this transition, thus allowing European National Tourism Organisations (NTOs) to share knowledge and learn from each other.FindingsNTOs across Europe are at different stages in their journey towards a sustainable tourism development model. Some destinations are still focussing on attracting more travellers from international markets while others at a more mature stage, are switching their work towards the management of tourism flows. These latter examples support the approach that developing a tourism strategy should start with the needs of the destination, and the local people should be directly and fully involved in the tourism strategy. Initiatives such as this can support tourism decision-making based on data and firm evidence and help to address doubts and common misunderstandings around how residents feel.Originality/valueThis paper highlights how the European Travel Commission, together with its members, are working towards a new world benchmark for responsible, sustainable and innovative tourism in response to exponential growth of demand, the reality of the ecological transition and the emergence of a new digital era.
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Abodeeb, Jamila, Erica Wilson, and Brent Moyle. "Shaping destination image and identity: insights for Arab tourism at the Gold Coast, Australia." International Journal of Culture, Tourism and Hospitality Research 9, no. 1 (2015): 6–21. http://dx.doi.org/10.1108/ijcthr-06-2014-0051.
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Purpose – This paper aims to explore how destination image can be shaped, created and crafted, from an induced-source, supply-side perspective to better cater to Arab visitors, drawing on empirical research conducted on the Gold Coast, Australia. Design/methodology/approach – Two sequential stages of research were implemented. The first stage conducted an analysis of websites to compare and contrast the image of the Gold Coast projected with the image perceived by Arab visitors. The second stage conducted semi-structured interviews with professionals from two destination marketing organisations (DMOs) directly responsible for marketing the Gold Coast to Arab visitors. Findings – Key findings indicate that the DMOs sought to portray a strong destination brand to Arab visitors, specifically around its current branding of “Gold Coast: Famous for Fun”. The Gold Coast has highly evolved strategies to target Arab visitors, including productive working relationships between DMOs and strategic partnerships with tourism organisations in the Arab world. However, analysis of websites revealed some incongruence between core attractions. Arab websites emphasise the beach more than do the Australian, state and local DMOs, and entertainment did not rate as highly as the need for beaches, shopping and accommodation. Research limitations/implications – Importantly, this research highlights the need for DMOs to clearly understand the needs of Arab visitors and integrating such information into targeted marketing campaigns aligned with the core destination brand. Originality/value – The contribution of this research is in providing a more nuanced understanding of the importance of using culture as a key segmentation tool not only to help attract more tourists but to assist DMOs to understand the special needs of various cultures in the destination.
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Alford, Philip, and Yanqing Duan. "Understanding collaborative innovation from a dynamic capabilities perspective." International Journal of Contemporary Hospitality Management 30, no. 6 (2018): 2396–416. http://dx.doi.org/10.1108/ijchm-08-2016-0426.
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PurposeThis paper aims to understand the key factors affecting collaborative innovation in a destination management organisation from a dynamic capability perspective.Design/methodology/approachAn in-depth case study was conducted using semi-structured interviews with the CEO and Chairman of the destination management organisation (DMO) and internal DMO documents from 2011 to 2016. Thematic analysis was carried out on the data both deductively, with generic themes identified and informed by theory, and inductively, where detailed subthemes were developed from the data.FindingsThe success of innovation in the context of a DMO depends on having a strong base of microfoundations that underpin the DMO’s capabilities to sense and seize opportunities and reconfigure its assets for competitive advantage. Collaboration with the key players in the sector has been the essential elements of these microfoundations.Research limitations/implicationsThis study has been conducted within a single DMO case study. Future research should test the proposed models in different types of organisations and collaborative contexts.Practical implicationsThe proposed dynamic capability framework helps managers achieve collaborative innovation, leading to competitive advantage through better development of relevant capabilities.Originality/valueThe study represents a first attempt to understand the key factors enabling successful collaborative innovation in the context of DMOs, from a dynamic capability perspective. The unique opportunity of accessing information and witnessing the changes in a DMO over a period of five years enabled the authors to gain in-depth insights and comprehensive understanding as to why and how a UK DMO has been successful in enhancing its business performance through a successful collaborative innovation.
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Morrison, Alison J., and Brian E. M. King. "Small Tourism Businesses and E-Commerce: Victorian Tourism Online." Tourism and Hospitality Research 4, no. 2 (2002): 104–15. http://dx.doi.org/10.1177/146735840200400202.
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The success of many destination marketing initiatives is dependent upon the effective engagement of a significant proportion of small tourism businesses. This represents a significant challenge for public sector agencies charged with the development and implementation of such initiatives, many of which have deliberately integrated e-commerce components in response to the re-engineering of tourism market places and supply chains. Drawing on associated literature and empirical research presented in the form of a case study, this paper makes a contribution towards understanding and knowledge pertaining to small tourism businesses, their engagement in e-commerce practices and consequential interaction with destination marketing organisations.
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Medarić, Zorana, Judit Sulyok, Szilvia Kardos, and Janja Gabruč. "Lake Balaton as an accessible tourism destination – the stakeholders' perspectives." Hungarian Geographical Bulletin 70, no. 3 (2021): 233–47. http://dx.doi.org/10.15201/hungeobull.70.3.3.
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This paper discusses the situation in the emerging field of accessible tourism at the Lake Balaton destination. The main objective of the study was to explore the current situation of accessible tourism at Lake Balaton, focusing on the perspectives of tourism stakeholders. Various issues were reflected upon, such as: a) the “general” accessibility of the destination in terms of the current state of accessibility of the destination as well as the accessibility of information, transportation, accommodation, food and beverage services, tourist attractions, funds and know-how; b) factors that make the destination Lake Balaton competitive as an accessible destination; and c) general attitudes of tourism stakeholders towards accessible tourism. The research focus was on the destination itself, not on individual attractions or tourism service providers. In order to assess the current situation and future prospects for accessible tourism at Lake Balaton, an exploratory quantitative online survey among stakeholders was conducted between 5 September and 5 October 2020. A total of 39 stakeholders participated in the survey, including 11 local municipality stakeholders, 8 local destination management organisations, and 20 tourism service providers (accommodation, catering or attractions/sights). The results show that the Lake Balaton destination accessibility is currently at an early stage of development and tends to target groups with low accessibility needs. Among the factors of destination competitiveness for the accessible tourism market, supportive factors (e.g. accessibility, infrastructure, and the commitment of stakeholders) are ranked first, followed by resources and attractions (landscape, climate, activities, culture, history, tourism service providers, and events) and the quality factor (including value for money, safety, perception and image). Planning and management (including positioning and branding) is the lowest ranked factor even though such aspects are critical factors and foundations for the development of accessible tourism.
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Telej, Ewelina, and Jordan Robert Gamble. "Yoga wellness tourism: a study of marketing strategies in India." Journal of Consumer Marketing 36, no. 6 (2019): 794–805. http://dx.doi.org/10.1108/jcm-07-2018-2788.
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Purpose The purpose of this paper is to examine marketing strategies that India is currently applying to promote itself as a competitive yoga destination. Design/methodology/approach The methodological approach consisted of a constructivist research paradigm, a qualitative methodology and an interview-based data collection method. Ten in-depth, semi-structured interviews were conducted with yoga practitioners from various backgrounds and yoga levels who have travelled to India for yoga tourism purposes. Findings The findings determined that interpretation of yoga tourism is crucial in the choice of marketing approach adopted by destinations offering yoga retreats because, as the study has shown, various perceptions of yoga constitute the basis for particular promotional strategies. Research limitations/implications Future research could expand on the sample size and demographics of the current study by investigating, possibly through comparative means, larger groups of more diversified yoga practitioners from different countries or backgrounds. Practical implications It was recommended that India’s tourism marketers re-design their approach concerning an ‘authentic’ yoga experience. Indian destination marketing organisations should target those searching for an authentic yoga experience and use imagery that is realistic. Originality/value The findings of this study have led to the re-positioning of yoga tourism in India, utilising a unique combinative approach in which a more inclusive concept of wellness is juxtaposed against a lack of any religious referencing. It was also revealed that the motivations of yoga tourists are only partially targeted through an undifferentiated strategic marketing approach.
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Albrecht, Julia N., Marco Haid, and Abrar Faisal. "Types and relevance of advocacy in destination-based non-profit organisations - Evidence from New Zealand ecosanctuaries." Tourism Management Perspectives 40 (October 2021): 100898. http://dx.doi.org/10.1016/j.tmp.2021.100898.
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Seraphin, Hugues, Vanessa Gowreesunkar, Mustafeed Zaman, and Thierry Lorey. "Limitations of Trexit (tourism exit) as a solution to overtourism." Worldwide Hospitality and Tourism Themes 11, no. 5 (2019): 566–81. http://dx.doi.org/10.1108/whatt-06-2019-0037.
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Purpose Many tourism destinations are now facing the problem of overtourism, and destination management organisations (DMOs) are in search of an effective and sustainable solution. With this as a foundation, the purpose of this study is to identify factors causing overtourism at popular tourism destinations and to propose an alternative solution to overcome this phenomenon. Design/methodology/approach The research design is based on an inductive and a deductive approach. The paper draws its conclusion from secondary and tertiary data (literature review and online research). Findings The study shows that Trexit (tourism exit) is not a sustainable solution to overtourism and that an alternative strategy may be adopted to tackle this phenomenon. The overall outcome shows that if sociological factors, business factors, technological and economic factors are addressed, the effect of overtourism may be managed and controlled. Practical implications The findings of this piece of research refer to a Just-in-Time strategy for managing overtourism. The findings could be useful to practitioners, as the study proposes an alternative means to overcome overtourism and manage destinations without affecting visitor flow and profitability. Originality/value This research fulfils an existing research gap, as it proposes an alternative solution to tackle overtourism. The proposed model also helps to provide a broader insight of the dynamics surrounding overtourism at tourism destinations. In so doing, it advances the existing body of knowledge by providing new inputs to a topic that has not been discussed, namely, Trexit or tourism exit.
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Séraphin, Hugues, and Vanessa G. B. Gowreesunkar. "Conclusion: what marketing strategy for destinations with a negative image?" Worldwide Hospitality and Tourism Themes 9, no. 5 (2017): 570–76. http://dx.doi.org/10.1108/whatt-07-2017-0036.
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Purpose This concluding paper filters out meaningful marketing strategies that could be used to re-position and re-establish tourism destinations struggling with negative image. Drawing from a collection of case studies around the world, this paper aims to provide evidence from post-colonial, post-conflict and post-disaster destinations to anchor the overall conclusion of the theme issue. Design/methodology/approach This paper summarizes key issues faced by destinations plagued with a negative image and identifies adaptive marketing strategies based on existing marketing theories and success stories from struggling destinations. Findings Destinations with a negative image are mostly post-colonial, post-conflict or post disaster destinations (or all of the three combined), and despite their poor (if no) marketing strategies, they continue to struggle to find their share in the tourism market. This paper highlights four main challenges of such destinations and proposes that adaptive marketing strategies can turn the situation of struggling destinations to a situation of emerging destinations. Marketing strategies that are cited in this theme are based on empirical evidence and they are communication strategy, differentiation and promotion of responsible and health tourism, heritage tourism, cluster tourism and the involvement of destination marketing organisations. Originality/value This paper takes a somewhat different approach and proposes adaptive marketing strategies for struggling destinations. These are based on the notion that the consequences of not addressing negative image also impacts on established destinations that have to cope with increased capacity. The value of this paper is that it draws from empirical evidence, each unique in their own right and re-establishes how post-colonial, post-conflict and post-disaster destinations could improve while highlighting their potential and limiting factors.