Destination Management Organization (DMO): Paradigma Baru Pengelolaan Pariwisata Daerah Berbasis Teknologi Informasi

Now days, e-tourism, a part of the face of the development in tourism sector, begins to turn into newparadigm in management system which strongly needs more interactive information technology (IT). Within thisparadigm, stakeholders of tourism sector in one region usually enhance the e-tourism with providing a solidtourism management through a system called Destination Management Organization (DMO). Based on thiscondition, this paper aims to analyze the framework of this new system which has been adopted in some regionsin Indonesia. Using explorative analysis method, this paper finds that DMO in those regions basically stilldepends on the coordination tourism stakeholders, destination crisis management and destination marketin

Integrated Quality Management Model on the Example of Destination Split

Integrated Quality Management (IQM) is argumentative and efficient method proposed by the European Commission to reach and maintain tourist products and services quality in destinations. The paper presents IQM possibilities and phases in Split where tourism could base on events and contents quality and diversity, gastronomic and catering offer or destination cleanliness and ecological acceptability. Split should accept proved quality improvement method and adopt European IQM model. Benchmarking Split with Stockholm, IQM method implementation is suggested for Split to keep its comparative advantages and enable long-term market competitiveness. Adopting IQM method completes value chain of Split tourism, depending on cooperation of all included in tourist activity: local and state authorities, tourism entrepreneurs, local population. Establishing institutional leader as destination management organisation, Split provides cooperation and partnership. Three development scenarios for Split were compared and repositioning suggested on all levels by stressing quality aspect.quality management, destination, benchmarking, partnership

Destination image, satisfaction and destination and loyalty in cruise tourism: the case of Málaga (Spain)

Over the past decades cruise tourism is a sector that has experienced a tremendous growth around the globe. The relations that are established between the different agents that interact in this industry, passengers, crew and residents are crucial for visitor satisfaction and the success of the tourist destination. The study has analyzed the different types of cruise passengers who landed at the port of Malaga and their perception of the city through destination image, satisfaction and destination loyalty. A cluster analysis identified the existence of four different groups of passengers whose opinions can give a specific answer to the consolidation of Malaga as a quality tourist destination. From a practical point of view, recommendations about the adequate management of the destination´s attractions for the cruise industry are discussed in the conclusions.Universidad de Málaga. Campus de Excelencia Internacional Andalucía Tec

STOCHASTIC CHOICE ANALYSIS OF TOURISM DESTINATIONS

The analysis of tourist destination choice, defined by intra-country administrative units and by product types "coastal/inland and village/city", permits the characterisation of tourist flow behaviour, which is fundamental for public planning and business management. In this study, we analyse the determinant factors of tourist destination choice, proposing various research hypotheses relative to the impact of destination attributes and the personal characteristics of tourists. The methodology applied estimates Nested and Random Coefficients Multinomial Logit Models, which allow control over possible correlations among different destinations. The empirical application is realised in Spain on a sample of 3,781 individuals and allows us to conclude that prices, distance to the destination and personal motivations are determinants in destination choice.Tourism Marketing, Intra-country destination, Coastal/inland, Village/city, Nested and Random Coefficients Logit Models.

Cultural value perception in the memorable tourism experience

Tourism management curriculum, if its ultimate objective is to give an introduction to the modern trends in tourism management and marketing and to prepare future destination managers, must inevitably incorporate – together with all their theoretical and practical implications - the phenomena of experiential consumption and value co-creation

Competitiveness of Slovenia as a Tourist Destination

In an increasingly saturated market the fundamental task for the destination management, is understanding how tourism destination competitiveness can be enhanced and sustained. Competitiveness of a tourist destination is an important factor that positively influences the growth of the market share. Therefore tourism managers have to identify and explore competitive advantages and analyse the actual competitive position. There exist different approaches that model the competitiveness (Ritchie and Crouch 1993; Evans and Johnson 1995; Hassan 2000; Kozak 2001; De Keyser and Vanhove 1994; Dwyer, Livaic and Mellor 2003). Among all we follow the framework (Dwyer, Livaic and Mellor 2003), which was developed in a collaborative effort by researchers in Korea and Australia and presented in Sydney in 2001, and conduct an empirical analysis on Slovenia as a tourist destination. The aim of this paper is to present the model of destination competitiveness. The paper presents the results of a survey, based on indicators associated with the model, to determine the competitiveness of Slovenia as a tourist destination.previous visitation, Slovenia

El reto de vincular reputación online de destinos turísticos con competitividad

The aim of this study is to evidence how 2.0 conversations in social media impact the reputation of destinations. Additionally, the influence of co-creation practices is analysed. The five most competitive destinations worldwide have been chosen for the research. This paper demonstrates that monitoring social media is a challenge in tourism and is a strategic tool to support process decision making and for destination brand building in a sustainable way. Currently, there are several monitoring and analytic tools, but there is a lack of models to systematise and harness it for the Destination Management Organization (DMOs). In conclusion, how tourists play the main role in the competitiveness of Destinations with their experiences and opinions are considered, along with some keys for successful management of social media are given in the view of the results.info:eu-repo/semantics/publishedVersio