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

Quality destination management

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.O

Sustainable Strategies for Destination Management

Sustainability becomes a primary concern for international destinations. The aim of this research is to analyse the development of a destination and its sustainability in terms of economic sustainability. For the purpose of this research, initially the knowledge and research on sustainability in the context of tourism with a focus on economical dimension is discussed. Further, the importance of sustainability for destinations is explained. This is followed by a discussion on Turkey in terms of economic sustainability. As such a SWOT analysis is conducted for Turkey. Therefore, it is intended to draw a roadmap for tourism planners operating in this country for a better understanding of the concept of sustainability for their success. Finally, recommendations are drawn on the wellbeing and sustainability of the destinations in the conclusion

EU INTEGRATION AND TOURISM DESTINATION MANAGEMENT: THE CASE OF PORTUGAL

The EU membership has brought many benefits to Portugal by improving the access to the European policies and funds. The tourism sector is one of the fast growing industries in the country (accounting for approximately 11% of GDP) and it has strongly benefited from the EU integration, making Portugal one of the top destinations in the world. However, the recent economic slowdown, coupled with phenomena of worldwide proportions (the 11th September and the 4th March terrorist attacks, the SARS outbreak and, most recently, the avian flu threat) have made tourism professionals question about how destinations should be managed in a more innovative, responsible and profitable way. This paper attempts to provide, on one hand, some theoretical and empirical findings on Portuguese tourism evolution during the two-decade period of EU membership, with reference to some European support schemes and their impact on Portugal as a tourist destination. On the other hand, it aims to point out critical issues that are essential to depict future trends in destination management, which can be useful to emerging tourist destinations, such as many countries in Eastern Europe. Since Romania is a fast growing country in terms of international tourist arrivals and a candidate country in the next EU enlargement process, the Portuguese experience could be an interesting case to learn from.EU Integration; Tourism; Portugal

Destination Management through Organizational Ambidexterity

Tourism can help regenerate post-colonial, post-conflict and post-disaster destinations (PCCDs), and national governments and destination marketing organisations (DMOs) play a central role in this. They face the dilemma of either consolidating tourism situations with seemingly safe, known, predictable steps, or taking more ambitious risk-prone, less tried-and-tested and more uncertain approaches. This choice can be portrayed as the respective exploitative and explorative dimensions of strategic conceptual framework of organisational ambidexterity (OA). This regional spotlight provides a conceptual analysis using the lens of OA to examine these dynamics. It focuses on the specific case of Haiti, set within the context of the Caribbean region. A range of OA effects in relation to tourist enclaves is identified. In particular, the spotlight argues for less segregation and separation between tourist and local populations, along with a need for DMOs to espouse more exploitative-explorative postures. In terms of wider implications, it can be argued that other Caribbean economies might learn lessons from the discussion of the Haitian case

Promotion of inclusive tourism by national destination management organizations

Rita, P., & António, N. (2020). Promotion of inclusive tourism by national destination management organizations. Worldwide Hospitality and Tourism Themes, 12(6), 701-714. https://doi.org/10.1108/WHATT-07-2020-0068Purpose: Inclusive tourism has the potential to counter balance some of the disadvantages relating to tourism development and effectively exert positive impacts on society at large and specifically on tourist destinations. However, there is a research gap in studies on inclusiveness related to the promotional efforts of national destination management organizations. Design/methodology/approach: Data science-based methods, mainly text mining and image mining, were used to analyze both the explicit and implicit content in text and images in the English brochures published by nine European official destination management organizations. Findings: Results highlighted that the countries' attitudes towards inclusion were aligned with what the countries’ destination management organizations were promoting, especially in the case of highly ranked countries on an inclusiveness index. However, there were differences between their explicit content (what they write in text) and their implicit content (what they show in images). Originality/value: The combined analysis of text and image content allowed for a complete understanding as to how national’s destination management organizations are promoting inclusion, showing that destination management organizations should make an effort in improving their promotional material and above all the images they use.authorsversionpublishe

Transnational tourist destination management: a case study of the Baltic sea region

The issue of tourist destination management has been widely reflected in scientific literature. However, transnational destinations, i.e. those that are located on the territory of several countries, have not been given enough attention. The development of transnational destinations can occur provided there is close cooperation among key stakeholders. In the Baltic Sea Region (BSR) conditions for effective cooperation were created at the end of the 20th century when integration processes intensified. Currently, the BSR is the first macro-region of the European Union to implement a transnational strategy, in which tourism is recognised as a development priority. Creating an effective tourist destination management system has become a key challenge in this process. This article aims to identify and critically analyse the concept of transnational tourist destination management. Another goal is to identify the changing determinants of tourism management in the BSR and to explore relations between key stakeholders. To this end, we conducted a review of literature on destination management. We carried out a critical analysis of secondary sources (documents, information materials, the Internet resources) and supplemented the review with our insights from participatory observation. We also obtained additional information from interviews. Three models of destination management were identified: marketing-oriented, planning-oriented, and governance-oriented. Our research shows that the evolution of destination management is characterised by a gradual increase in the participation of public entities. This is related to the marginalisation of the tourism industry, which resulted in a systematic decrease in state funding for maintaining destination management structures. Acquiring the European Union funds from the European Territorial Cooperation Programs has become a partial but not entirely effective solution to this problem

Goal modelling for strategic dependency analysis in destination management

Purpose: The paper suggests goal modelling as a method for the strategic analysis in tourism destinations. Destination management is quite complex and challenging and requires deep understanding of the intentions, the roles and the strategies of the various stakeholders. Methods: This paper identifies the challenges and major issues of destination management, evaluates the capacity of goal modelling to address them and demonstrates the use of goal modelling for stakeholder and strategic analysis. Results: The paper provides a holistic, multi-level modelling approach that begins with stakeholder analysis, continues with the analysis of strategic dependencies between stakeholders and ends with the analysis of the strategic alignment of the Destination Management Systems. Goal modelling is used for the analysis of the roles and functions of stakeholders, the analysis of the interdependencies between stakeholders in terms of goals, tasks and resources, the selection between alternative business configurations, and the business model and strategic analysis. Implications: Three important issues of destination management are addressed: stakeholder analysis, strategic dependency analysis, and strategic alignment of information systems. The formalism of goal modelling can provide rigor and visualization in the analysis of the complex relationships in destination management

STORYTELLING – THE TOOL OF DESTINATION MANAGEMENT COMPANIES FOR CREATING AN EXTRAORDINARY EXPERIENCE IN FILM TOURISM

Experience-based industries, such as tourism, gain a competitive advantage when they create an extraordinary experience for their customers. Contemporary tourists prefer authentic experiences, acquisition of new knowledge and skills as well as participation in community activities. Therefore, they don’t want to consume only the products and services in the destination, but they are really interested in the story behind the tourist products. In film tourism, the story has a special role since it is a type of product that arises from the individual experience of the location, which is displayed in some form of media presentation. Consequently, it is particularly important for the destination management companies to use tools and techniques that can influence the customer experience. In this context, the aim of this paper is to analyse possibility of destination management companies to use storytelling in creating film tourism products. Although storytelling is often used by destination management organization as a destination marketing tool, destination management companies can use it to create high value-added products. This paper analyzes an example of good practice how a destination management company can use storytelling in creating and developing its products. However, as the example of good practice emphasizes, the application of storytelling in creating extraordinary experience requires an interdisciplinary approach and great creativity of experts from different fields, where additional value can be achieved through the use of modern information and communication technology. Applying this approach, storytelling is a tool that destination management companies can use very successfully to transform the film tourism product into an extraordinary experience for their customers