Abstract
The urban and territorial changes caused by tourism are well introspected areas in contemporary scientific literature. This article adopts an integrative approach with a framework connecting scientific traditions of destination management and competitiveness with a case study of Karnataka’s destinations. Tourism is a strategic economic activity in Karnataka, but the uniqueness of the governing bodies accentuates integrated planning pioneering with several distinguishing features. The collective investigation of the development of tourism in the state and the recent narration of territorial planning directs towards conclusions regarding the role of Destination Management Organizations in tourism with urban and contemporary development, which has resulted in the creation of a competency model, and the role methodical planning. This paper accentuates the role of DMOs, responding to the need for a destination management. For this purpose the various functionalities, activities and roles of DMOs are evaluated though literature reviews.
Highlights
Tourism activities come along with multiple benefits, but if tourism is not properly managed it could result in deterioration of the destination leading to a series of disastrous events ranging from rise in unemployment to environmental issues and result in irrecoverable and permanent damage caused by the destination in question
Sheehan and Ritchie (2005) [4] suggest the various activities of a Destination Management Organizations (DMOs) to “be organized into two significant functions external destination marketing and internal destination development” each of these broad functions can be further viewed as an amalgam of specific activities, such as the activities undertaken by the external destination marketing function are “direct sales, direct mail, sales blitzes, trade shows, advertising, familiarization tours, publication and brochures, web marketing, events and festivals and lastly corporative programs” where as the internal destination development function encompasses activities like managing the quality of visitor experience through ensuring that the following are taken care of: “crisis management, human resource development, finance and venture capital and resource stewardship”
According to a survey undertaken by World Tourism Organization (2004) where 550 DMOs spanning over 29 countries were approached, these DMO consisted of “National Tourism Organizations (NTOs) and Authorities (NTAs), Regional, provincial and state tourism organizations, City tourism organizations, other DMOs such as resort management organizations”
Summary
Tourism activities come along with multiple benefits, but if tourism is not properly managed it could result in deterioration of the destination leading to a series of disastrous events ranging from rise in unemployment to environmental issues and result in irrecoverable and permanent damage caused by the destination in question. Sheehan and Ritchie (2005) [4] suggest the various activities of a DMO to “be organized into two significant functions external destination marketing and internal destination development” each of these broad functions can be further viewed as an amalgam of specific activities, such as the activities undertaken by the external destination marketing function are “direct sales, direct mail, sales blitzes, trade shows, advertising, familiarization tours, publication and brochures, web marketing, events and festivals and lastly corporative programs” where as the internal destination development function encompasses activities like managing the quality of visitor experience through ensuring that the following are taken care of: “crisis management, human resource development, finance and venture capital and resource stewardship” Alongside this handle the coordination of stakeholders, information centers and research. Županović (2010) [17] proposes a strategic model for Montenegro, where during the study period there was a global economic slowdown, the paper seeks to postulate a six stepped model so as improve the potential tourist inflow effectively It stresses on the concept of cluster making, and forming a destination management organization for each cluster. The main purpose of the DMO is to improve the development and management of tourism processes by enhancing coordination and collaboration between the stakeholders concerned at all levels” (Dwyer & Kim, 2003) (as cited in D’Angella and Go, 2009, p. 431) [19]
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