Abstract
Abstract There is a huge gap in defining the core concept of destination, performance and its marketing / management organisation. This review paper intends to study the aforesaid gap and aid the concept in defining it from different perspectives. The chosen study also highlights the burning need of researchers and students alike in serving the definitional aspect from the literature point of view. The main focus is however on the gaps between defining Destination, Destination Performance and Destination Management / Marketing Organisations (DMOs). We bring in the literature review to define the concepts for today’s scholars as transfiguring for the current tourism industry. In considering the factors affecting the performance of a destination, the research considered eight specific variables i.e., revenue generation, employment generation, investment in tourism-related business, development of basic infrastructure, cultural exchange between tourists and host communities, increasing number of parks and recreational facilities, intra-generational equity and inter-generational equity. These variables were chosen on the merits that make a destination successful in the true sense. The findings also bring insights from the tourism industry to understand better all the key stakeholders. The definitions and model derived can be a supporting pillar for planners and managers of DMOs in crafting a suitable strategy to obtain a better performance from all stakeholders. The main significance of the findings is to help various government departments, agencies, consultancies and NTOs who can visualise and actively use these definitions for policy planning and implementation. This is also a step forward towards regaining the importance of destination with performance, management, marketing and organisation.
Highlights
UNWTO (1995, p.6) defined tourists as people who “travel to and stay in places outside their usual environment for more than twenty-four (24) hours and less than one consecutive year for leisure, business and other purposes where this should not be related to the exercise of an activity remunerated from within the place visited”
Pearce (1992) argued the necessity for studies that identify how different stakeholder groups evaluate the success of a destination management/marketing organisations (DMOs) and goes on to state that a comparative study may be an effective approach for understanding this phenomenon
Does the success of a DMO automatically determine the success of a destination? Does a successful tourism destination necessarily imply a successful DMO? To answer these questions, our research first defined what success means for a DMO and for a destination
Summary
UNWTO (1995, p.6) defined tourists as people who “travel to and stay in places outside their usual environment for more than twenty-four (24) hours and less than one consecutive year for leisure, business and other purposes where this should not be related to the exercise of an activity remunerated from within the place visited”. All tourism occurs during leisure time, but not all leisure time is spent on tourism activities.” Researchers always find it difficult to define destination management/marketing organisations (DMOs), stakeholders at destinations, role of DMOs, and destination performance attributes as there are many definitions in different contexts and perspectives. They do not control the activities of their associates but bring together resources and expertise, infusing them with a degree of independence and objectivity to lead the way forward It follows that DMOs must develop a high-level skill of developing and managing partnerships. There exists three distinctive types of tourism organisations with interests in destination tourism development These include destination management organisations (DMOs) responsible for promotion, government ministry providing policy advice to government, or private sector umbrella association that champions the causes of its member organisations. It may take any other form like municipality, city/town development associations (C/TDA) or community-based association (CBA)
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