Abstract
Tourism destination marketing is now widely recognized as an essential component in the management of destinations. In harmony with the general marketing literature, which understands marketing as a management tool, some researchers understand destination marketing as a form of ‘market-oriented strategic planning’ and hence as a strategic approach to place development rather than a promotional tool. Based on the results of a case study of tourism destination marketing in the Nelson/Tasman Region, New Zealand, this article examines the suitability of tourism destination marketing as a tool and of Destination Marketing Organizations (DMO) as a vehicle for tourism destination management and development. A discussion of several difficulties in the implementation of tourism destination marketing in Nelson/Tasman Region leads to the conclusion that DMOs are unlikely to be able to claim too much responsibility for destination management but that they can play an important part in the management of the destination product.
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