Destination Management System Research Articles

A technology‐enabled framework for stakeholder engagement in a destination management system: Evidence from DMS Puglia

AbstractIn tourism, the presence of different stakeholders, sometimes with conflicting interests, requires a clear understanding of how to manage and engage them effectively. Despite the importance of this topic, tourism studies lack a univocal framework for destinations aiming to develop a destination management system (DMS) focused on empowering stakeholder engagement. To fill this gap, this study aims to identify the key dimensions that can strengthen stakeholder engagement in the tourism sector. Particular attention is given to the role of technology in mediating relationships among DMS participants and to the role of ‘intermediary’ stakeholders in facilitating collaboration and engagement. By adopting a cross‐disciplinary approach that integrates stakeholder theory, stakeholder engagement and destination management, and by examining a case study of an Italian best practice, DMS Puglia, a technology‐enabled framework for stakeholder engagement in a DMS was elaborated. This study contributes to the advancement of the literature on stakeholder engagement in tourism by demonstrating that the structure and composition of a DMS, and the communication methods it enables, along with the role of the destination management organisation and the preparedness of stakeholders to participate in a DMS, significantly influence stakeholder engagement and can strengthen relationships among participants in a technologically advanced tourism system. This study also provides directions to stakeholder bridges about how to effectively improve stakeholder engagement through technology‐focused tools and strategies.

Analysis of local heritage tourism development strategy in Indonesia: Case study in Purbayan Village

One of the tourist villages affected by the pandemic is Purbayan Village. As a historical and cultural heritage site with many historic buildings, Purbayan Village has become a tourist attraction in the Special Region of Yogyakarta. This study analyses the strategy for developing local heritage tourism through digital marketing to increase post-pandemic tourist visits to Purbayan Village. This study uses a qualitative descriptive methodology. Documentation and in-depth interviews with tourism managers in Kampung Purbayan, Yogyakarta Special Region, Indonesia, were used as data collection techniques. Based on the study findings, tourism managers need to develop marketing tactics that use digital technology through digital marketing strategies. Tourists can easily access information about Purbayan Village by developing a Destination Management System integrated with the official website and social media, from preparing tourists for tours to booking tourist facilities and services. In addition, local heritage tourism can directly influence word-of-mouth marketing, with the quality and local authenticity of tourism substantially influencing promotion, quality, satisfaction, and loyalty. Overall, future research is important, considering practical insights and recommendations for policymakers and tourism practitioners and involving local communities in developing local heritage tourism, especially in rural areas.

Digitalization, Branding, and Network Collaboration Strategy among SMTEs: Preliminary Qualitative Analysis

The primary objective of this research is to develop strategies enabling Small and Medium Tourism Enterprises (SMTEs) to effectively navigate and actively participate in digital transformation and collaborative networks. Employing a qualitative methodology with the application of Quantitative Strategic Planning Matrix (QSPM) analysis, data for this study is gathered through direct observations and interviews involving stakeholders in the tourism industry, local government, village authorities, and tourism business associations such as PHRI (Persatuan Hotel dan Restoran Indonesia) and BPW (Badan Pariwisata Wisatawan). The key findings underscore the significance of (1) fostering a positive service reputation culture, (2) involving diverse stakeholders in establishing a sustainable tourism destination management system, and (3) reinforcing tourism promotion efforts through the strategic use of expanded digital media channels. The practical implications of this research extend to providing tangible guidance for SMTEs to actively enhance their services for tourists. The distinctive contributions of this study manifest in three key dimensions. Firstly, the introduction of the service reputation culture as an innovative approach supports the evolution of novel services in the tourism industry. Secondly, it addresses the underexplored research theme of SMTEs, filling a significant knowledge gap. Thirdly, the utilization of QSPM analysis in this study showcases originality, as this analytical method is rarely employed in analogous contexts. Consequently, this research contributes unprecedented insights to the strategic understanding of SMTEs within the realm of service reputation culture, paving the way for innovative and informed approaches in the tourism industry.

Optimization of smart tourism destination management based on linear regression model

Abstract With the rapid development of Internet communication technology, the tourism industry will certainly transform and upgrade to the direction of wisdom, and the organization and dissemination of tourist destination information will become a breakthrough in tourism development. This paper firstly constructs a tourism management system (DMS) in line with the idea of smart tourism development by constructing a process line from market opportunity analysis, interest motivation analysis, strategic planning stage, strategy implementation stage and evaluation improvement stage, respectively. Secondly, the evaluation model of tourism destination development based on logistic regression is systematically constructed, and the parameter estimation method is used to estimate the value for 8 influencing factors that affect the development of tourism destinations. The results show that through the empirical analysis of the Guizhou smart tourism destination management system, it is found that the AUC value shows an increasing trend, and the 5km grid has the smallest AUC value. When the grid continues to increase, the AUC value shows a decreasing trend, slowly decreasing from 0.836 (20km) to 0.844 (25km). It shows that the intelligent tourism destination management system constructed in this paper is reasonable and lays the theoretical foundation for realizing regional barrier-free tourism and achieving the development goal of integrated symbiosis.

10 hónap – 10 kihívás. Egy városi szintű integrált turisztikai szolgáltatásfejlesztési modell a gyakorlatban

In the autumn of 2021, Veszprém-Balaton 2023 Zrt. commissioned a complex tourism audit focusing on Veszprém, the aim of which was to examine the destination offer and the operation of the individual institutions, and to identify the shortcomings that should be addressed before the European Capital of Culture year in order to ensure that guests visiting Veszprém are as satisfied as possible with the city’s tourism offer. Building on the results of the audit, a 10 months – 10 challenges programme was developed to address the problems identified during the audit on the basis of a common set of criteria. The programme provided an opportunity to make Veszprém the first Hungarian city where all tourist facilities have their own sustainability and accessibility programme, coordinated at city level, and to develop a complex destination management system supported by digital platforms, in line with the challenges of today’s world, which will contribute to the city’s long-term work for sustainable tourism and to the development and marketing of complex tourism products at city level.

Krizni menadžment u funkciji efektivnog upravljanja destinacijom

Contemporary destination management implies a broader mandate that has shifted the focus from traditional marketing and promotional activities to strategic planning, coordination, and management activities, integrating various stakeholders with a common goal. However, environmental influences, especially negative ones, to which tourism is highly susceptible, as shown by practice in recent years, also affect the overall destination management process. The integration of crisis management into the destination management process assumes that specific procedures exist, adequate task forces are organised, and all necessary resources are recognized, planned and activated at the onset of the crisis. Recent experiences have shown that destinations like Serbia, which failed to establish a destination management system, face much more significant challenges regarding crisis management in tourism. Given that we are increasingly living in the so-called VUCA environment, tourism crisis management is exposed to unique challenges and requires special skills and leadership that will be activated in risky moments. In addition, it is essential to establish institutions with clearly defined tasks and capacities because only the synergy of skills and knowledge, on the one hand, and institutions (structures) will enable successful crisis management in tourism.

Strategic Planning of Ecotourism Management System Using Ward and Peppard Framework

The strategic planning of the Dodola Island, Tourism destination management system is the development of previous research concerning transformation in the vegetation index value of the mangrove ecotourism area and recommendations for the rehabilitation of mangrove zones to maintain the ecological sustainability of mangroves. In addition to the environmental, socio-economic, and socio-cultural aspects, it is also necessary to develop a destination management system. This research uses the Ward and Peppard framework to design the system by considering the existing ecological, socio-economic, socio-cultural conditions, resource availability, tourist behaviour, and destination management capabilities. The instruments used in the Ward and Peppard framework analysis are Value Chain Analysis, Porter’s Five Force Model, SERVQUAL, PESTEL and SWOT Analysis, Ecopreneurship Model, and IT Balanced Scorecard. The Ward and Peppard framework describes the need for information systems to mobilise the Small and Medium Enterprise activity in the mangrove ecotourism area. Furthermore, the amenity, accommodation, and local transportation accessibility are recommended. These systems are designed based on the ecopreneurship model to optimise the management of tourism destinations known as SIMANGROVE on Dodola Island, Morotai Islands Regency, Indonesia.

Constructing a smart destination framework: A destination marketing organization perspective

Smart destinations have emerged as a means of integrating physical and technological infrastructure to create seamless experiences for tourists and to improve the quality of life for residents. However, the operationalization of the smart destination concept, and especially the roles and functions of Destination Marketing Organizations (DMOs), remain poorly understood. This study uses interviews with experts in destination marketing, place management and technology, alongside analysis of Destination Marketing Systems (DMSs) to identify how DMOs can lead and facilitate the development and effective governance of smart innovations. The data are used to examine several key themes including: the potential for a ‘smart vision’ of the destination; the contributions of DMO leadership in smart destination strategies; the functions and utility of DMSs; the involvement of key destination stakeholders; and the supporting pillars of information technology infrastructure, sustainability, livability, and governance as the foundations for smart destination development. The article concludes by providing a conceptual framework that can help to comprehend and evaluate both the components of smart destinations and the roles of DMOs in their implementation and management. • Presents a framework for conceptualizing and evaluating Smart Destinations. • Encompasses IT, e-governance, sustainability, and livability domains of practice. • Uses multimethod strategy to assess Smart Destination initiatives in USA, UK, and Asia. • Examines Destination Marketing Organization and Destination Management System roles. • Identifies the value of DMO leadership in facilitating Smart Destination transition.

Tourism public-private partnership (PPP) projects: an exploratory-sequential approach

Proyectos de asociación público-privada (PPP) de turismo: un enfoque exploratorio-secuencialPropósitoeste estudio aborda la ausencia de una comprensión profunda del compromiso en las asociaciones público-privadas (APP) de turismo al explorar los antecedentes del compromiso de las APP y sus relaciones subyacentes.Diseño/metodología/enfoquela evidencia empírica se deriva de la experiencia del sistema de gestión de destinos (DMS) egipcio, un caso en el que una APP de turismo fracasó debido al abandono del proyecto por parte del sector público. Se adopta un enfoque de métodos mixtos para comprender de manera integral el tema, analizando las perspectivas de los interesados internos (socios) y externos (por ejemplo, proveedores de turismo).Hallazgoslos resultados indicaron que la gestión de las partes interesadas, el capital relacional, los beneficios percibidos y las capacidades de las partes interesadas podrían influir en las intenciones de comprometerse con un proyecto de APP de turismo. Además, se encontró que los últimos tres factores median la relación entre la gestión de las partes interesadas y el compromiso de APP a largo plazo. Los resultados también arrojaron luz sobre los aspectos importantes de las relaciones interpersonales no contractuales entre las partes interesadas internas y externas de las APP.Originalidad/valoreste es el primer estudio que investiga el compromiso de los proyectos de PPP/DMS de turismo y sus posibles impulsores en un contexto no occidental. Además, este estudio contribuye al conocimiento al explorar la relación dentro y entre los grupos de partes interesadas internos (socios) y externos (por ejemplo, proveedores de servicios locales), y proporcionó evidencia sobre el papel crucial de ambos en el compromiso y el éxito de las APP a largo plazo. El presente estudio tiene algunas contribuciones significativas a la literatura sobre APP con respecto al compromiso y el éxito de las APP en los entornos complicados en los que se operan los proyectos de APP de turismo. Además, este estudio ofrece información y prácticas esenciales para mejorar las relaciones de los socios con las partes interesadas externas.

Relational risk and public-private partnership performance: An institutional perspective

There is a general belief that the institutional environment significantly challenges the performance and sustainability of public-private partnerships. However, little is known about how partners can encounter and overcome such a challenge. The objective of this study was to investigate partners' practices of Institutional Orientation, particularly in terms of Institutional Embeddedness, Market Legitimacy, Key Institutional Customers Concept, and their impacts on Partnership Performance. Relational Risk (i.e. Relational Capital, Flexibility, and Conflict) was also examined to demonstrate its mediating role in this relationship. Data were obtained from 290 experts, managers, and core employees who worked in a failed destination management system partnership in Egypt. Using structural equation modeling, the study reveals that Institutional Orientation practices enable partners to effectively understand and maintain the institutional environment, mitigate Relational Risk behaviors, and consequently enhance partnership's chances to develop and operate more efficiently. • Finds strong relations between Institutional Orientation (IO) and PPP Performance. • Relational Capital, Flexibility, and Conflict partially mediate the effect of IO on PPP. • IO facilitates collaboration behaviors and mitigates Relational Risk between partners.

Developing a traditional village-based governance system for tourism destination in Bali

The research of the tourist destination management system is very much the object of this investigation, in which it analyzes: (1) Income distribution policy in the management of the tourist destination of Pandawa beach, (2) Monitoring system in the management of the tourist destination of Pandawa beach, (3) Synergy of support to interested parties in the management of the tourist destination of Pandawa beach , (4) Promotion system to improve the visit to the tourist destination of Pandawa beach, (5) Management system as a model of Pandawa Beach as Tourist Destination, Kutuh Village, South Kuta, Bali. Through qualitative-descriptive and quantitative research, the data were treated and the results highlight the relevance of a Tourist Reception System planned and designed to project its scope.

Investigating the determinants and process of destination management system (DMS) implementation

PurposeThis study aims to propose a comprehensive model to help understand factors influencing the intention to participate in a destination management system (DMS) amongst tourism stakeholders in Vietnam which are considered as the determinants of the successful implementation of the system.Design/methodology/approachA survey was conducted to investigate key stakeholders' opinions of participating in a DMS. In total, 301 questionnaires were used for analysis. Partial least squares structural equation modelling (PLS-SEM) was used to assess the measurement and structural models of the study.FindingsFactors that influence various tourism stakeholders' intention to participate in the national DMS in Vietnam have been identified and examined. The results identify the important predictors of the tourism stakeholders' participation in the DMS including information quality, DMS operator readiness, government regulations and technology awareness. Interestingly, technology awareness was ascertained as a significant mediator for the relationship between performance expectancy, social influence, technology competency, competitive pressure and the intention to participate in the DMS.Originality/valueThis study has a unique theoretical contribution by developing a comprehensive model to predict the intention to participate in a DMS amongst tourism stakeholders with the modification and combination of three theoretical models and frameworks: the unified theory of acceptance and use of technology (UTAUT) model, technology–organisation–environment (TOE) framework and updated DeLone and McLean information systems (D&M IS) success model. It is expected to be a useful reference source for tourism management departments that want to develop DMSs in Vietnam. This model also can be used as an initial investigation for DMS implementation studies at other destinations.

Designing an advanced system for destination management: a case study of Northern Indiana

PurposeThe purpose of this paper is to describe the core of an advanced destination management system, which uses a series of data matching techniques and business analytics.Design/methodology/approachThis study first proposes the conceptual framework for an advanced destination management system and then illustrates the core components of the proposed system using real-world data from Northern Indiana. In this study, search interests, devices used and other forms of website use derived from online clickstream data were merged with visitor demographic and tripographic information obtained from an online survey to develop an analytic model used to describe the core market structure.FindingsKey demographic factors (e.g. gender, age and income), search interests, referred websites, the number of total sessions, temporal aspects and spatial aspects of visitor travel provide essential information defining the structure and dynamics of the visitor marketing in Northern Indiana.Originality/valueThe process and data used in this study provide a “proof of concept” for developing highly personalized marketing systems, which can substantially improve the competitiveness of a destination management organization.

Management of the potential of tourism destinations

Purpose. The aim of the study is to develop the parameters of capacity utilization assessment and innovative development of tourist destinations at the expense of the created tourist product of the destination; studying the basic principles of its formation. Methodology of research. The empirical methods of research are used in the course of the research, namely: the method of generalization – when forming a multi-vector approach to the development of tourist destinations; the method of expert assessments – when positioning the tourist product in the tourism system; method of classification and system analysis – in the study of innovativeness of components of the tourist product. Methods of analysis and synthesis, scientific generalization and comparison – when researching data of scientific sources (monographs, articles of domestic and foreign scientists), as well as open sources of statistical information and official data of forums, ratings, international tourist barometer are used in the research process. Findings. As a result of research the problems of assessment of tourism potential are updated as a source of innovative development of tourism; indicators and methods of measurement are analyzed; definition of the category “innovative potential of tourism” is substantiated and a model of its evaluation at different levels of implementation, with various forms of interpenetration and facilities of influence, implementation of effectiveness, perception and realization of the potential of tourism enterprises is presented. The proposed valuation tools that allow to use the tourism resource potential of the country / region / destination have a positive impact on the value pricing of exhaustible resources for sustainable tourism development, allow forming capital resource potentially attractive resorts that will affect their investment and reputational status. At the end of the article the factors of formation of innovative tourist product of destination as an effective tool of realization of tourist potential of the region are offered. Originality. The complementary factors of influence on the formation of a tourist destination management system by realizing existing and enhancing effective development potential are determined. Unlike the existing ones, these factors make it possible to estimate the direct and indirect contribution of tourism in the country's GDP by exploiting existing and enhancing excellent tourism potential. Practical value. The proposed structure and content of the tourist product of the destinations, its innovative component is the basis for the formation of the product strategy of the destination product, raising its competitive status, sustainable development. Key words: tourism potential; innovative development; evaluation of tourism potential; tourism product; destination.

Менеджмент транснациональных туристских дестинаций: пример региона Балтийского моря

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.

The Use of GIS in Tourism Supply and WEB Portal Development

The tourism industry has widely adopted Geographic Information Systems (GIS) in order to improve service quality, visibility and tourists' experience. The paper demonstrates that GIS is becoming increasingly critical for both the tourism demand and supply. The convergence between the services of Web 3.0 generation, along with the social networking sites, mobile applications, and GIS that operate in Cloud Computing business environment has set a new trend in the IT field. However, the growth of spatial data availability has provided a strong stimulus to the development and usage of georeferenced web applications in tourism. The use case model for B2B2C Destination Management System with interactive tourist maps is represented.

ANALISIS KEBUTUHAN SISTEM INFORMASI DALAM PENGELOLAAN KAWASAN WISATA SANUR

Trends of Information System affect the tourism industry. This fact showed by the utilization of information and communication technology used in the tourism industry. In the 1960s Flight Industry (Airlines) introduced the Central Reservation system. The mid-1990s tourism information system developed into a destination management system (DMS). The system was developed to provide information about tourism product to the tourist and used to find out the number of visitors. With this data, the destination management organization can make efforts to attract more visitors to come to the tourism destination Sanur is a one tourism destination that located in Bali Island. Geographically the sanur tourism destination is located in the southern part of the island of Bali. Administratively, sanur is a kelurahan in Denpasar Sub district, Denpasar municipality area. The main attraction of Sanur is the natural form of beaches along approximately 7 km from the start of the Matahari Terbit beach to the Mertasari Beach. Sanur Tourism Area is an area that is growing very rapidly. The growth of sanur area needs to be followed by good management to avoid exploitation of the Area.Good management requires valid and complete data to be able to make the right decision for developing of sanur tourism area. In the management of tourist areas, obtaining valid data is not an easy job, because it involves many parties and data changes fast enough. To obtain a valid data need a Information system, so that data can be kept updated continuously.This article discusses the analysis of information system needs for sanur destination management. The discussion in this article aims to find the concept of information systems needed. The method used in data collection is interview and observation method. Data were analyzed by using linear and hierarchy technique with 6 stages.The results of this discussion is a concept of information systems with databases to be able to provide the data as a needed of the management sanur tourism area.

Tourism destination management in sustainability development perspective, the role of entrepreneurship and networking ability: Tourist Kit

In the recent decade, the tourist destination management is considered as a destination in which a complex product composed of different elements required a coordination system. This implies that this destination should be organised in the sustainability perspective. We propose an interdisciplinary paper that is built following both a managerial and organisational perspective. The approach is the resource-based view theory and the concept of capabilities. The method used is the desk analysis spread in two phases: review of the literature on the main topics, destination management and coordination system; presentation of a case study. The finding of the work is that a sustainable tourist destination is possible if we start from definition of tourist destination as integrated and multilevel, where all main actors of the territory aim for sustainable development. This study presents the main characteristics for a developed country destination.

Determinants of Destination Management System (DMS) and Tourism Industry Assessment of Madagascar

Tourism is one of the largest industries in the world. It is particularly significant in island economies, but also benefits significantly a range of developing and developed countries across the world. The sector is compound largely because of the interdependency between the universal production, largely managed in the established world, and the purposes around the world for which it assembles visitors. Information and communication technologies (ICTs) and tourism are two of the most dynamic drives of our worldwide economy. In the Madagascar, the tourism sector is the third largest provider of currency. Madagascar has a remarkable array of biodiversity, natural beauty and cultural resources to support tourism. Unexpectedly, of the 200,000 visitors the island per year, only about 60,000 come expressly for tourism, the rest traveling for other reasons but which could include some tourism activity. Madagascar has the potential to welcome many more tourists if the sector’s growth is well planned in abroad, multi-sectorial way focusing on economic aspects, infrastructure and environmental and social concerns, particularly for community participation. This report sets out a program for equitable development of the sector and evaluates the opportunities for growth and the barriers that currently block progress and some suggestions that how to cover this era to maintain its stander of tourism sector along with. This paper describes the tourism of Madagascar, some lack of management, condition of the present tourism sector and at the end there is a conclusion of this study and recommendations on the base of present study.

COOPERATION TO ACHIEVE SUCCESSFUL TOURISM

Abstract Tourism has become one the most quickly developing economic sectors. The creation of sustainable and competitive tourism can be observed and initiated all over the world, so the formation of Tourism Destination Management (TDM) system has become an important way of development worldwide. All over the world there are lots of successful TDM systems, so we have to work hard to achieve success in our homeland as well. I think that a new tourism development concept has positive effects on the development of domestic tourism. The tourism sector may expand more dynamically with cooperation of the players. The institutional development is useful, but the organizations must be established in harmony with the characteristics of each destination and need to represent the interests of the participants. In my research, I examine the development of the Hungarian Tourism Destination Management system, the use of the funds, and the context between TDM funds and infrastructural development. Finally, I intend to present good practices which can be adapted to other tourist destinations, so that everyone can benefit from the Hungarian tourism sector.