Destination Marketing Systems Research Articles

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.

Destination image analytics for tourism design: An approach through Airbnb reviews

This study embraces destination image analytics, design thinking and peer-to-peer accommodation services. The paper aims to support marketers in rethinking the way they design destination experiences and marketing strategies by synergising with contemporary trends in the peer-to-peer accommodation sector and help integrate them into destination marketing systems. Thus, a holistic process is developed to reveal how destination image is constructed that applies compositional data analysis on almost one million Airbnb reviews from four Spanish urban destinations on a temporal basis (two consecutive periods). The designative aspect of image distinguishes the destinations, and temporal image trends are observed. These insights allow marketers to re-formulate and design marketing and experience strategies that align with the needs and experiences of contemporary tourists.

Evaluating the performance of destination marketing systems (DMS): stakeholder perspective

Purpose – Destination marketing systems (DMS) represent a vital inter-organisational information system (IOIS) for supporting the collaborative e-marketing strategies of tourism firms and the competitiveness of tourism destinations. However, many DMS have failed to deliver the expected outcomes, while the performance measurement of DMS has not been thoroughly investigated in the literature so far. The study synthesises research from the fields of DMS, IOIS and collaborative practices for investigating the perceptions of various tourism DMS stakeholders about the evaluation of DMS performance. The paper aims to discuss these issues. Design/methodology/approach – The study conducted a nation-wide survey for measuring the perceptions of various tourism DMS stakeholders in Greece about the importance of the roles that DMS should serve as well as the items that should be used for measuring the performance of these DMS’ roles. Findings – The findings showed that the public and private stakeholders held different perceptions about the roles of DMS as well as about the metrics that need to be used for evaluating DMS performance. The findings also showed that the perceptions that stakeholders hold about the roles of the DMS influence their perceptions about the performance evaluation of DMS. Research limitations/implications – The findings are based on evaluating a specific type of IOIS and sector/context. Thus, caution is required in generalising the results to other types of IOIS and social/environmental contexts. Practical implications – The study highlighted that the performance and success of DMS, and of IOIS projects in general, require the nurturing of a collaborative culture and the co-ordination of the various stakeholders’ perceptions and interests. Originality/value – The study addresses the gap in DMS performance evaluation and it contributes to the literature about IOIS evaluation by adopting a stakeholders approach.

The Role of Inter-Organizational Relationships in Tourism Operators' Participation in Destination Marketing Systems

ABSTRACT Destination marketing systems are a key technology for destination marketing, however many have failed due to a lack of tourism operators' participation. This study uses a multiple case study research design to investigate how inter-organizational relationship theories of dependency, agency and trust apply to a destination marketing system, a non-transactional distribution technology. In particular, destination marketing and branding is found to be a cause of goal conflict, which influences hidden action and hidden characteristic problems, as well as influencing dependency. This is a new understanding of how goal conflict applies in destination marketing relationships. Results inform on key issues for destination marketers in managing their relationships with tourism operators, as well as in developing and implementing policies to manage destination marketing systems.

Examining the Level of Sophistication and Success of Destination Marketing Systems

Great variations have been observed in the sophistication, interactivity and quality of the destination marketing systems operated by destination marketing organizations (DMOs). This paper argues that DMOs' Website characteristics (i.e., sophistication and interactivity) have a great impact on the success of their online marketing activities. It also argues that DMOs' organizational factors not only determines the level of sophistication of their marketing system, but also defines the level of success with their Web-based marketing efforts. The study provides empirical evidence to support the notion that the sophistication level of destination marketing systems does positively impact the performance of DMOs' Web-based marketing efforts. The results of the study show that three organizational factors have the most impact on Web marketing success: technology competence, organizational innovativeness, and absorptive capacity. It also shows that two organizational factors have significant impact on Website sophistication: organizational innovativeness and financial commitment. Discussions and implications are provided based on the study results.

Web‐based destination marketing systems: assessing the critical factors for management and implementation

AbstractThe Web‐based destination marketing system (DMS) has been widely used as a distribution channel and marketing tool by destination marketing organisations (DMOs) at different levels in the promotion and management of tourism destinations. However, successful Web marketing requires a systematic approach in understanding key factors supporting the management and implementation of the DMS both from business and technical perspectives. The purpose of this study is to assess the critical factors of the Web‐based DMS used by DMOs in the USA on the following five areas: website function design, website promotion, Website‐performance measurement, Web‐marketing impact assessment and organisation technology environment. Discussions of the study results and implications for Internet destination marketing and management are also provided. Copyright © 2007 John Wiley & Sons, Ltd.

Conceptualizing and evaluating the functions of destination marketing systems

This research attempts to propose a conceptual framework in relation to the functions of destination marketing systems (DMS). In addition, efforts are also made to evaluate the effectiveness of each of the functions of the DMS. The objectives of the research are achieved by taking web-based marketing systems of convention and visitor bureaus in the USA as the focus of investigation. It is proposed that a DMS should be composed of four interrelated components: virtual information space (VIS), virtual communication space (VCS), virtual transaction space (VTS), and virtual relationship space (VRS), alternatively termed as the ICTR model. The analysis of the applications in the four components of DMS seems to suggest that destination marketing systems are still in the preliminary stages of development, showing a hierarchical progression of usage and sophistication. It appears that convention and visitor bureaus (CVBs) are performing well in providing and incorporating information-oriented applications but are weak in applications related to transaction and relationship building. The effectiveness analysis of the applications in the four components has also raised issues of serious concern. Suggestions and implications are provided and discussed.

Challenges for Competitive Strategy in Public and Private Sector Partnerships in Electronic National Tourist Destination Marketing Systems

There are challenges and issues in the business environment for sustainable public and private sector partnerships in electronic national tourism destination marketing systems (DMS). These challenges and issues for partnerships, and their implications for the competitive strategy of the DMS, have been neglected in the research literature to date. The article documents the evolution of the need for, and trend to, public/private sector partnerships in electronic national DMS and explores the challenges and issues for their successful development. It then analyses the implications of such partnerships for the competitive strategy of the electronic national DMS and concludes with suggestions for further research regarding partnership, strategy and electronic national DMSs.

Destination marketing systems: a new role for tourist board marketing in the information age

Sweeping changes in the world-wide travel industry in recent years have left tourist boards trying to adapt their missions, marketing and organisations to new models, with widely varying levels of success. Instead of growing closer, in many cases the public and private sectors have been drawn further apart, leaving older, overstaffed and outmoded governmental organisations trying to impose their authority on more nimble, fonvard looking private sector companies.