Destination Development and
Institutionalization Strategies
In the OIC Member Countries
6
fees, and commercial activities. In terms of scope of operation, both Azerbaijan and Nigeria have only
governmental national tourismagencies, while in the case of the UAE and Turkey, destinationmanagement
activities are carried on by national and regional entities. In the non-OIC case study countries, DMOs
existed at the national, regional, and local levels, with DMOs at the regional level having great latitude in
terms of deciding on scope of activities.
The case study's countries provide rich examples of product development andmarketing strategies as well
as stakeholder engagement methods used by destination management organizations. Some OIC
destinations have focused on lucrative niche markets, such as Turkey’s focus on the MICE industry, while
Dubai has developed creative marketing techniques to promote itself through being a location for filming
TV programs/movies (Mission Impossible and the recent movie Geostorm both feature Burj Khalifa). The
non-OIC countries' case studies show an overall high involvement of stakeholders in destination
management planning and implementation of strategies, such as in the case of Italy, whether on the
national or regional levels. The case studies also highlighted the key performance indicators used by DMOs,
such as Destination New South Wales’ (NSW) use of performance measures in four main areas: growth in
total NSW visitor nights, growth in total NSW overnight expenditure, media exposure, and consumer
response to marketing activity.
(5) This study has recommendations for the OIC countries across six core parameters, aimed
at putting DMOs at the front line of driving growth and economic diversification
Before deciding on the appropriate destination product development strategy, each country should
determine where it stands in three key areas: (1) Destination Life Cycle Stage, (2) Tourism Resources, (3)
Tourism Budget.
Recommendations for Destination Product Development
Countries with high natural and cultural resources should improve the facilities and amenities available at
heritage and natural sites, and implement measures to protect those resources even in the early phases of
destination development. Countries that have limited natural and cultural resources should focus on
developing activities and events since they are within the control of destination managers, which is the
new focus of progressive DMOs who are moving away from relying on inherited attractions and toward
developing their own. They should also focus on the living culture and the lifestyle of the locals.
Destinations should encourage the visiting friends and relatives (VFR) segment by making special
offerings for visitors coming to visit family and friends, such as offering attractions at discounted rates.
Destinations that receive business travelers can offer short tour packages.
Recommendations for DMO Structure and Governance
DMOs require legislation to be issued to govern setting up the DMO, define its authority, accountability
and source of funding. In terms of legal structure, public-private DMOs offer the best legal structure. They
usually receive funding from the government and have industry players on the board, which encourages
collaboration among stakeholders. This legal structure allows DMOs to take swift actions, while at the same
time beingmonitored by the government, and ensuring that the DMO takes a long-term view to destination
development.
Stakeholders that DMOs should engage with include associations and universities, as well as to tourists
and the local community. DMOs should create platforms that facilitate engagement and help increase