Destination Development and
Institutionalization Strategies
In the OIC Member Countries
159
 Oversee products developed by stakeholders to
ensure adherence to the destination’s brand
 Focus on keeping the destination unique
 Developed destinations should continue developing
products to rejuvenate their offerings
Operational  Support tourism industry, coordinate stakeholders,
manage visitor experience
Strategic  Control negative impact on tourism resources and
manage overcrowding
 Monitor product and service quality (through mystery
shopping, visitor surveys, and focus group
discussions)
 Produce annual report to provide visibility on how
funding was allocated and to report on performance
against KPIs
 Prepare a crisis management plan
Funding  Diversity funding sources. Try to receive a
combination of direct government funding, funding
from tourism taxes, and funding from local businesses
 The DMOs of developed destinations should
increasingly rely on self-funding, which includes
advertising revenue, membership dues, and revenue
from selling city passes online as well as commission
from ticket sales.
Source: DinarStandard analysis
Operating Parameters:
Legal Form:
It is advised that destinations at different levels of the tourism life
cycle develop DMOs that are public-private, which is the most
common legal structure in developed destinations. In this type of
legal structure DMOs usually receive funding from the government
and report to the government, while maintaining a non-profit, non-
governmental status. The boards usually consist of industry players. This legal structure allows
DMOs to take swift actions, while at the same time being monitored by the government. It also
allows for stakeholders to be well represented and encourages collaboration among stakeholders.
The organizational structure of a DMO should also be conducive to accountability. A board formed
of industry stakeholders and community representatives should be in place to oversee
performance and take part in major decision-making. It is important however to ensure a
balanced representation of the industry on the board to avoid focusing on the interests of a few
stakeholders.
Operating
Parameters
LegalForm (Public–Private–Public-Private
Partnership)
GeographicScope(National–Regional–Local)
Governance
Models
(Highcentralization–LowCentralization)
Stakeholders Local tourism industry
Public tourism institutions(attractions,
recreation facilities, transportservices)
Governmentbodies
Universities
Professionalassociations
DMO
Activities
Marketing
Operational
Strategic
Funding