Destination Development and
Institutionalization Strategies
In the OIC Member Countries
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stakeholder involvement, such as stakeholder meetings and seminars, in addition to a digital portal. DMOs
should also allocate staff to manage stakeholder relations.
Recommendations for DMO Activities
DMOs should be responsible for developing the branding of the destination and for promoting the
destination, in addition to product development, in collaboration with the industry as well as with city
planners. DMOs are also responsible for stakeholder coordination and industry support as well as for
resource stewardship, monitoring and evaluation, and crisis management.
Recommendations for DMO Funding
DMOs should diversify their funding sources to ensure financial stability. They should receive a
combination of direct government funding, funding generated from tourism taxes, such as the hotel room
tax, and funding from local businesses and tourists (events, entrance fees).
Performance Measurement
Key Performance Indicators against which DMO success is measured should include visitor metrics,
marketing campaign return on investment and conversion rates, brand equity, organization effectiveness,
and stakeholder satisfaction.
Recommendations for Strategic Alliances
International cooperation should focus on knowledge exchange, and the cross-promotion of destinations.
DMOs in the same region should consider pooling their resources for joint product development as well as
for promoting the region as a whole. Additionally, DMOs can form strategic alliances with national airlines,
sports federations, and retail outlets. Examples of strategic alliances with airlines include Tourism
Malaysia forming an alliance with Etihad Airways to boost inbound tourism to Malaysia, and the Dubai
Department of Tourism and Commerce Marketing forming a strategic alliance with Emirates Airlines to
promote Dubai.