Destination Development and
Institutionalization Strategies
In the OIC Member Countries
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leader to develop a clear strategy, set operating parameters and establish regulations, while
supporting the interests of stakeholders.
More developed destinations, in the Development or Consolidation/Stagnation phases may
consider a community model, in which the DMO structure and operations are defined and can be
modified by its members. Examples of this model are DMOs in Barcelona and Berlin.
Stakeholders
DMOs should engage with and coordinate stakeholders. These
stakeholders include local tourism companies, public attractions
and facilities, government bodies, professional associations and
universities, in addition to tourists and the local community.
Since the interests of stakeholders differ, it is important for the
DMO to balance addressing the needs of the different
stakeholders without compromising those of others. In most
DMOs, the hospitality sector tends to be the most powerful and
most vocal, given that a large part of most DMOs’ funding comes
from the room tax. The DMO should also play a central role in
coordinating collaborations among stakeholders that benefit the
destination. To achieve that, it should create platforms that
facilitate engagement, such as stakeholder meetings and seminars, a digital portal. It should also
allocate staff to manage stakeholder relations.
In terms of the level of engagement with stakeholders (refer to chapter 2 for a diagram on the
engagement levels), all stakeholders should be informed of updates; stakeholders that are
essential for the success of the destination should be consulted, involved, and there should be
collaboration on projects that benefit the destination.
DMOs should use e-newsletters, the DMO website, as well as informational seminars to inform
stakeholders of happenings. For consultation and involvement, DMOs should use surveys and
focus group sessions, and workshops. For collaboration, DMOs should create special committees
that include stakeholders, as well as include stakeholders in joint planning and strategy
formulation sessions. They may also use social media groups, such as WhatsApp or Facebook
groups.
In Spain stakeholder engagement is common in the form of consortiums, which include
representatives across stakeholder groups and local government agencies (such as the
Consortium of Tourism of Cordoba). 429
Below are details on the purpose and means of the interactions with each of the stakeholder
groups.
Local tourism industry
The local tourism industry, which is comprised of travel agencies/tour operators, accommodation
facilities, restaurants, private attractions, and private transport services, represents the core
products available to visitors.
429 Interview with team member of Tourism Planning and Development, Patronato Provincial de Toursimo de Granada.
Operating
Parameters
LegalForm (Public – Private – Public-Private
Partnership)
Geographic Scope (National – Regional – Local)
Governance
Models
(High centralization – LowCentralization)
Stakeholders Local tourism industry
Public tourism institutions (attractions,
recreation facilities, transport services)
Government bodies
Universities
Professional associations
Tourists
Local community
DMO
Activities
Marketing
Operational
Strategic
Funding