Destination Development and
Institutionalization Strategies
In the OIC Member Countries
171
Table 37: DMO Key Performance Indicators
Measurement Approach/Model KPI Measurement
Visitor Metrics Visit Statistics Number of Visitors
Average Length of Stay
Tourist Spending
ROI Ratio of Visitor Spending to DMO Spending
Marketing Communications Activity Number of Programs/Campaigns
Total Reach
Total Frequency
Performance Advertising Awareness
Brand Image Changes
Productivity Conversion Rates
Cost-per-Conversion Rate
Return on Investment
Consumer-Based Brand Equity (CBBE) Brand Salience Top of Mind
Decision Set
Brand Associations Cognitive Attributes
Affective perceptions
Brand Resonance Previous Visits
Intent to Visit
Brand Loyalty Repeat Visits
Word of Mouth Referrals
Organizational Effectiveness Appropriateness of Objectives Clarity of Objectives
Feasibility of Objectives
Achievement of Objectives Progress towards Objectives
Implementation Efficiency Efficient Resource Allocation
Cost-effectiveness
Stakeholder Tourist Evaluation Satisfaction with Access to Services
Satisfaction with Accommodation
Satisfaction with Transport
Local Industry Evaluation Satisfaction with Destination Promotion
Satisfaction with Industry Support
Local Community Evaluation Satisfaction with Quality of Life
Source: DinarStandard analysis
Each of the metrics listed above is measured by different entities. For example, visitor metrics are
gathered on an on-going basis by immigration officers as well as tourist intercept surveys. Visitor
monitoring programs are currently used by DMOs in many destinations to track visitor
arrivals.455 Marketing promotions conversion rates and cost per conversion should be monitored
by DMOs per campaign as well as on an annual basis and the results should be included in the
DMOs annual report.456 Consumer-Based Brand Equity (CBBE) is measured through primary
research such as interviews, focus groups and surveys. 457 Organizational effectiveness is
measured through an independent marketing audit. 458 Whereas stakeholder satisfaction is
measured through surveys, including tourist satisfaction surveys.
In terms of consequences of poor performance, the metrics should be linked to the CEO’s and
staff’s performance appraisals, with poor ratings resulting in disciplinary actions or termination.
455 Pike, S. (2008). Destination Marketing: an Integrated Marketing Communication Approach. London: Routledge.
456 Destination Marketing Association International (2011). Standard DMO Performance Reporting: A Handbook for DMOs. 1-42.
457 Pike, S. (2008). Destination Marketing: an Integrated Marketing Communication Approach. London: Routledge.
458 Ibid.