Destination Development and
Institutionalization Strategies
In the OIC Member Countries
29
Destination managers need to create an environment of trust and engage the different actors and get their
input in their areas of expertise.81 DMOs need to increase stakeholders awareness of the importance of
cooperation rather than competition at the destination level for the development of marketing strategies
and campaigns that allows them to compete with other destinations. 82 Destinationmanagers’ coordination
with stakeholders is needed to ensure that tourists have a “seamless” and positive total experience at the
destination that includes all components from transportation to accommodation.83
Destination development and competitiveness are highly dependent on DMOs’ support of the tourism
industry players both in terms of facilitating access to financial resources and supporting human resources
development. Even though the provision of funding for private tourism projects is largely dependent on
financial institutions and markets, DMOs can play an active role in assisting tourism developers to get
access to funding. This is especially important for encouraging local entrepreneurship in the tourism
sector to stop leakages and ensure a more profound positive impact on the economy. 84 Furthermore,
DMOs can assist entrepreneurs in their goal to secure funding through the provision of information on
tourism demand and its expected growth as well as tourism products needs and opportunities for
investment. The development of human resources entails the provision of educational and training
programs that imparts the skills needed at all levels for working in the tourism industry, starting from
education programs at the school level to retraining programs for those who want to change their careers.
Even though DMOs do not provide nor control educational and training programs, they can work with
tourism stakeholders to influence the entities responsible for the development of these programs. 85 DMOs
can help develop educational and training programs that target the needs of the tourism industry in terms
of necessary knowledge and skills.86 In Barcelona, subsidies are offered for innovative entrepreneurs in
addition to providing specialized training for those working in the tourism industry. 87 In Granada, Tour
Granada offers training and education through the Rural Tourism International School.88
In the context of the stakeholder interviews conducted within the scope of this study, respondents were
asked about support and training or mentoring provided by destination management organizations. Many
respondents mentioned destination management organizations providing tax cuts, funding opportunities,
and access to tourism-related research. Some respondents mentioned personnel and management
training. Some respondents mentioned receiving training in a number of areas including business and
product development, customer service, use of digital media, sales and ISO certification. Respondents were
also asked about how to improve coordination and cooperation between stakeholders; their suggestions
included having open channels for communication and enabling face to face interactions between various
stakeholders as well as ensuring stakeholder interaction is not limited to periods of crisis to create trust
and encourage cooperation.
81 Beritelli, P., & Bieger, T. (2014). From destination governance to destination leadership – defining and exploring the significance with
the help of a systemic perspective. Tourism Review 69 (1), 25-46.
82 Buhalis, D. (2000). Marketing the competitive destination of the future. Tourism Management, 21(1), 97-116. doi:10.1016/s0261-
5177(99)00095-3
83 Ritchie, J.R. & Crouch, G. I. (2010). A Model of Destination Competitiveness/Sustainability: Brazilian Perspectives. Brazilian Public
Administration Review 44(5):1049-66
84 Ibid.
85 Presenza, A. (2005). The Performance of a Tourism Destination. Who Manages the Destination? Who Plays the Audit Role? XIV
International Leisure and Tourism Symposium ESADE.
86 Ritchie, J.R. and Crouch, Geoffrey I. (2010). “A Model of Destination Competitiveness/Sustainability.”
87 Interview with team member of Barcelona Activa.
88 Interview with team member of Tourism Planning and Development, Patronato Provincial de Toursimo de Granada.