Destination Development and
Institutionalization Strategies
In the OIC Member Countries
30
Strategic Activities
DMOs have begun to expand their activities to cover strategic areas, including resource stewardship,
monitoring and evaluation, and crisis management to ensure the sustainability of tourism resources and
the continued competitiveness of their destinations. DMOs have realized that they need to properly
manage destination resources in a way that protects and preserves these resources from damage.
The main aim of resource stewardship management is to ensure that “best practices” are implemented by
all tourism players throughout their operations to both improve tourism products and services and
minimize negative impact.89 Furthermore, to ensure competitiveness, DMOs need to monitor tourism
products and services quality. In other words, resource stewardship involves management of supply to
ensure the provision of innovative and high-quality products to ensure the satisfaction of tourists and the
management of demand to ensure capacity is not exceeded to the detriment of destination resources and
the welfare of local communities.
Monitoring, evaluation and dissemination of industry performance and visitor satisfaction information as
well as estimating supply and demand regularly is essential for product development and ensuring
competitiveness. Destination managers can use primary research tools and management information
systems to collect, analyze and disseminate performance information to stakeholders on a regular basis to
take corrective measures when needed.90 Research is needed to estimate demand and ensure tourist needs
are met at the destination and to identify any gaps in current industry supply that need to be addressed.91
In Barcelona, a tourism observatory was created to carry out research and provide relevant information
to tourism industry stakeholders. Private entities also make their data available to the tourism
observatory, which analyses all data to ensure the smooth management and sustainability of the
destination.92
Occasionally, DMOs need to deal with crises that can have serious and long-lasting effects on the tourism
industry and the destination’s image. Whether crises were a result of terrorist events or natural disasters,
DMOs must be able to respond and contain the impact of these crises effectively.93 As such, DMOs should
develop the ability to anticipate crises and be prepared to deal with potential threats that can affect their
destination’s attractiveness and competitiveness. DMOs should engage in risk analysis and scenario
building as well as create a crisis management permanent task force with the aim of coordinating
responses and efforts as well as supporting the local tourism industry in times of crisis. 94
It is important to note that some of the responsibilities of DMOs may vary according to the level they
operate at, whether national, regional, or local. While both national and regional DMOs shoulder the
responsibility of shaping and promoting the destination brand image, local DMOs are more involved in
service provision aspects in terms of providing information and facilitating booking for tourists and
managing events and attractions. DMOs at all levels are involved in destination promotion, conducting
research and developing strategies as well as providing support to the industry by encouraging
entrepreneurship and dissemination of information to relevant stakeholders. However, DMOs at regional
89 Ritchie, J.R. & Crouch, G. I. (2010). A Model of Destination Competitiveness/Sustainability: Brazilian Perspectives. Brazilian Public
Administration Review 44(5):1049-66
90 Ritchie, J.R. & Crouch, G. I. (2010). A Model of Destination Competitiveness/Sustainability: Brazilian Perspectives. Brazilian Public
Administration Review 44(5):1049-66
91 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
92 Interview with team member of Barcelona Activa.
93 Ritchie, J.R. & Crouch, G. I. (2010). A Model of Destination Competitiveness/Sustainability: Brazilian Perspectives. Brazilian Public
Administration Review 44(5):1049-66
94 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