Sustainable Destination Management
Strategies in the OIC Member Countries
43
Table 16: Key Performance Indicators97
Measurement
Approach/Model
Key Performance
Indicators
Measurement
Visitor Metrics98 Visit Statistics Number of Visitors, Average Length of Stay, Tourist Spending
ROI Ratio of Visitor Spending to Corridor Management Spending
Marketing
Communications99
Activity Number of Programs/Campaigns, Total Reach and Total
Frequency
Performance Advertising Awareness, Brand Image Changes
Productivity Conversion Rates, Cost-per-Conversion Rate
Consumer-Based
Brand Equity
(CBBE)100
Brand Salience Mindset, 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 101
Satisfaction with Access to Services, with Accommodation and
Transport
Local Industry
Evaluation 102
Satisfaction with Destination Promotion, Satisfaction with
Industry Support
Local Community
Evaluation 103
Satisfaction with Quality of Life
Sustainability
Metrics104
Social Impact Residents Satisfaction with Tourism Impacts on Destination
Identity
Economic Impact Percentage/Value of Local Products Sold to Tourism Facilities
Environmental
Impact
Water, Energy Consumption & Waste Production per Tourist
Night Compared to General Population per Person
Source: DinarStandard Analysis
Performance metrics, collected at local levels along the MDTC nodes, need to be integrated to
provide a comprehensive overview of the corridor performance. Visitor metrics such as tourist
arrivals and the average length of stay can be collected through local immigration offices, while
tourist spending can be tracked through tourist intercept surveys. 105 Monitoring the
effectiveness of MDTCs’ marketing activities is essential to gauge the efficiency of MDTCs
management entities. Beyond evaluating total reach and total frequency of the various
marketing campaigns, conversion rate, which is the percentage of tourists visiting the
97 Adapted from previous DS studies for COMCEC; “Sustainable Destination Management Strategies in the OIC Member
Countries” and “Destination Development and Institutionalization Strategies in the OIC Member Countries”.
98 Pike, S. (2008). Destination Marketing: an Integrated Marketing Communication Approach. London: Routledge.
99 Destination Marketing Association International (2011). Standard DMO Performance Reporting: A Handbook for DMOs.
100 Pike, S. (2008). Destination Marketing: an Integrated Marketing Communication Approach. London: Routledge.
101 Epp, A. (2013). Assessing the Impact of Stakeholder Engagement on Perceptions of DMO Performance (Working paper).
The International Centre for Responsible Tourism.
102 A Manual for Evaluating the Quality Performance of Tourist Destinations and Services (2003). Luxembourg: Office for
Official Publications of the European Communities, 2003.
103 Crouch G.I., & Ritchie J.R.B. (2012) Destination Competitiveness and Its Implications for Host-Community QOL.
104 Indicators sourced from the European Tourism Indicator System and Indicators of Sustainable Development.
105 Pike, S. (2008). Destination Marketing: an Integrated Marketing Communication Approach. London: Routledge.