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What is a DMO by Solimar International

What is a Destination Management Organization (DMO) and Why Should Destinations Care?

Written by Zane Hartog on October 15, 2021 . Posted in Uncategorized .

Why do some destinations thrive, while others do not? All global destinations compete for visitors and money. They need the support of destination management organizations (DMOs) to help market, manage, succeed. But how and why? This article answers the question: what is a DMO and why the tourism industry should care about them.

So, what is a DMO?

DMO stands for destination management organization, though these are often referred to as destination marketing organizations. Ever wondered what a DMO is and what do they do? It is important to know about destination management first. The tourism industry is a trillion-dollar global business. Over 1.2 billion people travel abroad every year to experience the world’s diverse cultures and physical environments. Serious logistics are in play with this.  

According to the UNWTO , destination management is the coordinated and thoughtful planning of all elements that make up a tourism destination. This can involve anything from attracting visitors to providing amenities for them to enjoy during their stay in town – whether it’s free Wi-Fi or a stocked convenience store. 

What a destination management organization (DMO) does is represent the voice of its destination to potential visitors. It works with travel trade partners to provide travelers with information about the destination before they decide where to go on vacation. 

DMOs also bring together organizations that serve all aspects of the visitor experience – from lodging providers, attractions operators, restaurants, and retailers – so that they can share insights into what makes their community stand out as a tourist destination. Destinations with a strong DMO will be more competitive, have increased visibility, and have better economic performance than those without one. This careful planning ensures strategic, long term success of a tourism destination. This in-depth coordination moves beyond marketing, and is the reason why the M in DMO has been more recently referred to as management instead of marketing.

What Are the Responsibilities of a Destination Management Organization?

Successful DMOs and destination managers play an essential role in managing tourism at the local level to help attract tourists and support businesses within its boundaries. They’re also responsible for promoting it through positioning statements, branding campaigns, high-quality product development, effective communication with stakeholders (e.g., residents), and maximizing financial resources available from both public and private sources, while ensuring value for money spent on projects that meet overall objectives.

Contrary to popular belief, the overall objective for a DMO isn’t only to bring more tourists to the destination. It is to make tourism more sustainable and thus enjoyable for visitors for years to come. Hence, in a nutshell, DMOs engage in a variety of activities that will help promote and develop sustainable travel practices, including:

  • Educating travelers about the destination’s attractions and offerings
  • Marketing through targeted campaigns
  • Working with other organizations on issues related to sustainability to achieve common goals
  • Addressing resident concerns related to tourism

Why Should All Destinations Have a DMO?

Destinations are always looking for ways to stand out from the competition, but to do so, they need both short and long-term strategies. And that’s what all popular DMOs have. A destination management organization works with tourism boards and convention and visitors bureaus. It has a proven track record for generating awareness of destinations among tourists and travelers, which is why all destinations should care about DMOs.

Destinations don’t always receive their fair share of attention, funding, and investment from governments and corporations which can lead to a lack of tourism and growth opportunities.

However, destinations are an essential part of the world’s economy. Destination management organizations (DMOs) exist for this reason: to create economic prosperity in communities through promotion, strategic planning, and marketing efforts that attract tourists while ensuring that these visitors have a memorable experience.

The Importance of Destination Management Organizations

DMOs are committed to sustainable tourism and are of critical importance because they:

1. Take Advantage Of Their Destination’s Unique Potential

Every destination has something different and unique to offer. DMOs bring out that exclusivity to the front to portray the destination as a better attraction than other ones.

Simplification of tourism with different continents highlighted Colorful image that drives the point of tourism home while also drawing eye attention with colors

2. Conduct  Market Research

Knowing what to do, how to do, and when to do it is an art. And DMOs are the masters at it. These organizations are able to conduct market research through their short and long-term strategies to further elevate the destination’s status for years to come.

3.    Implement Destination Marketing Strategies

For destinations, it is especially important to be visible online to guide potential visitors. Destination management organizations focus on marketing strategies to promote a destination’s events, products, services, landmarks, and attractions.

DMOs are responsible for promoting their city’s tourism industry through strategic advertising campaigns that reach target audiences with specific messages or information. This strategic destination content takes the form of social media, print collateral, co-sponsoring events, hosting influencers, working with the local chamber of commerce, and more! Look into the ways your local DMO promotes visitors coming to your home.

4. Drive Economic Growth in a Sustainable Way

In the 21st century, a sustainable economy is more important than ever. As travel becomes accessible to a wider range of people across all income brackets and cultures, destinations must promote tourism in a way that their economic growth remains sustainable. And that’s what DMOs do.

Sign depicting a common slogan directed towards tourists, encouraging them to be mindful of litter and leaving things behind. Emphasizes want for sustainable tourism by stakeholders (native people). it shows the importance of a DMO

5. Attract Investment

Every destination needs to be the best it can be, and that includes marketing its own community to attract investors. Hence, DMOs are one of the most effective ways for destinations to market themselves in exactly the right way to draw more investment feasibly! This requires a collaborative approach from both public and private stakeholders.

6. Engage With Stakeholders To Develop More Favorable Conditions

DMOs take everyone on the path to sustainable and successful tourism. They not only cater to travelers, but also serve as an interface between visitors and local businesses; they can help develop new products or improve existing ones to meet the needs of both tourists and locals.

What is a DMO by Solimar International

Destination Management Organizations (DMOs) are the backbone of tourism destinations. They exist to promote destinations, attract visitors, and develop a regional economy. DMOs are responsible for everything from attracting major sporting events to promoting local festivals. They work with businesses to help them understand what travelers need to have an enjoyable experience. Read more about why a DMO is important to a destination . 

Interested in how we can help you develop a DMO for your destination? Contact us to learn more, and check out ATKOMA, the DMO we helped develop in Atauro Island, Timor-Leste

Written by Daniel Segura and Zane Hartog

Tags: destination planning , destinationmanagement , destinationmanagementorganization , destinationmarketing , destinationmarketingorganization , sustainable tourism , whatisadmo

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What Is A DMO In Tourism

Published: December 12, 2023

Modified: December 28, 2023

by Renata Smyth

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Introduction

When it comes to planning a trip or exploring a new destination, one of the first things travelers often turn to is a Destination Management Organization (DMO) for guidance and information. But what exactly is a DMO and what role do they play in the tourism industry? In this article, we will delve into the world of DMOs and uncover their significance in promoting and developing tourism.

A DMO can be defined as a body or organization that is responsible for overseeing and coordinating tourism initiatives in a specific destination. Its primary purpose is to attract visitors, drive tourism growth, and ensure the overall success and sustainability of a destination. DMOs work closely with various stakeholders, including government agencies, local businesses, tourism operators, and community organizations to create a unified approach towards destination management.

The main function of a DMO is to market and promote the destination to potential travelers. They act as the official representative of the destination, disseminating information about attractions, accommodations, activities, and events through various channels such as websites, social media, brochures, and tourism campaigns. By effectively showcasing the unique features and experiences a destination has to offer, DMOs inspire and motivate travelers to choose their destination over others.

Definition and Role of a DMO in Tourism

A Destination Management Organization (DMO) plays a vital role in the tourism industry by serving as the primary entity responsible for managing, promoting, and developing a destination. DMOs are typically non-profit organizations or government agencies that work towards enhancing the overall visitor experience and driving economic growth through tourism.

The primary role of a DMO is to act as a strategic partner and advocate for the destination. They collaborate with various stakeholders, such as local businesses, government bodies, community organizations, and tourism operators, to create a cohesive and unified approach towards destination management.

One of the key functions of a DMO is destination marketing. They are responsible for promoting the unique features, attractions, and experiences of a destination to potential visitors. This involves creating compelling marketing campaigns, developing informative content, utilizing digital platforms, and participating in trade shows and tourism events to attract and engage travelers.

Additionally, DMOs play a crucial role in destination development. They work with local communities and businesses to identify and develop tourism products and experiences that align with the destination’s strengths and market trends. This can include developing new attractions, improving infrastructure, enhancing visitor services, and supporting sustainable tourism practices.

Another significant aspect of a DMO’s role is destination research and planning. They gather and analyze data on visitor demographics, travel trends, market demand, and visitor satisfaction to make informed decisions and develop effective strategies. This research helps DMOs identify target markets, understand consumer preferences, and tailor marketing campaigns to attract the right audience.

A DMO also acts as a facilitator and coordinator for various events and initiatives within the destination. They collaborate with event organizers, tourism operators, and local organizations to plan and execute events, festivals, conferences, and other tourism-related activities. By organizing these events, DMOs contribute to the cultural and economic vibrancy of the destination, while also attracting visitors and generating revenue.

In summary, a DMO is an essential player in the tourism industry, working tirelessly to promote, develop, and manage a destination. Their role encompasses destination marketing, development, research, planning, and event coordination. By effectively fulfilling their responsibilities, DMOs contribute to the growth, sustainability, and success of a destination’s tourism sector.

Functions and Responsibilities of a DMO

A Destination Management Organization (DMO) is tasked with a range of important functions and responsibilities to ensure the successful management and promotion of a destination. Let’s explore some of the key functions and responsibilities fulfilled by DMOs:

  • Destination Marketing: One of the primary responsibilities of a DMO is destination marketing. They are responsible for showcasing the unique attractions, experiences, and offerings of a destination to attract visitors. This involves developing marketing campaigns, creating promotional materials, and leveraging various channels such as websites, social media, and travel trade shows to reach a wide audience.
  • Visitor Information Services: DMOs serve as a central hub for visitor information. They provide up-to-date and accurate information about the destination, including attractions, accommodations, transportation options, dining, and events. DMOs may operate visitor information centers, maintain informative websites, and offer assistance through email, phone, or chat services to ensure that visitors have access to the information they need.
  • Tourism Development: DMOs play a crucial role in the development of the tourism industry within a destination. They work closely with local businesses, communities, and government agencies to identify opportunities for tourism growth. DMOs may support the development of new tourism products and experiences, provide guidance on infrastructure development, and facilitate collaboration between stakeholders to maximize the potential of the destination.
  • Research and Planning: DMOs conduct research and analyze data to gain insights into the tourism market and visitor preferences. This includes collecting and analyzing visitor demographics, market trends, and visitor satisfaction data. By understanding the needs and expectations of travelers, DMOs can develop effective marketing strategies, identify target markets, and make informed decisions to enhance the visitor experience.
  • Collaboration: DMOs foster collaboration among various stakeholders in the tourism industry. They work closely with local businesses, government agencies, community organizations, and tourism associations to develop partnerships and address common challenges. This collaboration ensures a coordinated and unified approach towards destination management, leading to enhanced visitor satisfaction and sustainable tourism development.
  • Event and Conference Planning: DMOs often play a role in planning and organizing events, conferences, and festivals within the destination. These events not only attract visitors but also contribute to the destination’s cultural vibrancy and economic growth. DMOs may work with event organizers, secure funding, coordinate logistics, and promote the event to a wider audience to ensure its success.
  • Sustainability and Responsible Tourism: DMOs are increasingly prioritizing sustainability and responsible tourism practices. They work to minimize the negative impacts of tourism on the environment, culture, and local communities. DMOs may implement initiatives such as waste management programs, support local and eco-friendly businesses, promote responsible tourism practices among visitors, and educate stakeholders about the importance of sustainable tourism.

These functions and responsibilities highlight the diverse and crucial role that DMOs play in managing and promoting a destination. By effectively fulfilling these responsibilities, DMOs contribute to the growth, sustainability, and success of the tourism industry in their respective destinations.

Importance of DMOs in Tourism Development

Destination Management Organizations (DMOs) play a pivotal role in the development of the tourism industry. Their efforts and initiatives have a significant impact on the growth, sustainability, and success of a destination. Let’s explore the importance of DMOs in tourism development:

  • Strategic Planning: DMOs engage in strategic planning by conducting research, analyzing data, and identifying market trends. This enables them to develop effective strategies that align with the destination’s unique strengths and target the right audience. Strategic planning helps to maximize the destination’s tourism potential and drives sustainable growth.
  • Destination Marketing: DMOs are responsible for marketing and promoting the destination to potential visitors. Through targeted marketing campaigns, digital platforms, and trade shows, DMOs showcase the destination’s attractions and experiences. Effective destination marketing not only attracts more tourists but also generates economic benefits for businesses and local communities.
  • Economic Impact: The tourism industry has a significant economic impact, contributing to job creation, revenue generation, and regional development. DMOs facilitate tourism growth by collaborating with local businesses and supporting the development of tourism products and experiences. This leads to increased visitor spending, business opportunities, and overall economic prosperity in the destination.
  • Enhanced Visitor Experience: DMOs strive to enhance the visitor experience by providing information, assistance, and support to tourists. They promote visitor-friendly services, ensure the availability of quality accommodations, and collaborate with local communities to offer authentic and enriching experiences. By focusing on the visitor experience, DMOs encourage repeat visits, positive reviews, and word-of-mouth recommendations, ultimately boosting the destination’s reputation.
  • Destination Differentiation: In a competitive global tourism market, DMOs play a vital role in differentiating their destination from others. By highlighting unique features, cultural heritage, natural beauty, and authentic experiences, DMOs create a distinct identity for the destination. This differentiation attracts niche markets and positions the destination as a must-visit location, setting it apart from competitors.
  • Sustainable Tourism: DMOs have a responsibility to promote and practice sustainable tourism. They work towards minimizing negative environmental and socio-cultural impacts while maximizing the positive benefits of tourism. By supporting eco-friendly initiatives, promoting responsible tourism practices, and engaging with local communities, DMOs contribute to the long-term sustainability of the destination.
  • Stakeholder Collaboration: DMOs serve as a platform for collaboration and coordination among various stakeholders in the tourism industry. They bring together local businesses, government agencies, community organizations, and tourism operators to work collectively towards the development and management of the destination. This collaboration ensures a unified approach, enhances the destination’s competitiveness, and fosters a sense of community ownership.

The importance of DMOs in tourism development cannot be overstated. From strategic planning to destination marketing, economic impact to sustainable tourism practices, DMOs play a vital role in shaping the growth, sustainability, and success of destinations around the world.

DMOs and Destination Marketing

Destination Management Organizations (DMOs) play a crucial role in destination marketing. They are responsible for showcasing the unique attractions, experiences, and offerings of a destination to attract and engage potential visitors. Let’s explore how DMOs contribute to destination marketing:

Strategic Planning: DMOs engage in strategic planning to develop marketing strategies and campaigns that align with the destination’s goals and target markets. They conduct market research, analyze visitor trends, and identify the unique selling points of the destination. By understanding the target audience and market demand, DMOs can develop compelling marketing messages and initiatives that resonate with potential visitors.

Brand Development: DMOs are instrumental in developing and promoting the destination’s brand. They work to create a distinct identity that sets the destination apart from others in the highly competitive tourism industry. DMOs ensure that the destination’s brand reflects its unique culture, natural beauty, history, and experiences. Through consistent branding, DMOs create a recognizable and compelling image that attracts and resonates with travelers.

Content Creation: DMOs generate high-quality content to inform, inspire, and engage potential visitors. They produce a wide range of content, including website articles, blog posts, social media updates, videos, and photography. This content highlights the destination’s key attractions, activities, cultural experiences, and events. By providing valuable and engaging content, DMOs capture the attention of potential travelers and motivate them to choose the destination.

Marketing Collateral: DMOs create and distribute marketing collateral to promote the destination. This includes brochures, maps, visitor guides, and promotional materials. These materials provide comprehensive information about the destination’s attractions, accommodations, dining options, and transportation. DMOs ensure that the marketing collateral is readily available and easily accessible to potential visitors through visitor centers, travel agencies, trade shows, and digital platforms.

Online Presence: DMOs leverage digital platforms to reach and engage a global audience. They maintain informative and user-friendly websites that serve as a centralized resource for destination information. DMOs optimize their websites for search engines, ensuring that potential visitors can easily find relevant information. They also utilize social media channels, email marketing campaigns, and online advertising to promote the destination’s unique offerings, events, and deals.

Partnerships and Collaboration: DMOs collaborate with various stakeholders within the tourism industry to amplify their marketing efforts. They work with local businesses, tourism operators, hotels, restaurants, and attractions to develop cooperative marketing campaigns. By forming partnerships and engaging in cross-promotion, DMOs expand the reach of their marketing initiatives and create a cohesive and compelling message about the destination.

Trade Shows and Events: DMOs participate in trade shows, tourism fairs, and events to showcase the destination to travel industry professionals and potential visitors. They create visually appealing booths, provide informative materials, and engage in face-to-face interactions. These events offer DMOs the opportunity to network, establish connections, and market the destination to a wide range of stakeholders.

In summary, DMOs play a vital role in destination marketing. Through strategic planning, brand development, content creation, and online presence, DMOs effectively promote the unique offerings of the destination. By collaborating with stakeholders and participating in trade shows and events, DMOs amplify their marketing efforts and ensure that the destination stands out in the competitive tourism industry.

Collaboration between DMOs and Other Stakeholders

Collaboration is essential for the success of Destination Management Organizations (DMOs). DMOs work closely with various stakeholders, including government agencies, local businesses, tourism operators, and community organizations, to achieve the common goal of promoting and developing the destination. The collaboration between DMOs and other stakeholders brings numerous benefits and ensures the overall success of tourism initiatives. Let’s explore the importance of this collaboration:

Marketing and Promotion: DMOs collaborate with local businesses, tourism operators, and attractions to showcase the destination’s offerings. By partnering with these stakeholders, DMOs gain access to unique experiences, accommodations, and attractions that can be featured in their marketing efforts. This collaboration enhances the marketing material’s authenticity and attractiveness, enticing potential visitors to choose the destination.

Product Development: Collaborating with local businesses and tourism operators allows DMOs to identify and develop new tourism products and experiences. By working together, stakeholders can assess market demand, identify gaps, and create innovative offerings that align with the destination’s strengths. This collaboration not only enhances the destination’s competitiveness but also provides visitors with unique and memorable experiences.

Infrastructure and Investment: DMOs collaborate with government agencies and private investors to secure funding and support infrastructure development. This partnership allows the destination to improve transportation networks, enhance visitor facilities, and develop necessary infrastructure that supports tourism growth. By working together, DMOs and stakeholders can attract investment and secure resources for sustainable tourism development.

Sustainable Tourism Practices: Collaboration between DMOs and stakeholders is crucial for promoting sustainable tourism practices. By engaging local businesses, community organizations, and government agencies, DMOs can advocate for responsible tourism initiatives. This collaboration includes implementing environmental protection measures, supporting local businesses that follow sustainable practices, and educating visitors on responsible behavior during their stay. By working together, DMOs and stakeholders can ensure the long-term sustainability of the destination.

Community Involvement: DMOs collaborate with local communities to ensure their active participation and representation in tourism development. By involving communities in decision-making processes, DMOs gain valuable insights into local culture, heritage, and traditions. This collaboration fosters a sense of ownership and pride within the community, while also ensuring that the destination’s tourism initiatives contribute to the overall well-being of the local population.

Research and Data Sharing: Collaboration between DMOs and stakeholders involves sharing research findings, data, and market insights. This collaboration provides a comprehensive understanding of visitor preferences, trends, and demands. By pooling resources and knowledge, DMOs and stakeholders can make informed decisions, develop effective strategies, and tailor tourism experiences to meet the needs of the target audience.

Advocacy and Representation: DMOs act as advocates and representatives of the destination’s tourism industry. By collaborating with stakeholders, DMOs can amplify the voices and concerns of the industry. This collaboration allows for collective decision-making, lobbying for favorable policies, and addressing common challenges. Working together strengthens the industry’s position, ensuring that the destination’s tourism sector receives the support and recognition it deserves.

Effective collaboration between DMOs and stakeholders is crucial for the successful management and sustainable development of a destination. By aligning their efforts, sharing resources, and fostering strong partnerships, DMOs and stakeholders can enhance the destination’s competitiveness, provide exceptional visitor experiences, and maximize the positive impact of tourism on the destination and its communities.

Challenges Faced by DMOs in Tourism

Destination Management Organizations (DMOs) play a vital role in promoting and developing tourism in a destination. However, they face numerous challenges that can impact their effectiveness and hinder their ability to achieve their objectives. Let’s explore some of the common challenges faced by DMOs:

  • Funding: One of the primary challenges for DMOs is securing adequate funding. DMOs often rely on limited resources, and competing demands for funding from various stakeholders can make it difficult to allocate sufficient funds for marketing, infrastructure development, and other tourism initiatives. Limited funding can restrict the scope and effectiveness of DMOs’ activities.
  • Seasonality: Many destinations experience seasonality, with periods of high tourist arrivals followed by periods of low or off-peak seasons. This fluctuation in visitor numbers can pose challenges for DMOs in terms of managing resources, staffing, and maintaining a consistent level of service throughout the year. DMOs must develop strategies to attract visitors during off-peak seasons and promote a more balanced and sustainable tourism flow.
  • Competition: The tourism industry is highly competitive, and destinations around the world are vying for visitors’ attention. DMOs face the challenge of differentiating their destination from competitors and showcasing its unique selling points. With advancements in technology, DMOs also need to stay updated with the latest digital marketing strategies to effectively reach and engage potential visitors in a crowded marketplace.
  • Community Engagement: Engaging and involving the local community in tourism initiatives can be a complex task. DMOs must navigate diverse interests, varying levels of community support, and potential conflicts between residents and tourism-related businesses. Building strong relationships with the community and addressing their concerns is crucial to ensure that tourism development benefits the local population and enjoys their support.
  • Sustainability: DMOs face the challenge of balancing the growth of tourism with environmental and socio-cultural sustainability. They need to advocate for responsible tourism practices, foster sustainable development, and minimize the negative impacts of tourism on the environment and local communities. This requires collaboration with stakeholders, implementing sustainable initiatives, and educating visitors about responsible behavior.
  • Changing Travel Patterns and Trends: The tourism industry is constantly evolving, with changing travel patterns, emerging markets, and evolving consumer preferences. DMOs need to stay updated with the latest trends, adapt to changing visitor demands, and remain innovative in their marketing and product development strategies. Keeping pace with these changes can pose challenges for DMOs in terms of resource allocation and decision-making.
  • Infrastructure and Destination Management: Managing the destination’s infrastructure and coordinating efforts among various stakeholders can be challenging for DMOs. They need to collaborate with local businesses, government agencies, and tourism operators to ensure the development and maintenance of quality infrastructure, effective transportation networks, and visitor facilities. Overcoming bureaucratic processes and maintaining a cohesive approach to destination management can be a complex task.
  • Measuring Performance and Return on Investment: DMOs face the challenge of measuring the impact of their marketing efforts and quantifying the return on investment. Evaluating the effectiveness of marketing campaigns, tracking visitor satisfaction, and assessing the economic impact of tourism initiatives requires robust measurement tools and data analysis. Lack of accurate performance indicators can hinder DMOs’ ability to refine their strategies and secure future funding.

Despite these challenges, DMOs play a pivotal role in tourism development. By addressing these challenges proactively and seeking innovative solutions, DMOs can overcome obstacles and continue to drive growth, sustainability, and success in the destinations they represent.

Destination Management Organizations (DMOs) are central players in the tourism industry, responsible for promoting, developing, and managing destinations. Their role encompasses various functions and responsibilities that contribute to the growth, sustainability, and success of a destination’s tourism sector.

We explored the definition and role of DMOs in tourism, emphasizing their strategic planning, destination marketing, visitor information services, tourism development, research, and collaboration with stakeholders. DMOs play a crucial role in marketing and promoting the destination, enhancing the visitor experience, and driving economic growth through tourism.

However, DMOs face challenges such as limited funding, seasonality, competition, community engagement, sustainability, changing travel patterns, infrastructure management, and measuring performance. These challenges require proactive solutions and collaboration with stakeholders to ensure the long-term success and sustainability of the destination’s tourism industry.

Despite these challenges, DMOs continue to play an integral role in shaping the tourism landscape. Through collaboration and cooperation with government agencies, local businesses, tourism operators, communities, and other stakeholders, DMOs can overcome obstacles and achieve their goals.

DMOs have the opportunity to showcase the unique features, cultural heritage, and natural beauty of a destination. By leveraging their marketing expertise, adopting sustainable practices, engaging the community, and staying attuned to changing trends, DMOs can attract visitors, drive economic growth, and contribute to the overall development of the destination.

In conclusion, DMOs are key drivers of tourism development. Their strategic planning, destination marketing, and collaboration with stakeholders are essential in promoting the destination, creating memorable visitor experiences, and ensuring the sustainable growth and success of the destination’s tourism industry.

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How to Setup a DMO and Travel Marketing Budget with Examples

by Bryan Reynolds | Feb 6, 2024 | Destination Marketing

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Let’s Say You Are Allocating a $100,000 Marketing Budget

Imagine you’re given a $100,000 marketing budget to promote a scenic coastal town as a travel destination. How might you allocate this budget across different marketing strategies? To approach this thought experiment, we first analyze the target demographics, peak travel seasons, and the unique selling propositions of the town. Assuming an integrated marketing strategy, we allocate $30,000 for digital marketing, utilizing SEO, social media, and influencer partnerships to target tech-savvy travelers. Another $25,000 is earmarked for traditional marketing methods, including local print and radio ads, especially since our research shows a significant number of potential visitors still engage with these mediums. Event marketing, requiring more intensive capital, might take up $20,000 of the budget to sponsor local festivals or trade shows that attract high volume traffic. Through partnership marketing, including deals with hotels and airlines, we set aside $15,000 to create enticing travel packages, which could also involve revenue share agreements to maximize resources. The remaining $10,000 is reserved for unexpected opportunities and market research to monitor and measure the effectiveness of our campaigns, allowing for agile responses to market dynamics.  This theoretical budget allocation underscores the need for a multifaceted approach, balancing various marketing techniques with the flexibility to adapt and optimize based on real-time feedback and analytics.

people laughing while looking at a computer

5 Examples for Setting up a Marketing Budget

In drafting your marketing budget, aim for clarity, specificity, and flexibility. Language should be concise and jargon-free to ensure accessibility for all stakeholders. Through the use of real-world examples and practical scenarios, we will illustrate a variety of approaches to allocating funds effectively. Each example will encapsulate realistic marketing challenges and solutions that underscore the importance of adaptability and strategic foresight in budgeting.

Example 1: Traditional Marketing

In this first example, we will explore a DMO’s marketing budget that allocates most of its funds toward traditional marketing methods. This could include print advertising, TV and radio commercials, and billboards. While these methods have been effective in the past, they may not be as impactful in today’s digital age where consumers are bombarded with advertising messages. The budget should also include a portion for market research and analysis to measure the effectiveness of these traditional methods.

Example 2: Digital Marketing

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Example 3: Integrated Marketing

An integrated marketing approach combines elements of both traditional and digital methods. This allows for a broader reach and a more diverse target audience. For example, a DMO may use traditional methods to reach an older demographic while also investing in digital marketing to appeal to the younger generation. This approach requires careful planning and coordination between different marketing teams, but can ultimately lead to a more comprehensive and effective campaign.

Example 4: Event Marketing

Another way to allocate marketing funds is by hosting events. This could include festivals, trade shows, or community events that showcase the destination and attract potential visitors. Event marketing can be a valuable tool in creating buzz and generating interest in a destination, but it also requires a significant investment of time and resources. The budget should factor in event planning costs, as well as any additional promotional efforts.

Example 5: Partnership Marketing

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What is a DMO Marketing Budget?

A DMO (Destination Marketing Organization) marketing budget is a financial plan that outlines all the costs associated with promoting and selling a tourist destination. This marketing budget outlines what is expected to be spent. It’s a crucial component of any comprehensive marketing plan, detailing the allocation of funds for various marketing activities. These activities can range from traditional advertising to digital marketing efforts, including social media ads. The marketing budget templates can be used to structure and manage these expenses effectively. It’s important to note that a well-planned marketing budget should account for global advertising spending trends, especially in the ever-evolving realm of digital marketing. A detailed marketing budget breakdown is also essential to understand where funds are being allocated, whether it’s for tourism marketing campaigns, content creation, or other promotional endeavors.

Allocating Funds Across Marketing Channels

a person at a desk

Why is it Important to Look Beyond Traditional Marketing Channels?

Traditional advertising methods like direct mail and paid advertising are no longer the only means of reaching your prospective travelers. Digital marketing channels such as social media advertising and search engines offer new opportunities to engage with your audience.

  • Digital advertising allows for more precise targeting, helping you reach the right audience.
  • Social media posts can help build brand awareness and foster a community around your destination or tourism business.
  • Search engines, through SEO and Google Ads, can help increase your website traffic and visibility.

Ranking Effective DMO Marketing Channels

When setting up a marketing budget for a Destination Marketing Organization (DMO), it’s crucial to prioritize the channels that offer the best return on investment. Below is a ranked list of some of the most effective marketing channels for a DMO:

  • Search Engine Optimization (SEO) – Optimizing your content for search engines is essential for driving organic traffic to your destination’s website and improving discoverability.
  • Content Marketing – High-quality, engaging content tailored to your audience can establish your destination’s brand as authoritative and trustworthy.
  • Social Media Platforms – Utilizing platforms like Instagram, Facebook, and TikTok can increase brand visibility and allow for direct engagement with potential travelers.
  • Email Marketing – Personalized email campaigns can nurture leads and keep your destination top of mind among those who have expressed interest.
  • Influencer Partnerships – Collaborating with influencers can tap into their loyal following and promote your destination to a wider, yet targeted audience.
  • Paid Search Advertising – Google Ads and other paid search options can position your destination in front of users actively seeking travel options.
  • Display Advertising – Visually appealing ads on relevant websites can attract attention and redirect traffic to your site.
  • Travel Fairs and Expos – Participating in industry events increases networking opportunities and direct promotion to travel professionals and consumers alike.

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Investing in Mid and Long-term Strategies

While immediate results are often desirable, it is also crucial to budget for mid and long-term marketing strategies. This could include investing in kiosks or other physical marketing efforts that can create an impact from day one.

  • Kiosks can serve as interactive marketing channels, providing information and engaging visitors.
  • Sustainable growth requires a balance between short-term tactics and long-term strategy.
  • Investing in digital marketing automation tools can save your marketing team time and resources in the long run.

Highlighting the Core Culture of the Destination

Content marketing is a powerful tool to highlight the core culture of your destination. It is worth dedicating funds to creating compelling content that resonates with your audience.

  • High-quality content creation can help portray the unique aspects of your destination.
  • Distributing quality content across digital channels can help improve your market presence.
  • Publishing tools and creative software may be necessary expenses for content marketing.

Co-branding Campaigns with Local Businesses

Co-branding campaigns can be an effective way to stretch your marketing budget and increase your reach. Partnering with local businesses can also enhance the overall visitor experience.

  • Co-branding allows you to share marketing costs and leverage each other’s audience.
  • It is a great way to support local businesses and promote community.
  • Co-branding can help align your DMO or tourism business with recognizable local brands.

Other Considerations for Your Marketing Budget

In addition to the above, other considerations should factor into your marketing budget. This includes market research, public relations (PR) costs, website development or redesign, and email marketing.

  • Market research can help inform your marketing strategies and ensure you’re meeting your marketing objectives.
  • PR costs can include hiring freelancers or agencies to manage your public relations efforts.
  • Website development or redesign is often necessary to ensure your online presence aligns with your brand and serves your visitors effectively.
  • Email marketing remains a cost-effective digital marketing channel, offering high ROI.

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Q&A: What Is a DMO?

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After facing years of limitations, modified operations, and movement restrictions, modern consumers care more about travel now than before the COVID-19 pandemic. In a recent Expedia travel survey , half of responding consumers confirmed they place a new emphasis on traveling, with 46% of respondents stating they value it more now than they did pre-pandemic. As a result, people are looking for new and exciting places to travel, turning to professional services, like destination management organizations (DMOs), for guidance.

Now you’re probably thinking, “So, what is a DMO, and what does it have to do with travel or tourism?” Don’t worry; we can help.

In this post, we explore what a DMO is to better understand the role these organizations play in the hospitality, tourism, and events industries . As we discuss the duties and responsibilities of a destination management organization, you’ll discover what a DMO really is and how working with one can impact hoteliers, meeting planners, and other industry professionals.

What is a DMOs and why should every hotel know about them?

Whether you’re a hotelier looking for DMO marketing strategies or have never heard of a DMO before, you’ll find helpful information and real-world tips below.

What is a DMO?

A destination management organization promotes and drives a community’s economic development by increasing travel and tourism in the region. The organization is made up of local experts tasked with marketing their community as an attractive travel destination to draw new visitors, businesses, and customers to the area. DMOs may provide a wide range of services to various clients, like leisure travelers and meeting planners, or they may specialize in a particular area, only serving one client type.

In some places, DMOs are called tourist authorities or tourist boards, while titled Convention and Visitors Bureaus (CVBs) in other locations. All DMOs legally operate as either local government entities or incorporated non-profit associations, with their funds typically tied to local government infrastructure. DMOs are able to provide their services for free as they receive the funds to do so from localized occupancy taxes and hotel fees, CVB membership costs, or other government subsidies.

What are the responsibilities of a DMO?

Destination marketing organizations fulfill a broad spectrum of duties and responsibilities. Services may vary from organization to organization depending on its size and the resources available to its members, but most DMOs are responsible for:

• Marketing a destination. DMOs advertise an area as an attractive destination for tourists, travelers, planners, and other visitors. They create targeted tourism marketing campaigns highlighting destination offerings to increase travel interest, drive business to the area, and improve the local economy.

• Educating visitors. DMOs inform travelers and potential visitors about area offerings, attractions, businesses, recreational opportunities, etc. With intimate knowledge about their location, destination managers help tourists understand what makes your area special and unique.  

• Addressing residents. Destination managers connect residents with the tourism industry in their community. As a local government entity, they are responsible for communicating with area residents, answering their questions, and addressing community travel or tourism concerns. Suppose residents have concerns about hosting an event in the area, the negative impacts of tourism on their community, or questions about how to benefit from increased travel demand. If so, they can turn to the DMO for assistance.

• Attracting investors. By working with public and private stakeholders, DMOs entice investors to put their money into the community. They work with stakeholders to meet the needs of travelers, residents, and area businesses with new and improved products, resources, and innovative strategies.

• Improving business conditions. Destination managers help build more favorable operating conditions for local businesses in the community, acting as an interface between tourists and the local companies that serve them.

• Driving sustainability. DMOs help drive eco-friendly initiatives and reduce the environmental impact of travel and tourism on a destination. They work to increase traffic to the area while preventing overtourism , adverse environmental effects, and harm to residents.

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Why are DMOs important?

DMOs bring together a wide range of businesses and organizations that impact the visitor experience, including hotels, restaurants, retailers, and attraction operators, to create and drive sustainable economic growth. Locations with an operating DMO promoting their destination tend to perform better economically and have greater visibility than those without.

Because DMOs work with travel and event planners , local organizations, and residents who need travel or tourism-related assistance, they are a great source of referrals for local businesses. They help drive traffic to hotels, restaurants, venues, and events in the area. In addition to scouting, DMOs can assist with supplier negotiations and other activities.

How do DMOs impact meetings and events?

DMOs provide suggestions for companies and individuals seeking local venues, lodging options, entertainment, or other services, but they are also fantastic, often untapped resources for meeting and event planners. Planners facing rising costs or increased competition should consider working with DMOs, as they can help organizers:

• Save time and research efforts. They can offer resources to help book various event types, including business meetings, parties, conferences, and more.

• Speed up the sourcing process. DMOs can help planners source available venues, dependable vendors (e.g., caterers, transportation, equipment rental services), and other services.

• Gain destination insight. Experts on their particular location, destination managers know the ins and outs of local event spaces. They are a robust resource, full of local knowledge, which enables them to provide out-of-town and remote meeting planners with an intimate insight into destination attractions and unique selling points.

• Find the right venue. DMOs know everything there is to know about the venues in their area: their size, capacity, and service style.

• Create compelling itineraries. Because destination managers know their area so well, they can provide planners with helpful recommendations for corporate guests, event planners, or bleisure travelers , many of whom wish to extend their stay beyond an event date.

• Communicate safety guidelines. Although operating in a mostly post-pandemic world, COVID travel and gathering restrictions, as well as other local health and safety protocols, can still change. If planners are unfamiliar with a particular location's health and safety regulations, they can contact the area DMO for assistance.

In addition to working with event planners, organizers, vendors, and staff, DMOs give local businesses a head’s up when significant events, like trade shows or conventions, are expected to bring an influx of travelers to the area. Companies with advanced knowledge of increased demand can staff up, stock up, and prepare for the traffic.

How can DMOs help hotels?

As destination experts, DMOs make for powerful hotel partners. In addition to bringing new travelers to an area, leveraging DMOs can benefit individual properties by:

• Expanding hotel marketing reach. Travelers and travel managers turn to DMOs when sourcing restaurants, event venues , overnight lodging, and other services. As a result, CVB marketing helps hotels bridge the gap between themselves and incoming travelers, connecting them to guests they may not have reached otherwise.

• Driving market demand. In addition to marketing a destination, DMOs incentivize travel and event planners to choose their destination for meetings, exhibitions, conferences, vacations, reunions, and other demand drivers.

• Boosting social media presence. Partner with DMOs for creative social media campaigns . You can introduce new consumers to your area and the hotel through cross-promotion and engaging content .

• Generating new account leads. DMOs can help hotels connect with nearby companies, grow group business , uncover local accounts, increase event bookings, and strengthen community relationships. As new companies come to the area, they may turn to the DMO or CVB for guidance or to become members. Maintain a friendly relationship with your DMO, so you’ll be first in line to learn about potential accounts.

• Gaining market insight. DMOs typically subscribe to demographic data reporting services that provide detailed information regarding area tourism, foot traffic, the economic impacts of travel in your destination, and, most importantly, why travelers came there in the first place. Once or twice a year, they may host a tourism summit or conference to review the information with area businesses or chamber members. Connect with your DMO to see what information they use to understand tourism and market demographics better.

• Strengthening sustainability initiatives. DMOs partner with hotels, local businesses, and other organizations to identify common sustainability goals, develop community-wide programs, and design green travel solutions. Work with DMOs to promote eco-friendly hotel solutions , green facilities, or brand waste reduction initiatives. Participate in community-wide sustainability efforts to strengthen your hotel’s reputation.

How does working with hotels benefit DMOs?

Hotels also make powerful allies for DMOs, as both entities benefit from the relationship. While DMOs exist to assist travelers and travel businesses, hotels help DMOs by:

• Funding the organization. Many DMOs receive their funding, or a portion of it, from hotel occupancy taxes, which vary state by state. Guests pay transient occupancy tax on hotel reservations, which may be passed on to local government organizations, like a DMO or CVB.

• Driving digital marketing power. Although DMOs may receive operational funds through occupancy taxes, many non-profit organizations and local government offices lack the financial resources to drive high-quality digital content marketing . Hotels typically have a much higher marketing budget, and DMOs can maximize their advertising potential by collaborating with them. Through cross-promotional marketing, DMOs can promote travel to the region with hotel-financed advertising.

• Enhancing traveler experiences. DMOs and hotels can partner to create unique, memorable guest experiences . When a traveler reaches out to the destination management organization, travel managers can offer personalized travel experiences, complete with lodging, dining, and attraction recommendations.

• Partnering for training. In many areas, DMOs work with lodging partners in the area to develop internships or training programs for budding hospitality professionals. Hotels sit at the heart of hospitality and are the perfect places for up-and-comers to see what working in the industry is really like.

What can DMOs do for unique or out-of-the-box event venues?

In oversaturated or competitive markets, it’s challenging enough for large, well-known branded hotels to garner traveler attention. Small, boutique, or unusual venues frequently have an even tougher time getting noticed, but the good news is that they can turn to DMOs for help.

Destination managers can assist boutique hotels , specialty travel businesses, and one-of-a-kind venues to get the word out about their services. Working with a DMO can also help smaller hospitality businesses strengthen their reputation and solidify themselves as competitive venue options in crowded markets.  

Find out our top 2023 unique venue trends

Frequently asked questions about DMOs

Still have questions about DMOs or what they do? Check out the answers to frequently asked questions below for more information.

1. Are all DMOs government organizations?

Although most DMOs receive public funds through resources like taxes, some DMOs and CVBs are privately funded. Those that receive funding through hotel taxes or other government-based programs operate as non-profit entities, existing solely to promote and drive responsible tourism to the region. Privately-funded DMOs may be encouraged to cater to the priorities and preferences of their financiers.

2. Should all destinations have a DMO?

Even if you do not consider your area a “tourist destination” in the traditional sense, your region would likely benefit from a DMO, as destination managers are dedicated to promoting it. Can you think of anyone in your town that would be a great fit? In areas with fewer tourism professionals or government resources available, DMO members may volunteer or be elected.

3. Who is in charge of a DMO?

Most DMOs consist of a team of tourism professionals and stakeholders, which acts as an entity, working together to aid residents, local tourism businesses, and travelers. While the organization may have a titled “director,” the particular roles and responsibilities of each DMO member are destination-based . Non-profit DMOs must report to local government organizations, funding services, and destination residents.

Whether seeking ways to increase sustainability efforts or drive new guests to your property, your DMO could be a valuable, untapped resource. Now that you know what a DMO is, you can identify opportunities to work with destination managers in your area.

Put your knowledge of DMOs to good use!

DMOs are just one of the many resources hotels can utilize to capture new business. From third-party distribution sites and Global Distribution Systems to lead generation tools and in-house referrals, there are many distribution channels for hotel sales and marketing teams to explore. For more information about distribution channels and which booking sources your guests use, check out the comprehensive guide to hotel distribution channels up next. 

Headshot of Cvent writer Kimberly Campbell

Kim Campbell

Kim is a full-time copy and content writer with many years of experience in the hospitality industry. She entered the hotel world in 2013 as a housekeeping team member and worked her way through various departments before being appointed to Director of Sales. Kim has championed numerous successful sales efforts, revenue strategies, and marketing campaigns — all of which landed her a spot on Hotel Management Magazine’s “Thirty Under 30” list.

Don’t be fooled though; she’s not all business! An avid forest forager, post-apocalyptic fiction fan, and free-sample-fiend, Kim prides herself on being well-rounded.

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Coral Reef Alliance

Saving the World’s Coral Reefs

What is a Destination Management Organization? And How Can a DMO Protect Coral Reefs in Cozumel?

03.11.2022 / Posted in Local News

Sandy white beaches, turquoise waters, and vibrant coral reefs—it’s the type of travel destination that many of us dream of. 

Vacation season is quickly approaching and soon, millions of eager tourists will pack their bags and flock to some of the world’s most beautiful, sought-after destinations. But increased popularity means many of the natural resources in these locations are in need of protection. That’s where a Destination Management Organization (DMO) comes into play. 

dmo tourism examples

What is a Destination Management Organization?

A DMO is a body that manages all aspects of a tourism destination. It protects nature and the area’s cultural heritage, while also maintaining its appeal to travelers. The organization brings together government, civil society, and industry stakeholders to secure funding, protect the area’s natural environments, and simultaneously boost its economy. 

Here at CORAL, we are actively involved in the development and maintenance of a DMO in Cozumel, which is only the second DMO created in Mexico. Due to the area’s lively coral reefs and a local economy reliant on them, Cozumel is an important destination to protect and a DMO will help us in that process. 

Strengthening Cozumel’s Economy

Cozumel’s coral reefs are part of the Mesoamerican Reef, which is the second largest barrier reef on the planet. But in the last two years, environmental factors impacting coral reefs, like Stony Coral Tissue Loss Disease and sargassum blooms , along with the devastating effects of the pandemic, have led to a significant decline in Cozumel’s tourism, an industry that accounts for 85 percent of jobs on the island.

“Cozumel will only stay a viable destination if we keep its natural environment healthy,” says Javier Pizaña-Alonso, CORAL’s Program Manager in Mexico and the local DMO’s president. “That’s why it is so important that we focus our efforts on protection—especially the protection of coral reefs.” 

dmo tourism examples

Why is Cozumel’s DMO Important?

Cozumel’s DMO is part of a bigger initiative led by our partner, The Mesoamerican Cruise Destination Network (MAR Network) . 

Together, we are uniting the Caribbean’s three major cruise destinations: Cozumel, Roatan, and Belize, in order to preserve Mesoamerica’s natural and cultural heritage. Each destination is developing their own DMO and is working with different sectors to meet sustainability goals and initiatives. 

“A priority of these DMOs is to protect all natural environments, including the Mesoamerican Reef” says Pizaña-Alonso. “In Cozumel, the DMO will keep its corals healthy by implementing initiatives focused on waste management, water and sanitation, and climate change.”

Bringing Together Different Sectors 

In order to fulfill long-term conservation initiatives, Pizaña-Alonso is building an ongoing relationship with the local government. 

According to Pizaña-Alonso, it is important that members of the local government want to be involved in the DMO, as it makes it much easier to secure the funds needed to support coral reef conservation. “Around the world, successful DMOs that improved the sustainable tourism dynamic were all supported by the local government and private sector,” says Pizaña-Alonso. 

This can be challenging when newly elected officials come into power; however, Pizaña-Alonso is thrilled to announce that Cozumel’s DMO is one of few local projects that has succeeded across multiple administrations. 

Through a coordinated approach to sustainable tourism, we are optimistic that we can keep Cozumel’s coral reefs healthy and thriving, which in turn supports the many marine animals and people that are dependent on them. 

To learn more about Cozumel’s coral reefs and our efforts to protect them, visit our programs page here.

Help save the world’s coral reefs

Destination Marketing Organization

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Tourists may visit a destination for a multitude of reasons. Related activities could be located in a place, a village, a city, a country, or a region. A Destination Marketing Organization (DMO) plays the role of planning and implementing tourism campaigns to attract tourists to a destination (Morrison 2013 ). It involves providing tourism-related information, enticing visits, facilitating bookings, and encouraging revisits. As more and more destinations choose to promote tourism, DMOs become more important and organized.

While different stakeholders in a destination may promote their own services to tourists, it is believed that coordinated and concerted efforts by a DMO to promote a destination could benefit the entire industry. It is common practice for a DMO to take the lead and work closely with stakeholders (such as travel agents, hotels, airlines, and attractions) to promote tourism flows. The marketing activities include research, product development, branding, advertising, and...

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Dodds, R., and R. Butler. 2019. The phenomena of overtourism. International Journal of Tourism Cities 5 (4): 519–528.

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Dredge, D. 2016. Are DMOs on a path to redundancy? Tourism Recreation Research 41: 348–353.

Morrison, A. 2013. Marketing and managing tourism destinations . Oxon: Routledge.

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Vargas, A. 2020. Covid-19 crisis: A new model of tourism governance for a new time. Worldwide Hospitality and Tourism Themes 12: 691–699.

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School of Hospitality Leadership, University of Wisconsin-Stout, Menomonie, WI, USA

Jafar Jafari

School of Hotel and Tourism Management, The Hong Kong Polytechnic University, Hong Kong, Hong Kong

Honggen Xiao

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Faculty of Tourism and Graduate School of Tourism, Wakayama University, Wakayama, Japan

Kumi Kato Ph.D

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Tse, T. (2021). Destination Marketing Organization. In: Jafari, J., Xiao, H. (eds) Encyclopedia of Tourism. Springer, Cham. https://doi.org/10.1007/978-3-319-01669-6_56-2

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UN Tourism | Bringing the world closer

Competitiveness.

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Policy and Destination Management

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UN Tourism works to provide guidance and share good practices on policies and governance models aimed to effectively support the tourism sector at the different levels: national, regional and local.

The development and management of tourism destinations requires a holistic approach to policy and governance.

Governance has two specific dimensions:

  • Directive capacity of government , determined by coordination and collaboration as well as by the participation of networks of stakeholders.
  • Directive effectiveness, determined by institutional skills and resources that support the ways in which processes are conducted to define goals and search for solutions and opportunities for relevant stakeholders, and by the provision of tools and means for their joint execution.

In this sense, UN Tourism works to support its Members in their efforts to develop efficient governance models / structures and policies, focusing  among others on:

  • Tourism policy and strategic planning
  • Governance and vertical cooperation, i.e. national-regional-local levels
  • Public Private Partnership (PPP)

Destination Management

Destination management consists of the coordinated management of all the elements that make up a tourism destination. Destination management takes a strategic approach to link-up these sometimes very separate elements for the better management of the destination. Joined up management can help to avoid overlapping functions and duplication of effort with regards to promotion, visitor services, training, business support and identify any management gaps that are not being addressed.

Destination management calls for a coalition of many organizations and interests working towards a common goal, ultimately being the assurance of the competitiveness and sustainability of the tourism destination. The Destination Management Organization’s (DMO) role should be to lead and coordinate activities under a coherent strategy in pursuit of this common goal.

Though DMOs have typically undertaken marketing activities, their remit is becoming far broader, to become a strategic leader in destination development. This is a vital ingredient for success in every tourism destination and many destinations now have DMOs to lead the way.

From a traditionally marketing and promotion focus the trend is to become leading organizations with a broader mandate which includes strategic planning, coordination and management of activities within an adequate governance structure with the integration of different stakeholders operating in the destination under a common goal. Destinations wherein such an organization is not still in place are increasingly creating or plan to create a DMO as the organizational entity to lead the way.

UN Tourism has identified three areas of key performance in destination management at DMO level: Strategic Leadership, Effective Implementation and Efficient Governance.

UN Tourism supports its Members and Destination Management/Marketing Organizations through the UN Tourism.QUEST - a DMO Certification System. UN Tourism.QUEST  promotes quality and excellence in DMOs planning, management and governance of tourism, by means of capacity building. UN Tourism.QUEST Certification evaluates the three areas of key performance in destination management at DMO level: Strategic Leadership, Effective Implementation and Efficient Governance. With a training and capacity building component, UN Tourism.QUEST is a strategic tool which allows the DMOs to implement an improvement plan to achieve the criteria and standards of the Certification with the aim of enhancing their management processes and thus contribute to the competitiveness and sustainability of the destinations they represent.

Events & Publications

  • International Seminar on Destination Management
  • 2nd Conference on Destination Management in the Mediterranean
  • 6th International Conference on Destination Management

UN Tourism Guidelines for Institutional Strengthening of Destination Management Organizations (DMOs) – Preparing DMOs for new challenges

Many factors account for the increased focus on effective destination management, all of them urging destination management organizations (DMOs) to face and adapt to new challenges. From traditional marketing and promotion boards the trend is for these entities to increasingly enlarge their scope to become all embracing DMOs, aiming to enhance the competitiveness and sustainability of destinations within a harmonious relationship between the residents and visitors.

Competitiveness Committee (CTC)

The Committee on Tourism and Competitiveness (CTC) is one of the technical committees of the UN Tourism and it is a subsidiary organ of the Executive Council . The Committee was established at the 95th session of the Executive Council in Belgrade, Serbia in May 2013 (CE/DEC/7(XCV). Its Rules of Procedure and the composition were approved by the Executive Council at its 96th session (Victoria Falls, Zimbabwe, August 2013) (CE/DEC/9(XCVI). 

Since its establishment in 2013, CTC focused its work mainly on assessing the state of knowledge on the basic concept of “ tourism competitiveness ” and identifying its key factors . This process has also included identifying, developing and harmonizing concepts, models and operational definitions used in the tourism value chain .

Work priorities

(a) To support the Organization in fulfilling its normative role;

(b) To provide a dialogue mechanism between the public and private tourism stakeholders and academia to give guide in building and strengthening tourism competitiveness policies and strategies; and

(c) To build synergies and strategic alignments in the harmonization of the related activities of the Secretariat as well as other collaborating organizations/entities in order to ensure consistency and consensus in the delivery of the outputs and reinforce the official position of the Organization. 

Provide UNWTO Members and other tourism stakeholders with a comprehensive and concise, operational, applicable and globally relevant conceptual framework to set the scene and contribute to establish a common ground for a clear harmonized understanding of:

i) concepts, models and operational definitions used in the tourism value chain;

ii) the quantitative and qualitative factors that explain competitiveness at the destination level which may be translated into technical guidelines facilitating a methodology for destinations to identify and evaluate their own factors of competitiveness. 

As an outcome of the work of the CTC, the 22 nd Session of the General Assembly held in Chengdu, China (11-16 September 2017) adopted as Recommendations  key  definitions.  Along with these definitions the Committee also focused on identifying the key quantitative and qualitative factors for “tourism competitiveness ” under two categories: i) governance, management and market dynamics, and ii) destination appeal, attractors, products and supply. 

Full list of definitions adopted by the 22 nd  Session of the General Assembly held in Chengdu, China (11-16 September 2017)

As part of the work of the UNWTO Committee on Tourism and Competitiveness (CTC) in its mandate for the period 2015-2019 prepared a paper on " Tourism Policy and Strategic Planning " which delves into this factor for tourism competitiveness. This paper (available below in pdf) aims to:

  • Provide UNWTO Members with a comprehensive understanding on national tourism policies and contribute to their successful formulation and implementation;
  • Explore key areas which need to be addressed in tourism policy and strategic planning in order to ensure the competitiveness and sustainable development of tourism;
  • Assess the key areas addressed by UNWTO Members in their tourism policies and provide case studies to illustrate key elements of a sound tourism policy; and
  • Serve as a practical tool for UNWTO Members and tourism policymakers by including a set of recommendations.

Composition of the CTC (2019-2023)

Full Members 

Bahamas Bahrain Brazil Fiji (Vice-chair) India Israel Kenya Republic of Moldova Senegal (Chair)

Representative of the Associate Members Macao, China (2019-2021) Puerto Rico (2021-2023)

Representative of the Affiliate Members  FITUR, Spain (2019-2021) Asociación Empresarial hotelera de Madrid (AEHM), Spain (2021-2023)

Meetings of the CTC:

1st Meeting: 25 August, 2013, Victoria Falls, Zambia /Zimbabwe (during 20th UN Tourism General Assembly) 1st Virtual Meeting: 27 March, 2014 2nd Virtual Meeting: 3 July, 2014 3rd Virtual Meeting: 22 October, 2014 2nd Meeting: 28 January, 2015, Madrid, Spain 3rd Meeting: 13 September, 2015, Medellin, Colombia (during 21st UN Tourism General Assembly) 4th Meeting: 22 January, 2016, Madrid, Spain 4th Virtual Meeting: 21 April, 2016 5th Meeting: 20 January, 2017, Madrid, Spain 5th Virtual Meeting: 2 March, 2017 6th Meeting: 11 September, 2017, Chengdu, China (during 22nd UN Tourism General Assembly) 7th Meeting: 19 January, 2018, Madrid, Spain 8th Meeting: 10 September 2019, Saint Petersburg, Russian Federation (during 23rd UN Tourism General Assembly) 9th Meeting: 24 January, 2020, Madrid, Spain 10th Virtual Meeting: 30 July 2020 11th CTC Meeting: 30 November 2021, Madrid, Spain (during the 24th UN Tourism General Assembly) 12th Virtual Meeting: 12 September, 2022

11th CTC Meeting: 30 November 2021, Madrid, Spain

During the 24th un tourism general assembly.

members of the committee of tourism and competitiveness

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  • Position Paper on Tourism Policyand Strategic Planning
  • UN Tourism Tourism Definitions
  • Composition of the Committee on tourism and competitiveness

ABL Education

What is a Destination Marketing Organization?

By Adrian Bertrand

Adrian destination marketing organization

Destination marketing organizations (a.k.a. convention & visitor bureaus) are non-for-profit organizations that help promote and market local attractions, accommodation options, tourism services, transportation, associated retail stores, restaurants, events & more.

Their primary long-term objective is to attract visitors to relative destinations and develop local economies as a result of increased tourism.

According to Destination Marketing Association International, (now Destination International ) “each $1 spent on destination marketing organizations generates $38 in visitor spending”. This is the basis for their existence.

Types of DMOs

Broadly speaking, “destination marketing organization” characterizes any entity that specializes in destination marketing. For example, in small cities where a considerable CVB is not present, a chamber of commerce could quality as a DMO. (By contrast, a DMO may not be a CVB).

Including differences based on funding (see below), DMOs can be segmented into: private vs public DMOs, national vs regional vs local DMOs, leisure x business x group travel DMOs, membership vs non-membership vs partnership DMOs, etc.

According to empowerMINT , only “50% of DMOs are membership-based and the other 50% are not”. The names of DMOs can range from words like “Experience”, “Go”, “Visit”, “Discover”. “Meet”, “Destination”, etc. followed by a city, state, province, region and country.

How DMOs Are Funded

DMOs usually raise funds via public channels but they can also be funded privately.

Among public channels, the most common way for DMOs to secure funding is via hotel occupancy tax and therefore local governments. In addition, DMOs can accrue government grants, membership dues, “premium listing” advertising revenue, marketplace revenue and other forms of public & private funding.

Find out how DMOs can generate revenue by becoming a marketplace

According to Destinations International, “42% of private funding comes from membership dues” but that being said, “this only represents 1-5% of total overall revenue”.

Although we try to assume DMOs take a universal approach, every DMO secures funding differently. It is difficult to generalize the sources for funding across DMOs on local, regional, and national scales, let alone on an international scale.

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The Exciting but Competitive Future: Looking Ahead for DMOs

In the Fall of 2020, Destination Analysts conducted a survey of over 240 DMO executives about change and disruption in the tourism industry, commissioned by and in partnership with BVK , as one part of their Destination Tailwind: A Strategy Series on transformational change. The findings from this research have important strategic implications for DMOs—from where to focus resources, to the skills that should be hired for in order for these organizations to stay competitive in this increasingly fast-moving world.

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When we asked DMOs to describe their organizational purpose and mission with a single response, it’s clear that DMOs see themselves as there to strengthen the local economy and quality of life, far more so than as existing for the purposes of destination promotion or as travel demand generators. But some sense is compelling 70% to agree that their organization needs to change or evolve their mission and purpose.

DMO executives see a need to change in important ways. Nearly all agreed—and 41% strongly—that their organization recognizes the need to transform in response to disruptive industry trends, including changing customer needs, technology, and on a vastly different side, local community and resident sentiment. In fact, in part to this, DMO executives agree the ways they need to change are significant. There is strong agreement across the DMO industry that their organizations need to change or evolve their funding model and even change or evolve their core offerings.

DMO executives are challenged with how to create an internal culture prepared for change with the funding and resources they currently have, as well as grapple with the inevitable external forces that impact their ability to adapt and change, even when the internal structure is there. 25% say that new concepts, products and ideas at their organization often or always get LESS attention than they should because key constituents tend to favor the way things have always been done. 61% say this sometimes happens—only 11% never. Many DMO executives cited getting internal buy-in and a lack of compelling ideas as obstacles to their ability to transform. Clearly, they need people on their teams that are skilled at obtaining resources and inspiring internal buy-in.

Competitive pressure is intensifying and coming from all angles—56% of DMOs believe the competitive intensity they feel now will only increase moving forward. Just within the next year, almost 70% say they expect increased competition specifically within their own industry, and 61% anticipate increased competition from adjacent industries, such as technology or travel influencers. Over half of DMOs say they anticipate competition for their services and offerings from entirely new industries, and over a third even anticipate competition for their services from organizations within their own communities. As DMO executives look out over the next five years, a majority likely feel they will face increased competition for the very core services these organizations are likely most currently known and valued for, including Destination Branding, Product/Experience Development, Tourism Marketing, Visitor Information, Economic Development.

A “working together” ethos may thus be more critical than ever.

You can watch Destination Analysts’ CEO, Erin Francis-Cummings, discuss highlights from this research in Episode 1: The Business Case for Change here . If you would like a presentation of the full findings of this important research for your internal team, Board of Directors or other stakeholders, we would be happy to help. Please register and submit a request here .

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The dmo review, what was the dmo review, and why was it needed.

In 2021, an independent review of Destination Management Organisations (DMOs) was commissioned by the Department for Digital, Culture, Media and Sport (DCMS).

The review was conducted by Nick de Bois CBE, Chair of the VisitEngland Advisory Board, and addressed long-running concerns about the structure, funding and fragmentation of the DMO landscape. It aimed to establish whether there may be a more efficient model than DMOs for supporting tourism at a regional level – and if so, what that may be.

De Bois’s findings were published in September 2021 . The review recommended that England’s DMO landscape should be restructured into a tiering formation, to create a national portfolio of high performing and strategic destination organisations. The UK government published its response in July 2022, echoing the proposals and announcing £4 million funding for us at VisitEngland to begin implementing them.

We welcomed the UK Government’s response and the opportunity to play our part in delivering the recommendations. Since the response, we have been working on the new accreditation scheme, and have engaged with DMOs to refine and develop the criteria through a series of regional roundtables.

The new structure of tourism management

Destination development partnerships (ddps).

DDPs will set regional priorities for the visitor economy, and receive government funding to focus on key objectives. Each DDP will be a partnership of LVEPs across a geography, with one taking the lead; we expect there will eventually be 15 to 20 DDPs across England. The UK Government is supporting two pilot DDPs until 2025, led by NewcastleGateshead Initiative and the West Midlands Growth Company (see below).

Local Visitor Economy Partnerships (LVEPs)

LVEPs will replace the current DMOs. They will lead, market and manage the destinations in their geography, collaborating with other destination organisations, local government and businesses. We are administering the accreditation process and expect there will eventually be around 40 LVEPs across England. They will receive dedicated support and national collaboration.

Destination Organisations

Destination organisations are likely to be operating below county or city region level. They will contribute to the management and marketing of destinations, maintaining close contacts with tourism businesses. They will need to collaborate with LVEPs to ensure that local needs and priorities are represented in the destination management plan (DMP).

The first regional DDP pilot was announced in the North East and is led the NewcastleGateshead Initiative on behalf of the region, working alongside Visit Northumberland and Visit County Durham. It will be active until March 2025 and receives £2.25 million from the UK Government. 

A second DDP pilot is being delivered from March 2024 by the West Midlands Growth Company who are working with their LVEPs Birmingham, Solihull & the Black Country and Coventry & Warwickshire. 

The pilots’ aim is to develop tourism while attracting private investment and driving growth: an opportunity to unlock the untapped potential of their regions, attracting more visitors, developing new experiences, targeting new markets, and creating new jobs. They will act as a blueprint for future DDPs across England.

‘England’s DMOs have an important role to play’

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8 things your DMO needs to know about its tourism operators

Destination marketing strategy + dmo leadership.

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William Bakker

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21 July 2016

1 comments(s).

Earlier, I wrote about the six things tourism businesses should know about their destination marketing organization (DMO) , and the response was massive. The article obviously hit a nerve. Since then, a few tourism operators have told me that they’d like their DMO to know some important things about them as well.

I’ve worked with, spoken to and corresponded with thousands of tourism operators over the last 15 years or so. I’ve led focus groups with general managers of large hotels, ran workshops with businesses in very remote communities and facilitated ideation sessions where whole towns participated. Through this experience, I’ve learned a lot. In the interest of helping DMOs and businesses communicate and collaborate, I’ll share some tips based on the common patterns that I have discovered.

Jori Kirk is one of the most inspiring operators I know. He operates two eco-adventure parks in Saskatchewan, Canada, won the 2014 Tourism Industry Association of Canada award, and now sits on the board of Tourism Saskatchewan. He’s an impressive and switched-on entrepreneur and I invited him to speak at one of our Social Media Tourism Symposium events. His brilliant “Find Your #HappyDance” presentation inspired parts of this post:

Here are eight things your DMO needs to know about its tourism operators.

1) most are small businesses, so get to know them.

If you’ve never operated a tourism business (I haven’t, either), you need to understand the context around how your operator partners work. Most operate small businesses and have to deal with sales, cashflow, HR, maintenance, etc., without much staff. On top of that, they often have family commitments. Running a business can be tough on them and very stressful. Larger operators also deal with many of the same challenges. So try to put yourself in their shoes. Use any opportunity you have to get to know them, their business, their challenges, their observations, and so on. It’s especially important to make this effort when your job doesn’t require a lot of contact. Ask questions, empathize, observe and learn. It will help you in your job because you will better understand the challenges operators face.

2) Operators have their own challenges and need to know that they are heard

Maintaining a genuine interest in and empathy with your operators is massively important. DMO staff can appear pretty formal, scripted and politically correct. Destination marketers use a lot of research and data to understand what’s happening, but remember, that data always represents a real impact on real people. Keeping a finger on the pulse and asking operators how things are going and where their challenges are brings the data to life, and shows them that you are looking after their interests. And of course you are, but not all operators truly see that.

3) Operators are a very powerful source of knowledge and creativity

I’ve learned that tourism operators are entrepreneurial, creative, resourceful, matter-of-fact and typically not shy. Involve your operators in everything do you, because magic will happen when you tap into this energy and channel it in the right way. Ask them for input and ask for feedback. Sometimes you won’t like what you hear, but in the end you’ll always be better off for it. More than ever, destination marketing is a collaborative effort between the DMO, operators and other stakeholders. It can’t happen in isolation.

4) The “little guys” are important

Every destination has the big tourism players – these are usually the large hotels and attractions that demand attention and often get it. And rightfully so, most of the time, because they are primary drivers of tourism. But be proactive and don’t ignore the small operators. It’s especially useful to include a broad spectrum of operators during any type of consultation. Smaller operators have different challenges and perspectives that are often really valuable to learn about. They are also often a lot more flexible and nimble in how they can implement new ideas.

5) Operators are busy, too, so keep that in mind when you ask for things

A DMO can appear very demanding to an operator. The business owner may hear many requests like, “Please update your web listing,” “Buy into this campaign,” “Can you comp this travel writer? ”, “Please join our event,” “Fill out this research survey,” and the list goes on. However, most don’t see a lot of direct return of any of this or never hear about any outcomes or results.

Before you ask an operator for anything, make sure you really need what you’re asking for and have a plan to communicate results/outcomes to close the loop. Give them some love back, even if it’s a small gesture. Like I said earlier, operators are busy and they have their own needs that you should also focus your efforts on.

6) They often don’t get enough insight into what you do

This is more common than you think. Operators don’t see a lot of evidence of what a DMO is doing, exactly. This is partly driven by the fact that promotion happens in different markets that they can’t always see, but that’s no reason not to tell people about it. If people don’t know what’s going on, they’ll make it up themselves. When I’ve asked operators what their DMO does, “nothing”, “not much” or “nothing productive” are not uncommon answers.

William Bakker, Chief Strategist at Destination Think

William Bakker, Chief Strategist at Destination Think

With modern communication tools, there’s really no excuse not to stay in touch regularly. DMOs should communicate more often and more effectively about what they’re working on. Of course, DMOs typically share information through industry websites, newsletters, events and more. But these messages are often often formal and kept at a high level. Get into the details. Share. But you don’t have to overproduce things.

7) They need to see a connection between your DMO’s strategy and their business success

Most DMOs are catching up with modern marketing strategies and are diversifying their budgets. But for operators, a lot of these strategies and tactics are foreign concepts. Marketing a destination is very different from marketing a business, so your DMO needs to take a long-term view. You need to communicate your plan in a way operators understand, buy into and support. Without their support, you won’t be successful.

8) DMOs can help make their operators stronger through education

In his presentation, Jori said that the worst thing a DMO can say to an operator is “let me know if you need anything,” because they don’t necessarily know what they need. Operators know that consumer behaviour and marketing is changing fast.

From designing socialgenic experiences to creating effective promotion plans, business owners often don’t know where to start or how to be 100% effective. They look to their DMO to help them keep up and assist with building their capabilities. You need to be there for them. Many DMOs conduct training sessions for their operators. They need to do more. Your operator’s marketing is a DMO’s marketing, and in an interconnected world, you need operators to maximize their efforts.

The bottom line is that destination marketing is a collaborative effort. Communication and collaboration are keys to success for your DMO and for your operators’ businesses. Destinations and operators need to play on the same team in order to make real impact.

Related reading: 6 things tourism businesses should know about their DMO

Featured image credit: Dennis Jarvis, Flickr

Tasos Anestis

That was really informative; thank you and keep up the good work. We may even meet each other at some point. All the best from Epirus, Zagori, Greece.

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Tunis-Carthage Destination Management Organisation (DMO) launched

23/05/2024 12:35, TUNIS/Tunisia

Tunis, May 23 (TAP)-A Destination Management Organisation (DMO) dedicated to promoting the Tunis-Carthage region has just been launched by the Tourism and Handicrafts Ministry.

Speaking at the official launch of the DMO on Tuesday, Tourism Minister Mohamed Moez Belhassine said that his department is endeavouring to launch other DMOs in the country's various regions as part of the implementation of the Tunisian tourism development strategy aimed at diversifying the tourism product and ensuring the sector's sustainable and responsible development.

He pointed out that this organisation will help guide and coordinate activities between the various players and stakeholders in the sector at local and regional levels, according to a department press release on Thursday.

This is the 5th DMO launched after those of Dhaher, Djerba, Zaghouan and Mahdia, the minister specified.

The project is implemented by the Ministry of Tourism and Handicrafts, with the support of GIZ, and jointly funded by the German Federal Ministry for Economic Cooperation and Development (BMZ) and the European Union, as part of its "Tounes Wijhetouna" (Tunisia, our destination) programme.

Minister of Tourism Mohamed Moez Belhassine and European Commissioner for Neighbourhood and Enlargement Olivér Várhelyi reached an agreement, during a meeting on February 2, 2024 in Brussels, Belgium, to extend the "Tounes Wijhetouna" Programme.

Funded by the European Union, this programme, which runs from 2019 to 2024, has helped diversify and improve the quality of the tourism offer, thereby contributing to the recovery of the tourism sector following the difficulties encountered during the Covid-19 pandemic.

Tunis-Carthage Destination Management Organisation (DMO) launched

8 Examples of DMO Neighbourhood Pages

examples of DMO neighbourhood pages

Each corner of your destination has something unique to offer visitors. One neighbourhood might be a must-visit for history buffs, while another is where the locals go for good eats. As the expert within your destination, you know each neighbourhood , as well as what makes them special, but do your visitors?

Creating web pages for each of your destination’s neighbourhoods is an effective  way to appeal to each different type of traveler – the adventurers, the shoppers, and historians, pointing them to the areas of your destination that they’ll enjoy exploring the most.

It also gives you the opportunity to feature and promote as many of your local partners and vendors as possible, and provides your locals with a place to show visitors the must-sees that make their neighbourhood unique.

Many DMOs all over the world have created neighbourhood pages, but we’ve picked some of the best ones that do a particularly good job at creating informative, beautiful neighbourhood guides, breaking them up into three categories:

1| Neighbourhood pages that cater well to specific travelers

2| Neighbourhood pages that use local input

3| Neighbourhood pages that are visually beautiful, and well-designed

Let’s dive in!

Neighbourhood pages that cater to specific traveler interests

1| destination dc.

Destination DC makes it immediately clear which neighbourhood is for certain types of travelers. On the neighbourhood home page, each neighbourhood is described by 4 or 5 select adjectives that paint a picture of what can be found there. Downtown is “sophisticated, busy, historic, walkable and fashionable”, while Capitol Riverfront is “riverside, sports, outdoorsy, and lively”. Site visitors use these identifiers to click into the area that sounds most like what they’d want to do.

DMO neighbourhood page - georgetown

Once you click into a neighbourhood’s page, you get a bit of historical background, photos posted by visitors or locals, and links to blog articles with insider tips on the best places to eat, stay, and explore.

2| New Orleans

New Orleans is a vibrant city with a rich history as a melting pot of several unique cultures. This is reflected differently in each part of the city, so it’s important that visitors understand where they can experience the many flavors that the city offers.

 For each neighbourhood, New Orleans does a ranking graph that helps a site visitor gauge interest based on these five attributes: Stay, Eat, Drink, To Do, and Shop.

new orleans_DMO neighbourhood guide

These numbers are based on how many listings there are on the site for each category to give an idea of the best activities in each neighbourhood.

Neighbourhood subpages are filled with fun facts and listings, true to the number in the homepage rankings graph – you would seriously shop ‘til you drop if you tried to visit all 196 shopping listings that are featured on the French Quarter page alone!

The map on the neighbourhoods home page also deserves a special shoutout – it’s interactive and informative, with a summary of each neighbourhood’s highlights and rankings as you hover over it.

new orleans_DMO neighbourhood page_map

Neighbourhood pages based on locals’ input

3| Visit Saint Paul

Saint Paul, Minnesota has created a digital visitors guide that stands out as one of the best we’ve ever seen. Their Insider’s Guide exclusively features input from locals, and their best advice for things to do in the city. 

“A tourism board can tell you all they want about how great a city is, but that’s what their job is, that’s what they get paid for. It’s different when you’re hearing it from people who are choosing every day to be in that environment.” –   Caroline Ponessa, Social Media Coordinator,   Visit Saint Paul

To help share those voices, Visit Saint Paul began introducing an annual Insider’s Guide  in 2015, which is the name of their visitor guide. The 80+ page guide is filled with advice provided by actual residents who are passionate about their city, as well as user-generated imagery featured alongside professional shots of Saint Paul.

saint paul DMO neighbourhood page

“We did some perception research to find out from people who had visited Saint Paul about the big draws here, and we found that it was a lot of family activities, sports, shopping, history and architecture,” said Ponessa. “To choose our insiders for this year we really based it off of that research, and found folks based on the story we were looking to tell, which we were clued into by the different surveys we did”

In the guide, insiders are featured next to the subjects they compliment best. Each insider feature is shown with a photo of the local expert(s), with a description of who they are as well as four recommendations to make the most of the city.

There are CTAs to download the guide all over the DMO’s website to make sure that everyone who visits Saint Paul lives like a local!

4| Visit Helsinki

Just like the people who live there, Helsinki’s approach to destination marketing is really unique and thoughtful – the DMO w orks exclusively with locals on their content. Their neighbourhood guides each start off with a quote from a local talking about the area, and why it’s special to them.

visit helsinki_neighbourhood page_local quote

There’s also a carousel on each page with recommendations for food, attractions and activities. These suggestions feel authentic and trustworthy because of the emphasis on local input and history across the entire site.

5| Hong Kong

The star of this beautiful page, made by South China Morning Post in partnership with Hong Kong Tourism Board, is the cute interactive map at the top, but that’s not to take away from the fact that the content on the rest of the page is fueled by locals.

visit hong kong_DMO neighbourhood page_map

The title of this piece is Local Vision: Life in Hong Kong as the City’s Residents See it. The page invites visitors to explore the gallery of images that capture the spirit of Hong Kong, and experience another side of the city.

Each section includes stunning photos, many of which are taken by locals, as well as maps that link out to Google Maps to help with trip planning, and a small explanation of historical significance.

Neighbourhood Pages that are beautifully designed

6| visit berlin.

One thing that could be said about Visit Berlin’s neighbourhood pages is that they are extremely comprehensive – including anything and everything needed to experience Berlin like a local! They even invite visitors to download their “Going Local Berlin” app to help craft their perfect experience in the city.

What also makes it noteworthy is how visually appealing the pages are. They’re well-designed, interactive, and full of stunning images that reflect how unique and special each area of the city is. Each neighbourhood seems to have its own artistic scheme, right down to hues and photo moods that are reflected on the pages.

dmo tourism examples

8| Visit Dallas

Video is a powerful medium that, when done right, is engaging and effective at showing off many parts of your destination. Visit Dallas made an “Experience Dallas” video series that has a clip for each of its neighbourhoods that summarizes what there is to do, and spotlights a few restaurants, and venues.

Visit Dallas’ neighbourhoods page is unique because visitors can find all of the information on one page instead of having to click back and forth through a neighbourhoods home page that links out subpages. The videos keep site visitors engaged, and presents the information in a digestible format.

Visit Dallas also makes great use of UGC photos  on the neighbourhoods page to showcase what visitors are doing during their stay.

Show off every corner of your destination with neighbourhood pages

Each type of traveler has a different checklist for their destinations of choice. Give every one of them a reason to visit by showcasing the different areas that they may enjoy, narrated by locals and supported with beautiful visuals. Even the biggest destinations can feel small and inviting with neighbourhood guides!

Header image credit: @ ry_jax

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    Why Should All Destinations Have a DMO? Destinations are always looking for ways to stand out from the competition, but to do so, they need both short and long-term strategies. And that's what all popular DMOs have. A destination management organization works with tourism boards and convention and visitors bureaus.

  2. What Is a DMO in Tourism

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  6. Destination marketing organization

    A destination marketing organization ( DMO) is an organisation which promotes a location as an attractive travel destination. DMOs are known as tourist boards, tourism authorities or "Convention and Visitors Bureaus". [1] They primarily exist to provide information to leisure travellers. Additionally, where a suitable infrastructure exists ...

  7. 10 Unique DMO Tourism Campaigns From Small and Medium-Size DMOs

    Our team regularly keeps tabs on the best visual DMO tourism campaigns, and we've rounded up 12 of the best from the last year. All of the DMOs featured have budgets under $5 million, and some have less than $1 million in funding. Some of the campaigns were done by CrowdRiff customers while others are simply fun examples of visual marketing ...

  8. Q&A: What Is a DMO?

    3. Who is in charge of a DMO? Most DMOs consist of a team of tourism professionals and stakeholders, which acts as an entity, working together to aid residents, local tourism businesses, and travelers. While the organization may have a titled "director," the particular roles and responsibilities of each DMO member are destination-based. Non ...

  9. What is a Destination Management Organization? And How Can a DMO

    A DMO is a body that manages all aspects of a tourism destination. It protects nature and the area's cultural heritage, while also maintaining its appeal to travelers. The organization brings together government, civil society, and industry stakeholders to secure funding, protect the area's natural environments, and simultaneously boost its ...

  10. Destination Marketing Organization

    A Destination Marketing Organization (DMO) plays the role of planning and implementing tourism campaigns to attract tourists to a destination (Morrison 2013 ). It involves providing tourism-related information, enticing visits, facilitating bookings, and encouraging revisits. As more and more destinations choose to promote tourism, DMOs become ...

  11. Policy and Destination Management

    UN Tourism supports its Members and Destination Management/Marketing Organizations through the UN Tourism.QUEST - a DMO Certification System. UN Tourism.QUEST promotes quality and excellence in DMOs planning, management and governance of tourism, by means of capacity building.UN Tourism.QUEST Certification evaluates the three areas of key performance in destination management at DMO level ...

  12. The sustainable DMO: Building a future for destinations of all sizes

    According to Booking.com, 53% of travelers reported that the pandemic opened their eyes to human impact on the environment, making them want to travel more sustainably in the future. In addition, 34% of travelers are looking for immersive, authentic experiences where they can travel like a local. For example, Contiki's younger demographic is ...

  13. How DMOs Can Work Better with Local Tourism Partners

    Every destination marketing organization's (DMO) goal is to drive visitor growth and spending but there's a wide range for how different organizations go about that, and how local tourism partners benefit. ... Here are a few examples of how DMOs can sell their destination while also helping travel and tourism partners with their specific ...

  14. What It's Like for Destination Management Organizations (DMOs) Right

    Destination Management Organizations (DMOs) are up against an enemy of gigantic proportions: the COVID-19 pandemic. And many of these companies — which are also known as tourism boards or visitors and convention bureaus — have gotten scrappy when it comes to pivoting their promotional strategies and coming up with creative ways to stretch their marketing dollars, all while continuing to ...

  15. What is a Destination Marketing Organization?

    By Adrian Bertrand. Destination marketing organizations (a.k.a. convention & visitor bureaus) are non-for-profit organizations that help promote and market local attractions, accommodation options, tourism services, transportation, associated retail stores, restaurants, events & more. Their primary long-term objective is to attract visitors to ...

  16. The Exciting but Competitive Future: Looking Ahead for DMOs

    In the Fall of 2020, Destination Analysts conducted a survey of over 240 DMO executives about change and disruption in the tourism industry, commissioned by and in partnership with BVK, as one part of their Destination Tailwind: A Strategy Series on transformational change. The findings from this research have important strategic implications for DMOs—from where […]

  17. Destination marketing organizations: Roles and challenges

    The DMO should assume the role of the leader of the tourism sector in its geographic location and coordinate the efforts of all the tourism stakeholders. For example, VisitBritain says that it

  18. A brief history of your DMO's role

    A brief history of your DMO's role. Destination marketing is undergoing a revolutionary change. For many, mass advertising fades in relevance as word-of-mouth promotion moves front-and-centre and DMOs begin to manage experiences. Your visitors and residents influence people who trust them by sharing their travel experiences in vast online ...

  19. The DMO review

    The framework of England's tourism management is evolving. After the DMO review in 2021, the new Local Visitor Economy Partnerships (LVEP) Programme is currently being implemented, and Destination Development Partnerships (DDPs) are being trialled. Read on to learn about the long-term vision, the restructuring process and how to be part of ...

  20. What is a Destination Management Organization (DMO)?

    A destination marketing organization, or DMO, can help add value to your destination by developing a comprehensive promotional strategy.

  21. 15 Inspiring Examples of Sustainable Tourism from European DMOs

    The 15 inspiring sustainable tourism examples we chose have taken shape in the past few years, with some DMOs using CrowdRiff and others simply being smart examples that offer ... Each of the DMO's event partners has been vetted against about 62 sustainability criteria in the categories of governance, business, environment,

  22. 8 things your DMO needs to know about its tourism operators

    Here are eight things your DMO needs to know about its tourism operators. 1) Most are small businesses, so get to know them. If you've never operated a tourism business (I haven't, either), you need to understand the context around how your operator partners work. Most operate small businesses and have to deal with sales, cashflow, HR ...

  23. Tunis-Carthage Destination Management Organisation (DMO) launched

    23/05/2024 12:35, TUNIS/Tunisia Tunis, May 23 (TAP)-A Destination Management Organisation (DMO) dedicated to promoting the Tunis-Carthage region has just been launched by the Tourism and ...

  24. 14th U.S.-China Tourism Leadership Summit Paves Way for Increased Travel

    XI'AN, China, May 22, 2024 /PRNewswire/ -- Brand USA, the destination marketing organization for the United States, joined by the U.S. Department of Commerce and the Ministry of Culture and ...

  25. 8 Examples of DMO Neighbourhood Pages

    Downtown is "sophisticated, busy, historic, walkable and fashionable", while Capitol Riverfront is "riverside, sports, outdoorsy, and lively". Site visitors use these identifiers to click into the area that sounds most like what they'd want to do. Once you click into a neighbourhood's page, you get a bit of historical background ...

  26. Explore Delaware Agriculture with a Delaware Grown Road Trip

    Delaware farmers are number one in the number of acres of lima beans harvested, with more than 25% of the nation's crop grown here. The state also ranks eighth in the country for watermelon production and tenth for sweet corn. "Agriculture and tourism are two of the state's largest industries, and they go hand in hand.

  27. 2024 Peach State Bank & Trust Summer Music Series

    A true example of the belief that we are better together, Gangstagrass combines great American traditions of bluegrass, hip-hop, and beyond to create a whole new musical genre that is more than the sum of its parts. Gangstagrass is a multi-racial collective of musicians who demolish every preconception you have about country music and hip-hop ...