dmo stands for in tourism

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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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What is a Destination Marketing Organization (DMO)?

In the dynamic world of travel and tourism, a Destination Marketing Organization (DMO) , also known as a tourism board, tourism authority or visitors bureau, plays a pivotal role in shaping the perception, promotion, and success of a destination . They employ a wide range of strategies to attract visitors, boost local economies, and create memorable experiences. From crafting compelling stories to embracing cutting-edge technologies, DMOs are a critical part of the success of a destination. Let's delve into the intricacies of Destination Marketing Organizations (DMOs), exploring their significance, functions, challenges, and the evolving landscape of destination marketing .

The Significance of Destination Marketing Organizations (DMOs)

Destination Marketing Organizations (DMOs) are entities dedicated to promoting a specific geographic location, be it a city, region, state, or country. These organizations play a critical role in presenting a destination's unique attributes to the world, generating awareness, fostering economic growth, and enhancing the overall visitor experience. By strategically coordinating marketing efforts, DMOs not only attract leisure travelers but also drive business travel, conventions, and events, contributing to the vitality of local communities.

The impact of DMOs on tourist destination is far-reaching and multi-faceted. Beyond drawing in visitors, they stimulate local economies by boosting the hospitality sector , retail businesses, and various services catering to tourists. A thriving tourism industry often translates into job creation, which in turn supports livelihoods within the community. DMOs also serve as the voice advocating for infrastructure development, environmental preservation, and the overall improvement of the destination's infrastructure, making it an attractive place for both tourists and residents.

Functions of DMOs

Storytelling and branding.

At the heart of a DMO's operations lies the art of storytelling and branding. Through evocative narratives, DMOs craft a destination's identity, encapsulating its history, culture, and unique experiences. This narrative becomes the cornerstone of a brand strategy, shaping how the destination is perceived on the global stage. Whether it's the rustic charm of a small coastal town or the vibrant cultural tapestry of an urban hub, DMOs expertly convey these attributes, establishing a strong emotional connection with potential visitors.

Strategic Planning

The success of any marketing strategy lies in meticulous planning, and DMOs are no exception. They meticulously design destination marketing strategies that closely align with the destination's goals, vision, and unique selling points. These comprehensive destination management strategies encompass a spectrum of considerations, from in-depth research and analysis to identifying and understanding the specific target audiences and market segments.

DMOs go beyond generic approaches by setting clear and measurable objectives that are tailored to the destination's individual needs and challenges. By thoroughly understanding traveler preferences, DMOs can craft strategies to reach target audiences that resonate with the desires, motivations, and aspirations of various demographics. This targeted approach ensures that marketing efforts effectively communicate the destination's value proposition, creating a strong emotional connection with potential visitors.

Moreover, DMOs continuously monitor and adapt their strategies to the ever-evolving market trends and dynamics. Through ongoing market research, and data analysis, they stay ahead of the curve, making informed decisions to optimize their marketing initiatives. This agile and proactive approach enables DMOs to remain competitive in the dynamic tourism industry, attracting and delighting travelers from all around the globe.

Strategic planning is the cornerstone of successful destination marketing. DMOs' meticulous approach, tailored strategies, and continuous adaptation ensure that destinations effectively reach their target audiences, leaving a lasting impression and driving sustainable tourism growth.

Collaboration

Collaboration is undeniably one of the most powerful and effective tools in a Destination Marketing Organization's (DMO) toolkit. DMOs understand the significance of collaboration, not just with local businesses, but also with cultural institutions, government entities, and neighboring destinations. These strategic partnerships have a profound impact on the destination management organization's marketing efforts, creating a synergistic effect where each participant contributes their unique strengths, expertise, and resources.

By fostering and nurturing these collaborations, DMOs are able to maximize their outreach and engagement, curate comprehensive and memorable experiences for visitors and locals alike, and create a sense of unity within the destination's offerings. This collective effort enhances the destination's overall appeal, positioning it as a must-visit place that offers diverse and enriching experiences for all.

Digital Presence and Engagement

In today's digital landscape, an effective online presence is paramount. DMOs harness the power of digital platforms, including websites, social media, , and mobile apps, to engage with travelers in real time. Interactive content, captivating visuals, and user-generated testimonials are essential components of these platforms, enabling DMOs to forge personal connections with audiences across the globe. Social media channels become avenues for storytelling, where every post, image, and video unfolds a narrative that sparks wanderlust. DMOs work closely with influencers and travel content creators to develop user generated content and destination marketing campaigns that align with the overarching strategy.

Event Promotion

Events have the uncanny ability to attract diverse audiences, and DMOs recognize this potential. Whether it's a cultural festival, a music concert, or an industry conference, events create a unique draw for visitors. DMOs actively promote and support such events, collaborating with organizers, local businesses, destination organizations, and the community to ensure their success. This not only enhances the destination's vibrancy but also offers travelers a dynamic range of experiences to choose from.

Visitor Services

A seamless and enriching visitor experience is a hallmark of successful destination marketing . DMOs extend their services beyond promotion to provide practical information and resources that enhance a traveler's journey. From comprehensive websites offering guides, maps, and itineraries to visitor centers staffed with knowledgeable personnel and professional services, DMOs ensure that visitors have the tools they need to explore and navigate the destination with ease.

Destination Management Organization vs Destination Marketing Organization?

A destination marketing organization (DMO) is responsible for promoting a specific location to potential visitors and encouraging them to visit. This includes creating advertising campaigns, organizing events, and developing partnerships with travel companies. The main goal of a DMO is to increase the number of visitors to a destination, ultimately boosting the local economy through tourism.

On the other hand, destination management organization is a broader term, encompassing a focus on managing and enhancing the visitor experience once they have arrived at the destination. This involves working closely with local businesses, attractions, and transportation services to ensure that tourists have a positive experience during their stay. They play a crucial role in sustainable tourism by balancing the needs of tourists with the preservation of the natural environment and local culture. As you can see, there is a lot of overlap between these two types of organizations.

In recent years, there has been a growing movement to rename Destination Marketing Organizations as Destination Management Organizations. This shift aims to encapsulate the comprehensive nature of their role in promoting tourism, aligning with their multifaceted responsibilities.

How Are DMOs Funded?

The question of how DMOs are funded is crucial to understanding their operations and impact. DMOs typically rely on a combination of funding sources, each contributing some importance to their ability to execute marketing strategies, support local economies, and create meaningful visitor experiences. Let's delve into the diverse funding avenues that sustain the activities of DMOs.

Public Funding

DMOs often receive financial assistance from public entities such as local governments, municipalities, or regional authorities. This support is typically generated through various means, including taxes, levies, or allocated budgets.

The decision to invest in DMOs stems from recognizing the significant economic benefits that tourism brings to a region. By partnering with DMOs, public bodies aim to enhance the attractiveness of their destination, stimulate economic growth, and improve overall community well-being.

Public funding serves as a vital pillar for DMOs, enabling them to execute effective marketing campaigns, maintain high-quality visitor services, and foster collaboration with local stakeholders. With this stable foundation, DMOs can work tirelessly to showcase the unique offerings of their destination and ensure a memorable experience for every visitor.

Tourism-Related Taxes

In some popular tourist destinations, there are specific taxes known as "bed taxes," "occupancy taxes," or "hotel taxes" that are imposed on accommodations like hotels, motels, and vacation rentals. These taxes play a crucial role in supporting the destination marketing organizations (DMOs) by providing them with a portion of the tax revenue. This financial support enables DMOs to carry out effective marketing strategies and initiatives to attract more visitors to the destination. By implementing this funding mechanism, the tourism industry not only contributes to the local economy but also plays a significant role in promoting the destination, creating a sustainable cycle where tourism revenue fuels destination marketing efforts for long-term growth and success.

Membership Dues

DMOs frequently offer membership programs to local businesses, the hospitality industry , attractions, tourist boards, and other tourism-related entities. These members pay annual dues to the DMO in exchange for various benefits, including inclusion in marketing materials, access to promotional opportunities, and networking events. Membership dues not only provide an additional revenue stream but also foster collaboration between the DMO and local stakeholders, ensuring a holistic approach to destination marketing.

Grants and Sponsorships

DMOs actively seek grants from government bodies, foundations, and private organizations that support tourism development. These grants may be earmarked for specific projects, events, or initiatives that align with the goals of the granting entity. Similarly, DMOs often secure sponsorships from corporations, brands, and businesses interested in aligning their image with the destination's appeal. These sponsorships inject additional financial resources into DMOs, enabling them to execute larger-scale campaigns and events.

Public-Private Partnerships

Public-private partnerships (PPPs) are collaborations between government agencies and private-sector entities to achieve shared goals. DMOs and destination management organizations may engage in PPPs where both public and private stakeholders contribute funding, resources, and expertise to destination marketing efforts. These partnerships harness the strengths of both sectors, ensuring a comprehensive and well-rounded approach to promoting the destination.

Grants from Tourism Boards and Authorities

In some regions, state or national tourism boards allocate grants to local DMOs to support marketing initiatives that align with broader tourism strategies. These grants and funds often come with specific guidelines and objectives aimed at maximizing the destination's exposure on a larger scale.

Additional Revenue Streams

Depending on the destination and its offerings, DMOs might explore additional revenue streams. These can include proceeds from ticket sales for DMO-sponsored events, hotel bookings on their websites, merchandise sales, licensing fees for the use of destination images, and more. Exploring diversified revenue sources enhances the financial stability of DMOs and enables them to invest in innovative marketing approaches.

The funding of Destination Marketing Organizations is a multi-faceted endeavor that relies on a blend of public support, private contributions, partnerships, and revenue-generation strategies. By harnessing these funding avenues, DMOs empower themselves to drive tourism growth, create authentic visitor experiences, and elevate their destination's profile on the global stage. The diversity of funding sources not only ensures the sustainability of DMO operations but also underscores the collective commitment of stakeholders to nurture and share the unique allure of a destination.

Challenges Faced by DMOs

Budget constraints.

DMOs often operate with limited financial resources, which can significantly impact the scope and reach of their marketing initiatives. Striking a delicate balance between cost-effective strategies and impactful campaigns necessitates meticulous financial planning and resource allocation. By carefully analyzing the available resources, DMOs can identify innovative approaches to maximize their marketing efforts, leveraging partnerships and creative solutions to extend their reach and influence. This proactive approach enables DMOs to overcome financial constraints and achieve their goals while effectively promoting and showcasing the destinations they represent.

Changing Travel Trends

The travel landscape is a dynamic and ever-changing environment, influenced by evolving trends, rapid technological advancements, and shifts in consumer behavior and preferences. DMOs play a crucial role in this ecosystem, as they must remain vigilant and proactive in monitoring and understanding these changes. By staying attuned to emerging preferences and adopting an agile approach, DMOs can effectively adapt their strategies to ensure they align with the evolving needs and desires of travelers worldwide.

Balancing Local and Visitor Needs

Destination marketing requires a skillful balancing act, encompassing the art of catering to the needs and desires of tourists while safeguarding the quality of life for local residents. It involves addressing crucial challenges such as over-tourism management, cultural preservation, and implementing sustainable practices. By successfully navigating these hurdles, DMOs strive to ensure a harmonious coexistence between visitors and the local community, promoting a thriving and sustainable tourism industry.

Technological Advancements

As technology continues to evolve, so do the opportunities and challenges it presents. DMOs must keep pace with emerging technologies, virtual reality and data analytics, to harness their potential in enhancing the visitor experience and refining marketing strategies.

The widespread adoption of AI in 2023 is a perfect example of the rapid progress in the field. DMOs are currently facing a significant challenge in evaluating their existing technology stack from the ground up. This evaluation is necessary to ensure they can leverage the latest technological advancements and stay competitive in the ever-evolving landscape of AI-driven solutions to ensure they are attracting the right visitors and delivering exceptional visitor experiences.

Sustainability and Destination Management

With the increasing concerns surrounding the environmental and cultural impact of tourism, DMOs are being tasked more than ever with the responsibility of promoting responsible and sustainable tourism practices. This involves finding a delicate balance between maximizing the economic benefits that tourism brings while also ensuring the preservation of natural resources and local culture. It is a multifaceted challenge that requires thorough and thoughtful consideration to create a harmonious and mutually beneficial relationship between tourism and the destinations it encompasses.

The Evolving Landscape of Destination Marketing

The digital age has transformed destination marketing into a dynamic and multifaceted endeavor, ushering in a new era of opportunities and complexities. The rise of social media and digital platforms has reshaped the way travelers engage with destinations. The influence of user-generated content, where real travelers share their experiences, has shifted the focus of destination managers from traditional advertising to authentic storytelling.

DMOs are embracing technological advancements to create immersive virtual experiences that allow travelers to explore a destination remotely. Virtual reality (VR) and augmented reality (AR) technologies offer a glimpse into the destination's offerings, from exploring historical landmarks to previewing adventure activities. These technologies bridge the gap between imagination and reality, sparking curiosity and fostering engagement attractive travel destination.

The advent of artificial intelligence (AI) has revolutionized personalized marketing. DMOs can utilize AI algorithms to analyze traveler data and preferences, tailoring marketing messages to resonate with individual motivations. This level of personalization enhances the likelihood of capturing a traveler's attention and influencing their decision-making process.

Data analytics, another powerful tool, empowers DMOs to gain insights into traveler behavior, preferences, and trends. By analyzing data collected from website visits, social media interactions, and booking patterns, DMOs can refine their strategies with precision, ensuring that their efforts align with traveler expectations.

DMOs hold a crucial role in shaping the image, reputation, and success of a tourist destination. With their strategic planning, collaborative efforts, and innovative approaches, DMOs create a seamless bridge between travelers' aspirations and the unique offerings of a place. By navigating challenges, embracing change, and harnessing the power of technology, DMOs are at the forefront of steering destinations toward the global stage, captivating hearts, and creating unforgettable journeys. Whether it's igniting wanderlust through compelling narratives or providing a platform for travelers to immerse themselves virtually, DMOs stand as the architects of dreams, sculpting destinations into experiences that inspire, delight, and endure.

Sustainable Tourism and Its Impact on the Travel Industry

User generated content (ugc): the power and potential for brands.

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Destination marketing vs destination management: David’s deep dive into the differences

If you found your way to this article, chances are that destination marketing organization (DMO) is a term you hear often … or maybe you're more familiar with the destination management organization? Perhaps you’ve never considered the difference between the two types of organizations and their day-to-day operations, but don’t worry — we have. In fact, it keeps some of us up at night. 

Interested? Puzzled? Read on as we get a deep dive into destination marketing versus destination management from Simpleview’s own Senior Advisor to the Future Tourism Group David Peacock, who hosts a popular podcast about the topic, interviewing DMO and travel professionals from around the world.

Read on as we interview the interviewer, the host with the most — Simpleview’s own, David Peacock. 

 In your view, what are the main differences between a destination marketing organization and a destination management organization? Do they serve the same purposes in the industry or are there big gaps in their roles?

If you had asked this question even 10 years ago, there would be a much, much clearer distinction. Today, in the summer of 2022, the distinction is largely one of semantics. The modern DMO exists in a world where marketing itself has changed. 

As my friend and peer Rodney Payne, CEO of Destination Think , likes to say, “You can no longer control the message around your destinations to the same extent we used to be able to many years ago. At best, you can hope to influence it.”

In a world where marketing is about influence, amplification, and authenticity, there are very few destination marketing organizations as in “all we do is marketing, period” left. Even those that use the moniker out of historical convenience or a well-established role and function within their communities have expanded their activities to include sourcing, creating, and distributing content. 

Prior to the pandemic, there was an ongoing dialogue in the industry, especially in North America, about the need to shift to becoming destination management organizations — or in some cases, that hybrid thing they call the “DMMO” (a combination of destination marketing and management organizations).  

The truth is the whole industry was already getting ready to shift to a more engaged, stakeholder-based, holistic, integrated, and regenerative model, and the debate was really just a precursor to that. But COVID-19 changed everything — the relevance of destination organizations, the importance of the tourism economy, and the necessity of engaging local stakeholders in order to build resilient places essentially vaulted every DMO forward into a role where it just has to be far more engaged locally.

Today, we're all involved in marketing and, to some extent, managing elements of our destinations. I think the most appropriate term to use is simply “destination organizations.”

 DMO functions in different countries and continents naturally differ. In your opinion, what are two of the most interesting ways they differ? 

You can make some general observations about how the role and function of the destination organizations differ by country or continent, but the truth is that destination organizations differ literally by destination.

European organizations began to shift and adapt to a stakeholder-engagement-based model and move from a marketing to a management-type role and function more than a decade ago. 

They are also about five years ahead of North America in terms of defining the roles and functions in sustainability and regeneration. But by the same token, you can look at North America, Asia, Latin America, and the continent of Africa to see small pockets of inventive tourism adaptation and development that are on par with anything anywhere in the world.

At the core of the matter is this: a destination organization exists within the context of its place — and in that place, it must work within the structures that abide. A destination organization defines and manifests its role and function through its interaction with its stakeholders, civic partners, and citizens. 

So, in a world where every destination is unique and different, the role and function of a destination organization evolve differently. You will find that there are literally no two destination organizations in the world that are exactly the same in terms of function, budget, or constitution.

 Which way are the winds blowing in terms of the DMO functions of the future?

In the introduction to the 2016 United Nations Global Report on the Transformative Power of Tourism , Taleb Rifai, Secretary-General of the United Nations World Tourism Organization (UNWTO), wrote, “Tourism is much more than a leisure activity; tourism holds an immense potential to set new paradigms of thinking, to encourage social and cultural changes, and to inspire a more sustainable behavior. With over one billion international tourists crossing borders every year, there are one billion opportunities for accelerating the shift towards a more sustainable future.”

The forces that were shaping the future of destination organizations — the thinking that was already at work and moving us from a marketing to a more integrated destination development role — were all in play for the past two decades either here, in Europe, or in some pocket of innovation like the Bay of Plenty, New Zealand, or Elora, Ontario, Canada. 

Those forces were moving us towards taking on a more relevant, integrated, and engaged role within our communities. That journey was progressing at a steady pace, but COVID-19 forced not just the industry but also citizens, cities, and places to reassess the following:

• What is it that tourism does that's making this a better world? 
• Why should we have tourism here? 

That is the beginning of a new era of tourism that is more thoughtful, more intentional, and more relevant.

Tourism done well ennobles people and places and shares cultures and ideas. The destination organization is uniquely positioned to play a key role in facilitating and focusing the efforts and resources of stakeholders who make up the destination network. To do that, it must continue changing and adapting to a new model of stakeholder engagement, distributed marketing, and catalytic destination development.

 What is the potential role of the destination organization in sustainability? 

Whew! Tough question. I was invited to Hamburg, Germany, in March by European Cities Marketing/CityDNA to argue a simulated court case about whether or not the destination organization has a role and function in sustainability and regeneration.

The trial was kafkaesque, sublime, and humorous all at the same time, replete with Queen's Counsel wigs and gowns and a four-member European Union panel of judges. The inevitable outcome and ruling of the magistrates was the following:

In terms of sustainability and regeneration, it's not a question of should destination organizations get involved, it is a fact that if destination organizations, businesses, cities, citizens, and industries don't work together, all of them all of the time, then the goal of sustainability is absolutely unattainable.

Think about it … destination organizations have an immense capacity to move and inspire people and share ideas. They can also influence stakeholders and change their perceptions and practices — and those are just a couple of starting points. We are all in this together, and great destination organizations do just that: they bring people together within communities and from all over the world. 

So therein, the destination organization must find its own “best” role and function in sustainability, given its unique skills and abilities. 

Overall, as destination organizations, I think we need to be looking at the future in terms of how travel and tourism can make the world a better place and how we contribute to that. We can’t do it all, but we are part of the solution.

Need to future-proof your destination? Get information about the tools and services we offer to help you better understand destination challenges, identify opportunities, and advance solutions grounded in data and reliable business intelligence.

Kasey Pooley

With a knack for witty language and eye-catching copy, Kasey researches, writes, and edits engaging content about destination marketing organizations — creating compelling press releases, case studies, articles, and more. She is also Simpleview's social media guru, responsible for content creation, design, and posting on all social media platforms. 

UN Tourism | Bringing the world closer

Competitiveness.

• Market Intelligence

Policy and Destination Management

• Product Development

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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.

Download PDF

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

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The Difference Between DMC and DMO – Unveiling the Varied Roles and Functions

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DMCs vs. DMOs: Unveiling the Distinctive Roles in Travel Management and Promotion

The pivotal role of dmcs (destination management companies), key characteristics of dmcs:, exploring dmos (destination marketing organizations), key characteristics of dmos:, why both dmcs and dmos matter, in conclusion: maximizing travel with dmcs and dmos, popular posted, unlocking success with destination management company: a deep dive into their vital role.

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What is the difference between DMC and DMO?

What is a destination management company (dmc).

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What Are The Different Types Of DMOS

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Industry 101: what are dmos and dmcs what’s the difference, and do both exist in raleigh.

Monday, November 14, 2016, 9am by Visit Raleigh

Whether you are a new or an experienced planner, it's easy to be confused when you hear someone refer to DMOs and DMCs in the same sentence! Both are acronyms in the meetings industry, and it is important to be sure you understand the difference to make sure you maximize your resources when planning events.

DMO stands for destination marketing organization. A destination marketing organization (often also called a convention and visitors bureau) promotes a town, city, region or country in order to increase the number of visitors. It promotes the economic development and marketing of its destination, focusing on convention sales, tourism, marketing and services. The Greater Raleigh CVB (GRCVB) is a DMO. DMOs are experts at their destinations and provide myriad convention services to help you host a successful event. In most cases, as with GRCVB, their services are complimentary. DMOs work with partners to help them accomplish their goal of helping you (the planner) have a great event, and DMCs are examples of those partners.

DMC stands for destination management company and is a term for a professional services company possessing extensive local knowledge, expertise and resources, specializing in the design and implementation of events, activities, tours, transportation and program logistics. They are particularly strong at theming your events and tours and also at simplifying your contracting process. Simply put, DMCs will package the services they provide, and you typically sign one contract (and thus make one payment) for the services they provide. They consolidate the purchasing and contracting locally.

Do DMOs and DMCs ever work together? They do! Raleigh, N.C., offers some wonderful DMC choices, and our GRCVB Services Department can help you find them. For a preview of DMO services in the Raleigh area, click here . For a preview of the great DMCs we have here, click here .

Author: Visit Raleigh

Visit Raleigh is the official and accredited destination marketing organization (DMO) for all of Wake County.

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Understanding the differences between DMOs and DMCs

We are definitely not the first to say that tourism is filled with similar sounding and confusing acronyms, but we are happy to put our hands up and help you make sense of a few. Instead of leaving you to feel on the outer circle of an exclusive club, we would like to lift the curtain on key tourism terminology that will undoubtedly make you feel a whole lot more comfortable with your knowledge of the industry. 

You would be forgiven for mistaking Destination Management Organisations (DMOs) and Destination Management Companies (DMCs) for being one and the same, but as this blog highlights, each is very distinctive in their own right. Although both share extensive knowledge of a particular destination, the way in which they work, their overall objectives and how they interact with travellers is what earns them their own separate titles. 

Before we leap into the definitions of DMOs and DMCs, it i s first important to properly define what a destination is. We know for some it may seem obvious what constitutes a destination but there is a set of crucial characteristics that defines one. 

Seen as hubs that drive tourism activity and engagement, destinations are a “physical space in which a visitor spends at least one overnight.” Other specifics regarding destinations include: 

• The presence of attractions, tourism support services, tourism and non-tourism related activities
• Management is clearly defined by both physical and administrative boundaries
• A range of stakeholders are involved

Destinations can of course be grouped in different ways. For example, some tourists may see a whole country as the destination, for others it might narrow down to a regional destination or a specific town/city. 

The main thing to associate with the definition of Destination Management Organisations (DMOs) is that they have the bigger picture in mind and work towards a common goal. Tasked with coordinating all elements of a tourist destination, from attractions, marketing, accommodation to amenities, DMOs strive to build the competitiveness of the whole destination while keeping sustainability front of mind. 

Depending on the governance structure of an area, a DMO may be broadly responsible for a country, often referred to as a National Tourism Organisation (NTO), or they might have a regional focus and receive the title of Regional Tourism Organisation (RTO). Whatever their scope, the efforts of DMOs are underpinned by the desire to spread the benefits of tourism across their community and establish strong brand identity for the destination. 

In order to drive the competitiveness and sustainability of their destination, DMOs often create destination management models that guide and shape their decision making. Looking at short, medium and long term prospects, considerations are made towards funding allocations, crisis management responses, marketing efforts, business development, training and sustainability. The beauty of these organisations is that they take a holistic look at the industry and closely consult with various stakeholders before establishing a set direction. 

While DMOs essentially oversee the development of tourism in a destination, they are mindful not to control the efforts of independent businesses and are very impartial in their position. Careful not to demand particular actions be taken by tour operators, DMOs take on more of a guiding, facilitating role and want to see local businesses succeed. These organisations offer a huge amount of support to local businesses through the likes of networking, stakeholder engagement, knowledge sharing and training, yet have no say in how their suppliers do business. 

When it comes to marketing, DMOs are huge champions for sharing the amazing things that are going on in their destination and offering suggestions on what tourists should see, try, taste and get amongst. Rather than trying to stimulate direct purchase off their platforms, DMOs act as an intermediary for local businesses and try to guide tourists towards the efforts of individual suppliers. DMOs achieve this through ‘above-the-line’ marketing activities such as highly visible campaigns, outdoor media, radio and television. 

In the same breath, DMOs often spend time focusing on B2B marketing where they seek the interest of inbound tour operators to bring travellers to the destination. One way to capture the attention of these operators is to invite them on trade familiarisations (famils) where they personally get to enjoy activities and experiences that would be well suited to their clientele. Considered to be ‘below-the-line’ marketing, this kind of promotion establishes close working relationships with highly connected agents who can relay their personal experiences to travellers in the hopes of generating greater visitation to the destination. DMOs need to think strategically about what aspects of their destination they are going to show tour operators, travel agents and trade personnel; with thought going into the appearance, content and aesthetic of their itineraries. They also need to get the all important buy-in from suppliers to provide their services or experiences on a complimentary basis thus requiring their financial investment in the famils.

Serving up platefuls of inspiration, these destination specialists live for the greater good and to build a better future for their local tourism industry. 

Comparatively, Destination Management Companies (DMCs) are more focussed on planning and booking trips for travellers, and all of the finer details that this entails. While they want to drive visitation to their local destination, they are largely responsible for the organisation of corporate meetings, incentive trips, conferences and events – also known as MICE (yes, yet another travel acronym for you!). 

We all know the saying ‘you can’t be everything for everyone,’ and this is the exact approach that DMCs take with their daily operations. What gives DMCs an added edge over a business or individual corporate traveller booking their trip independently, is that they are widely regarded as experts on the ins and outs of the destination. While those who are needing to organise a meeting or event in their current location may be comfortable with coordinating all of the details, those that are planning trips to another destination can employ the use of a DMC for added confidence and security. Often seen as specialised consultants, DMCs use their expert knowledge of their area’s local customs, language, culture and nuances to craft trips or events that their clients so greatly desire. From considering what operator should meet and greet the travellers upon their arrival and what accommodation provider would best suit their needs, to deciding what dining experiences and activities should be booked, DMCs save their clients hours of time and unnecessary stress. 

Essentially acting as a third party, connecting local businesses with potential travellers, the presence of a DMC means that their clients only have to deal with one point of contact rather than multiple different suppliers. Although DMCs are focussed on pairing the right experiences with the right traveller or group of travellers, they do not operate with impartiality in mind like a DMO. For this reason, these companies usually choose to promote and sell the products of suppliers that they have the best relationships or deals with. By leveraging off their preferred partners/suppliers, DMCs are able to capitalise on the preferential rates and negotiated discounts that consortia and substantial buyer power offers – ultimately passing this on to their clients. 

Looking through the lens of a local business, the establishment of a partnership or working relationship with a DMC is a valuable avenue for tapping into new client bases. While a DMO tries to stimulate greater demand for the local area, the marketing and expertise of DMCs bring local businesses in direct contact with tourists that are looking to spend money. 

Similar to the debate around the relevance of travel agents in the digital world, there have been discussions in recent times about the future of DMCs. It may be true that people are able to more confidently research and book trips on their accord with the help of the internet, but the due diligence, creative ideas, risk management, up to date information and quality assurance that DMCs offer is invaluable. Aiming to take the stress away from travel planning, DMCs create highly personalised, bespoke itineraries and packages . 

UNWTO World Tourism Organisation Destination Marketing Organisations destinations UNLIMITED Tourism Tiger  Incentive Research Foundation

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DMOs vs DMCs vs CVBs: A Comparison Guide

If you're planning a meeting or event in a new location, still searching for the right location for your event, or want to dig deeper into a location’s offerings, you might consider partnering with a DMO, CVB, or DMC. These organizations can help you understand and navigate a destination, recommend local event venues and service providers, and show you everything a location has to offer.

The tourism industry uses three terms for these types of organizations, and while they might run in similar circles, there are important differences between them.

So, what is a DMO vs DMC vs CVB? What do these acronyms mean, and how do they differ from each other? In this blog post, we'll explain the roles and functions of each to help you understand how planners can uplevel their events with the help of these types of organizations.

What Is the Difference Between a DMO, DMC, and CVB?

To start breaking down the differences between DMOs, DMCs, and CVBs, let’s discuss what they each do .

What Does a DMO Do?

A DMO (Destination Marketing Organization) is responsible for promoting a destination to potential visitors and creating a positive image of their location. A DMO is a non-profit organization that works with various stakeholders, such as local businesses, government agencies, and media to help boost tourism and create the best experiences for those who visit and host events.

For planners, this means DMOs are a key to the city! DMOs can provide local expertise to help planners identify and connect with:

• Hotels and accommodations
• Event venues
• Attractions
• Food and beverage operations
• Suppliers and vendors
• Local event sponsors
• Media connections
• Public and private transportation options
• Local regulations and best practices

Once they know what you’re looking for, organizations like these can offer custom recommendations for event programs, such as themed events, local excursions, entertainment, and more based on a planner’s budget, group size, goals, etc. DMOs can even help negotiate contracts, obtain permits, access incentives, and secure publicity.

What Does a CVB Do?

A CVB (Convention and Visitors Bureau) is essentially synonymous with DMOs. CVBs have the same stakeholders, priorities, and functions as DMOs and, in fact, many CVBs have rebranded themselves as DMOs, and the terms are often used interchangeably.

Why use the term DMO vs CVB? Long story short:

• Not every location includes a convention center, so it wouldn’t be accurate to call a tourism organization at those destinations a “ convention and visitors” bureau (CVB).
• DMO is a more globally recognized term compared to CVB, which makes DMO preferable.
• The use of the word “bureau” in CVB tends to suggest bureaucratic systems, which isn’t what you want to think of when talking about tourism!

What Does a DMC Do?

A DMC (Destination Management Company) provides paid services and logistical support to visitors and event planners, helping to coordinate transportation, accommodation, activities and tours, and events. A DMC is usually a for-profit company that serves clients while promoting their partners, including travel agencies, corporations, associations, and others.

While DMOs primarily assist in showing planners all their locale has to offer, DMCs are often more involved in helping planners manage all destination-related elements of their events. So, DMCs can offer you many of the same services a DMO can, but (for a price), they’ll also execute some elements of your event.

Here’s a quick guide to help you understand the differences between these organizations:

In this post, we’re going to focus on what it looks like to work with DMOs (or CVBs) , but you can learn more about DMCs here .

What Are the Benefits of a DMO for Event Planners?

Working with a DMO can benefit event planners in many ways. Particularly when planners are unfamiliar with a location or are having trouble choosing the perfect destination for their event, a DMO can help pave the way.

Here are some of the ways DMOs can help event planners:

1. Working with a DMO Is Free!

One of the biggest benefits of working with a DMO as a planner is that it doesn’t cost a cent! With cost savings top of mind for many organizations, this is one area where you don’t have to worry about pinching pennies or breaking the bank.

2. Local Connections and Expertise

A DMO can facilitate connections and lasting partnerships with local stakeholders, such as businesses, government agencies, and media. These connections are so useful , especially if planners have a limited local network of their own.

A DMO can also leverage its network and influence to advocate for planners’ interests, resolve any issues or challenges that may arise, and leverage its marketing and promotion channels to give events a boost.

3. Enhanced Attendee Experiences

A DMO can enhance your attendees’ experience by providing added value and support services, such as welcome bags with maps, guides and brochures, and coupons for local businesses, or VIP amenity baskets with local products.

A DMO can also assist with creating and implementing programs and activities that showcase the unique culture, history, and identity of the destination, such as tours, festivals, and other events happening in tandem with planners’ events.

4. Environmental, Social, and Corporate Governance (ESG) Considerations

While choosing an event destination and executing their events, planners must consider ESG factors like sustainability; diversity, equity, and inclusion (DE&I); accessibility; and corporate governance compliance. A DMO can help identify the best partners based on shared priorities and alignment with corporate policies.

For example, DMOs can help planners implement sustainable practices that benefit the destination, the environment, and the community, by partnering with businesses and venues that aim to reduce waste, energy, and water consumption, use local and organic products, and offset carbon emissions.

DMOs can also help identify voluntourism opportunities, whether as a team building exercise or as an added activity for event attendees to participate in during their free time.

Moreover, planners looking for an event venue that prioritizes accessibility and diversity can get help from a DMO to find viable options with the right resources, infrastructure, and inclusive practices.

5. Innovative Offerings

A DMO can foster creativity and innovation by introducing planners to new products, services, and venues that enhance the quality and diversity of local offerings. The more unique experiences a planner can offer attendees, the better! 

Not only does this help planners deliver memorable and engaging experiences, but it also helps differentiate the destination from similar events or previous iterations of an event.

6. Resources to Learn About Your Destination

The more information planners can get about their destination, the better. So, what’s better than having all the details you need handed to you in a curated package?

DMOs have marketing materials for their destination, including professional photos and videos of events and locations, destination brochures and visitor guides, reviews of local businesses, blogs, testimonials, maps, speaker resources, and more.

Not only are these great resources for you and your attendees, but they’re also useful for pitching the location to stakeholders to demonstrate why your destination of choice is the best location for your event!

7. Assistance Planning Itineraries, Transportation, and Logistics

Need help planning an itinerary for a team building event or conference? Want quick and easy details about local transportation options, including parking, buses, shuttles, and more? A DMO can provide you with all these details and help make the logistics portion of your event a breeze.

8. Publicity for Your Events

Who doesn’t love a bit of free publicity? When working with a DMO, they want your event to succeed as much as they want their local businesses to thrive. By plugging your event on their social media and marketing channels, they’re giving your event promotion a boost!

How DMOs Help Hotels, Venues, and Local Businesses

While DMOs can do so much for event planners directly, their involvement with local venues, hotels, and service providers can also be a game changer – not just for these businesses but for planners, too!

Here are a few ways DMOs can help local businesses and, by extension, event planners:

1. Greater Visibility and Simpler Sourcing

At the end of the day, a DMO wants their local community to thrive, and that means boosting business as much as possible. DMOs can increase the visibility and exposure of hotels, venues, and other local businesses by featuring them on their websites, social media channels, and campaign content, and by circulating positive testimonials and referrals within their network of media outlets, travel agents, associations, and other stakeholders.

Of course, a DMO’s recommendations are only as good as the businesses they’re promoting. That means when an event planner comes to a DMO for help sourcing event venues and partners, they aren’t going to refer just anyone; they’ll find the best of the best and make sure those businesses are front and center for planners to choose from and (hopefully) come back to for future events.

2. Increased Collaboration and Communication

A DMO can foster collaboration and cooperation among hotels and venues, by creating and managing platforms and forums to exchange information, ideas, and best practices. A DMO can foster collaboration and cooperation among hotels and venues, helping to align the efforts and interests of local businesses by providing guidance, leadership, and advocacy. 

For planners, this means a more connected network of venues and vendors who are comfortable working with each other and can offer certain benefits for working within their preferred network of professionals.

3. Improved Offerings and Experiences

DMOs have their ears to the ground, both in the world of planners and hospitality professionals, making them excellent partners to help local businesses improve their offerings. With access to market intelligence, trends, and reviews of local services, DMOs can help hotels, venues, and service providers improve their performance based on post-event feedback.

This is great for local businesses and planners alike, as planners and event attendees benefit from the improvements DMOs help facilitate!

4. Innovative Achievements

A DMO can foster innovation and creativity among local hotels and venues by encouraging them to adopt new technologies, practices, and solutions that enhance their efficiency, productivity, sustainability, and overall offerings.

DMOs can also showcase the innovative achievements of hotels and venues by featuring them in their awards, publications, and events. The more publicity these innovations receive, the easier it is for planners to find interesting experiences to offer their attendees!

5. An Advocate for All

DMOs have the power to advocate for and represent the interests and needs of planners, attendees, local businesses, and residents. They act as a bridge between all these stakeholders, promoting a common vision and ensuring everyone is satisfied with the events at their destination.

That means that in addition to helping their local hotels, venues, and service providers attract business, they operate as advocates to help planners achieve the best experience for their attendees while considering the needs of residents, who may be affected by events happening near their homes.

By working in partnership with all these stakeholders, DMOs play an integral role in establishing long-term relationships and partnerships within the travel and tourism industry at their destination. 

When Should You Work with a DMO?

If you’re on the fence about working with a DMO to help plan and coordinate your events, ask yourself these questions:

• Do I know my event location well enough to find the best venues, experiences, and local recommendations for my attendees?
• Should I try to build lasting partnerships with local venues and businesses so my future events in this location run more smoothly?
• Do I need help ensuring my event is well-received, not only by attendees but also by local businesses and residents?
• Am I interested in more unique, “outside the box” experiences for attendees?
• Do I have niche needs or specific requirements that set my event apart?
• Do I want FREE assistance connecting with local businesses, services, and offerings?

If you answered “yes” to any of these questions, a DMO is a great place to start!

With so many benefits of working with DMOs and absolutely no cost to event planners, there’s really no reason to go it alone. Whether you’re planning events in a familiar location or just exploring a new destination, DMOs have something to offer every planner in any situation.

This blog is written in partnership with Visit Loudoun .

Hope Salvatori

Hope is a Senior Content Marketing Associate who has been with Cvent for more than two years. She has 8 years of experience producing content for corporations, small businesses, associations, nonprofits, and universities. As a content professional, she has created content for a wide range of industries, including meetings and events, government and defense, education, health, and more.

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Why DMOs must be about Management, not just Marketing

Written by Veronic Santapa on October 11, 2022 . Posted in Blog .

DMOs are crucial organizations within the tourism industry. They were primarily established to promote destinations. However, with the rapid growth of tourism, the need for its sustainability and management of the sector eventually emerged. Therefore, whether DMOs should focus only on marketing or broaden their activities and be a management organization is part of the future agenda. At Solimar, we have seen time and time again why the M in DMO must also be about destination management, and not just destination marketing.

Let’s define what a DMO is, what roles they fulfill within a destination, and find out why these roles are mostly related to the management of the destination:

What is a DMO?  

DMO stands for Destination Marketing/Management Organization. At times, the role of a DMO is mistakenly perceived to be limited to the marketing efforts, but in reality, DMOs contribute majorly to the development aspects of a destination too. Effectively, the UNWTO defines it as “the leading organizational entity which may encompass the various authorities, stakeholders, and professionals and facilitates partnerships towards a collective destination vision”. Thus, DMOs are not only about marketing, but also about management. But what do DMOs manage exactly? 

Why are DMOs important?  

Originally DMOs were established to competitively market the destinations by image-making, brandin g, and advertising what a place has to offer to tourists. However, in order for a destination to be successful, applying good marketing strategies or setting up an outstanding promotional campaign is no longer enough. Strategic management of the destination is also extremely important. Thus, it is clear that for the future of more sustainable tourism, DMOs must take the lead, as they hold the skills and the knowledge to support the destination through the management of tourism activities. Additionally, they have the ability and the tools to monitor the destination’s performance, allowing them to create the most suitable and sustainable approach to destination development. 

To effectively manage a destination, DMOs should:

• Manage the variety of different stakeholders involved in tourism. This is also connected to the creation of a common website platform, where stakeholders can engage and contribute to the destination’s development
• Consult visitor-related sectors, namely, accommodation, food and other services related to tourism. To this regard, DMOs also facilitate the introduction of quality standards in service
• Help communities become more visible. Developed and advanced communities raise the sense of pride among their residents
• Support local economies
• Encourage sustainable development of tourism

As shown, apart from marketing and brand image creation, DMOs can truly contribute to developing sustainable destinations.

What is destination management?

DMOs are vital for touristic destinations, especially where national or local governments struggle to manage and control all the activities related to tourism. DMOs are especially crucial in the destinations with emerging economies and the tourism sector. The roles of DMOs involve destination development , management of all the available assets and monitoring of the tourism impacts at the destination. DMOs’ ultimate goal is to maintain the destination successful, competitive, and socially and economically developed, and in order to achieve that, it is necessary to create and implement the destination’s development plan. 

Destination Development 

DMOs’ main role is destination development. Destination development includes a range of different activities, such as marketing efforts, improvement or diversification of tourism products and quality of the services supplied. For DMOs, it is crucial to create a development plan which will lead all the activities in the short or long-term perspective. With the development plan, DMOs set the target goals and indicators for businesses, communication, marketing and product development. All the actions taken by the local stakeholders and the DMO itself should be in line with the destination development plan. 

Much of Solimar’s work is oriented on destination development, as many destinations and, consequently, DMOs need facilitation and support at their early stage. 

Management and coordination   of destination assets 

Every destination comprises a variety of resources provided by different organizations, and these resources need to be coordinated accurately to develop a competitive and sustainable tourism offer. The development and maintenance of a tourism destination is a complex process, and it requires a strategy capable of generating and sustaining synergy among all the various elements involved in the sector. 

Local stakeholders, entrepreneurs, government, citizens and visitors have their own roles at the destination, and they are all part of the development process. It is the DMO’s prerogative to bring together representatives from each group to establish integrated and regular interactions and collaborations. These collaborations are essential to create the tourism product, the destination strategy, policy and crisis management plans to foster investments and funding and to evaluate the overall destination’s performance. Moreover, DMOs are also expected to provide services related to the improvement of physical and human resources, supply assistance and advice for hospitality and tourism businesses.

Solimar International’s examples of DMO and asset management

Solimar recognizes the value and importance of DMOs – collaborating with them is a key part of many of our projects. But most importantly, we strategically assist destinations where such institutions are inexistent, but are essential for a sustainable tourism development.

For example, in our current project USAID Visit Tunisia, we are supporting the country in differentiating its tourism offer by promoting six lesser known regions in the country. In most cases, tourism in Tunisia is solely managed by the national tourism organization. The lack of regional DMOs compromises these emerging destinations’ possibility to create and implement a tourism strategy and development plan adequate enough to support the emerging destination and its success. 

For this reason, Solimar is assisting these destinations by encouraging and facilitating the dialogue between the public and private sector and the local communities at a regional level. Under the guidance of our expert Solimar team, the local stakeholders are collaborating and drafting destination development plans, which they are also using to advocate for a local DMO to be established with the help of the national tourism organization. Through this project, we are also supporting Destination Dahar , the first DMO in the country. 

Why DMOs must monitor tourism impacts

As the tourism market and destinations change and evolve, they create an immediate urge of monitoring the impacts created by the tourism activities. This is crucial to evaluate and manage the change and respond to the challenges.

The main goals of monitoring are:

• To understand the effects of tourism
• To identify improvements or/and challenges. This will help the future planning and response
• To enable destinations to remain competitive

Another aim of monitoring is to find out how strategic goals of the destinations are met and measure the main indicators of the destination development. Monitoring impacts helps DMOs collect data on tourism activities. This facilitates the process of analyzing the tourism impacts and coming up with an adequate response, in particular to the most challenging ones. This way DMOs stay responsible, accountable, and fulfill their strategic goals.

DMOs track positive and negative impacts of tourism

Monitoring tourism impacts covers the following main areas: economic, social and environmental. Tourism impacts can be seen as negative and positive. Growing number of visitors positively contributes to the economic growth within the destination. However, it can also cause some threats to the cultural and natural assets of the destination if not managed and controlled properly. For example, in the case of cultural heritage, not well-managed visitor flows can cause damage to the sites.Or in the case of nature, tourism can cause major environmental challenges. 

As seen above, monitoring helps DMOs to evaluate tourism impacts and take the appropriate measures. Various projects implemented by Solimar across the globe cover supporting development of DMOs and naturally, this involves facilitating them to acquire different roles, including monitoring the tourism impacts and effectively responding to it. Solimar’s ongoing project Bangladesh Ecotourism and Conservation Alliance envisages supporting one of the most important protected areas – the Sundarbans. With the project, Solimar works to implement a series of interventions in order to improve tourism and natural resources management in the area. One of the outcomes is creating a local DMO, which will unite the private and public sector and contribute to the conservation of the protected areas through sustainable governance. 

So, why must DMOs make this shift?

Dmos facilitate the social and economic development of the destinations. this is especially important in the case of societies where tourism and the economy are in their emerging phase. in this process, fulfilling merely a marketing goal is not enough. through proper management and leadership, dmos can create inspiring and attractive destinations that will contribute to their socio-economic growth. ,  interested in discovering how solimar can support the management of your destination find more information about our services and training courses . and don’t forget to check out more solimar blog posts to learn everything about the importance of dmos:   here and here ..

Blog by Veronica Santapa and Teona Zhuzhunadze

Tags: destination development , destination impacts , Destination Management Organization , Destination Marketing , Destination Marketing Organization , digital destination marketing , dmos , sustainable tourism , tourism management , tourism marketing

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6 things tourism businesses should know about their DMO

Destination marketing strategy + dmo leadership.

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19 April 2016

15 comments(s).

Managing industry stakeholders is one of the biggest challenges every destination marketing organization faces. Dealing with politics, while proving value and relevancy, is almost always an issue. Even with the best intentions, some industry stakeholders may not understand that their own actions can impact the efficiency and effectiveness of their destination marketing organization (DMO).

If you operate a tourism business, here are six things you should know about your DMO:

1) A rising tide lifts all boats

Although your business might compete with other businesses in your destination, the reality is that when more people want to visit your destination, everybody benefits. Ultimately, it’s the marketing job of the DMO to attract more people to your destination, inspire them to stay longer and spend more money. To do so, your DMO needs to focus on the things that make your destination unique and make people want to visit. These unique aspects aren’t always equally weighted, as some experiences or businesses serve as more critical drivers for tourism than others.

This means that sometimes, the largest and most recognizable attractions in a destination do need the additional exposure they often receive. The Eiffel Tower, for example, makes people want to visit Paris, while the lesser-known café down the street probably doesn’t have the same draw. In this case, Tourism Paris needs to promote the Eiffel Tower over the café, lovely as it might be.

What you should do: Let the DMO work more effectively by focusing on the things that will make business better for everybody, even if that means giving more exposure to certain products more than others.

(While we’re on the subject: if your hotel/restaurant/tour etc. is fully booked when a visitor enquires, why not recommend a trusted partner business? It doesn’t necessarily mean losing business to a competitor, but gaining a satisfied visitor and working together to raise all boats.)

2) A DMO isn’t responsible for your sales

With a few exceptions, your DMO should focus their time and effort outside of selling things. It can be a waste of resources, as there will be a number of places to buy tour packages, flights and hotel rooms once someone makes the decision to visit. Since the existing organizations are often much better at local sales than your DMO, it’s better left to them.

What you should do: Don’t expect your DMO to be a sales channel for tickets or reservations. Instead, empower them to focus on selling the destination experience.

(Note that while some city DMOs do operate very successful booking systems, ticket services and city card programs, these tend to be exceptions rather than the rule.)

3) DMOs need to take a long-term view

As a tourism business, you likely worry about next month’s sales and, if they don’t look good, you might find yourself looking to your DMO for help. In some cases, seeking their support is a valid approach (during the BP oil spill, for example), but this is the exception to the rule. In most cases, it’s more important that your DMO implements a long-term perspective (especially your state, provincial or national DMO) toward building your destination’s brand, reputation and demand over the long term. If they don’t, they risk losing visitors to other, more established destinations in the end.

What you should do: Let your DMO take a long-term view for the ongoing growth of tourism in your destination.

4) DMO employees are passionate about the success of you and your business

Because DMOs are often publicly funded, they face specific complications and tend to fall under a lot of political and press scrutiny. Any perceived mistakes made by the DMO can be highlighted by opposing politicians or lead to negative press. Both of which can have detrimental effects on funding.

This situation can be frustrating for you, but the staff at your DMO are also often frustrated by bureaucracy – they just won’t tell you that. DMO employees are unwaveringly dedicated to their destinations. As professionals they understand their responsibilities, and, more important, they love where they live, what they do and will strive to see their destination become as successful as possible, which includes you and your business.

What you should do: Avoid being skeptical of your DMO’s strategy. Instead, learn to collaborate with and support the staff. They’re doing their best work to support you and can always use encouragement, especially when facing the pressures of politics and press.

Image credit: Sonny Abesamis, Flickr

5) Stop evaluating marketing based on how it looks

It’s all too easy to form an opinion about marketing based solely on what it looks like. For example, you might say, “I like this ad/I don’t like that one,” or, “I like the colour of this website/I don’t like that one.” Often these opinions are based on what the competition is doing. You could hear, “Those TV ads from Destination X look much better than ours.” Or worse, “Why don’t we advertise on TV, the way the DMO next door does?”

If industry stakeholders pay too much attention to how campaigns look, a DMO will often follow suit instead of implementing the most effective marketing for the potential visitor. They might even ignore opportunities with digital ads, email marketing or social media to save the budget for TV or something costlier. These decisions are not necessarily made intentionally, but because stakeholders, whether directly or indirectly, have influenced their decision-making process.

What you should do: Avoid judging your DMO’s marketing tactics based on their appearances. Focus instead on their objectives and the results. Instead, be open-minded about where and how the organization markets your destination.

6) Embrace failures

You might think embracing failure is nonsense. It’s true that in order to grow, you need to win, but you also need to lose. Basketball legend Michael Jordan, who also missed a lot of shots, once said “I’ve failed over and over and over again in my life. And that is why I succeed.”

Marketers frequently need to experiment in order discover what works and what doesn’t. Unfortunately, many DMOs are afraid to try something different or innovative because they fear the outcomes. They’re concerned that if a new strategy doesn’t work, industry stakeholders, media or politicians will criticize their efforts, jeopardizing their funding or their jobs. As a result, DMOs can often be risk-averse and resort to safe, old-fashioned methods that yield mediocre results.

What you should do: Accept failures as lessons for making better efforts in the future. If things don’t go as planned, remember to support your DMO in the face of critical media and politicians.

Editor’s Note: The original version of this post appeared on William Bakker’s Destination Marketing Blog: Six Things Tourism Businesses Should Know About Their DMO

Do you have more suggestions or examples of how businesses can best support a DMO? Let us know in the comments.

Related reading: The destination management and marketing model

Featured image credit: Cátia Matos, Pexels

15 Comments

Well written William! In addition, DMO’s need to ensure that tourism businesses and stakeholders within their jurisdiction are plugged into the work the DMO is doing. Sounds obvious but the work of many DMO’s has been criticized or dismissed simply because the DMO has not taken the proper initiative to ensure that they have effectively communicated and engaged their stakeholders in the work they are doing.

Thanks Clint. You are right. In the past you could do Destination Marketing almost in isolation. Run mass media, work with trade and media to promote the destination. Because of the wide variety of opinions DMOs often built some pretty big walls to keep industry out of the kitchen. But that’s completely changed. Instead of promoters, DMOs need to be leaders and collaborators. DMOs need to understand this and industry need to give their DMOs enough credit and leeway. Trust is key.

Great piece Mr. Bakker. Not only well written, but focused on creating better marketing, and servicing visitors more effectively. I also think that you’ve given voice to what has been on the minds of many DMO professionals, and will hopefully be read by tourism stakeholders – not to prove a point, but to eliminate some of the wasted effort and energy created in the misunderstandings between industry and the PMO/DMO.

Cheers William!

Thanks Rick, that was my intent. To give a voice to what many of you are thinking but can’t necessarily voice out loud. Running a DMO is very complex and it’s hard to see that looking at it from the outside in.

This is an excellent help for me as Chair of Cannon Beach’s Marketing Committee. It’s a small community with the usual mix of boosters and concerned citizens. The “DMO” is linked to the Chamber, but the only real economic generator is tourism. It has only just started to receive a small amount of funding through the Transient Lodging Tax, so it’s a great time to create their first full marketing plan. Off to the Oregon Governor’s Conference on Tourism today. Oregon is so similar to BC in so many ways with a great lead “PMO” in Travel Oregon. You should speak here one day!

Cheers! And thank you for all your contributions to destination marketing.

Thanks Kevan. You’re right, Oregon is doing some great stuff. So is Portland.

A great piece, but plenty of us at front line also see much that some DMOs do only to justify their own existence, not help their destination. We see this in little to no substantive stakeholder engagement, a heavy-handed top-down “we know better than you” approach to decision making and a focus on tools over strategy. I appreciate when a DMO pays big money for the latest and greatest planning, audience segmentation or promotional tool, but too often I see egos throw good money after bad.

My two cents.

Hey Chris, those are good points. Watch for a follow-up piece about what DMOs should know about operators… success for all in the future requires a much stronger partnership and collaborative effort. There’s definitely work to be done on that front in many cases.

Hi, interesting article. As a member of the public I had no idea what “DMO” is/was. I had to trust Google to steer me in the right direction. If you use acronyms in an article, please, at least, define them first.

Hi John, Thanks for the feedback. I’ve updated this post to make the DMO abbreviation clear from the start.

It was a good read and I appreciate the time in letting us stakeholders know the room that the DMO needs to move around in. It helps broaden my perspective when I am sitting at the table in review mode. What I believe would be helpful as we move further into the process here in CR is to understand what our destination is lacking. It would help us augment and adapt our business models to fill some of the voids and gaps in what our community has to offer.

Thanks Thomas, we’re progressing nicely in CR andante some foundational elements are solidly in place we can start working on exactly that. The opportunity for the community and entrepreneurs are amazing. Looking forward to talk more soon.

Hi, I really appreciated your article as you hit many topics on the head. Regarding number 2, do you have any examples of DMO websites that do not offer booking activities through their sites?

Hi Katie, I think at this point the far majority of DMOs don’t book activities through their site. The ones that do are probably the exception these days.

Hi Katie, glad you enjoyed the article. Destination Cleveland and Tourism Western Australia both have effective DMO websites that do not offer direct booking. Both sites have listings and discount codes for some attractions, but they do not host the booking systems.

You can find those sites and more examples on this post called “8 tips for a brilliant DMO website and our Hall of Fame”. https://destinationthink.com/8-tips-destination-marketing-dmo-website-hall-of-fame/

Thanks for the question, David

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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’

Chygurno Gardens

Read the UK Government’s full response to the de Bois Review, and its vision for England’s destination management.

Learn more about LVEPs

VisitBritain

Find out more about England’s 30+ Local Visitor Economy Partnerships – the strategic ​​organisations working on shared priorities to support the visitor economy.

Useful contacts

Paul szomoru.

VisitEngland Regional Development Lead – North East and Yorkshire

Nicola Said

VisitEngland Regional Development Lead – North West and West Midlands

Rachel Gillis

VisitEngland Regional Development Lead – East Midlands and East of England

Claire Ford

VisitEngland Regional Development Lead – London and South East

Robin Tjolle

VisitEngland Regional Development Lead – South West

Discover more

Resources for destination partners.

Expert advice, tools and support for destination management teams.

Developing a Destination Management Plan or Tourism Growth Plan

Learn more about this essential tool for setting a clear vision for the growth, promotion and future of your destination.

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How DMOs Can Work Better with Local Tourism Partners

That’s because there are a variety of DMO funding models that determine who and what an organization devotes attention to. A Destinations International DestinationNEXT 2019 survey found that about one-third of respondents (32%) were part of a non-profit with a membership model, the largest percentage of respondents. 

Source: Destinations International

Nearly 22% said they had a non-profit with no membership model, while 20% were government organizations, and 9.4% had a public/private partnership. 

DMOs with membership models typically focus their efforts on marketing their members, which often include tour operators, attractions, and hotels, and some funding models largely depend on the latter for tax dollars. 

A Mutually Beneficial Relationship

With both travelers’ expectations and tourism arrivals increasing, it’s never been more important for DMOs and their partners to understand how to maximize their symbiotic relationship. 

This relationship hinges on both DMOs and partners’ abilities to listen to each other. DMOs need to ensure that partners understand what they do and the connection between their strategies, economic impact, and partners’ business success. They also need to listen to their operators, members and other partners of all sizes to understand the challenges they face.

“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 behavior and marketing is changing fast,” writes William Bakker, Chief Strategist & Partner at Destination Think! .

Bakker said business owners often don’t know where to start or how to be 100% effective.

“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.”

Here are a few examples of how DMOs can sell their destination while also helping travel and tourism partners with their specific and more long term marketing plans.

1 | Create Shareworthy Content On Your Blog

Travelers love listicles and sample itineraries that are easily digestible and shareable. Some DMO blogs are widely used by locals and tourists alike and have a steady stream of organic traffic, while other tourism boards help bolster their content’s organic reach with paid media.

Visit Indy thought like travelers when it came up with the idea to write a blog post on Instagrammable foods in Indianapolis . Many travelers love to share photos of the food they eat during their trips to 1) help them remember what they ate and 2) capture moments around a dining table that everyone can relate to. 

The post is a beautiful example of using multiple user-generated content (UGC) galleries to showcase delicious and photogenic Indy restaurants. Restaurant partners get some DMO spotlight treatment that comes across in an authentic way, and destination marketers have more content that highlights the unique food culture of their destinations. 

Visit Huntington Beach also capitalized on travelers’ penchant for food photos when it published a blog post on local pizza place gems in the destination. After doing some keyword research, the DMO noticed there was a lot of search intent for the best local pizza joint. The result? The blog became one of their top-performing in just a few weeks.

2 | Drive Traffic to Partner Pages with CTAs

Smaller partners may not have websites or a social media presence of their own which can make DMOs’ roles even more crucial. 

Yarmouth and Acadian Shores Tourism has already created 76 UGC galleries for each food and beverage partner on their website and plans to add more to help drive traffic to partners who don’t have their own social platforms. 

3 | Engage In A Content Partnership

Strength in numbers is a strategy that rarely fails any organization. That’s why it’s key for the travel industry and tourism boards to form both local and regional content partnerships to amplify the stories of attractions, museums, tour operators, and hospitality partners.  

Destination British Columbia took this to heart when it started using CrowdRiff’s new Travel Stories . Some 29 Destination BC partners currently participate in the network, which eliminates the need for brands to manually connect with partners to source local stories. 

Since the Travel Stories pilot launched this summer, participants in the BC Localhood across the province have created over 800 stories, resulting in over 1.4 million impressions and 145,000 story views.

Even if you’re a smaller DMO or convention and visitors bureau (CVB) without access to a partner network, you can engage in content partnerships on a smaller scale . 

4 | Balance Preservation with Growth

There’s a delicate balance between environmental, social, and economic development in any destination and Bhutan is a great example of how to work towards striking one and practicing destination management .

        View this post on Instagram                   Caught in action of a family walking back home after receiving blessing from Buddha Dordenma, the biggest bronze Buddha statue at Thimphu, Bhutan ❣ Always Love your family. Spend time, be kind and serve one another. . . . . #Thimphu #buddha #dordenma #bhutantourism #buddhism #lonelyplanet #buddhist #bhutan #bhutan_ig #bhutantravel #travel #tourism #asia #bhutanese #family #life #asian #himalayas #inside_bhutan_ A post shared by Land of Happiness (@inside_bhutan_) on Jan 7, 2020 at 4:50am PST

Bhutan requires travelers to spend a minimum amount per day, from $250 to almost $2000 for luxury travelers. Visitors must sign up with a registered Bhutanese tour agency before their arrival and there are also controls in place to only allow a certain amount of people into the country each day. 

The government uses a portion of generated funds for social welfare programs throughout the country. Local tour operators and other Tourism Council of Bhutan partners benefit from travelers being required to use them and locals are generally happier with tourism because of its tight controls and the positive impact it has on their lives.

This is just one great example of a destination marketing organization taking progressive strides to better manage their destination so everyone wins. 

Sign of The Times

If the statistic that more than half of 18 to 65-year-olds book trips purely based on images they see on Instagram, reports the Telegraph , isn’t telling of the age in which destination marketers find themselves, little else is. 

DMOs ultimately aren’t responsible for partners’ sales and success, but they are in the business of telling stories that stand out to travelers and inspire them to book a trip, and that’s done best only when everyone is communicating effectively and unafraid to take risks and try new things.

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Break the Ice Media & Travel Alliance Partners have merged to offer you more as Travel Alliance Partnership.

Travel and Tourism Terms, Acronyms & Abbreviations

Every industry has its language; can you talk tourism.

We abbreviate words or phrases to save time, effort or space. This is great, but if you don’t know what the acronym or abbreviation stands for, it may feel like people are speaking a different language. For those of us in the tourism industry, like many others, we use a wide array of abbreviations and/or acronyms. Below are 21 travel and tourism terms used frequently.

Jump to a section: A-D F-G I-N M-T

Travel and Tourism Terms

Accessible:  Usable by all people . Whether a hotel, restaurant, or attraction can by enjoyed by people of all ages and abilities, regardless of physical or other limitations.

Assets: The attractions, hotels and restaurants within a given region . Assets are what that area has to offer guests who visit.

Buyers: Travel Trade professionals who sell to consumers . They are tour operators, receptive operators, travel agents and OTAs (online travel agents). They look for destinations and attractions to package and sell to their customers.

CVB :  Convention and Visitors Bureau.  Primarily the same thing as a DMO or TPA (see below).

DMO: Destination Marketing Organization.  A destination marketing organization is an entity that promotes a town, city, region, or country to increase visitation. It promotes the development and marketing of a destination, focusing on convention sales, tourism marketing, and services. The primary goals of a DMO are to create and implement strategic marketing plans around tourism, to bring local tourism businesses together and to help them work collectively. This transforms a set of attractions, activities and services into a cohesive and compelling travel experience. For example, Break the Ice Media works with several DMOs, including Cayuga County Office of Tourism , Genesee County Office of Tourism and Visit Syracuse .

Implement strategic marketing plans

FAM : Familiarization Tour . FAMs are marketing initiatives, inviting either media or travel trade professionals to tour a region or destination . Experiencing it helps them write about it or sell it as a product to their customers.  The activities on a FAM are typically shorter than what the actual visitor experiences. They provide a sampling of what is offered.

FIT:  Foreign Independent Traveler .  An international family or small group travelling to the USA. They arrive by airplane and usually rent cars for transportation.

Fly drive:  A v acation package that includes air transportation and a rental car . Many international tourists (FITs) prefer to buy these types of packages to explore a destination.

Front-line staff:   People who interact with and give service to customers, guests and visitors. For example, front desk staff at a hotel or a cashier at an attraction.

Group Leader:   The p erson who accompanies and/or leads the people on a group tour . They work for the Group Tour Operator who sells the tour.

Group Tour Operator: A person who puts together vacation packages for groups .  They sell these packages as products to consumers. They also fit into the category of Buyers.

Tourism generated by visitors from foreign countries

Inbound operators:   Agencies that specialize in providing tour packages to international travelers visiting the United States.  Also known as Receptive Operators. Travel agents from foreign countries will work with an inbound receptive operator to find a travel package that suits their customers. A couple of examples are TourMappers and ATI , who we’ve worked with.

Inbound Tourism:   Tourism generated by visitors from foreign countries .  This does not include domestic travel like visitors from drive markets and in-state visitors.

Itinerary:  The planned route for a trip.  This is what travel trade professionals sell to their customers. It’s a pre-planned experience with where to go, when, and what to expect when you get there.

Motorcoach:   Large passenger bus.  This is the vehicle most often used for people travelling with group travel tours.

Net Rate:   Hotel room inventory sold via a third-party distributor at prices subject to commission. The  Net Rate  is the price for a hotel room without the commission of the third-party distributor. These distributors could be a travel agent, receptive operator or online travel agent. (See also, Rack Rate)

Create Itineraries for Foreign Independent Travelers

Partners:  The people who own or manage the assets of a region.  These partners work closely with their region’s DMO and benefit from tourism dollars spent at their establishments.

Rack Rate:   Standard daily rate established for hotel rooms.  This rate is typically public, printed on hotel brochures and listed on websites.

Suppliers: Tourism or Travel professionals who sell to businesses aka Buyers . They sell B2B (that means business to business). They work with tourism companies to promote their attraction or destination.

TPA: Tourism Promotion Agency. This is basically the same thing as a DMO. A government agency that promotes tourism in a specific county or region within a state.

Travel Advisor: Someone who assists consumers in booking trips. Previously called travel agents, travel advisors do more than book travel for people. The term agent switched to advisor to demonstrate how these professionals coordinate trips and help groups, families or individuals plan and book their travel.

Rhonda Carges

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6 years to the Global Goals – here's how tourism can help get us there

Inclusive governance and community engagement in tourism planning and management can aid sustainable development goals. Image:  Unsplash/D Jonez

.chakra .wef-1c7l3mo{-webkit-transition:all 0.15s ease-out;transition:all 0.15s ease-out;cursor:pointer;-webkit-text-decoration:none;text-decoration:none;outline:none;color:inherit;}.chakra .wef-1c7l3mo:hover,.chakra .wef-1c7l3mo[data-hover]{-webkit-text-decoration:underline;text-decoration:underline;}.chakra .wef-1c7l3mo:focus,.chakra .wef-1c7l3mo[data-focus]{box-shadow:0 0 0 3px rgba(168,203,251,0.5);} Zurab Pololikashvili

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• Tourism is a significant economic force that has returned close to pre-pandemic figures, with 1.3 billion international travellers and tourism exports valued at approximately $1.6 trillion in 2023.
• The tourism sector must adopt sustainable practices in response to climate change, biodiversity loss and pollution.
• Inclusive governance and community engagement in tourism planning and management are key to ensuring the sector’s support to local identity, rights and well-being.

With mounting challenges to our societies – conflict, geopolitical tension, climate change and rising inequality – we should look to the 17 Sustainable Development Goals (SDGs) and their promise of a shared blueprint for peace, prosperity, people and planet by 2030. However, as UN Secretary General Antonio Guterres reminds us , “that promise is in peril” with the impact of the COVID-19 pandemic having stalled three decades of steady progress.

Tourism can help deliver a better future, and with less than six years to go, it must unleash its full power to achieve this.

Have you read?

Turning tourism into development: mitigating risks and leveraging heritage assets, what is travel and tourism’s role in future global prosperity, how travel and tourism can reach net zero, tourism’s economic boon.

International tourists reached 89% of pre-pandemic levels in 2023. Around 1.3 billion tourists travelled internationally, with total tourism exports of $1.7 trillion, about 96% in real terms of the pre-pandemic value. Preliminary estimates indicate that tourism's direct gross domestic product (GDP) reached $3.3 trillion, the same as 2019, as per our World Tourism Barometer .

Yet, persisting inflation, high interest rates, volatile oil prices and disruptions to trade could impact the pace of recovery. Uncertainty derived from ongoing Russian aggression against Ukraine, the Israel-Hamas conflict and growing tensions in the Middle East, alongside other mounting geopolitical tensions, may also weigh on traveller confidence.

Results from the World Economic Forum’s latest Travel & Tourism Development Index reflect the impact of some of these challenges on the sector’s recovery and travel and tourism’s potential to address many of the world’s growing environmental, social and economic problems.

Therefore, as the sector returns, it remains our responsibility to ensure that this is a sustainable, inclusive and resilient recovery.

The climate imperative

Climate change, pollution and biodiversity loss are making extreme weather events increasingly challenging for destinations and communities worldwide. The tourism sector is simultaneously highly vulnerable to climate change and a contributor to harmful greenhouse gas emissions.

Accelerating climate action in tourism is critical for the sector’s and host communities’ resilience. We are taking responsibility but more needs to be done to reduce plastics, curb food waste, protect and restore biodiversity, and reduce emissions as the demand for travel grows.

The framework proposed by the Glasgow Declaration on Climate Action in Tourism is catalyzing the development and implementation of climate action plans, guided by and aligned to five pathways (measure, decarbonize, regenerate, collaborate and finance). It’s a clear plan to enable the transition towards low carbon and regenerative tourism operations for resilience. Over 850 signatories from 90 countries are involved in innovating solutions, creating resources and connecting across supply chains, destinations and communities.

Leaving no-one behind

Tourism can be a powerful tool to fight inequality, within and between countries but only so long as we also address diversity, equity and inclusion in the sector, provide decent jobs and ensure respect for host communities and shared benefits.

One good example of tourism’s potential to progress shared prosperity is Rwanda’s Tourism Revenue Sharing Programme . Initiated in 2005 and revised in 2022, it aligns conservation efforts with community development. The programme designates a portion of National Parks revenues to ensure that local communities benefit directly from conservation and tourism activities. Initially set at 5%, the share of total revenue now stands at 10% .

Travel & Tourism Development Index 2024

New tools, jobs and values.

Technology, ease of travel and the pandemic have all accelerated changes in how we work. Again, as we progress, we have a duty to ensure we are leaving nobody behind. Education and skills are vital to progressing equality, growth and opportunities for all, making them a cornerstone of the SDGs. However, tourism businesses face a labour shortage to cope with travel demand. We must make tourism more attractive to young people so they see it as a valued career path.

We also need to support micro-, small- and medium-sized enterprises (MSMEs), which make up around 80% of all tourism businesses worldwide and up to 98% in some Group of 20 (G20) economies. While each country’s challenges are different, digitization, market access, marketing and skill gaps are key areas we should address with targeted policies for MSMEs and entrepreneurship.

Measuring impact

Sustainable tourism is only possible if we can properly measure the sector’s impact and progress in three dimensions: economic, social and environmental.

Last March, the UN adopted a new global standard to measure the sustainability of tourism (MST) – economic, social and environmental. Developed under the leadership of UN Tourism and endorsed by all 193 UN member states, the MST statistical framework provides the common language (agreed definitions, tables and indicators) for producing harmonized data on key economic, social and environmental aspects of tourism.

Countries and other stakeholders now have the foundation to produce trustworthy, comparable data for steering the sector towards its full potential. And indeed, over 30 countries and subnational regions have already implemented the flexible MST framework, focusing on the data most relevant to their sustainability efforts.

Centring community wellbeing

Increasingly, communities worldwide demand a tourism sector that respects their identity, rights and wellbeing.

Transforming the sector requires rethinking governance as more holistic with a whole-government approach, multi-level coordination between national and local policies and strong public-private-community partnerships. Listening and engaging residents in tourism planning and management is at the core of the sector’s future.

Take Barcelona as an example. Here, e tourism represents 14% of the city’s GDP. The Tourism and City Council was created in 2016 and relies on citizen participation to advise the municipal government on tourism public policies. This initiative demonstrates the advancement of tourism governance from classic public-private collaboration to public-private-community. Therefore, issues around the visitor economy become those for official city consideration.

Delivering on tourism’s potential

We urgently need to grow investment in tourism. The data is encouraging: the UN Conference on Trade and Development World Investment Report 2023 shows that global foreign direct investment across all sectors, tourism included, reached approximately $1.37 trillion that year, marking a modest increase of 3% from 2022.

At the same time, we need to ensure this investment is targeted where it will make the most significant and most positive impact by building greater resilience and accelerating the shift towards greater sustainability.

The significant benefits tourism can offer our economies and societies, as well as the challenges obstructing us from fully delivering on this potential, are now more widely recognized than ever.

Tourism is firmly on the agenda of the UN, G20 and Group of Seven nations and the Forum. Delivering on this potential, however, will require political commitment and significant investment. But given what is at stake and the potential benefits to be gained, it should be seen as a huge opportunity rather than a daunting challenge.

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License and Republishing

World Economic Forum articles may be republished in accordance with the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International Public License, and in accordance with our Terms of Use.

The views expressed in this article are those of the author alone and not the World Economic Forum.

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Small island developing States (SIDS) gathered in Antigua and Barbuda this week for the SIDS4 conference should not be afraid to stand up to companies seeking short-term profit at the long-term expense of human health and the environment – especially in the tourism sector.

That’s the message from the Seychelles-born Executive Secretary of the UN-administered Basel, Rotterdam and Stockholm Conventions Rolph Payet. He told UN News in Antigua that pollution – from chemical waste or cruise ships – is a “time bomb” for vulnerable countries unless they band together and take more action.

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