Destination structure revisited in view of the community and corporate model

Gajdošík, Tomáš; Gajdošíková, Zuzana; Maráková, Vanda; Flagestad, Arvid

doi:10.1016/j.tmp.2017.07.009

Cited by 21 publications

(3 citation statements)

References 54 publications

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“…Thus, this experience should help to definitively accept that the M in DMOs has to stand for management (also for conflict/risk/crisis management, strengthening the resilience capacity of destinations), instead of marketing, changing its traditional role. To be more specific, destination management should adopt a network perspective to include a wide selection of stakeholders and their interdependencies, seeking a balance between competition and cooperation (Gajdošík et al , 2017): Instead of a marketer (a role that can be played more effectively by the private sector – without prejudice to the support of public funding and following some agreed guidelines – in line with the replacement of the obsolete institutional and supply-oriented perspective by a market-oriented one), an orchestrator of the multiple, diverse and autonomous, but interdependent, players in the destination ecosystem, including local communities (Reinhold et al , 2015). A hub within an open system or network able to orchestrate: a shared strategic vision on the destination and its model of development (including infrastructures); a fetching message for the destination brand; the improvement of quality and environmental standards; a plan for the destination adaptation to climate change, circular economy, the exponential technological change and other challenges ahead; a coordinated reaction against new threats, risks or crisis; the regeneration of essential resources (natural, heritage, etc.)…”

Section: Proposalmentioning

confidence: 99%

Covid-19 crisis: a new model of tourism governance for a new time

Vargas

2020

WHATT

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Purpose The COVID-19 crisis has had a dramatic impact on the tourism industry, with new challenges that calls for a combination of short- and medium-/long-term perspectives. At the destination level, a factor that has a critical incidence in the recovery path is the type of tourism governance. With the spotlight on this factor, the purpose of this paper is to reflect on the need to accommodate the model of tourism governance to the requirements of this new time. Design/methodology/approach The discussion that already existed in the literature about the roles of destination marketing organizations (DMOs) has been brought into the new context of the coronavirus crisis to propose three fundamental changes in them, together with the centrality of host communities in a model based on public–private–people partnerships. Findings Under the principle that the M in DMOs has to stand for management, an evolution of these organizations toward the performance of three different roles is proposed, namely, as the orchestrator of the various players in the destination, the facilitator of opportunities for its members and the intelligence promoter and their strategic mind. Practical implications The practical implications of this proposal are numerous, as it represents a move beyond the usual public–private partnerships of the old normal and goes further than the traditional roles of marketer, intermediary in the value chain and brand promoter. Originality/value To the best of the author’s knowledge, this is the first work dealing with the topic of tourism governance in the context of the pandemic.

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Section: Proposalmentioning

confidence: 99%

Covid-19 crisis: a new model of tourism governance for a new time

Vargas

2020

WHATT

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“…But beyond these external factors and forces, key to organisational dimensions in any field of tourism is linking to planning agendas, participation of stakeholders and involvement of the local community (Perić, Wise & Dragičević, 2017;Perić & Wise, 2015;Warburton, 2009;Wise, Mulec & Armenski, 2017). Furthermore, benchmarking can help shape tourism planning practices locally to improve destination structures, delivery and management, as well as seeking an understanding about how to engage the local community (see Gajdošík et al, 2017).…”

Section: Destination Benchmarkingmentioning

confidence: 99%

Benchmarking service delivery for sports tourism and events: Lessons for Gorski Kotar, Croatia from Pokljuka, Slovenia

Wise

Perić²,

Ðurkin³

2019

EJTR

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Benchmarking is essential for developing destinations to improve and develop their service delivery. Croatia is a well-established summer tourism destination, but more remote (inland) destinations seek to increase their competitiveness to help sustain Croatian tourism year-round—to diversify tourism offerings beyond the (more traditional) sea and sun opportunities. Expanding Croatia’s tourism offer will require additional investments, not only in coastal destinations but in rural continental areas as well. Looking at how more established rural and winter destinations are planned and managed, this paper seeks to discuss how Croatia can learn from its neighbour Slovenia which has well-established winter sports destinations (in rural areas). This is where a benchmarking approach, building on a comparative analysis conducted through fieldwork research contributes new insight. Research was conducted in both Pokljuka (Slovenia) and Gorski kotar (Croatia) between 2015 and 2017. Three different procedures were used to collect data: (1) documental research of the destinations, facilities and events, (2) on site visits involving qualitative interviews and conversations with key stakeholders and (3) direct observation of the destination while attending events. Three emergent themes best reflected the analysed insights from the data collection: infrastructure, business operations and community involvement/stakeholder participation. To assess different points of service offering and delivery, discussions in Pokljuka were framed around sports tourism opportunities and their established business models to understand planning, management, organisation and service delivery. These same three points are then discussed as opportunities for Gorski kotar. To reiterate the benchmarking focus, first research must present a comparative analysis and then put emphasis on planning and managing service delivery to help highlight how insight from a well-established destination informs emerging destinations with tourism potential.

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“…As such, there was inadequate implementation follow-up to assess long-term results. In consequence, many Community Tourism Centers become extinct (or inactive), which shows how important is to have optimal organizational structure as the key to success [39] for any type of undertaking.…”

Section: Introductionmentioning

confidence: 99%

Diagnosis of Administrative and Financial Processes in Community-Based Tourism Enterprises in Ecuador

et al. 2020

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In recent years, community-based tourism has become a source of income within indigenous and rural communities, either as a principal or complementary activity. However, the management of the administrative and financial processes of this type of enterprise was unknown. In this sense, this paper aims to analyze the state of these processes within the so-called Community-Based Tourism Enterprises (CBTEs) in the provinces of Pichincha, Napo, and Imbabura (Ecuador). For this purpose, a matrix was designed to collect information on the administrative and financial processes that an enterprise should have, detailing all their elements with their respective assessment. Also, an interview was administered to the 28 community leaders (one for each CBTE) to diagnose each issue of business management. In this diagnosis, it was concluded that, despite having a certificate from the Ministry of Tourism (MINTUR), the Community-Based Tourism Enterprises have not implemented important administrative and financial processes such as a strategic plan, operational plan, market study, cost analysis, process manual, market plan, initial situation, results status, final status, or financial indicators. Therefore, in the long term, this leads to poor management of business resources, which can result in the closure of these enterprises.

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Destination structure revisited in view of the community and corporate model

Cited by 21 publications

References 54 publications

Covid-19 crisis: a new model of tourism governance for a new time

Covid-19 crisis: a new model of tourism governance for a new time

Benchmarking service delivery for sports tourism and events: Lessons for Gorski Kotar, Croatia from Pokljuka, Slovenia

Diagnosis of Administrative and Financial Processes in Community-Based Tourism Enterprises in Ecuador

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