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Destination Marketing International
Market Report, April 2005, 445  €


Description

About this reportThe umbrella term ‘Destination Management Organisation’ (DMO) encompasses a wide range of organisations, including: national tourism organisations regional provincial/state tourist organisations city tourism organisations coastal resort organisations ski or other sports resort organisations.
The World Tourism Foundation predicts that: “By 2012, the Destination Management Organisation will be the dominant, most influential and most respected force behind the world’s largest industry, or…not exist at all.”These are challenging times for DMOs, which are faced with changing funding models, new technology, increased competition and changing consumer needs.
This report is designed to provide an international perspective on these and other key issues facing DMOs.
Drawing on the latest published research, it discusses the role of such organisations in today’s travel industry , including case studies to show how DMOs are successfully adapting to evolving tourism trends.


Sommaire
 
Contents
 

 
Introduction
 

 
Government Support for Tourism
 

 
The rationale for state-sector support of tourism
 
Market failure
 
Fragmentation
 
Industry risk
 
Free riding
 
Consumer risk
 
Infrequency of purchase
 
Seasonality
 
Labour intensive
 
The composite effect
 
DMO Funding Models
 
Figure 1: The funding status of DMO
 
Full state intervention – public-sector dominated
 
Partnership – public/private sectors
 
Minimal intervention – private-sector led
 
Alternatives to government support
 
Evolving Roles of DMOs
 

 
DMOs – facing the challenge
 
DMOs – the problems/threats and strengths/opportunities
 
Figure 2: SWOT analysis of DMO
 
DMO as knowledge broker
 
Figure 3: The DMO as knowledge broker
 
DMO as brand champion
 
Case study: Product Clubs in Canada
 
Product club application criteria
 
The Conservation Lands Product Club
 
Target markets
 
Business partnerships
 
Marketing activities
 
Case study: Tirol Tourist Board
 
Case study: Netherlands Board of Tourism
 
Figure 4: The role of public and private sector in the consumer buying process
 
Case study: South Africa Tourism
 
Figure 5: Customer-led marketing by SAT
 
SAT global competitiveness study
 
Evolving DMO Structures
 

 
Case study: Northwest Regional Development Agency
 
Focus on star brands
 
Make it easy
 
Supporting the best
 
Number 1 for business
 
Polishing gems
 
Intelligence-led
 
Signature projects
 
Figure 6: The Northwest Development Agency tourism structure
 
Destination Management Systems and e-business
 
Figure 7: e-business implementation by DMO
 
Profile of DMS providers
 
Tiscover
 
Figure 8: The historical development of Tiscover
 
Figure 9: Tiscover multi-channel distribution
 
Figure 10: Tiscover accommodation distribution
 
OmniTourism
 
Case Study: East of England Tourist Board UNITE Project
 

 
Figure 11: East of England Tourist Board UNITE DMS brand identity
 
Figure 12: EnglandNet ‘interoperability’
 
Five elements of the UNITE project
 
Data
 
E-booking tools
 
Website
 
Distribution
 
Ongoing support and training
 
Figure 13: Benefits of EETB’s DMS project
 
Organisational issues
 
Case Study: e-business applications in Tourism New South Wales
 

 
Evaluation of Marketing Activity
 

 
Challenges inherent in DMO evaluation
 
Steps involved in developing an evaluation plan
 
Causality/behaviour models of evaluation and performance indicators
 
Figure 14: Causal evaluation methods
 
Communication models of evaluation
 
Figure 15: DMO promotional activities
 
Figure 16: Approximate spend on promotional activities by national tourist offices
 
Figure 17: Types of promotional activity most frequently evaluated by DMO
 
Figure 18: Performance indicators used by DMO
 
Figure 19: Evaluation methods used by DMOs according to size of promotional budget
 
Case Study – Marketing evaluation by South Africa Tourism
 

 
Figure 20: Market segmentation by South Africa Tourism based on visitor arrivals
 
Segment 1
 
Segment 2
 
Segment 3
 
Measuring the impact of the tourism strategy
 
Figure 21: Foreign tourist arrivals to South Africa, 1998-2003
 
Outlook
 

 
Index to Travel & Tourism Analyst
 

 
Index grouped by geographic area
 
Index to TTI Destination Reports 1993-2004
 
Country reports
 
City reports
 
Special Reports Index
 
2003
 
2004
 
Forthcoming in 2005
 
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