Journal of Investment and Management

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“Intervention of Destination Management Organization’s In Tourist Destinations for Branding, Image Building and Competitiveness – A Conducive Model for Karnataka”

Received: 04 March 2013    Accepted:     Published: 30 June 2013
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Abstract

Destination Management Organization (DMO) is a technical body which is supported by the Host Government. DMO’s initiate a standardized procedure to market a destination by attracting right quantum of tourist, to synergizes activities on tourist destinations. DMOs are also perceived as marketing organizations designed to bring buyers (visitors) in contact with marketers (providers of tourism products and services). DMOs can flourish with Destination marketing as a proactive function. Visitor centered approach to the economic and cultural development of a destination will balance & integrate the interests of visitors, service providers and the community. Core DMO functions are to market the destination as attractive to visitors (i.e., generating prospects) through marketing and promotional activities like, branding, advertising, media production, etc. Providing suppliers with market intelligence plus cost effective access to distribution channels are other functions. The interest also will be on providing some level of support to the visitor at the destination and the future of DMO’s will be as a dominant and most influential body to manage a Destination evolving into a "total destination management system". The DMO will become the ultimate source of strategic intelligence and grow as a communication centre for a destination. The research identifies to impart value creation in a networked environment through DMOs in order to enhance a new paradigm for competent destination management and thereby to build on the professional competency through DMOs to foresee the future challenges. Thereby, the DMO community will be sought after by Govt. institutions & large corporations for information and leadership.

DOI 10.11648/j.jim.20130203.13
Published in Journal of Investment and Management (Volume 2, Issue 3, June 2013)
Page(s) 50-56
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

DMO, Visitor Centered Approach, Destination Branding and Management

References
[1] A National Framework for Best Practice - Destination Management Planning (2007).
[2] Buhalis, Dimitrios (2000) Marketing the competitive destination of the future. Tourism Tribune, 21 (1). pp. 97-116.
[3] Carlsen, Jack (1999) A systems approach to island tourism destination management Systems Research and Behavioral Science pp. 321
[4] Morrison, Alastair M., Bruen, Stacey M., and Anderson, Donald J. (1998). Convention and Visitor Bureaus in the USA: A Profile of Bureaus, Bureau Executives, and Budgets. Journal of Travel & Tourism Marketing, 7(1):1-19.
[5] Pestek, Almir, and Aleksandra Nikolic. 2011. Role of traditional food in tourist destination image building: example of the city of Mostar. UTMS Journal of Economics 2 (1): 89–100.
[6] Presenza, A., Sheehan, L. and Ritchie, J.R.B. (2005) ‘Towards a Model of the Roles and Activities of Destination Management Organizations’ Journal of Hospitality, Tourism and Leisure Science
[7] Saraniemi, Saila (2011) From destination image building to identity-based branding International Journal Of Culture, Tourism And Hospitality Research pp. 247-254
[8] Semercöz, Fatih; Dönmez, Dilek; Dursun, Meral; (2008). Relationships Between Destination Management Organizations And Destination Stakeholders. Journal of Commerce & Tourism Education Faculty.
[9] Županović, Ivo (2010) New Postulates In Strategic Management Of Integrated Tourist Destination Product In Montenegro. Tourism and Hospitality Management, pp. 658-672.
Author Information
  • Dept of Tourism Studies, Christ University, Bangalore

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  • APA Style

    Bindi Varghese. (2013). “Intervention of Destination Management Organization’s In Tourist Destinations for Branding, Image Building and Competitiveness – A Conducive Model for Karnataka”. Journal of Investment and Management, 2(3), 50-56. https://doi.org/10.11648/j.jim.20130203.13

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    ACS Style

    Bindi Varghese. “Intervention of Destination Management Organization’s In Tourist Destinations for Branding, Image Building and Competitiveness – A Conducive Model for Karnataka”. J. Invest. Manag. 2013, 2(3), 50-56. doi: 10.11648/j.jim.20130203.13

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    AMA Style

    Bindi Varghese. “Intervention of Destination Management Organization’s In Tourist Destinations for Branding, Image Building and Competitiveness – A Conducive Model for Karnataka”. J Invest Manag. 2013;2(3):50-56. doi: 10.11648/j.jim.20130203.13

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  • @article{10.11648/j.jim.20130203.13,
      author = {Bindi Varghese},
      title = {“Intervention of Destination Management Organization’s In Tourist Destinations for Branding, Image Building and Competitiveness – A Conducive Model for Karnataka”},
      journal = {Journal of Investment and Management},
      volume = {2},
      number = {3},
      pages = {50-56},
      doi = {10.11648/j.jim.20130203.13},
      url = {https://doi.org/10.11648/j.jim.20130203.13},
      eprint = {https://download.sciencepg.com/pdf/10.11648.j.jim.20130203.13},
      abstract = {Destination Management Organization (DMO) is a technical body which is supported by the Host Government. DMO’s initiate a standardized procedure to market a destination by attracting right quantum of tourist, to synergizes activities on tourist destinations. DMOs are also perceived as marketing organizations designed to bring buyers (visitors) in contact with marketers (providers of tourism products and services). DMOs can flourish with Destination marketing as a proactive function. Visitor centered approach to the economic and cultural development of a destination will balance & integrate the interests of visitors, service providers and the community. Core DMO functions are to market the destination as attractive to visitors (i.e., generating prospects) through marketing and promotional activities like, branding, advertising, media production, etc. Providing suppliers with market intelligence plus cost effective access to distribution channels are other functions. The interest also will be on providing some level of support to the visitor at the destination and the future of DMO’s will be as a dominant and most influential body to manage a Destination evolving into a "total destination management system". The DMO will become the ultimate source of strategic intelligence and grow as a communication centre for a destination. The research identifies to impart value creation in a networked environment through DMOs in order to enhance a new paradigm for competent destination management and thereby to build on the professional competency through DMOs to foresee the future challenges. Thereby, the DMO community will be sought after by Govt. institutions & large corporations for information and leadership.},
     year = {2013}
    }
    

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