Destination Marketing Organizations and destination marketing: A narrative analysis of the literature [PDF]
Tourism Management, 2014 This article presents the first narrative analysis of the areas of research that have developed within the destination marketing field since its commencement in 1973. Given the broad extent of the field, and the absence of any previous reviews in four decades, a key challenge is in providing a focus for such a disparate body of knowledge. The review is
Pike, Steven, Page, Stephen
openaire +2 more sources
The Recognition of Tourism Destination Management System and It's Developing Challenges in Iran [PDF]
جغرافیا و توسعه, 2009 DMS is the collection of computerized information about a specific destination. DMSs mostly include information about the attractions and facilities; also they have some applications that cause ease reservation. DMOs manage these systems. This management
mohamadreza farzin, sara safarei
doaj +1 more source
Constructing a smart destination framework: A destination marketing organization perspective
Journal of Destination Marketing & Management, 2022 Smart destinations have emerged as a means of integrating physical and technological infrastructure to create seamless experiences for tourists and to improve the quality of life for residents. However, the operationalization of the smart destination concept, and especially the roles and functions of Destination Marketing Organizations (DMOs), remain ...
Ekaterina Sorokina +5 more
openaire +4 more sources
The Image of Taiwan as a Travel Destination: Perspectives from Mainland China [PDF]
, 2013 This study presents the perceived and projected image of Taiwan as a travel destination from perspectives from Mainland China. The perceived image of Taiwan was examined by interviewing 28 Mainland Chinese; the projected image of Taiwan was investigated ...
Baloglu S. +12 more
core +1 more source
Visitor Relationship Orientation of Destination Marketing Organizations [PDF]
Journal of Travel Research, 2010 The proposition underpinning this study is that engaging in meaningful dialogue with previous visitors represents an efficient and effective use of resources for a destination marketing organization (DMO), compared to above-the-line advertising in broadcast media.
Pike, Steven +2 more
openaire +2 more sources
Destination image in travel magazines: A textual and pictorial analysis of Hong Kong and Macau [PDF]
, 2013 Based on the analyses of texts and pictures in the top six outbound travel magazines in Mainland China, this article presents an evaluation of the destination images of Hong Kong and Macau as portrayed in 88 travel articles over a three-year period.
Cheng IM +4 more
core +1 more source
National and urban public policy agenda in tourism. Towards the emergence of a hyperneoliberal script? [PDF]
, 2017 Following the 2007–2009 Global Financial Crisis (GFC), some national governments have been pursuing a counter-reform of the public sector characterised by further policy centralisation and the ‘hollowing out’ of regional authorities.
Amore, Alberto, Hall, Colin Michael
core +1 more source
The evolvement of brand identity of Langkawi Island, Malaysia [PDF]
, 2015 The purpose of this paper is to investigate the brand identity development efforts of Langkawi Island as one of the most prominent and well-guarded tourism destinations in Malaysia. It will be viewed from the historical perspectives for the last 35 years
Ismail, Hairul Nizam +1 more
core +1 more source
The Roles and Functions of Destination Management Organizations (DMOs) in the Success and Performance of Tourism Destinations [PDF]
Ovidius University Annals: Economic Sciences Series, 2022 The Destination Management Organizations (DMOs) lead and coordinate the management activities in many tourism destinations and play the role of strategic leaders in their development.
Smaranda Toma , Daniela Mihai
doaj
Cogent Business & Management, 2023 The study investigates the formation of Destination Management Organization (DMO) orchestration capability under the influence of environmental forces to achieve sustainable value creation.
Boy Bayu Idisondjaja +2 more
doaj +1 more source