Effects of DMO’s coordination on destination brand identity: a mixed method study on Edinburgh

Bregoli, Ilenia (2010) Effects of DMO’s coordination on destination brand identity: a mixed method study on Edinburgh. In: ATLAS 2010 Doctoral Colloquium, 2 November 2010, Limassol (Cyprus).

Full text not available from this repository.

Item Type:Conference or Workshop contribution (Presentation)
Item Status:Live Archive

Abstract

Tourism is a high fragmented industry in effect, in a destination tourists consume products and services that are provided by several businesses. Such fragmentation proves to be difficult to manage, thus resulting in a problematic application of managerial and marketing methods traditionally applied in businesses operating either in a B2C or a B2B context.
As a result of this fragmentation, the need for a joint management and marketing of the destination has been stressed. For instance, Fyall and Garrod (2005) have argued that the traditional marketing is not sufficient in the tourism field, because it does not take into account the relationships between organisations. This latter aspect is fundamental for the long-term success of businesses working in tourism. The need for cooperation among organisation is particularly felt in a destination context because tourists consume products and services provided by different firms, but they judge the overall experience they have had at destination based on all services consumed, therefore cooperation among various service providers is fundamental if destinations want that tourists have a unique experience in the destination (Ritchie, Crouch, 2003). Furthermore, collaboration among stakeholders is not important per se, but it affects different marketing activities, for example it represents a precondition for a successful destination branding (Prideaux, Cooper, 2002; Hankinson, 2004). Here a brand is not only considered as “a name, term, design, symbol, or any other feature that identifies one seller's good or service as distinct from those of other sellers” (AMA, 2009), but a brand is meant as a combination of functional, symbolic and experiential attributes.
In this context the role of the Destination Management Organisation (DMO) in effectively marketing and developing the destination is pivotal. For instance, several scholars have pointed out that DMOs are responsible for the development and the long-term competitiveness of the destination, the integration of the offer and the coordination of the stakeholders that work in a destination (Ritchie, Crouch, 2003; Del Chiappa, 2005; Cooper et al., 2008; Morrison, 1998). The role of coordinator of the DMO has been acknowledged by practitioners as well.
Given this premise, this doctoral thesis is aimed at studying the mechanisms used by DMOs in order to coordinate the activity of those stakeholders that work in a destination and provide services to tourists. The final objective is to understand whether these coordination mechanisms could have an impact on the destination brand, thus identifying which mechanisms prove to be more effective than others in terms of brand development. In particular, the research questions are the following:
1. how do DMOs coordinate stakeholders in a destination?
2. does it exist a relationship between the coordination activity carried out by the DMO and the development of a destination brand?
3. what are the most effective coordination mechanisms in terms of destination brand development?

Additional Information:Tourism is a high fragmented industry in effect, in a destination tourists consume products and services that are provided by several businesses. Such fragmentation proves to be difficult to manage, thus resulting in a problematic application of managerial and marketing methods traditionally applied in businesses operating either in a B2C or a B2B context. As a result of this fragmentation, the need for a joint management and marketing of the destination has been stressed. For instance, Fyall and Garrod (2005) have argued that the traditional marketing is not sufficient in the tourism field, because it does not take into account the relationships between organisations. This latter aspect is fundamental for the long-term success of businesses working in tourism. The need for cooperation among organisation is particularly felt in a destination context because tourists consume products and services provided by different firms, but they judge the overall experience they have had at destination based on all services consumed, therefore cooperation among various service providers is fundamental if destinations want that tourists have a unique experience in the destination (Ritchie, Crouch, 2003). Furthermore, collaboration among stakeholders is not important per se, but it affects different marketing activities, for example it represents a precondition for a successful destination branding (Prideaux, Cooper, 2002; Hankinson, 2004). Here a brand is not only considered as “a name, term, design, symbol, or any other feature that identifies one seller's good or service as distinct from those of other sellers” (AMA, 2009), but a brand is meant as a combination of functional, symbolic and experiential attributes. In this context the role of the Destination Management Organisation (DMO) in effectively marketing and developing the destination is pivotal. For instance, several scholars have pointed out that DMOs are responsible for the development and the long-term competitiveness of the destination, the integration of the offer and the coordination of the stakeholders that work in a destination (Ritchie, Crouch, 2003; Del Chiappa, 2005; Cooper et al., 2008; Morrison, 1998). The role of coordinator of the DMO has been acknowledged by practitioners as well. Given this premise, this doctoral thesis is aimed at studying the mechanisms used by DMOs in order to coordinate the activity of those stakeholders that work in a destination and provide services to tourists. The final objective is to understand whether these coordination mechanisms could have an impact on the destination brand, thus identifying which mechanisms prove to be more effective than others in terms of brand development. In particular, the research questions are the following: 1. how do DMOs coordinate stakeholders in a destination? 2. does it exist a relationship between the coordination activity carried out by the DMO and the development of a destination brand? 3. what are the most effective coordination mechanisms in terms of destination brand development?
Keywords:Destination governance, Destination branding
Subjects:N Business and Administrative studies > N500 Marketing
N Business and Administrative studies > N800 Tourism, Transport and Travel
Divisions:Lincoln International Business School
ID Code:7994
Deposited On:10 Mar 2013 17:17

Repository Staff Only: item control page