Edinburgh Napier University

  Destination Management/Marketing Organisations are a common feature in tourism administration, destination development and promotion. Engaging with local industry, they often act as a focal point that unifies diverse local interests and they are also key in delivering and materialising the vision of national strategies for tourism at the local level.

Destination organisations in the UK and beyond are under pressure to reconsider their business focus, governance arrangements, set up, funding sources and efficiency. Changes in the tourism system such as the impact of the disruptive economy, the immediacy of social media marketing and direct interactions of providers with visitors through digital platforms, place further pressure on destination organisations to evidence their added value, continued relevance and significance in local tourism development and promotion. Operating in an uncertain and fluid environment, they are further challenged by incomplete information systems and knowledge management processes that do not meet their local destination needs. Meanwhile the competitive nature of the global tourism market remains dynamic and the importance of the visitor economy in creating wealth and employment opportunities at a local level continues to be critically important for many communities.

Against this back drop the question is being asked as to whether our Destination Organisations are still relevant and ‘fit for purpose’ or are we seeing their transformation and transition to new forms of stakeholder relationships, roles and remits?