Documento elaborado por DMAI con buenas prácticas en la gestión avanzada de destinos turísticos. Report about best practices in tourist destination management released by DMAI.

1. PRACTICE HANDBOOK

2. Lead
Consultant:
OVERVIEW
DMOs
and
the
des1na1ons
they
represent
benefit
from
the
exchange
of
relevant
and
1mely
sharing
of
issues,
ideas,
and
lessons
learned,
problems
and
their
solu1ons,
for
areas
of
mutual
interest.
Best
prac1ces
and
innova1on
are
enabled
through
communi1es
of
prac1ce,
fostering
the
growth
of
intellectual
capital
and
fully
considered
decision-­‐making
that
drives
des1na1on
performance.
Communi1es
of
prac1ce
can
help
strengthen
DMOs
to
build
their
own
knowledge
resources
in
order
to
enhance
des1na1on
strength
and
community
support
and
engagement.
They
can
also
help
establish
organiza1on
and
industry
standards.
This
Handbook
is
the
beginning
of
a
DMO
community
of
prac1ce
intended
to
improve
des1na1on
strength
and
community
support
and
engagement
by:
• Providing
a
forum
for
DMAI
members
and
other
stakeholders
to
help
each
other
solve
everyday
DMO
and
des1na1on
problems;
• Collec1ng
and
sharing
prac1ces
from
around
the
world,
including
the
ra1onale,
approach
and
outcomes
from
that
prac1ce;
• Ensuring
prac1ces
are
current,
while
an1cipa1ng
what
may
come
or
is
on
the
horizon;
• Providing
a
plaOorm
where
DMOs
from
all
regions,
of
all
sizes
and
mandates,
will
find
value;
• Encouraging
perspec1ves
on
prac1ces
that
are
outside
the
tradi1onal
DMO
community,
such
as
academia,
non-­‐tourism
corporate
interests,
and
public
officials.
IDENTIFYING
&
SHARING
PRACTICES
As
a
step
toward
building
a
set
of
prac1ces,
desk
research,
one-­‐on-­‐one
consulta1ons
and
feedback
from
Regional
Workshop
par1cipants
iden1fied
54
prac1ces.
These
prac1ces
were
described
in
a
statement
format
and
sent
to
the
185
DMO
leaders
who
a[ended
the
Regional
Workshops
to
gather
their
views
on
their
importance
rela1ve
to
the
two
key
drivers
for
des1na1ons:
• Community
Support
and
Engagement
–
How
much
will
this
prac1ce
posi1vely
impact
the
level
of
interest,
assistance
and
engagement
your
DMO/CVB
receives
from
the
local
community
and
stakeholders?
• Des7na7on
Strength
–
How
much
will
this
prac1ce
posi1vely
impact
your
des1na1on’s
ability
to
generate
visita1on
through
product
offerings
and
brand
experiences?
A
community
of
prac1ce
needs
to
have
relevance
for
many
types
of
DMOs;
therefore,
not
all
prac1ces
will
be
relevant
for
every
DMO.
They
represent
a
cross-­‐sec1on
of
prac1ces
that
will
have
varying
degrees
of
relevancy
for
DMOs
depending
on
their
size,
geographic
loca1on
and
marketplace
mandate
(mee1ngs-­‐focused
vs.
leisure
des1na1ons).
PRACTICES
MOVING
FORWARD
A
robust
set
of
DMO
prac1ces
will
require
a
commitment
from
a
large
community
across
the
globe
to
share
updated
prac1ces
on
an
ongoing
basis.
This
plaOorm
needs
to
be
properly
structured,
governed
and
monitored
to
enable
an
interes1ng
place
for
DMOs
to
learn
from
other
DMOs,
stakeholders
and
experts.
A
considera1on
for
the
future
is
crea1ng
a
peer
review
whereby
DMOs
are
able
to
determine
which
prac1ces
receive
the
most
interest
and,
importantly,
which
are
adopted
in
other
des1na1ons.

3. Lead
Consultant:
PRACTICE
BEST
Core
NEXT
An important, but common
practice for a DMO
A practice that shows
superior marketplace
and/or community result
A new and innovative practice
and/or idea which could be
transformative for DMOs and
destinations
Building
a
DMO
community
of
prac1ce
should
also
look
at
those
business
capabili1es
or
value
crea1on
opportuni1es
that
are
not
currently
being
leveraged
or
maximized.
These
NEXTPrac1ces
can
range
from
something
as
seemingly
straighOorward
as
influencing
future
genera1ons
of
talent
through
driving
dynamic
university
curriculum
development,
to
ground-­‐breaking
intelligent
discovery
technologies
and
complex
data
systems
to
drama1cally
improve
marke1ng
effec1veness.
The
project
team
analyzed
the
54
prac1ces
to
determine
which
are
NEXTPrac1ces
using
the
following
criteria:
• Having
a
forward-­‐thinking
perspec1ve
that
works
toward
building
new
capabili1es;
• Crea1ng
real
change
in
the
way
the
DMO
or
des1na1on
does
business;
• Aligning
to
the
three
Des1na1onNEXT
transforma1onal
opportuni1es;
• Enhancing
community
support
and
engagement
and/or
des1na1on
strength;
• Expec1ng
to
generates
results
that
are
be[er
than
other
prac1ces.
HIERARCHY
OF
PRACTICES
DMO
prac1ces
are
defined
as
processes,
ideas
and
structure
that
posi1vely
impact
the
way
a
DMO
or
des1na1on
operates
and
behaves.
Some
prac1ces
are
well
established,
others
are
ground-­‐breaking.
Some
are
basic,
others
are
complex
and
require
significant
resources.
Some
prac1ces
enhance
internal
capability,
some
create
customer
and
stakeholder
value,
while
others
do
both.
Their
relevance
to
a
specific
DMO
will
depend
on
the
des1na1on’s
overall
strategy
and
the
posi1on
of
tourism
in
the
community.
A
strategic
framework
has
been
developed
to
determine
whether
they
are
core,
BEST
or
NEXT.
Successful
organiza1ons
ensure
that
core
prac1ces
are
in
place,
while
striving
to
develop
BEST
prac1ces
and
ul1mately
pursue
NEXT
prac1ces.

4. Lead
Consultant:
PRACTICES
IN
THE
SCENARIO
MODEL
Depending
on
where
a
DMO
currently
sits
in
the
scenario
model
–
as
a
Trailblazer;
Voyager;
Mountaineer;
or,
Explorer
–
will
influence
which
prac1ces
they
should
consider
puhng
into
ac1on.
For
example,
a
DMO
in
the
Voyager
quadrant
should
look
at
deploying
prac1ces
that
improve
des1na1on
strength,
whereas
a
DMO
in
the
Mountaineer
quadrant
should
consider
u1lizing
prac1ces
to
increase
community
support
and
engagement.
At
the
same
1me,
the
scenario
quadrant
in
which
a
DMO
has
been
assessed
does
not
exclude
them
from
adop1ng
any
of
the
prac1ces
iden1fied.
The
prac1ces
that
are
most
applicable
to
a
DMO
will
be
a
reflec1on
of
their
unique
situa1on,
including
which
of
the
20
variables
related
to
des1na1on
strength
and
community
support
and
engagement
require
the
most
a[en1on.
NEXT
AND
BEST
PRACTICES
IMPACT
ON
KEY
DRIVERS
The
30
prac1ces
(20
Best
and
10
NEXTPrac1ces)
were
evaluated
based
on
their
impact
on
the
two
key
drivers
of
the
scenario
model.
The
majority
of
prac1ces
either
predominantly
impact
des1na1on
strength
or
community
support
and
engagement.
However,
it
was
interes1ng
to
note
that
some
prac1ces
had
a
fairly
strong
impact
on
both
of
these
drivers.
The
following
diagrams
illustrate
which
prac1ces
have
the
most
impact
on
each
of
the
drivers,
or
both.
Practices with the Greatest Impact on
Destination Strength
NEXT
• Cognitive Systems
• Mining Big Data
• Proximity Marketing
• Social Media Command Centre
BEST
• Air Service Development Program
• Attraction Development
• Brand Development Planning
• Event Subvention Management
• Micro Market Segmentation
• Organic Marketing
• Professional Congress Organizer Partnership
• Tourism Development Zone
• Wi-Fi Accessibility
DESTINATION STRENGTH
Practices with the Greatest Impact on
Community Support & Engagement
NEXT
• CSR and Sustainability
• DMO Network Model
• Industry Driven Tourism Curriculum
BEST
• Building Sense of Place
• Community Stakeholder DMO Board Members
• Hotel Generated Funding
• Local Transportation Advocacy
• Non-Hotel Generated Funding
• Strategic Planning
COMMUNITYSUPPORT
&ENGAGEMENT
Practices with the Greatest Impact
on Both Destination Strength and
CommunitySupport & Engagement
NEXT
• DMO Association Development
• Shared Economy Collaboration
• Tourism Infrastructure Crowdfunding
BEST
• Destination Brand Unification
• DMO Generated Events
• Formalized Economic Development
Partnerships
• Non-Industry Destination Advocates
• Tourism Master Planning
BOTH
DESTINATION
STRENGTH
ANDCOMMUNITYSUPPORT
&
ENGAGEMENT
BOTH
DESTINATION
STRENGTH
ANDCOMMUNITYSUPPORT
&
ENGAGEMENT

5. 1
TABLE OF CONTENTS
GREATEST IMPACT ON
COMMUNITY SUPPORT & ENGAGEMENT
 NEXT PRACTICES
CSR and Sustainability ............................................................ 4-7
CASE STUDY: Leading Sustainable Meeting
Destination, Copenhagen, Denmark
CASE STUDY: Sarawak CSR Initiative, Sarawak,
Malaysia
DMO Network Model.................................................................8-9
CASE STUDY: Copenhagen Network Model,
Denmark
Industry Driven Tourism Curriculum............................... 10-11
CASE STUDY: Capilano University Collaborating
With Industry, Canada
 BEST PRACTICES
Building Sense of Place........................................................ 14-15
CASE STUDY: Grand Rapids, MI, USA
Community Stakeholder DMO Board Members
........................................................................................................16-17
CASE STUDY: Great Lakes Bay Regional Board
Members, USA
Hotel Generated Funding.................................................... 18-21
CASE STUDY: Tourism Improvement Districts, USA
CASE STUDY: Destination Marketing Fees, Canada
Local Transportation Advocacy..................................... 22-23
CASE STUDY: Metro Vancouver Transportation,
Canada
Non-Hotel Generated Funding........................................24-25
CASE STUDY: Myrtle Beach Penny Tax, USA
Strategic Planning.................................................................. 26-27
CASE STUDY: Rethink Vancouver, Canada
GREATEST IMPACT ON DESTINATION STRENGTH
 NEXT PRACTICES
Cognitive Systems..................................................................30-31
CASE STUDY: WayBlazer, Austin, USA
Mining Big Data.......................................................................32-33
CASE STUDY: DMOs Using Big Data, USA
Proximity Marketing..............................................................34-35
CASE STUDY: DMO Tourism Region, Casino,
Corporate/Retail
Social Media Command Centre......................................36-37
CASE STUDY: Visit Kansas City at Major Sporting
Events, USA
 BEST PRACTICES
Air Service Development Program.................................40-43
CASE STUDY: Small Community Air Service
Development Program, USA
CASE STUDY: Memphis International Airport, USA
Attraction Development.....................................................44-47
CASE STUDY: Grapevine Vintage Railway, Dallas, USA
CASE STUDY: WaterFire Providence, USA
Brand Development Planning......................................... 48-49
CASE STUDY: Palm Beach County Convention
& Visitors Bureau, USA
Event Subvention Management......................................50-51
CASE STUDY: Minimum Revenue Guarantees,
Glasgow, Scotland
Micro Market Segmentation.............................................52-53
CASE STUDY: Psychographic Market
Segmentation, Destination Canada
Organic Marketing.................................................................54-57
CASE STUDY: Engaging Demand Generators,
RTO4, Canada
CASE STUDY: Orlando, the Never Ending Story
Professional Congress Organizer Partnership....58-59
CASE STUDY: Serbia Bid Alliance, Serbia
Tourism Development Zone..............................................60-61
CASE STUDY: Nayarit Development, Mexico
Wi-Fi Accessibility.................................................................62-63
CASE STUDY: Smart Cities and Hotels, Canada, Europe
and USA
GREATEST IMPACT ON BOTH COMMUNITY SUPPORT
& ENGAGEMENT AND DESTINATION STRENGTH:
 NEXT PRACTICES
DMO Association Development.....................................66-69
CASE STUDY: Developing the Dubai Association
Centre, United Emirates
CASE STUDY: Establishing the African Society of
Association Executives (AfSAE), South Africa
Shared Economy Collaboration.......................................70-71
CASE STUDY: Portland, Oregon - Working
with AirBnB and Uber, USA
Tourism Infrastructure Crowdfunding..........................72-73
CASE STUDY: Pereira ‘First Brick’ Initiative,
Colombia
 BEST PRACTICES
Destination Brand Unification......................................... 76-77
CASE STUDY: Newport Beach & Company
Unification, USA
DMO Generated Events........................................................78-81
CASE STUDY: Business Event Generations,
Greater Houston Convention & Visitors
Bureau, USA
CASE STUDY: Coachella Valley Music
& Arts Festival, Palm Springs, USA
Formalized Economic Development Partnerships...82-85
CASE STUDY: Global Talent Hub, Sydney,
Australia
CASE STUDY: Irving Convention and Visitors
Bureau & Monterey County Convention and
Visitors Bureau, USA
Non-Industry Destination Advocates..........................86-87
CASE STUDY: Göteborg & Co., Sweden
Tourism Master Planning....................................................88-89
CASE STUDY: Indianapolis Master Plan, USA

6. 2

7. PRACTICE
PRACTICE

8. 4

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11. 7

12. 8

13. 9

14. 10

15. 11

17. Best
Prac1ce
PRACTICE

18. 14

19. 15

20. 16

21. 17

22. 18

23. 19

24. 20

25. 21

26. 22

27. 23

28. 24

29. 25

30. 26

31. 27

33. 29
PRACTICE
PRACTICE

34. 30

35. 31

36. 32

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40. 36

41. 37

44. 40

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47. 43

48. 44

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52. 48

53. 49

54. 50

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57. 53

58. 54

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62. 58

63. 59

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67. 63

69. PRACTICE
PRACTICE

70. 66

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