This document discusses destination management for the cities of Đà Nẵng, Huế and Quảng Nam in Vietnam. It defines destination management organizations (DMOs) and their role in coordinating tourism development, marketing and sustainability efforts. DMOs bring together public and private sector stakeholders. The document also provides examples of DMO models in Indonesia and the United Kingdom, and outlines next steps to establish a joint roadmap and action plans for the three Vietnamese destinations.

1. Destination Management
Đà Nẵng, Huế and Quảng Nam
Danang
Mary McKeon/ 18 June 2014
Technical Working Meeting

2. What is DESTINATION
MANAGEMENT
2
The co-ordinated
management of all
the elements that
make up the
destination

3. What are DMOs
DMO’s is a recent concept in developing tourism
destination coordination
mechanisms aimed at environmental,
social and financial sustainability as well
as global competitiveness of the
destination.
Protecting the natural, cultural
and social assets to better provide
economic welfare for the local
population through tourism development and
stakeholder participation.
3

4. The role of the DMO
4
Leadership – strategic
direction and high
level expertise
Planning DMO
• Organising
managing/coordinating
delivery of plans
• Arranging appropriate
organisation structures
and processes
• Facilitating partnerships
• Securing finances
• Creating opportunities
for entrepreneurs
• Creating Policies and
strategies for competitive
advantage
• Developing and
marketing plans, business
plans
• Overseeing Performance
management
• Measuring and
rewarding performance
• Monitoring governance
• Identifying gaps and
respond

5. 5
Benefits to Destination
• Creates vision and guidelines for destination sustainable tourism
development
• Creates framework for benchmarking, communications & good
practices learning exchange
General
• Resource and financial savings (e.g. energy, waste, water, etc.)
• Protects destination as a tourist attraction
• Develops opportunities for funding
• Enhances branding, marketing and communications
Economic
• Improves quality life for locals; Improves relations between
residents and tourists
• Supports well-being of residents by informing policy /
management decisions (E.g. resource reallocation for bringing
tourists from resort to rural areas)
Social
• Preserves ecological integrity of destinations;
• Emphasises value and conservation of natural and cultural
resources
Environmental

6. Illustrates a number of unusual
characteristics compared with
other industries
Tourism is a complex industry to
plan and manage
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Tourism
Value
Chain
I
N
D
I
R
E
C
T
D
I
R
E
C
T
Travel
Organisation
and booking
Transportation Accommodation
Food &
Beverage
Handicrafts
Tourism Assets
in Destinations
Leisure,
Excursions
and Tours
Support Services
Source UNWTO
Destination Coordination

7. 7
Stakeholders
Tourism destinations are made
up of different groups, and
stakeholders. The major
components are:

8. 8
Host community
Local people where tourism development takes
place
Aims to achieve a good return on its investments
An important management role
Looking for a pleasant holiday and good level or
services as the destination
Public sector

9. 9
Airport and port authorities
Local tourism authorities and
development authorities
Protected areas management and
buildings owners
Learning institutions
Language schools
Conservation societies/natural
resource managers/natural
environment
authorities/heritage
authorities
Private operators – accommodation,
tour operators, restaurateurs, etc.
Tourism associations
Community leaders
Tourism-related shop owners
Handicraft producers
Activity providers (e.g. surfing, hiking)
NGO’s active in tourism
Festivals organizers
Museums and other visitor
attractions
Big
businesses
/ private
sector
related but
not in
tourism
Transport providers
Police

10. GOOD PRACTICES IN DESTINATION
MANAGEMENT
10

11. 11
Indonesia
Government
Donors
Swiss aid, Ausaid
& UNWTO
15 DMOs
3 DMOs take
shape
Indonesia plans
15 Destination Management Organizations

12. • 15 clusters of attractions managed
through 15 DMOs in 2014
• To- date three 15 DMOs are
taking shape with support from
International Donors –Swiss aid,
Ausaid & UNWTO.
• Government contribution of US
$110,000 each destination
• Empowerment of the local
population to organise themselves
and take ownership once outside
assistance is ceased.
• Creation of tourism awareness
among the local population
difficult, effort alone has taken at
least two years.
12
Development progress and challenges

13. Visit England Develops Policy to encourage
development of DMOs
• Withdrawal of funding for
local authority run TICs in
2011
• DMOs are generally sub
national structures &
partnerships
• The development of DMO
requires substantial team
effort, leadership, and
flexibility. Success is
dependent upon all
stakeholders cooperating
• Collective involvement of all
stakeholders is critical factor
13

14. 14
Key lessons Visit England DMO process
Recruit the right/most appropriate
chair
All board members must have a role
and be aware of it
Involve all stakeholders early in the
process
Do not allow the partnership to be
driven by one party
Building the bridges between public
and private
Leadership
Give it time

15. Key conclusions
• Destination management is
complex
• Many stakeholders, both
public and private sector
• The DMO has a crucial
leadership role, if not a major
delivery role.
• Destination management and
marketing requires a holistic
approach, implemented
through partnerships
• The public and private sectors
each have significant strengths
and significant weaknesses
15

16. Conclusions
• A destination will succeed only when it harnesses the talents of both
sectors and many Government agencies
• Governance options are many and varied
• Different circumstances will require different solutions
• Developing a clear strategy will provide a framework for planning and
help the three Provinces to compete effectively
16

17. The ‘Environmentally and Socially Responsible Tourism Capacity Development Programme’ (2011 - 2015) is a
European Union funded sector programme within the main activities in 1) Policy support and institutional
strengthening, 2) Product competitiveness and public-private dialogue and 3) Vocational education and training.
www.esrt.vn

18. Progress Update
03/06/2014 18
Memorandum of
Understanding signed
• 1ST Technical Meeting
July 31st 2013
• Baseline survey to
assess Destination
Management needs of 3
Provinces
• 2nd Technical Meeting
16th November 2013
• MOU signed by three
Provinces 27th February,
2014.
ESRT Team
strengthened with
International and local
expertise
• ESRT has brought in
regional coordinator and
TL to work on the specific
project activities as they
relate to the destination (Dr.
Hai & Ms.Tho)
• ESRT has brought in
International Destination
Managing Expert to work
on developing a roadmap for
cooperation on prioritised
joint actions(Mr. Robert
Travers)
Technical Work Shop
• This WS today is now
addressing findings from
the mission of Destination
Expert under following
headings:
• Destination management &
funding
• Product Development &
marketing
• HRD & Training

19. Next Steps
Feedback from
discussion today
developed into
roadmap and
plan based on
destination
Draft roadmap
action plans to be
presented,
endorsed by 3
Provinces
PPP Tourism Action
Council to be
in 3 provinces
strengthening
coordinating
Action plan roll out
18/06/2014 19