The document discusses the changing role of destination marketing organizations (DMOs) in the tourism ecosystem. It argues that DMOs should adopt a new role of enabling collaboration within "destination webs", which are interconnected communities of tourism-related businesses. DMOs should focus on developing brands, serving visitors, empowering businesses, and bringing benefits to host communities. Rather than controlling operations, DMOs should encourage communication and allow collaborative solutions to emerge organically. Lessons can be learned from complex adaptive systems found in nature.

1. The Role and Future of DMO’s in the Tourism Ecosystem Enter 2002 Innsbruck, Austria Anna Pollock DestiCorp Limited

3. From “Industry” to “Ecosystem” A capitalist economy can best be comprehended as a living ecosystem. Key phenomena observed in nature – competition, specialisation, cooperation, exploitation, learning, growth and several others – are also central to business life. …. Information is the essence of both systems. Michael Rothschild (1990)

4. From “Industry” to “Ecosystem” The new paradigm requires thinking in terms of whole systems – that is, seeing your business as part of a wider ecosystem and environment. Our traditional notions of vertical and horizontal integration fail us in the new world of cooperating communities. In place of industry I suggest a more appropriate term: business ecosystem James Moore (1996): Death of Competition

6. What is a Destination Web ©? Tapscott’s “Business Web” applied to tourism…. A Destination Web © is an electronically inter-connected community of autonomous but interdependent, travel-related enterprises that collaborate in order to provide value to visitors, profit for providers and partners and benefits to the host community. DestiCorp

8. Do Destination Webs Exist? They are emerging…… Destinations currently comprise collections of fragmented enterprises focusing on their own customers and products The means to act collectively in response to external change (such as an act of terrorism) or internal change (e.g., rising costs of capital or declining labour availability) is limited. Diffusion of innovation and creativity is slow and uneven – ability to adapt is limited.

11. Role of the DMO Guest Provider Host DMO Territory Intermediary Space

12. DW Environment Culture Social Political Economic Visitors Channels

13. DMO Traditional Mechanical Perspective Providers Accommodation Attractions, Events Dining Shopping Transport etc Partners Travel Trade Trade Press Intermediaries Customers Business Leisure Domestic International Holiday Short Break Host Community Regional Agencies County Councils Local Authorities Tourist Info Centres Environment

14. The Destination Marketing Organisation channels Customers Business Leisure Domestic International Holiday Short Break brands Place Sector Theme Market TIC Web Telephone Kiosk Print Car, mobile Providers Accommodation Attractions, Events Dining Shopping Transport etc Partners Travel Trade Trade Press Associations Host Community Regional Tourism Boards County Councils Local Authorities Tourist Info - Centres Destination Marketing Organisation Destination Management System

15. DW Environment Culture Social Political Economic Visitors Channels

16. The DMO? DMO as “brain” ? Visitor Provider Host Partner

17. DMO As Cell Membrane Sensing, responding Visitor Provider Host Partner

22. Focus Visitor Partner Industry Host Community Resources Strategic Services Quality Assurance Marketing

24. Visitor Provider Partner Host How do we organise ourselves and work together? Visitor Services Marketing & Sales Trade Relations Media relations Industry Relations New Products Conference Bureau Research, Planning Policy, Brand, Corporate Strategy Operational Resources Finance Personnel Technology Facilities infostructure Internal support Think, plan, guide Execute, do

25. Dancing with the Visitor? Reflect stimulate Inform evaluate Reward Recommend Search Compare Select Dream Plan Reject Experience Buy Return sell support