Premium
The destination‐management organisation and the integrative destination‐marketing process
Author(s) -
Elbe Jörgen,
Hallén Lars,
Axelsson Björn
Publication year - 2008
Publication title -
international journal of tourism research
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.155
H-Index - 58
eISSN - 1522-1970
pISSN - 1099-2340
DOI - 10.1002/jtr.695
Subject(s) - destination marketing , business , destination management , marketing , destinations , stakeholder , order (exchange) , legitimacy , tourism , process (computing) , function (biology) , marketing management , relationship marketing , process management , public relations , computer science , politics , political science , finance , evolutionary biology , law , biology , operating system
Abstract A main function of destination‐management organisations (DMOs) is that of being responsible for marketing their destinations. Many destinations involve stakeholders of different kinds. DMOs often have modest resources, and this creates a challenge: how should the DMO manage their marketing activities and achieve an outcome that benefits both the individual stakeholder and the destination? This study describes how DMOs can mobilise resources among the stakeholders and identifies the processes leading to integrated destination marketing. Basing our conclusions on a case study, we find that DMOs need to develop both pragmatic and moral legitimacy in order to develop integrated destination marketing. Copyright © 2008 John Wiley & Sons, Ltd.