ABSTRACT
Ultimately, the vision and mission of a DMO must be related to enhanc ing the long-term competitiveness of the destination. Increasingly, it is recognised that without sustainability, competitiveness is illusory, and as a result we are witnessing greater tension between entrepreneurs and conservationists. A competitive destination is one that features a balance between profitable tourism businesses, an effective mar ket position, an attractive environment, positive visitor experiences, and supportive local residents. This chapter focuses on the roles of DMOs in each of these areas. Recognition of the multidimensional nature of competitiveness has led to a desire to see DMOs evolve from destination marketing organisations to destination management organisations. The latter is indicative of a societal marketing orien tation, and yet the tourism industry has been slow to evolve from a promotion orientation to a marketing orientation. So, while the term destination management organisation is being used more frequently, by academics in particular, this represents a paradigm shift in think ing about the role of DMOs; and that might not yet be reality at the coalface for many destination marketers.
