ABSTRACT
It is fitting to conclude by considering the effectiveness of DMOs. Do they generate an appropriate return for the millions spent on promo tion? What is an appropriate return on investment? it actually pos sible to quantify the contribution of DMO efforts towards destination competitiveness over the short term? Are such quantifiable shortrun measures appropriate for DMOs? Should there not be a lasting legacy of effects of DMO efforts over time, in the quest for destination competitiveness, such as enhancement of destination image and the nurturing of fledgling tourism businesses? Instead of receiving income from sales, many DMOs rely predominantly on grants provided by government, and are not therefore accountable to shareholders in the same manner as a commercial enterprise. Destination marketers find themselves accountable to a board of directors, tourism sector groups, local taxpayers, and government. The effectiveness of DMOs therefore needs to be evaluated based on a combination of indicators relating to market performance and organisation performance.
