ABSTRACT
The success of an individual tourism business is reliant to some extent on the competitiveness of its destination. A destination marketing organisation (DMO) is formed when a community recognises the need for a formal entity to coordinate tourism promotions, to enhance destination competitiveness. While the literature relating to the history of destination marketing is sparse, it is evident that the early DMOs were predominantly promotion orientated, driven by short-term economic boosterism. Nowadays, a more holistic approach is required where the mission of the DMO is focused on enhancing the long-term competitiveness of the destination; to enhance the economic and socio-cultural wellbeing of the host community. DMOs are not only competing for attention in fiercely competitive tourism markets for travellers spoilt by choice of available destinations, but also against the clutter of noise of marketing communications of global consumer goods brands. Destination competitiveness is a complex multidimensional construct, with no widely accepted causal model in the tourism literature. However, research suggests a competitive destination is one that features a balance between nine critical success factors: an effective market position, profitable tourism businesses, ease of access, attractive physical environment, positive visitor experiences, ongoing investments in new product development, a cooperative tourism community, supportive local residents and effective DMO organisation.
