Bienvenido/a a este blog, que nace, con el año 2012, como vehículo para divulgar y compartir inquietudes e ideas, sobre todo en materia de turismo. Como complemento:

-He aquí el documento resultado de casi cinco años (2010 a 2014, 55 artículos) escribiendo cada mes en HECONOMIA, con análisis y propuestas para el turismo provincial:

-Y los 12 artículos de la sección EL MURO del diario Huelva Información (año 2015):

Además, en las siguientes URLs encontrará más, mucho más, sobre mi actividad académica: -

Y lo más importante: ¿aún no conoce Huelva? Descúbrala en el siguiente enlace y en la presentación que sigue: -

martes, 15 de noviembre de 2016


Some experts argue that Destination Marketing Organisations (DMOs) will not be around in a few years, for several reasons:

-The marketplace is now focused on direct relationships, controlled by the consumer.

-Destinations are intermediaries at a time when the consumer is actively ignoring them.

-For destinations, which do not truly own any of the products they represent, the impact is significant: without ownership of the product, their relevance in the relationship is void.

-Do local businesses need a collective brand? The challenges that oppressed the ability of the small business to promote effectively, and therefore require a larger organisation to promote on their collective behalf, are systematically being destroyed by IT developments and organisations such as Google, Facebook, Groupon, etc.

-Tourists expect more information than DMO can provide. The consumer now has the ability to find unbiased information about anything on the planet (external sources such TripAdvisor and others are more influential).

-Tourism stakeholders can strategically act as ‘future makers’ rather than ‘future takers’. This requires tourism stakeholders to ask, not ‘what will the future be’, but rather ‘what should the future be’?

The only way out I see is to move from intervention via promotion to coordination of stakeholders in areas of  common interest, such the destination's perceived or portrayed image, the supply of infrastructures, the  generation of business opportunities (for example by attracting events)… In other words, to move from destination marketing to destination management; this demands the assumption of a much more complex organization, because of the engagement of other stakeholders, and new capabilities in those taking over managers’ positions.

Although DMO’s have not followed a standard model, now it is time to move even beyond the usual public-private partnerships, inserting a foutth P in this equation: people (the local community). PPPPs would allow, I’d say, a better chance to survive, add value, and succeed.

The adage that if there is an increase in visitor numbers it is because of their successful marketing efforts and if there is a decline it is because of unavoidable external factors, certainly seems to apply to most DMOs. Campaigns for internal consumption trying to show that they are ‘doing something’ are not enough in a world which is changing maybe too fast for these organizations, many of them still too dependent of government agencies/bodies.

What is your view about this structural issue for the tourism sector? Please share your thoughts.

3 comentarios:

  1. Great assessment - could not agree with you more! Part of the problem is the confusion between destination organisation and destination brand. In each case, do they really understand what is the "destination" from the consumer perspective? Much thinking to do!

  2. Muy interesante el articulo, lo compartiremos con nuestros colegas de la Empresa de Geomarketing en España... es muy buen post.

  3. Gracias Belén, muy amable. Ojalá pueda ser de alguna utilidad. Saludos.