Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

A business model typology for destination management organizations

A business model typology for destination management organizations The need and legitimacy of destination management organizations (DMOs) are increasingly questioned. Still, the tourism literature provides little advice on how DMOs change and finance their activities for the benefit of their destination-given contextual change. This conceptual article aims to contribute to filling this gap. The authors do so by proposing a typology of business models for destination management organizations.Design/methodology/approachWith the help of typological reasoning, the authors develop a new framework of DMO business model ideal types. To this end, the authors draw on extant literature on business model typologies and identify key dimensions of DMO business models from the tourism literature.FindingsThe challenges DMOs face, as discussed in the tourism literature, relate to both ends of their business model: On the one end, the value creation side, the perceived value of the activities they traditionally pursue has been declining; on the other end, the value capture side, revenue streams are less plentiful or attached to more extensive demands. On the basis of two dimensions, configurational complexity and perceived control, the authors identify four distinct ideal types of DMO business models: the destination factory, destination service center, value orchestrator and value enabler.Originality/valueThe authors outline a “traditional” DMO business model that stands in contrast to existing DMO classifications and that relates DMO challenges to the business model concept. The typology provides an integrated description of how DMO business models may be positioned to create and capture value for the organization and the destination(s) it serves. The ideal types point to important interdependencies of specific business model design choices. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Tourism Review Emerald Publishing

A business model typology for destination management organizations

Reinhold, Stephan; Beritelli, Pietro; Grünig, Rouven
Tourism Review , Volume 74 (6): 18 – Nov 20, 2019
Download PDF
18 pages

Loading next page...
 
/lp/emerald-publishing/a-business-model-typology-for-destination-management-organizations-5BoMI9pAHS
Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1660-5373
DOI
10.1108/tr-03-2017-0065
Publisher site
See Article on Publisher Site

Abstract

The need and legitimacy of destination management organizations (DMOs) are increasingly questioned. Still, the tourism literature provides little advice on how DMOs change and finance their activities for the benefit of their destination-given contextual change. This conceptual article aims to contribute to filling this gap. The authors do so by proposing a typology of business models for destination management organizations.Design/methodology/approachWith the help of typological reasoning, the authors develop a new framework of DMO business model ideal types. To this end, the authors draw on extant literature on business model typologies and identify key dimensions of DMO business models from the tourism literature.FindingsThe challenges DMOs face, as discussed in the tourism literature, relate to both ends of their business model: On the one end, the value creation side, the perceived value of the activities they traditionally pursue has been declining; on the other end, the value capture side, revenue streams are less plentiful or attached to more extensive demands. On the basis of two dimensions, configurational complexity and perceived control, the authors identify four distinct ideal types of DMO business models: the destination factory, destination service center, value orchestrator and value enabler.Originality/valueThe authors outline a “traditional” DMO business model that stands in contrast to existing DMO classifications and that relates DMO challenges to the business model concept. The typology provides an integrated description of how DMO business models may be positioned to create and capture value for the organization and the destination(s) it serves. The ideal types point to important interdependencies of specific business model design choices.

Journal

Tourism Review – Emerald Publishing

Published: Nov 20, 2019

Keywords: Business model; Value creation; Typology; Value capture; DMO

References

  • Value network analysis and value conversion of tangible and intangible assets
    Allee, V.
  • The business model: present and future—beyond a skeumorph
    Arend, R.J.
  • Performance management in the public sector: the ultimate challenge
    Arnaboldi, M.; Lapsley, I.; Steccolini, I.
  • From business model to business modelling: modularity and manipulation
    Aversa, P.; Haefliger, S.; Rossi, A.; Baden-Fuller, C.; Baden-Fuller, C.; Mangematin, V.
  • Business models: a challenging agenda
    Baden-Fuller, C.; Mangematin, V.
  • Business models as models
    Baden-Fuller, C.; Morgan, M.S.
  • Getting the cash-cow directors on board—an alternative view on financing DMOs
    Beritelli, P.; Laesser, C.
  • Destination governance: using corporate governance theories as a foundation for effective destination management
    Beritelli, P.; Bieger, T.; Laesser, C.
  • The new frontiers of destination management applying variable geometry as a function-based approach
    Beritelli, P.; Bieger, T.; Laesser, C.
  • The coordinating DMO or coordinators in the DMO? – an alternative perspective with the help of network analysis
    Beritelli, P.; Buffa, F.; Martini, U.
  • Reengineering destination marketing organisations: the case of Switzerland
    Bieger, T.
  • Size matters!-increasing DMO effectiveness and extending tourist destination boundaries
    Bieger, T.; Beritelli, P.; Laesser, C.
  • Determinants of tourism success for DMOs destinations: an empirical examination of stakeholders’ perspectives
    Bornhorst, T.; Brent Ritchie, J.R.; Sheehan, L.
  • From strategy to business models and onto tactics
    Casadesus-Masanell, R.; Ricart, J.E.
  • Business model innovation: opportunities and barriers
    Chesbrough, H.W.
  • Toward a sociology of international tourism
    Cohen, E.
  • Editor’s comments: developing propositions, a process model, or a typology? Addressing the challenges of writing theory without a boilerplate
    Cornelissen, J.
  • Improving public sector efficiency: challenges and opportunities
    Curristine, T.; Lonti, Z.; Joumard, I.
  • Archetypes of destination governance: a comparison of international destinations
    d’Angella, F.; De Carlo, M.; Sainaghi, R.
  • Closing the marketing capabilities gap
    Day, G.S.
  • Editors’ comments: styles of theorizing and the social organization of knowledge
    Delbridge, R.; Fiss, P.C.
  • Typologies as a unique form of theory building: toward improved understanding and modeling
    Doty, D.H.; Glick, W.H.
  • Opportunities in business model research
    Eckhardt, J.T.
  • Strategic success in winter sports destinations: a sustainable value creation perspective
    Flagestad, A.; Hope, C.A.
  • A cognitive mapping approach to business models: representing causal structures and mechanisms
    Furnari, S.; Baden-Fuller, C.; Mangematin, V.
  • Mental models, decision rules, and performance heterogeneity
    Gary, M.S.; Wood, R.E.
  • Prospering in dynamically-competitive environments: organizational capability as knowledge integration
    Grant, R.M.
  • Searching for the future: challenges faced by destination marketing organizations
    Gretzel, U.; Fesenmaier, D.R.; Formica, S.; O’Leary, J.T.
  • Airbnb: disruptive innovation and the rise of an informal tourism accommodation sector
    Guttentag, D.
  • Taxonomic approaches to studying strategy: some conceptual and methodological issues
    Hambrick, D.C.
  • The quest for resilience
    Hamel, G.; Valikangas, L.
  • Development of tourism destinations: an integrated multilevel perspective
    Haugland, S.A.; Ness, H.; Grønseth, B.-O.; Aarstad, J.
  • Leadership in destination management organisations
    Hristov, D.; Ramkissoon, H.
  • The destination paradigm continuum revisited: Dmos serving as leadership networks
    Hristov, D.; Zehrer, A.
  • St. Gallen consensus on destination management
    Laesser, C.; Beritelli, P.
  • A policy approach to the impact of tourist dwellings in condominiums and neighbourhoods in Barcelona
    Lambea Llop, N.
  • Business models: a discovery driven approach
    McGrath, R.G.
  • Competing business models, value creation and appropriation in English football
    McNamara, P.; Peck, S.I.; Sasson, A.
  • Unlocking the hidden value of concepts: a cognitive approach to business model innovation
    Martins, L.L.; Rindova, V.P.; Greenbaum, B.E.
  • A critical assessment of business model research
    Massa, L.; Tucci, C.; Afuah, A.
  • Business model innovation: how iconic business models emerge
    Mikhalkina, T.; Cabantous, L.; Baden-Fuller, C.; Mangematin, V.
  • Causes of failure in network organizations
    Miles, R.E.; Snow, C.C.
  • Charles Darwin’s views of classification in theory and practice
    Padian, K.
  • Destination management in New Zealand: structures and functions
    Pearce, D.G.
  • Destination management: plans and practitioners’ perspectives in New Zealand
    Pearce, D.G.
  • Interdependent destination management functions
    Pearce, D.G.
  • From value chain to value network: insights for mobile operators
    Peppard, J.; Rylander, A.
  • Destination marketing organizations–research opportunities in an era of uncertainty
    Pike, S.
  • Destination marketing organizations and destination marketing: a narrative analysis of the literature
    Pike, S.; Page, S.J.
  • Interorganizational cognition and interpretation
    Porac, J.F.; Ventresca, M.J.; Mishina, Y.; Baum, J.A.C.
  • The dominant logic: a new linkage between diversity and performance
    Prahalad, C.K.; Bettis, R.A.
  • Towards a model of the roles and activities of destination management organizations
    Presenza, A.; Sheehan, L.; Ritchie, J.B.
  • 2014 St. Gallen consensus on destination management
    Reinhold, S.; Laesser, C.; Beritelli, P.
  • The 2016 consensus on advances in destination management
    Reinhold, S.; Laesser, C.; Beritelli, P.
  • Business models in tourism: a review and research agenda
    Reinhold, S.; Zach, F.J.; Krizaj, D.
  • Business model implementation: the antecedents of multi-sidedness
    Rumble, R.; Mangematin, V.; Baden-Fuller, C.; Mangematin, V.
  • From contents to processes: versus a dynamic destination management model (DDMM)
    Sainaghi, R.
  • Strategies for assessing and managing organizational stakeholders
    Savage, G.T.; Nix, T.W.; Whitehead, C.J.; Blair, J.D.
  • Creating shared value in destination management organisations: the case of turisme de Barcelona
    Serra, J.; Font, X.; Ivanova, M.
  • Destination stakeholders exploring identity and salience
    Sheehan, L.R.; Ritchie, J.R.B.
  • The use of intelligence in tourism destination management: an emerging role for DMOs
    Sheehan, L.R.; Vargas‐Sánchez, A.; Presenza, A.; Abbate, T.
  • Reforming destination management organisations and financing
    Socher, K.
  • Destination management organisational structures
    Spyriadis, T.; Fletcher, J.; Fyall, A.
  • The top spot economy – tourism at the end of destination marketing
    Steiner, T.; Bieger, T.; Beritelli, P.; Laesser, C.
  • Business models, business strategy and innovation
    Teece, D.J.
  • Le Modèle des Ressources et des Compétences: Un Nouveau Paradigme pour le Management Stratégique
    Tywoniak, S.A.; Groupe, H.; Laroche, H.; Nioche, J.P.
  • Collaborative destination marketing: roles and strategies of convention and visitors bureaus
    Wang, Y.
  • Destination marketing and management: scope, definition and structures
    Wang, Y.; Wang, Y.; Pizam, A.
  • The fit between product market strategy and business model: implications for firm performance
    Zott, C.; Amit, R.
  • Business model design: an activity system perspective
    Zott, C.; Amit, R.
  • Understanding and breaking the rules of business: toward a systematic four-step process
    zu Knyphausen-Aufsess, D.; Bickhoff, N.; Bieger, T.