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

Learn More →

Industry, government, and community: power and leadership in a resource constrained DMO

Industry, government, and community: power and leadership in a resource constrained DMO Purpose – The purpose of this paper is to explore a resource‐constrained Destination Marketing Organization (DMO) to assess the power struggles inherent in community tourism initiatives when leadership is weakened through shrinking resources. Design/methodology/approach – Using a comparative instrumental case study approach, this paper analyses three separate studies within Experience Bedfordshire to develop a comprehensive picture of governance within a single tourism destination. Findings – The results show that privately held attractions, hospitality businesses, and transportation authorities retain control over key marketing messages. Visitor and stakeholder surveys indicate that a more sustainable form of rural development, based on natural/cultural attractions and the development of bed and breakfast and artisan small businesses is the preferred development path. Unfortunately, the increasing use of Tourism Information Centres by local residents, as opposed to tourists, has reduced support by key power holders in the community, thereby forcing major industry restructure. Research limitations/implications – This research was conducted during the transitionary period as the Rural Development Agencies were being dissolved in the UK and the new Local Enterprise Partnership system was being implemented in early 2011. It is still too early to anticipate how this new system will affect destination marketing in the long run. Practical implications – This paper argues that commercial interests ultimately control the destination image in this resource‐constrained region, and its marketing messages which are currently focused on high adventure and large scale development are pursued to the detriment of local wishes and rural landscape development. Originality/value – This paper is the first article to address the transition from the Rural Development Agencies to the Local Enterprise Partnerships within a tourism and destination marketing framework. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Tourism Review Emerald Publishing

Industry, government, and community: power and leadership in a resource constrained DMO

Susan L. Slocum; Sally Everett
Tourism Review , Volume 69 (1): 12 – Apr 14, 2014
Download PDF
12 pages

Loading next page...
 
/lp/emerald-publishing/industry-government-and-community-power-and-leadership-in-a-resource-BkPM0R6Vpe
Publisher
Emerald Publishing
Copyright
Copyright © 2014 Emerald Group Publishing Limited. All rights reserved.
ISSN
1660-5373
DOI
10.1108/TR-06-2013-0027
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to explore a resource‐constrained Destination Marketing Organization (DMO) to assess the power struggles inherent in community tourism initiatives when leadership is weakened through shrinking resources. Design/methodology/approach – Using a comparative instrumental case study approach, this paper analyses three separate studies within Experience Bedfordshire to develop a comprehensive picture of governance within a single tourism destination. Findings – The results show that privately held attractions, hospitality businesses, and transportation authorities retain control over key marketing messages. Visitor and stakeholder surveys indicate that a more sustainable form of rural development, based on natural/cultural attractions and the development of bed and breakfast and artisan small businesses is the preferred development path. Unfortunately, the increasing use of Tourism Information Centres by local residents, as opposed to tourists, has reduced support by key power holders in the community, thereby forcing major industry restructure. Research limitations/implications – This research was conducted during the transitionary period as the Rural Development Agencies were being dissolved in the UK and the new Local Enterprise Partnership system was being implemented in early 2011. It is still too early to anticipate how this new system will affect destination marketing in the long run. Practical implications – This paper argues that commercial interests ultimately control the destination image in this resource‐constrained region, and its marketing messages which are currently focused on high adventure and large scale development are pursued to the detriment of local wishes and rural landscape development. Originality/value – This paper is the first article to address the transition from the Rural Development Agencies to the Local Enterprise Partnerships within a tourism and destination marketing framework.

Journal

Tourism Review – Emerald Publishing

Published: Apr 14, 2014

Keywords: Governance; Tourism; England; Destination marketing; Planning; Local Enterprise Partnerships

References

  • Marketing the competitive destination of the future
    Buhalis, D.
  • Power and tourism: a Foucauldian observation
    Cheong, S.; Miller, M.
  • May we live in less interesting times? Changing public sector support for tourism in England during the sovereign debt crisis
    Coles, T.; Dinan, C.; Hutchison, F.