Managing Destination Marketing Organisations. The Tasks, Roles and Responsibilities of the Convention & Visitors Bureau Executive

Citation

Sigala, M. (2009), "Managing Destination Marketing Organisations. The Tasks, Roles and Responsibilities of the Convention & Visitors Bureau Executive", International Journal of Contemporary Hospitality Management, Vol. 21 No. 1, pp. 128-130. https://doi.org/10.1108/09596110910943571

Destinations' attractions, events, infrastructures and, overall, the quality of the experiences that they can provide to their visitors, play a substantial role in the decision‐making process of both individual tourists and corporate clients when selecting travel destination. Destination marketing organisations have a crucial role and responsibility in developing and maintaining the competitiveness of a tourism destination, as they act as an umbrella organisation representing and having the capacity to influence the behaviour and collaborative practices of all tourism‐related firms. The focus of this book is to analyse and discuss these particular tasks, roles and responsibilities of DMOS within the context of the USA Convention & Visitors Bureau (CVB) industry. In particular, the aim of this book is to identify and analyse the managerial practices of successful CVB executives and compare them to the management practices of unsuccessful CVB executives. Although the book is not characterised for its theoretical background and review of related literature, the book's content is full of examples, evidence of good and bad managerial practice and excellent feedback from CVB professionals that are very useful for both the academic and professional circles. The book's content and analysis is based on primary data obtained by conducting interviews with CVB executives and it is structured in chapters that reflect all issues related to how to design and manage a CVB, from its initial inception and business plan to its evaluation and future challenges. The book is reader‐friendly (demonstrated in its writing style and language) and all chapters are sequenced in a logical order and provide good summaries and action points as well as a related bibliography.

The first chapter is an essential one as it describes the methodology of the research conducted for the writing of the book as well providing a comparative analysis between CVB in the USA and DMO elsewhere in terms of their size, funding patterns and specific operational activities. This chapter is very useful for the international reader, since the reader can easily understand the context of the CVB whereby the findings and content of the book is based, and so better decide on whether such findings and managerial suggestions are applicable and relevant to their context.

The second chapter provides a historical review of the foundations of the CVB industry. Its content is required in order to better understand how and why these organisations got started, what their leaders were tasked to do, and how their role and mission were changed and transformed during the years. Only by knowing the roots of CVB can one better understand the perspectives and feedback provided by the current CVB executives, who were raised and evolved through this system.

Chapter three debates the process and components required for developing the CVB mission. Particular emphasis and analysis is provided to the need to achieve an alignment between the mission development and the internal CVB management practices. Suggestions on how to achieve this are provided by developing and analysing an alignment audit aiming to obtain and monitor alignment between the CVB mission and the following three major issues:

• 1) strategic and tactical practices;

• 2) staffing policies and processes; and

• 3) system procedures and design factors.

In chapter 4, the analysis focuses on the governance mode and style of the CVB. In particular, guidelines and suggestions are provided on how to design, select and develop the board of directors of the CVB and how the CVB executive can better manage it in terms of their orientation, motivation and evaluation. Chapter 5 refers to the stakeholders of the CVB destination. The aim of the chapter is to identify and categorise them as friends and foes in order to better understand their interests and behaviour. A related matrix is further developed providing useful practical guidance on how CVB executives can better allocate resources and time in managing and influencing these stakeholders. Managing the political stakeholders of the CVB is important, since they control their funding and/or they can influence the decisions of the politicians who provide this funding.

In chapter 6 detailed analysis and suggestions are provided on how CVBs can better sell their destination. Emphasis is given on how to manage CVB travellers/tourists (both individual and corporate) and CV intermediaries (such as travel websites, convention and meeting packagers, travel agents and tour operators).

Chapter 7 concentrates on issues related to CVB HRM. Issues and areas that are discussed include the selection, organisation, orientation, evaluation and coaching of CVB staff. Of particular importance regarding the responsibility of CVB executives is the leadership and motivation of CVB staff, and several good practices are reported.

Chapter 8 goes back to the marketing issues relating to the selling of the destination. However, the focus of this chapter is on the development process of a marketing and sales planning process and budget. Strategies for developing and enhancing the brand of the destination are debated, while different promotional tools (including direct mail, trade shows, print advertising, websites, etc.) are analysed. Special attention is also given to the evaluation metrics to be used for evaluating the performance of promotional practices and revising the marketing and sales plan and budgets.

Chapter 9 stresses the importance of building and maintaining an appropriate culture for the CVB that commits everyone to achieving the CVB's mission and aims. Special focus and suggestions are provided on how CVB executives can communicate and teach this culture to CVB staff. Although chapter 9 refers to issues related to the internal diffusion of CVB mission, chapter 10 focuses on the external communication of the CVB's mission and values. This chapter highlights the need to better communicate the value and role of CVB to its external stakeholders if the CVB wishes to obtain their support and commitment. To achieve that, this chapter identifies and analyses several metrics based on which to measure and make more tangible the value of the CVB to its external stakeholders.

Chapter 11 focuses on the CVB itself. It analyses the CVB executive development process and reviews the traits, training and experiences that seem to be related to the success of the CVB.

In the final chapter, the different challenges and trends that CVBs and their executives currently face and/or will be required to face are identified and discussed. These are related to issues including funding and governance, technology, information and competition, financing, spokespersons, cooperation and business models. A postscript is also provided focusing on the concerns that CVBs are required to deal with in the future.

Overall, this is an excellent, well‐written and easy‐to‐read book that provides a holistic and comprehensive process on the development and management of a CVB. By gathering and compiling rich professional experience and knowledge from CVB executives, the book effectively provides an in‐depth and practically oriented holistic perspective and managerial know‐how on the tasks, roles and responsibilities of CVB executives. In this vein, the book significantly helps to crystallise some of the disparate knowledge on the field. Although the book is based on the findings of a study conducted in an USA context (CVB industry), its arguments and content can also be regarded applicable and comparable to other countries (with some adaptations). The comparative analysis provided by chapter 1, which compares CVB with DMOs outside the USA, can significantly help the reader to understand and be able to know when and how to adapt this book's material to his/her content. The book constitutes a comprehensive guide and a useful source of best managerial practices to graduate students and destination managers and marketers alike.