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The purpose of this paper is to offer insights and lessons learned about how to successfully balance the interests of the many competing stakeholders who can or do influence the CVB's strategy for marketing a destination.

The study uses a qualitative case study approach utilizing an extensive interview as the method for data collection. A series of structured questions specifically designed to focus the interview on the topic of interest was used to facilitate data collection.

The paper presents insights from Mr William C. Peeper, the person largely responsible for building the Orlando Orange County Convention and Visitors Bureau from a two‐person organization into the multi million‐dollar operation it became by the time he retired 25 years later. Since the focus of the paper is on how to successfully balance the differing goals of stakeholders to achieve organizational goals, this interview offers a number of lessons learned that can be used by any organizational leader seeking to balance the interests of diverse stakeholders.

This study provides fresh ideas and new insights into how to successfully manage an organization's stakeholders in ways that make it possible to achieve an organization's mission across time. The success Mr Peeper had in gaining sustained support for the mission and goals of the Orlando CVB provides important lessons on how to manage all stakeholders especially the corporate governance structure that is pertinent to any organization that has to accommodate many diverse viewpoints and interests. There is little existing knowledge on managing stakeholders across time as their interests and needs change and the management of them must also adapt.

This study attempts to examine customers' perceived value of hotel loyalty programs, to identify the relationship between perceived program value and active loyalty, and to examine the effect of perceived program value in determining customers' active loyalty.

An extensive sample of 15,000 respondents was randomly selected from a pool of US domestic tourists who previously requested tourism information from the Convention and Visitor's Bureau (CVB) websites across the country. The data for this study were collected using online survey questionnaires. The researchers sent out e-mails, embedding a link to a brief questionnaire and consent form to potential respondents.

This study substantiates the impact of perceived program value, particularly the psychological value, on active loyalty. In addition, the study identifies significant differences in perceived financial value and externality value of the loyalty programs.

This study breaks down loyalty program practices into individual brand levels and compares the perceived program value of 11 major hotel loyalty programs. This provides a better understanding of the perceived program value that may affect active loyalty and explains how the value varies by different hotel loyalty programs. This study offers recommendations on how hotels might craft value opportunities to cultivate the continued engagement of consumers. The results of this study offer insights into the under-researched domain of the drivers of active loyalty in the hospitality context and suggest methods for better strategic management of this loyalty form.

The purpose of this study is to add new insights into the discussion of how a city’s destination marketing organization (DMO) can apply operant resources to act upon its operant resources to create, market and manage a unique brand over time.

The study uses an abductive approach to advance understanding of how to execute a branding strategy that evolves over time while strategically curating its unique and valued resources. This understanding is based on an in-depth review of Louisville’s branding journey, including written documents and interviews with people involved in building the branding strategy.

This paper presents a model to help destinations focus on how to create, market and manage the delivery of a branded ecosystem that capitalizes on its resources. The study adds new insights into how DMOs can curate a destination’s resources into an ecosystem that delivers its brand promise over time.

The study introduces the idea of ecotopes to expand an understanding of tourism ecosystems, it presents the concept of a customer journey to depict a destination’s branding strategy, incorporates Barney’s Resource Based Theory (Barney & Clark, 2007) into the process of creating a destination’s brand and applies Barnard’s (1938) classic Acceptance Theory of Authority to explain how DMOs can execute a destination’s branding strategy.

The purpose of this study is to add new insights into the discussion of how a city’s destination marketing organization (DMO) can apply operand resources to act upon its operant resources to create, market and manage a unique brand over time.

This study uses an abductive approach to advance understanding of how to execute a branding strategy that evolves over time while strategically curating its unique and valued resources. This understanding is based on an in-depth review of Louisville’s branding journey, including written documents and interviews with people involved in building the branding strategy.

This paper presents a model to help destinations focus on how to create, market and manage the delivery of a branded ecosystem that capitalizes on its resources. This study adds new insights into how DMOs can curate a destination’s resources into an ecosystem that delivers its brand promise over time.

This study introduces the idea of ecotopes to expand an understanding of tourism ecosystems, presents the concept of a customer journey to depict a destination’s branding strategy, incorporates Barney's resource based theory (Barney and Clark, 2007) into the process of creating a destination’s brand and applies Barnard’s (1938) classic acceptance theory of authority to explain how DMOs can execute a destination’s branding strategy.

The present chapter includes a case study that describes and analyzes three performance audit reports over a three decade period for one U.S. state government's destination management organization's (DMO) actions and outcomes. This report extends prior studies (Woodside & Sakai, 2001, 2003) that support two conclusions: (1) the available independent performance audits of DMOs’ actions and outcomes indicate that frequently DMOs perform poorly and fail to meaningfully assess the impacts of their own actions and (2) the audits themselves are shallow and often fail to provide information on DMOs’ actions and outcomes relating to these organizations largest marketing expenditures. The chapter calls for embracing a strategy shift in designing program evaluations by both government departments responsible for managing destinations’ tourism marketing programs and all government auditing agencies in conducting future management performance audits. The chapter offers a “tourism performance audit template” as a tool for both strategic planning by destination management organizations and for evaluating DMOs’ planning and implementing strategies. The chapter includes an appendix – a training exercise in using the audit template and invites the reader to download a tourism performance audit report of a destination marketing organization and to apply the template after reading the report.

The purpose of this paper is to provide a review of the factors and forces that led the creation of the convention and visitor bureau industry and profession to illustrate how historical events influence managerial outcomes.

A variety of historical documents and records discovered and reviewed offer insights into identifying the factors that led to the need for and type of organizational outcomes.

This review allows an extrapolation of the past onto the future to illustrate how social, technological, and economic changes created the need for organizational responses for those who are geographical dispersed in small organizations.

By tracing the evolution of one profession, it is possible to see the value and logic of professional organizations. Since the research literature and the available records are incomplete, the review is as well. This lack of a complete record makes any conclusions drawn or forecasting problematic.

Any historical review offers insights into the present status of the phenomena under review and some insights into its future. This review provides an understanding of how and why professional organizations are created and identifies how the key inducements they offer their members must, like any organization, induce their continuing support.

This paper reviews the history and evolution of a profession and its associated professional organization that is now large and growing larger but to date has received little academic attention or interest.

Notwithstanding a growing interest on destination management, little is known about the formation and evaluation of destination managers' strategies. Strategy assessment is essential to understand whether, and how, destination managers allow the reconciliation of the diverse stakeholders' interests within an integrated destination plan, pursuing the development of the destination. The purpose of this paper is the exploration and building of a strategy assessment approach.

A qualitative methodology is adopted, to identify key dimensions of strategy assessment and their combination within an integrated destination plan. Data come from the city of Turin, and the destination management organization developed for 2006 Winter Olympic Games.

The use of balanced scorecard approaches points out how a financial dimension is key in meta‐management contexts, notwithstanding the public interests of the destination supply system. Also, this work discloses the formative process that characterizes strategic planning within supply networks of tourism destination. It describes the hierarchy of strategy assessment, taking into consideration externalities emerging from integrated supply systems developed at the destination level.

Limitations are intrinsic to case study methods, and points on findings generalizability.

The paper offers insights on developing analytical capability within meta‐management organizations, to diagnose value creation and competitiveness gaps. Also, it gives insights on developing co‐ordination capabilities, allowing different strategic goals to be drawn into an integrated design.

The paper offers a novel approach for developing a strategy map, and contributes to prior research on strategy assessment in meta‐management.

Destination brand personality has been considered as an emotional relationship between a branded destination and its visitors (Ekinci, 2003). Previous studies exclusively focused on the match between visitor’s personality and destination personality (Sirgy & Su, 2000; Usakli & Baloglu, 2011). However, there is a lack of investigation centered on tourism industry professionals (TIPs). This chapter is to assess the congruity between TIPs’ self-assessed personality, their perceived brand personality of Macau as a destination as well as the brand personality of their tourism/hospitality-related organizations. Findings of this study reveal that TIPs’ perceived Big Five dimensions of self, Macau, and organization tend to match with each other in certain dimensions. Neither their own nor their organizations’ Big Five dimensions “Openness” and “Conscientiousness” matches their perceived brand personality of Macau. This chapter provides empirical evidence which may suggest to Macau policy makers to further develop branding strategies through strengthening its brand personalities.

The purpose of this paper is to develop nine criteria for tourism disaster resilience scorecard for destinations (TDRSD) by using the “disaster resilience scorecard for cities, based on UNISDR’s ten essentials”. As a surrogate for the city, the Convention and Visitors Bureau (CVB) is used at the destination level to manage and oversee disasters within the perspective of a visitor. The initial section of the paper revises the scorecard to adapt to the destination, while the second part of the paper applies the scorecard to a specific city destination. The TDRSD scorecard for CVBs was used to evaluate the destination of Manta, Ecuador.

The approach included four stages. The first stage was to use a Delphi technique to evaluate and adapt the UNIDSRR scorecard to a destination (tourism) context. The second stage included conducting interviews with members of the Manta CVB and Mesa 5 (Emergency Management Department of Manta). Consequently, each answer was paired with support for the item and criteria score. Finally, the weak and strong scores were identified for each essential and match them up with recommendations and trends available in literature.

This study set out to do three things: suggest that a similar scorecard is necessary for destinations; adapt the UNIDSR scorecard to a destination focus; and apply the TDRSD to Manta, Ecuador. Overall, these goals were met. But most interestingly, findings suggest some troubling outcomes.

The study allowed to undercover gaps in the current risk management plan of the destination, while providing an evaluation of the engineering resilience of the tourism sector of Manta in case of a disaster.