Covid-19 crisis: a new model of tourism governance for a new time

Abstract

Purpose The COVID-19 crisis has had a dramatic impact on the tourism industry, with new challenges that calls for a combination of short- and medium-/long-term perspectives. At the destination level, a factor that has a critical incidence in the recovery path is the type of tourism governance. With the spotlight on this factor, the purpose of this paper is to reflect on the need to accommodate the model of tourism governance to the requirements of this new time. Design/methodology/approach The discussion that already existed in the literature about the roles of destination marketing organizations (DMOs) has been brought into the new context of the coronavirus crisis to propose three fundamental changes in them, together with the centrality of host communities in a model based on public–private–people partnerships. Findings Under the principle that the M in DMOs has to stand for management, an evolution of these organizations toward the performance of three different roles is proposed, namely, as the orchestrator of the various players in the destination, the facilitator of opportunities for its members and the intelligence promoter and their strategic mind. Practical implications The practical implications of this proposal are numerous, as it represents a move beyond the usual public–private partnerships of the old normal and goes further than the traditional roles of marketer, intermediary in the value chain and brand promoter. Originality/value To the best of the author’s knowledge, this is the first work dealing with the topic of tourism governance in the context of the pandemic.

How a Tourism City Responds to COVID-19: A CEE Perspective (Kraków Case Study)

“…The literature until now has no examples of similar planning activities in other tourism cities during the pandemic. Moreover, it should be emphasized that the case of Kraków to some extent confirms the assumptions of Vargas [32] that COVID-19 has given rise to a new model of tourism governance. It is unknown whether the mobilization observed in Kraków will bring about the expected results.…”

“…COVID-19 has given rise to a new model of tourism governance [32]. Vargas [32] especially highlights new roles for destination management organizations (DMOs) for a new era.…”

“…COVID-19 has given rise to a new model of tourism governance [32]. Vargas [32] especially highlights new roles for destination management organizations (DMOs) for a new era. He suggests the need for the evolution of DMOs toward the performance of three different roles, namely as the orchestrator of various stakeholders in the destination; as the facilitator of opportunities for its members; and as the intelligence promoter and strategic mind.…”

Changes in Consumption Patterns and Tourist Promotion after the COVID-19 Pandemic

“…Crowdmarketing campaigns on social networks are likely to have a greater presence. Crowdmarketing tries to mobilize all lovers of a destination so that, by virtue of their emotional ties to it, they even become its best activists by sharing (under a single hashtag that reinforces the brand and favours go viral) their experiences, memories, images and everything that was memorable because it made them happy [38]. The visibility and credibility of the messages are superior to those used in institutional campaigns.…”

“…Vargas [38] points out that although promotion will be necessary-for tourism markets to awaken from the lethargy after the initial impact-promotion should not be the same as before. The strategies of tourist destination managers will not only be based on promotion, but also on reconfiguring the offer in the light of the new social reality resulting from the COVID-19 disaster.…”