As mentioned in previous sections, implementation entails describing all tasks to carry out for every program, assigning accountabilities, prioritizing and time planning, along with the KPI monitoring and evolution assessment. However, it is important to explain the type of recommended organizational chart for the DMO in charge of implementing the programs. The main executives responsible for the competitiveness program implementation could be:

  • Managing director: in charge of leading the executive team, the corporate strategy direction, and institutional relationships. He or she would be the leader of the implementation process, and so ultimately responsible for assigning accountabilities, prioritizing, time planning and deciding whether it is convenient to reorient strategy. He or she should lead special programs such as the new flight connections.
  • Experience development director: in charge of programs related to heritage conservation, urban aesthetic harmony, DMC incubator, signage system, congestion & pollution, etc.
  • Business intelligence director: responsible for the monitoring system, and so in charge of collecting, analyzing and communicating the intelligence data following the KPIs.
  • Quality director: in charge of implementing the service quality related programs, such as the Quality label certification, Eco-label certification, and related issues.
  • Human Resources director: in charge of all professional training programs related to service quality for professionals, and also co-responsible for Hospitality programs
  • Marketing director: in charge of the product related programs such as the Product Clubs, Product labels, Benchmarking trips, Destination APP, Tourist offices & call center and partnership with nearby destinations.

In the case of programs entitling mandatory changes on private properties such as buildings or businesses, implementation would be more difficult and therefore more complex strategies would be needed. These strategy guidelines could support these programs enforcement:

  • Changing regulations establishing a reasonable deadline for making the necessary changes. Such deadlines should be negotiated with the affected stakeholders to ensure the feasibility of the implementation.
  • Establishing an incentive system to stimulate early adoption of the new policies consisting of fiscal incentives, privileged marketing, etc.
  • Offering funding facilities such as soft credits, partial subsidies, and searching for imaginative formulas like those described in the Whitepaper “Envisioning destination models 3.0”.

How would you enforce execution related to private properties?

Posted by Jordi Pera

Jordi Pera is an economist passionate about tourism, strategy, marketing, sustainability, business modelling and open innovation. He has international experience in marketing, intelligence research, strategy planning, business model innovation and lecturing, having developed most of his career in the tourism industry. Jordi is keen on tackling innovation and strategy challenges that require imagination, entail thoughtful analysis and are to be solved with creative solutions.

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