This paper summarizes the main insights of the second Biennial Forum on Advances in Destination Management (ADM), held in St. Gallen (Switzerland). Issues in five domains preoccupied the discourse of scholars and practitioners alike: (1) the definition of ‘destination', (2) the purpose and legitimacy of destination management organizations (DMO), (3) governance and leadership in destination networks, (4) destination branding, and (5) sustainability. For each domain, this consensus offers a purposeful research agenda grounded in the ADM?s community of destination management and marketing researchers. This paper builds on conference participants? collective sense-making efforts expressed over the course of the conference and in a dedicated consensus session.

The purpose of this paper is to reconstruct and analyze the long history of Tourism Review and try to outline the future of this journal.

Purpose – The need and legitimacy of DMOs are increasingly questioned. Still, the tourism literature provides little advice on how DMOs change and finance their activities for the benefit of their destination given contextual change. This conceptual article, contributes to filling this gap. We do so by proposing a typology of business models for destination management organizations. Design/methodology/approach – With the help of typological reasoning, we develop a new framework of DMO business model ideal types. To this end, we draw on extant literature on business model typologies and identify key dimensions of DMO business models from the tourism literature. Findings – The challenges DMOs face, as discussed in the tourism literature, relate to both ends of its business model: On the one end, the value creation side, the perceived value of the activities they traditionally peruse has been declining; on the other end, the value capture side, revenue streams are less plentiful or attached to more extensive demands. Based on two dimensions, configurational complexity and perceived control, we identify four distinct ideal types of DMO business models: the destination factory, the destination service center, the value orchestrator, and the value enabler. Originality/value – We outline a “traditional” DMO business model that stands in contrast to existing DMO classifications and that relates DMO challenges to the business model concept. The typology provides an integrated description of how DMO business models may be positioned to create and capture value for the organization and the destination(s) is serves. The ideal types point to important interdependencies of specific business model design choices.

Purpose The need and legitimacy of destination management organizations (DMOs) are increasingly questioned. Still, the tourism literature provides little advice on how DMOs change and finance their activities for the benefit of their destination-given contextual change. This conceptual article aims to contribute to filling this gap. The authors do so by proposing a typology of business models for destination management organizations. Design/methodology/approach With the help of typological reasoning, the authors develop a new framework of DMO business model ideal types. To this end, the authors draw on extant literature on business model typologies and identify key dimensions of DMO business models from the tourism literature. Findings The challenges DMOs face, as discussed in the tourism literature, relate to both ends of their business model: On the one end, the value creation side, the perceived value of the activities they traditionally pursue has been declining; on the other end, the value capture side, revenue streams are less plentiful or attached to more extensive demands. On the basis of two dimensions, configurational complexity and perceived control, the authors identify four distinct ideal types of DMO business models: the destination factory, destination service center, value orchestrator and value enabler. Originality/value The authors outline a “traditional” DMO business model that stands in contrast to existing DMO classifications and that relates DMO challenges to the business model concept. The typology provides an integrated description of how DMO business models may be positioned to create and capture value for the organization and the destination(s) it serves. The ideal types point to important interdependencies of specific business model design choices.