ABSTRACT

The pandemic resulting from COVID-19 disease has brought about an unprecedented crisis to tourism destinations, resulting in an almost complete shutdown of tourist flows. Whereas disaster recovery models focus on prevention and preparedness, the post-pandemic recovery strategies are underexplored, particularly in relation to the highly representative group of small-scale businesses run by tourism lifestyle entrepreneurs (TLEs). An integrated framework for Destination Marketing Organization (DMO) strategic thinking is developed using the Delphi method with Q-sort technique. Findings from a 26-element expert panel emphasize the priority of creating a favorable environment for small-scale business development and supporting the provision of resources and capabilities. After this initial effort to strengthen these fragile businesses, it is essential to increase their communication capacity, a common limitation of TLEs, allowing these entrepreneurs to access niche markets more suited to the business and lifestyle they run. With stronger businesses, DMOs can enhance destination competitiveness and innovation, stimulating cooperation and networking.

摘要

由 COVID-19 疾病引起的大流行给旅游目的地带来了前所未有的危机，导致游客流几乎完全停止。尽管灾难恢复模式侧重于预防和准备，但大流行后恢复策略的探索不足，特别是与旅游生活方式企业家 (TLE) 经营的具有高度代表性的小规模企业群体有关。使用Delphi方法和Q-sort技术开发了目的地营销组织（DMO）战略思维的集成框架。一个由 26 人组成的专家小组的调查结果强调了为小规模企业发展创造有利环境和支持提供资源和能力的优先事项。在加强这些脆弱业务的初步努力之后，必须提高他们的沟通能力，这是 TLE 的一个常见限制，让这些企业家能够进入更适合他们经营的业务和生活方式的利基市场。拥有更强大的业务，DMO 可以增强目的地竞争力和创新，促进合作和网络。