抄録
In 2015, the Japanese government launched a programme that aims to enhance the performance of destination organisations. Within the programme, the concept of destination marketing and/or management organisations (DMOs), which has been developed mainly in the Western countries, was introduced. Destination organisations can apply to be registered as DMO candidate organisations. Candidate organisations, which are categorised as municipal, inter-municipal, or inter-prefectural levels, disclose their income performance when they apply to the programme. This study provides an example of how DMOs manage local communities. Using income data from municipal and inter-municipal DMO candidate organisations in Kyushu, we discuss the optimal income ratio, the role of partnership platforms/initiatives, and the contribution to sustainable management through commercial income. In addition, the Tamana DMO in Kumamoto Prefecture is used to explore how DMOs can enhance engagement with local communities. We conclude with a discussion of the meaning of ‘M' within DMOs and their functions.
