This study presents a new perspective on the role of Destination Management Organisations (DMOs) in the post-COVID era by focusing on DMOs with "DMC" in their name and clarifying their established intentions and actual activities. Therefore, thi s study aims to clarify the types of business activities that DMOs, which are incorporated as joint-stock companies, conduct and the role they play in cooperation with local stakeholders. The cases of two registered DMOs in Japan whose legal entities were joint-stock companies and whose names include "DMC," Kumamoto DMC Co., Ltd., and Kamaiishi DMC Ltd., were studied. The study clarified that these DMOs were established as joint-stock companies with the intention of business continuity and profit generation and that "DMC" was used in these cases to indicate DMO although the term has been historically meaning companies dealing with business travel. Furthermore, these DMOs participated actively in local product development through collaboration with local stakeholders, demonstrating that their activities were oriented toward solving local issues and that they played a role in social enterprises. Consequently, the findings of this study contributed to the following conclusions: first, as a business entity, a DM O can have a form of activity that is oriented toward solving local social challenges through product development in collaboration with stakeholders and aims at both business continuity and public benefit. Second, the study showed that such activities high light the social enterprise aspect of DMOs. However, it is impossible to generalise from the results of the two cases that product development through local collaboration is possible only because of the presence of the legal entity of a joint-stock company. Additionally, it is crucial for future studies to further clarify the differences in the characteristics of DMOs depending on their legal entity status, which would allow for a deeper discussion on the new roles required of DMOs to promote cooperation wi th local stakeholders.

The purpose of this paper is a study to organize the best community creation methods for rural areas in Japan.

The background of the research is that although social penetration of the online environment has progressed rapidly, it can be said that it is necessary to organize methods of community creation to solve various problems in rural areas in order to correct the concentration of people in Tokyo.

The research method will be an action research type based on the author’s local activities as a case study. The case study will be based on a video interview produced by the author through his community activities.

As a preliminary study, we will compare "Collective Impact" with the "TN Method" and the "7 Steps of Community Design", which are the precedents for community creation in Japan, as a methodological arrangement of community creation.

The study found that four of the five elements of Collective Impact in Japan were true: "Common Agenda", "Shared Measurement", "Mutually Reinforcing Activities", and "Continuous Communication". As for the element of "Backbone Organization" to support activities, the study concluded that while a backbone organization is necessary, the backbone organization in Japan should not be left to a third-party organization, but rather should be carried out by concerned parties who maintain a certain distance from each other, taking into consideration the Japanese tradition and national character. In addition, the "TN Method" and the "7 Steps of Regional Design" are similar to the "Collective Impact" organizing method in many cases, and can be considered effective organizing methods to put them into practice.