What Should Your DMO Stop Doing?
One of the most overlooked questions in destination marketing isn't, "What should we do next?" It's "What should we stop doing?" Every destination marketing organization is filled with programs, events, publications, partnerships, and traditions that once made perfect sense. Many were successful. Some were innovative. Others were created to solve a specific challenge that no longer exists. Yet year after year, they remain in the budget, on staff work plans, and on board agendas simply because they've always been there. That isn't strategy. It's inertia. Peter Drucker frequently described strategic abandonment as one of management's most important responsibilities. He believed organizations should regularly examine everything they do and ask a difficult question: If we weren't already doing this today, would we start doing it now? For DMO leaders, that question can be surprisingly uncomfortable. Legacy Programs Have Hidden Costs Ev...