PMMO – The Concept of Modern Destination Management, an Evolution from DMO
In the context of global tourism increasingly focusing on personalized and sustainable experiences, the concept of Place Making and Marketing Organization (PMMO) has emerged as an evolution of the traditional Destination Management Organization (DMO) model. While DMOs focus on managing and promoting destinations to attract visitors, PMMOs expand their role to include place-making, emphasizing emotional value, community engagement, and sustainable development.
PMMOs create destinations by designing spaces, organizing cultural events, and crafting emotionally rich experiences. They place the community at the core, ensuring that tourism not only delivers economic benefits but also preserves culture, protects the environment, and enhances the quality of life for local residents. For example, instead of merely promoting scenic beauty, a PMMO might transform a street into an art space, host local festivals, or develop tourism products tied to indigenous values, creating a unique identity for the destination.
The shift from DMO to PMMO reflects a modern trend: tourism is no longer just about “visiting and seeing” but about “feeling and living” within the destination’s space. PMMOs help destinations become places worth living for locals and memorable for visitors, while ensuring long-term sustainable development.
Image credit: jungfrauregion.swiss
Jungfrau Region Tourismus AG – A Leading PMMO Model from Switzerland
Jungfrau Region Tourismus AG, Jungfrau Region Tourismus AG, an organization based in the Jungfrau region of Switzerland, is a prime example of a modern PMMO model. Operating in towns such as Grindelwald, Wengen, and Interlaken, this organization not only manages the destination but also shapes Jungfrau into an emotionally rich, sustainable, and captivating space.
Place Making
Jungfrau Region Tourismus AG focuses on creating unique spaces and experiences. The town of Wengen has been transformed into a car-free zone, utilizing electric trains and vehicles to foster a serene, nature-friendly atmosphere. Public parks in Interlaken are designed with flower gardens and wooden benches, inviting visitors to pause and relax.
Events like the Jungfrau Sustainability Day (held since 2019) encourage both visitors and locals to participate in activities such as cheese-making in Mürren or tree-planting in Lauterbrunnen, fostering a sense of “belonging” for both groups. The Unspunnen Festival in Interlaken, featuring yodeling and Alpine wrestling, brings Bernese culture to life, attracting those eager to explore local traditions.
Place Management & Marketing
Jungfrau Region Tourismus AG employs a public-private partnership (PPP) model for effective management. A board of directors, comprising local authorities, businesses (such as Jungfrau Railways), and the community, ensures balanced decision-making. They utilize a smart data dashboard to cap visitor numbers at 4,000 per day at Jungfraujoch, preventing overtourism, while promoting off-season travel with incentives (e.g., 20% discounts on train tickets in September). For marketing, the campaign “Jungfrau – Where Emotions Soar” highlights eco-friendly experiences (chalets in Mürren, e-bike tours in Lauterbrunnen), achieving 5 million views on Booking.com in 2023.
Sustainable Development
Jungfrau Region Tourismus AG integrates sustainability into all operations. They collaborate with BKW Energy to ensure 80% of tourism facilities use hydroelectric power, reducing emissions by 25% since 2015. A carbon offset program (2 CHF per night) funds solar energy projects, similar to partnerships with myclimate. They also preserve the UNESCO World Heritage Jungfrau-Aletsch site, allocating 50,000 CHF annually for rangers and education. As a result, Jungfrau earned the GSTC Sustainable Destination designation in 2022, creating 500 jobs (60% for locals) and increasing tourism revenue by 15% from 2018 to 2023.
Applicability of the Swiss PMMO Model to ST4SD Destinations
Hà Giang: Great Potential but Limited Resources and Management Capacity
Hà Giang, with destinations like Khun and Lùng Hấu villages, stands out for its pristine beauty (terraced fields, bamboo forests, Bó Mỳ cave) and diverse cultures (H’mông, Tày, Dao, Nùng, La Chí). However, research indicates limited resources: 90% of households in Lùng Hấu require financial and training support, Khun village has only 5 operational homestays and lacks service coordination. Local authorities (Quản Bạ, Quang Bình) have a 5-year tourism development plan, but infrastructure upgrades are constrained (40% of roads in Khun are concrete, 60% are dirt). Current tourism operations are largely spontaneous, with limited private sector involvement (Ha Giang Tre only brings visitors, and Hmong Resort in Lùng Hấu is the sole investor). Hà Giang aligns with PMMO aspects like place-making (creating H’mông cultural spaces, Dao herbal bath experiences), but implementing this model requires significant investment in infrastructure and training, which the province currently cannot fully meet.
Quảng Nam: Strong Resources and Policies but Needs a Mindset Shift
Quảng Nam, with destinations like Hội An and Mỹ Sơn, has a well-developed tourism foundation, welcoming over 4 million visitors annually (as of 2024, according to VNAT data). The province boasts strong resources: good transportation infrastructure, numerous homestays and internationally certified hotels, and a well-trained tourism workforce through vocational schools. Quảng Nam’s tourism policies are progressive, with initiatives like Hội An – Zero Waste City and GSTC sustainability certification for Hội An. Tourism operations focus on visitor management (limiting visitors in Hội An’s old town) and cultural products (tours to Thanh Hà pottery village, Trà Quế vegetable village). However, challenges remain, such as overtourism in Hội An and a lack of green, emotionally engaging tourism products akin to PMMO. The Jungfrau model could be effectively applied here, particularly in emotional marketing (e.g., the “Hội An – City of Memories” campaign) and place-making (transforming Mỹ Sơn into a Chăm cultural experience hub). With existing resources and policies, Quảng Nam can transition from DMO to PMMO, but it requires a shift from traditional promotion to destination creation.
Đồng Tháp: The Most Suitable Resources and Operations for PMMO
Đồng Tháp, particularly Sa Đéc, has significant potential to adopt the PMMO model due to its resources, policies, and current tourism operations. Resources: Sa Đéc attracts over 1.5 million visitors annually, with developed infrastructure (roads, hotels, restaurants) and a tourism-experienced local community (flower-growing households in Tân Quy Đông are accustomed to interacting with visitors). Policies: Đồng Tháp has a strategy for agricultural and rural tourism development, with 18 tourism sites in Sa Đéc, including 1 rated 4-star and 6 rated 3-star under the OCOP program. The province also encourages farmers to participate in tourism, such as at Happy Land Hùng Thy Garden, where visitors can experience flower planting and enjoy views from an 18-meter observation tower. Tourism Operations: Sa Đéc combines cultural tourism (Huỳnh Thủy Lê ancient house, Kiến An Cung pagoda) and ecotourism (Tân Quy Đông Bird Garden, flower village), similar to how Jungfrau blends Bernese culture with Alpine ecology. Compared to Hà Giang (lacking infrastructure and training) and Quảng Nam (facing overtourism and needing a mindset shift), Đồng Tháp is better prepared to implement PMMO, especially in place-making (turning the flower village into an experiential space) and smart management (learning from Jungfrau’s smart data to manage peak-season visitors during Tết).
Conclusion:
Considering resources, policies, and tourism operations, Sa Đéc (Đồng Tháp) is the most suitable destination for implementing the PMMO model at present. Sa Đéc has a developed tourism foundation, a ready community, and strong supportive policies, enabling the seamless adoption of PMMO elements such as place-making (transforming Tân Quy Đông flower village into an experiential space), emotional marketing (“Sa Đéc – The Fragrance of the Mekong”), and sustainable development (ecotourism at Tân Quy Đông Bird Garden). Quảng Nam also holds significant potential but requires adjustments to address overtourism and prioritize emotional experiences. Hà Giang, despite its rich cultural and natural assets, needs long-term investment to achieve the readiness of the other two provincesa.