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Destination marketing organizations (DMOs) have faced significant challenges, and as a result, had to adapt their marketing and management strategies to cope with rapid changes and uncertainty. The objective of this study is to draw from stakeholder management theory and connect it with the literature on agile management to investigate how DMOs have embraced an agile mindset that is more flexible as well as employee and customer-focused amidst these difficult times. In-depth interviews were conducted with senior management at executive levels in the European Travel Commission as well as other from national DMOs across different continents (e.g. Indonesia, Australia, Malta, and South Africa). Overall, this study contributes by presenting a 'Framework of Agile Destination Management and Marketing' to the tourism literature. From a practical perspective, this study provides insights to DMOs by integrating the roles of management, customers, and employees as they relate to the strategies of re-branding, re-segmentation, and re-allocation, respectively. It provides recommendations on how DMOs could adopt insights from this framework to address changes in the future. [ABSTRACT FROM AUTHOR]

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Endurance athletes need social and emotional support from family and friends, who act as spectators at the event in which they participate. Although spectators fulfill a supportive role, does their loyalty lie with the event, the event destination or a combination of both? The case study was the Ironman Triathlon hosted in South African cities. Questionnaires were distributed to spectators on the race days, and 748 completed questionnaires were obtained. Three factor analyses were performed on the spectators' travel motives, perception of destination attributes and perception of sport event attributes. Linear regression analyses were performed with event loyalty as the dependent variable, whereas the remaining motives, dimensions and attributes were the independent variables. The results revealed that a combination of factors was statistically significant and that a different set of determinants were observed for the two events. The results revealed that sport event organizers and destination management organizations should make use of both the event and the host destination attributes as drawing cards and act with local tourism and travel organizations to offer spectators a reduced fee for tourism offerings at the destination. [ABSTRACT FROM AUTHOR]