연구진 이창미 제주관광공사연구조사센터 이보고서의내용은연구진의견해로서 제주특별자치도의정책과는다를수있습니다.

일본관광지경영조직의추진현황분석및제주적용방안

[ 표 3-1] 지방창생정책종합전략 (2015~2019) 추진방향 15 [ 표 3-2] 일본판 DMO 의역할 19 [ 그림 3-1] 다양한관계자와의연계및관광지역만들기 19 [ 그림 5-1] 관광지경영조직의역할과지역관계자와의관계 38 [ 그림 5-2] 관광지경영조직의사업대상범위 39 [ 그림 5-2] 관광지경영조직의지역내 외협력체계 40

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/ 일과사람의선순환 선순환지원 마을활성화 지방안정고용창출 지방으로의새로운인구흐름조성 젊은세대결혼 출산 육아지원 시대에맞는지역만들기 안심생활 지역과지역연계 출처 : 일본내각부 (2015) 농림수산업성장산업화 6차산업시장 10조원 : 취업자수 5만명창출방일외국인여행소비액 3조원 : 고용자수 8만명창출지역중핵기업, 중핵기업후보 1,000 사지원 : 고용자수 8만명창출지방이주추진 지역산업경쟁력강화 ( 업종별추진 ) 지역산업경쟁력강화 ( 분야별추진 ) 지방으로의인재유입, 지방에서의인재육성, 고용대책 : 연간이주알선건수 11,000 건 지방이주추진기업지방거점강화 지방거점강화, 지방채 : 거점강화건수 7,500 건, 고용자용 / 취학확대수 4만명증가 지방대학등창생 5개지방대학등활성화년전략 : 자기지역대학진학자비율평균 36% 젊은세대경제적안정 : 젊은층취업률 78% 젊은층고용대책추 임신 / 출산 / 육아지속적지원 : 지원니즈높은임산부지원실시율 100% 일 / 삶 / 균현실현 : 남성육아휴가취득률 13% 작은거점형성 : 작은거점형성수정주자립권형성촉진 : 협정체결등권역수 140건기존스톡경영강화 : 중고 / 리폼시장규모 20조원 진, 정규직실현가속 결혼 / 출산 / 육아지원 일과생활의조화실현 작은거점형성지원 지방도시경제 / 생활권형성 대도시권안심생활확보 기존스톡경영강화

/ 기본역할 - 지역의다양한관계자간의합의형성 - 관련데이터의지속적수집및분석 - 명확한컨셉을바탕으로한전략책정 - KPI 설정및 PDCA 사이클확립 - 관광사업과전략의정합성조정및프로모션진행 선택적역할 - 관광서비스제공사업추진 출처 : 일본관광청 (2017) 를바탕으로작성

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42 Torn Bornhorst,J.R.Brent Ritchie,Lorn Sheehan(2010). Determinants of tourism success for DMOs& destinations: An empirical examination of stakeholders perspectives,tourism Managem ent, 31(5), p.572-589 UNWTO(2007). A PracticalGuide to Tourism Destination Management, World Tourism Organization, Volgger,M., & Pechlaner,H.(2014). Requirements for destination management organizations in destinati on governance:understanding DMO success. Tourism Management, 41, p.64-75 JTB 総合研究所 (2017). 日本版 DMO はどのように稼ぐのか?~ 自律的継続的な運営に向けて ~ 観光庁 (2016). 明日の日本を支える観光ビジョン観光庁 (2017). 日本版 DMO 形成確立に係る手引きまちひとしごと創生本部 (2017). 地方創生事例集金蘭正 (2017). 観光地域づくりの推進役としての DMO の役割に関する研究 - 日本版 DMO の先進事例を中心に-, 日本近代學硏究 57, p.659-672 日本内閣部 (2015). まちひとしごと創生基本方針 2015-ローカルアベノミクスの実現に向けて- 日本政策投資銀行 (2014). 日本型 DMO 形成による観光地域づくり大社充 (2016). 観光振興とDMOと地方創生観光と街づくり, 520 pp.18-20 佐藤真一 (2016). 地方創生の切り札 DMOとDMOの作り方, エイ出版社篠原英智 (2016). 日本型 DMO : 観光地域づくりの新しいマネジメント手法 KER 経済情報, 307, pp.10-15 高橋一夫 (2013). デスティネーションマーケティングの特性と課題 : マーケティングの主体としてのDMO 日本観光研究学会全国大会学術論文集 28, 9-12, 일본관광청 www.mlit.go.jp 일본관광진흥협회 www.nihon-kankou.or.jp

결론 / Analysis of the Current Working Status of Japanese Destination Management Organizations and Their Possible Implementation on Jeju While each region in Japan has taken a range of efforts to vitalize through tourism, the Abe administration s recent strategy focus on a Japanese version of the destination management organization (DMO) as part of its regional revitalization policy has been gaining attention both inside and outside the country. This research was aimed at analyzing the current status and progress of Japanese DMOs as they have been established ahead of any similar organization in Korea, and at providing insights into the policy and marketing side for the possible implementation of such organizations on Jeju. A DMO is an organization which carries out strategic management and marketing functions for an entire region. The organizations are generally known as destination management organizations or simply as DMOs. Under its regional revitalization policy aimed at solving the over-concentration of population and economic activity in Tokyo, the Japanese government has set its focus in the tourism area on making the region an attractive tourism destination and creating an integrated regional brand coordinated by Japanese DMOs. The main insights from the analysis of the current status and progress of Japanese DMOs may be summarized by the following five points: - First, DMOs should gain independence and autonomy in organizational operation in order to lead and arrange touristic activities through discussions and agreements with local officials under a consistent tourism policy. - Second, the main purpose of Japanese DMOs is to facilitate regional revitalization by raising the local capability of income generation based on relations between local human resources, relevant collected and analyzed data, and approaches for tourism from the private sector. To that end, the Japanese government is providing systemic support. - Third, Japanese DMOs are operated under the regional revitalization policy and hold a more defined purpose of revitalizing the region compared to other DMOs. Compared to existing

44 tourism associations or organizations, Japanese DMOs tend to place a greater emphasis on joint promotional efforts based on marketing strategies for their regions. - Fourth, in the operation of Japanese DMOs, the government tries to minimize direct intervention. Rather, it indirectly supports the efficient operation of the organizations through the private sector by way of information, human resources, finances, and other support systems. - Fifth, the largest share of funding for DMOs comes from government subsidies, though they have been making continuous efforts to generate their own income. In addition to their basic role, DMOs may seek profit by, for example, providing tourism services in collaboration with related organizations. Based on the above analysis, the following five approaches may be suggested for the possible implementation of such a system on tourism on Jeju: - First, Jeju may establish a system to run its own DMOs to carry out comprehensive management and marketing for Jeju s touristic efforts. At the provincial level, the government may devise a basis for and legalize the establishment of DMOs. Strategies for enabling DMOs to best utilize creative ideas from the private sector with administrative support need to be introduced. To that end, in addition to regional communities, general businesses need to be allowed to register as DMOs if they are qualified and meet certain conditions. - Second, the scope of business to be conducted by DMOs is set considering the actual conditions of the Jeju region. The coverage of a DMO may be set at the village level, by villages in cooperation, or by an area defined by certain boundaries. - Third, a system for close cooperation among related parties should be established for the efficient operation of DMOs. Close cooperation among administrative agencies, tourists, local residents, and enterprises is critical for the successful operation of DMOs, and the systematization of this cooperation should be ensured. - Fourth, cooperation with existing tourism related organizations is necessary in order to utilize the knowhow and human resources which have been collected by such organizations. Cooperation may be initiated with organizations and projects such as local tourism associations, the Jeju Tourism Organization, the Jeju Convention Bureau, Tour Dure, or Samchon Village Projects. - Fifth, a veriety of funding channels, including donations type taxation, needs to be secured as a system for boosting tourism in Jeju. To fully realize independent organizations and ensure stability, funding must be derived from a range of sources.

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