In this episode of Destination Discourse, Stuart Butler, Adam Stoker, and returning guest Matt Stiker tackle one of the most entertaining—and surprisingly important—questions in destination marketing:

Are DMOs too focused on the “D”… and not enough on the “O”?

Yes, the title is a little clickbaity. Yes, the jokes write themselves. But underneath it is a real conversation about relevance, value, and what DMOs actually exist to do.

The episode kicks off with Stu’s News, where the team briefly revisits the rapid evolution of AI tools and how they’re shifting work from “helping” to actually doing. But the real meat of the episode is a thoughtful (and occasionally juvenile) debate about the future role of DMOs.

Matt introduces the idea that DMOs may be over-indexing on promoting the destination while under-investing in the strength and clarity of the organization itself—especially when it comes to proving value to stakeholders.

Stuart pushes back, sharing how Visit Myrtle Beach is evolving its role beyond promotion into full stewardship of the tourism economy—from air service and major events to infrastructure, workforce, and even utilities. His perspective: if you’re only talking about marketing, you’re underselling the real impact.

Adam brings a needed balance, warning against overcorrecting. If DMOs lose focus on driving visitation, none of the rest matters. The destination still has to perform—and that starts with compelling promotion.

What emerges is a more nuanced truth:

* Outside your market, it’s all about the destination
* Inside your community, it’s all about the organization
* And long-term relevance depends on getting both right

The conversation also challenges the industry’s reliance on outdated metrics like website traffic and attribution, arguing instead for a bigger-picture view: economic impact, community outcomes, and the ability to influence what wouldn’t happen without you.

In this episode:

* The real meaning behind “the D vs the O”
* Why DMOs must evolve beyond promotion
* Who the true “customer” of a DMO actually is
* Why attribution is getting harder—and less relevant
* The risk of overcorrecting away from destination marketing
* How to communicate value without relying on vanity metrics
* Why “this stuff doesn’t just happen” might be the most important message of all

Key takeaway:
You need the D. You need the O.
But if you can’t explain why your organization matters, someone else will eventually decide it doesn’t.