Modern tourists evaluate the quality of the tourist product according to the level of tourism development in the destination. Therefore, managing the development of tourism in the destination is necessary not only to meet the wishes and needs of tourist consumers but also for the long-term development of the destination and the quality of life of the local population living and working in the tourist destination. One of the most important stakeholders in destination tourism development management are destination management companies. They represent receptive travel agencies that create high value-added products. Their role in the development of tourism in the destination is extremely large because they, using local resources in combination with their exceptional knowledge and skills, design specific tourist products that they sell to tourists. Unlike travel agencies that deal with most of their business with intermediary services, destination management companies creating their own products become carriers of innovation in the destination and their ability and innovation directly affects the quality and richness of the tourist offer of the destination. The aim of this paper is to theoretically explain and analyse the restructuring of a travel agency into a destination management company on the practical example of the travel agency Nautica Adventure. The paper consists of a theoretical and a practical part. The theoretical part analyses the destination management company with an emphasis on its role in the development of tourism in the destination, and highlights the advantages that the destination management company has in relation to the travel agency. In the practical part of the paper, the business of the travel agency Nautica Adventure is analysed and suggestions for restructuring the agency into a destination management company are given.