Abstract
Tourism destinations in advanced stages of the life cycle need to update their lodging offers and infrastructures. The main problem is that new destinations are planned according to the new preferences of customers, creating critical problems in older destinations related to the architecture of the buildings, size of the rooms, dimension of lodgings, complementary offer, and infrastructures. The aim of this paper is to develop a decision-making and governance framework for the renewal of destinations in an advanced stage of the life cycle that require the renovation of the lodging offer and infrastructures in order to increase their competitiveness and sustainability. The decisions were planned and carried out in the Canary Islands by stakeholders involved in the public and private sectors. The evaluation of actions to renew the lodgings and infrastructures through special legislation, leadership, sources of financing, and investment guarantees is presented to determine the level of success obtained. Because the Canary Islands is one of the main tourist destinations in Europe, the actions and procedures presented can be used in other destinations with similar characteristics.
Highlights
The competitiveness of tourism destinations depends on the level of updating of the lodging offer and infrastructures, based on the new preferences of customers, the strategy of competitor destinations, and the level of leadership among the stakeholders [1]
In 2014, the Canary government elaborated and published an evaluation of the Law of Tourism Renovation and Modernization of the Canary Islands (Ley 2/2013) [57] in order to determine the results obtained through the different actions carried out
The framework proposed to determine the key aspects to take into account in renewal based on relational capabilities is developed by drawing on the experience carried out in the destination of the Canary Islands
Summary
The competitiveness of tourism destinations depends on the level of updating of the lodging offer and infrastructures, based on the new preferences of customers, the strategy of competitor destinations, and the level of leadership among the stakeholders [1]. The governance of destinations has to develop systems and procedures in order to maintain their competitiveness, and the application of effective leadership to make stakeholders work together to achieve the same common objective is quite complex [1,2,6]. Few studies have analyzed the renewal of tourist destinations, and so the analysis of the practical actions that have been carried out and their results is of great interest for the effective governance of tourist destinations and scientific research [8]
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