Our reference: JTMA 2371 P-authorquery-v9

AUTHOR QUERY FORM

Journal: JTMA

Article Number: 2371

Please e-mail or fax your responses and any corrections to:

E-mail: corrections.eseo@elsevier.tnq.co.in

Fax: +31 2048 52789

Dear Author,

Please check your proof carefully and mark all corrections at the appropriate place in the proof (e.g., by using on-screen

annotation in the PDF file) or compile them in a separate list. Note: if you opt to annotate the file with software other than

Adobe Reader then please also highlight the appropriate place in the PDF file. To ensure fast publication of your paper please

return your corrections within 48 hours.

For correction or revision of any artwork, please consult http://www.elsevier.com/artworkinstructions.

Any queries or remarks that have arisen during the processing of your manuscript are listed below and highlighted by flags in

the proof.

Location

in article

Query / Remark: Click on the Q link to find the query’s location in text

Please insert your reply or correction at the corresponding line in the proof

Q1 Please note that ‘Figs. 2 and 3’ was not cited in the text. Please check that the citations suggested are in the

appropriate place, and correct if necessary.

Q2 The year in the first occurrence of “Miossec, 1977” in the list has been changed to “1977a” and the year in

the second occurrence has been changed to “1977b”.

Q3 Please note that references ‘Turner and Ash, 1975a’ and ‘Turner and Ash, 1975b’ were identical except for

the publisher. Kindly check.

Q4 Please confirm that given names and surnames have been identified correctly.

Please check this box if you have no

corrections to make to the PDF file ,

Thank you for your assistance.

The evolution of mass tourism destinations: New approaches beyonddeterministic models in Benidorm (Spain)

Q4 Josep A. Ivars i Baidal a,1, Isabel Rodríguez Sánchez b,*, José Fernando Vera Rebollo b,2

a Instituto Valenciano de Tecnologías Turísticas (INVAT.TUR) Conselleria de Turismo Paseo Tolls, 2 Benidorm, Spainb Instituto Universitario de Investigaciones Turísticas, Universidad de Alicante, Edificio de Institutos, Campus de San Vicente del Raspeig, Ap. 99 E-03080, Spain

h i g h l i g h t s

< We analyse external and internal dynamics in the evolution of a tourist destination.< We make a cross-analysis between global factors and local responses.< The dynamism of mature tourist destinations has an undeniable complexity.< Destinations can influence their own future evolution.< Long term competitiveness depends on the local adaptation capacity to changes.

a r t i c l e i n f o

Article history:Received 26 November 2011Accepted 29 April 2012

Keywords:Life cycleEvolution of mature tourist destinationsRestructuringInternal and external factorsBenidorm

a b s t r a c t

Although deterministic models of the evolution of mass tourism coastal resorts predict an almostinevitable decline over time, theoretical frameworks of the evolution and restructuring policies ofmature destinations should be revised to reflect the complex and dynamic way in which these desti-nations evolve and interact with the tourism market and global socio-economic environment. Thepresent study examines Benidorm because its urban and tourism model and large-scale tourism supplyand demand make it one of the most unique destinations on the Mediterranean coast. The investigationreveals the need to adopt theories and models that are not purely deterministic. The dialectic interplaybetween external factors and the internal factors inherent in this destination simultaneously revealsa complex and diverse stage of maturity and the ability of destinations to create their own future.

� 2012 Elsevier Ltd. All rights reserved.

1. Introduction

This paper assesses theories of the life cycle and restructuring oftourist destinations in light of the recent evolution of Benidorm,a paradigmatic coastal destination on the Mediterranean (seeFig. 1), and analyses different phases of its evolution, which reflectthe global factors and local processes that affect tourism. Theinvestigation revealed that the deterministic nature of Butler’sTourism Area Life Cycle model (Cooper, 2006) and Miossec’s model(1977a, 1977b) did not apply to the evolution of Benidorm, whichhas adapted to different market circumstances and possessesfeatures that ensure its competitiveness in the contemporary

tourism scene. Therefore, this study presented a new approach tothe evolutionary analysis of coastal resorts that complementstraditional theoretical models.

Benidorm is a typical example of the resorts that emerged alongthe Mediterranean coast in the 1960s during the mass tourismboom that catered primarily to foreign tourists through largeinternational tour operators that controlled the market. However,its unique urban development model is crucial for understandingthe dynamics of this holiday resort. Originally a small fishingvillage, Benidorm is the result of a local planning model based ona public initiative that was initially approved in 1956 and partiallymodified in 1963. Within this framework, the authorities plannedthe categories of land use and buildings and defined growth areas,in particular an area of urban expansion adjacent to the Levantebeach which led to Benidorm’s distinctive image of high-densityurban development and high-rise buildings.

Benidorm is one of the most important tourist destinations onthe Mediterranean coast. The 2010 census identified 74,000 regis-tered inhabitants, 37% of whom are foreigners. In regulated

* Corresponding author. Tel.: þ34 965903726; fax: þ34 965909552.E-mail addresses: ivars_josbai@gva.es (J.A. Ivars i Baidal), isabel.rodriguez@ua.es

(I.R. Sánchez), JF.Vera@ua.es (J.F. Vera Rebollo).1 Tel.: þ34 966870152.2 Tel.: þ34 965903769; fax: þ34 965909552.

Contents lists available at SciVerse ScienceDirect

Tourism Management

journal homepage: www.elsevier .com/locate/ tourman

0261-5177/$ e see front matter � 2012 Elsevier Ltd. All rights reserved.doi:10.1016/j.tourman.2012.04.009

Tourism Management xxx (2012) 1e12

12345678910111213141516171819202122232425262728293031323334353637383940414243444546474849505152535455

5657585960616263646566676869707172737475767778798081828384858687888990919293949596979899

100101102103104105106107108109110

JTMA2371_proof ■ 22 May 2012 ■ 1/12

Please cite this article in press as: Ivars i Baidal, J. A., et al., The evolution of mass tourism destinations: New approaches beyond deterministicmodels in Benidorm (Spain), Tourism Management (2012), doi:10.1016/j.tourman.2012.04.009

accommodations (hotels, apartments and campsites), Benidormprovides more than 68,000 beds and there are 18,000 secondhomes. Hotels alone annually register approximately 10 millionovernight stays, with foreign (primarily British) tourists accountingfor half of these visits. Throughout its development as a touristdestination, this holiday resort has had a high average length of stayfor tourists and high hotel occupancy rates throughout the year dueto limited seasonality. However, new trends in the tourism markethave raised doubts about the future of this destination.

The first section of this paper provides a detailed analysis of therecent evolution of this destination, the specific local impact ofexternal global factors and the internal factors related to thedynamics of territorial and tourism features that are unique to thisdestination. The goal of the analysis was to determine the extent towhich the recent evolution of this destination was influenced bythe interaction of external forces or global factors with localmeasures designed to renovate the destination and maintain itscompetitiveness. The second section focuses on the opinions oflocal stakeholders who have influenced the evolution of the desti-nation and whose actions will largely determine Benidorm’s future.

The analysis of mature destinations is of interest from academic,political and tourism management perspectives. Academicapproaches focus on the relationship of mature destinations withsustainable development and market diversification (Bramwell,2004), the development of long-tail strategies (Lew, 2008), andthe role of mature destinations within a global scenario affected bystructural changes in the tourismmarket (Duhamel & Violier, 2009;Shaw & Coles, 2007). From the political and institutional point ofview, the Spanish Ministry of Tourism is currently developing theCoastal Tourism Plan for the 21st century in collaboration withregional governments, which will revise tourism strategies toproduce higher levels of sustainability, innovation and differentia-tion. The goal is to change the prevailing economic and tourismmodel for the Mediterranean coast and the Canary and BalearicIslands from the current model, which is based on the residentialconstruction that has been brought to a standstill due to theeconomic crisis. The plan provides a national initiative to increasethe value of mature tourist destinations and is consistent withpublic measures to promote the renovation of mature destinationsthat began in the 1990s.

Analysing the recent evolution of Benidorm is particularlyrelevant in light of both structural changes in the tourism marketand the current economic crisis. In contrast to tourism modelsbased on urban sprawl, which have resulted in dispersed settle-ments in coastal areas (European Environment Agency, 2006),Benidorm offers an urban density model that is more environ-mentally efficient in regard to energy, water and land use, is lessdependent on private transport and is more attractive to touristsyear-round (Iribas, 2000). As a result, it is widely acknowledged asa future model for coastal destinations that seek to be holiday hubs(MVRDV, 2000; Thomson Holidays, 2010).

To determine the extent to which contemporary mature desti-nations can evolve into future holiday hubs, it is critical to examinehow destinations like Benidorm have addressed issues such as thenegative image of a mass tourism destination; dependence on theBritish and Spanish market segments; re-intermediation processesin tourism distribution and changes in tour operator processes suchas online travel agents, internet distribution systems, and dynamicpackaging; changes in consumer preferences and behaviourpatterns due to generational changes, the increasing diversity oftravel motivations and reductions in the average length of stay; andlimited business profit margins. These new realities suggest a newapproach to consolidated destinations that does not support theprevailing theoretical claim of inevitable decline.

2. Theoretical framework

Although there were notable precedents (Christaller, 1963;Gilbert, 1939), the analysis of the evolution of tourist destinationsemerged as a research interest with the rise of internationaltourism as a mass phenomenon. During the 1970s, several criticalstudies (Miossec, 1977a, 1977b; Plog, 1973; Thurot, 1973; Turner &Ash, 1975a, 1975b) identified mass tourism as the final stage inthe evolution of destinations, a stage that would ultimately leaddestinations to lose their original attractiveness.

Butler’s (1980) Tourism Area Life Cycle (TALC), which is the mostcited work in tourism geography (Gibson, 2008), emerged duringthe transition from quantitative geography to critical geography(Coles, 2006) and became a reference model that explained theevolution of tourist destinations. As the model was applied to

Fig. 1. Location of Benidorm on the Mediterranean coast.

J.A. Ivars i Baidal et al. / Tourism Management xxx (2012) 1e122

111112113114115116117118119120121122123124125126127128129130131132133134135136137138139140141142143144145146147148149150151152153154155156157158159160161162163164165166167168169170171172173174175

176177178179180181182183184185186187188189190191192193194195196197198199200201202203204205206207208209210211212213214215216217218219220221222223224225226227228229230231232233234235236237238239240

JTMA2371_proof ■ 22 May 2012 ■ 2/12

Please cite this article in press as: Ivars i Baidal, J. A., et al., The evolution of mass tourism destinations: New approaches beyond deterministicmodels in Benidorm (Spain), Tourism Management (2012), doi:10.1016/j.tourman.2012.04.009

diverse destinations and different approaches (Butler, 2006a,2006b), the initial theory became more comprehensive, althoughmany theoretical contributions and case studies also identified themodel’s limitations (Vera & Baños, 2010) (Fig. 2).Q1

The TALC model acquired special relevance for both themanagement of coastal destinations and research on these desti-nations due to the need to identify the stage of maturity andaddress the issue of potential future decline (Agarwal, 2002, 2005).Based on this theory, Knowles and Curtis (1999) argued that thesecond-generation Spanish sun and sand destinations thatappeared in the 1960s, which are currently mature destinations,faced an irreversible decline because of the destinations’ loss ofattractiveness, which was caused by changes in consumer moti-vations, the emergence of rival destinations and a fall in domesticdemand due to the increasing popularity of travel to foreigncountries. These authors categorically claimed that public andprivate proposals would only postpone the irreversible decline.However, their deterministic claim was based on the assumptionsof a qualitative prospective study, and although these assumptionswere based on real dynamics, they could not be verified. In contrast,Aguiló, Alegre, and Sard (2005) has argued that the increase innumbers of tourist arrivals and satisfaction levels supported thesurvival of the sun and sand model and the efficiency of therenovation initiatives carried out in the Balearic Islands. Similarly,Claver, Molina, and Pereira (2007) found that Benidorm hotelsmaintained a competitive position based on the number of over-night stays, per room occupancy rates, application of qualitymanagement systems and profitability levels.

Because the interaction between resorts and the market iscomplex, the symptoms of decline must be diagnosed andresponded to proactively. As a result, the European Commissionpromoted a study to identify declining tourist destinations, whichwere defined as tradition tourism providers that exhibited negativetrends, such as a decrease in the flow of tourists, deterioration inthe quality of the destination, difficulty in guaranteeing sustainabletourism or the influence of exogenous factors (TNO Inro, 2002). Thisdefinition is too generic and vague because these indicators do notalways reflect a structural decline, and the definition does notidentify the threshold at which a decline has occurred. However,because this view did not limit decline to sector aspects butaddressed the sustainability of development, this approach sup-ported the claim that an environmental problems could also lead to

a tourism crisis by producing an unbalanced economic and socialdevelopment for tourist destinations. However, Agarwal (2005)noted that the definition’s criteria for decline were the conse-quences of it and that the key was to identify the causes rather thanthe symptoms of decline.

The concept of the TALC exhibits parallels to theories ofproductive restructuring. Both approaches agree on the need toengage in corrective measures to avoid the effects of decline.Within the framework of productive restructuring theory, Agarwal(2002, 2005) viewed the decline of destinations as due to theinteraction between internal forces that reduced the competitive-ness of a destination and external factors that intensified compe-tition. The globalelocal interaction process proposed by this authorhighlighted the importance of local conditions and actions tomodify the effects of regional or global developments, in accor-dance with the ‘glocal’ nature of tourism development processes(Milne & Ateljevic, 2001). Deterministic approaches were often setaside in favour of local planning to maintain the competitiveness ofdifferent coastal destinations through diverse restructuring strat-egies. For example, Bramwell (2004) summarised the strategiesemployed by various destinations in the Mediterranean Basin;Anton (2011) classified coastal destinations in Spain as reactive,creative or transitive depending on the restructuring policiesadopted; Priestley andMundet (1998) analysed the post-stagnationphase of various destinations on the coast of Catalonia, Spain,region which Garay and Cànoves (2011) recently analysed byapplying the TALC and regulation theory; and Oreja, Parra, andYanes (2008) integrated teleological perspectives with the TALCto analyse Tenerife in the Canary Islands in Spain.

The recent evolution of destinations has also been explained interms of a transition from Fordism to post-Fordism. Urry (1990)argued that cultural changes associated with post-modernismwere the primary basis for the loss of attractiveness experiencedby British coastal destinations since the 1970s. Poon’s (1993)account has emphasised changes in demand and technologicalinnovations, while Agarwal’s (2002) has emphasised flexibleproduction systems. However, not all authors accept accountsbased on a linear transition from Fordism to post-Fordism. Certainauthors (Agarwal & Shaw, 2007; Debbage & Ioannides,1998; Torres,2002) have argued that post-Fordist and neo-Fordist situationscoexist in specific tourist destinations; for instance, the behaviourof international tourist operators exhibits new forms of massproduction that coexist with customised travel and the diversifi-cation of tourist motivations.

In contrast, new patterns of international mobility (Sheller &Urry, 2004; Williams & Hall, 2002) affect established destinationswith foreign residents which currently absorb temporary andpermanent labour flows, as well as flows of short stay tourists dueto the increase in low-cost airlines, which make air travel moreaccessible (Vera & Ivars, 2009). These flow increases have influ-enced real estate demand and favoured real estate tourism, whichin turn has increased accommodation capacity and the municipaldemographic range. González (2008) confirmed that the mostimportant tourist destinations on the Spanish Mediterraneancoastline were attracting inhabitants, investments, services andinfrastructure.

Based on the above considerations, an analysis of establisheddestinations must consider the effect of tourist activity on territo-rial structure and urban functions. Knafou (2006) stressed that theurban and demographic growth accompanying the evolution oftourist destinations tended to increase their complexity. This is anessential feature of ‘tourist conurbations’ such as the Côte d’Azur,the Belgian coast, the Costa Brava and Florida, where urbandevelopment has acquired a new dimension that can no longer beviewed exclusively in terms of tourism. On a local scale, theseFig. 2. The tourism area life cycle model (Butler, 1980).

J.A. Ivars i Baidal et al. / Tourism Management xxx (2012) 1e12 3

241242243244245246247248249250251252253254255256257258259260261262263264265266267268269270271272273274275276277278279280281282283284285286287288289290291292293294295296297298299300301302303304305

306307308309310311312313314315316317318319320321322323324325326327328329330331332333334335336337338339340341342343344345346347348349350351352353354355356357358359360361362363364365366367368369370

JTMA2371_proof ■ 22 May 2012 ■ 3/12

Please cite this article in press as: Ivars i Baidal, J. A., et al., The evolution of mass tourism destinations: New approaches beyond deterministicmodels in Benidorm (Spain), Tourism Management (2012), doi:10.1016/j.tourman.2012.04.009

dynamics have been examined for destinations such as Rimini(Conti & Perelli, 2005).

An analytical perspective that considers the importance of theeconomic functions of destinations and the extent of theircentrality within a territory has been insufficiently developed intraditional tourism research, which has primarily focused on theevolution of tourism demand and ignored the territorial dynamicsthat arise from the evolution of tourist destinations. As a result, themost recent studies investigating Butler’s life cycle theory haveemphasised the need to analyse the spatial dimensions of thetheory in greater depth (Hall & Page, 2009).

In summary, the dynamic and complex nature of tourist desti-nations precludes the application of pre-established theoreticalmodels in favour of diverse theoretical approaches. The dialecticalinterplay between external and internal factors underlies theuneven evolution of tourist destinations, which are not necessarilyfated to decline. Tourist destinations are able to adapt to circum-stances and can influence their future evolution. Walton (2000)highlighted the resilience of British coastal destinations despiteproblems during the latter part of the 20th century. These destina-tions did not suffer terminal decline but experienced a role shift(Shaw & Coles, 2007). Despite the ‘fascination’ with decline, mostcoastal tourism destinations still attract visitors as some have ormore than200years (Duhamel&Violier, 2009). Therefore, the key tosurvival lies in the ability to adapt to ever-changing circumstances.

3. Methods

According to the theoretical framework adopted in this paper,statistical data for the 1988 to 2010 periodwere analysed to identifythe different phases of maturity of Benidorm based on variablesrelating to the destination itself and to the tourism environment, inparticular tourism policies implemented during the period. Togenerate the evolution curve for the destination, overnight hotelstays were selected as the key variable because they are repre-sentative for destinations like Benidorm and the official statisticsobtained from the monthly census-based survey of hotel estab-lishments in Benidormwere reliable Tourism Survey of the ValencianTourism Agency. The tourist overnight hotel stay variable waschosen because it was based on a monthly survey of the hotels inBenidorm and was available for a longer time period (1988e2010).This variable measured the influx of tourists occupying the almost40,000 available beds in regulated accommodation. Moreover, useof the hotel survey made it possible to cross-reference other vari-ables such as the mean occupation, seasonality and changes inmarkets of origin during the study period.

Although the total number of tourists visiting the destinationwas the most theoretically relevant variable, it could not bemeasured empirically because estimating overnight stays inapartments and at camping sites presented methodological prob-lems and this information was only available for a shorter timeperiod. In addition, although supply statistics e primarily thechange in the number of beds e were analysed, the behaviour ofthese variables was more static and did not explain the cyclicaldemand component. As a result, these indicators were regarded asancillary to the demand variables.

The differentiation of phases within the maturity period wascomplemented by qualitative research on internal factors in localtourism policy and management reflected in the opinions ofdifferent stakeholders. This approach regards the destination as anopen system with private and public interdependent agents, inwhich the actions of one party affect other parties (Pulido, 2010).The 23 stakeholders selected were representative of the localtourism industry; interviews were held with individuals whomanaged and owned the most important independent hotels or

hotel groups, representatives of tourism industry associations witha multisector remit (apartments, camping sites, leisure industry,etc.) and political leaders and council officials who were respon-sible for tourism and related areas such as urban and environ-mental planning. Individuals were interviewed from Januarythrough June of 2010. The interviews were analysed using theAtlas.ti software program, which is based on Strauss and Corbin’s(1990) grounded theory technique.

4. The complex evolution of Benidorm: different phases ofmaturity

The analysis of factors related to the global tourism environ-ment, such as the evolution of the tourismmarket, economic cycles,sociopolitical contexts, and the public and private actions thatformed the local responses describe four distinct stages for changesin the number of overnight stays at this destination:

� Phase 1. International recession and supply-demand imbal-ances (1988e1993)

� Phase 2. A new expansive phase (1994e2001)� Phase 3. The stabilisation stage (2002e2007)� Phase 4. Effects of the international economic crisis(2007e2009) (Fig. 3)

4.1. Phase 1. International recession and supply-demandimbalances (1988e1993)

Phase 1 occurred after a period of economic expansion in Spainand the Valencia region, and the number of overnight stays reacheda maximum between 1986 and 1987. In 1988, problems in adaptingthe tourism supply to changes in international tourism demand,such as changes in travel preferences, staggering of holidays, morecomplex and diverse travel motivations, and increasing competi-tion frommore exotic tourist areas created a climate of uncertainty.Within a year, a tourism crisis both at the national and at the locallevel was generally acknowledged. There was a significant reduc-tion in overnight stays and a slight decrease in arrivals of visitorsdue to factors such as the appreciation of the peseta and theSpanish inflation differential. The recession led to questioning ofthe traditional sun and sand model and the idea that successfultourism meant a quantitative growth in demand, leading toproposals for diversification of tourism offerings and markets.

In 1990, other international factors, such as the Gulf War in theMiddle East, ended the sustained growth and expansion of inter-national travel. In Spain, the crisis was widespread and the 1990seasonwas considered the worst of the decade. The trend observedin the previous year was magnified and the number of visitors e inparticular, British visitors e continued to decrease. This waspartially attributed to the rise in the exchange rate of the pesetawith respect to other currencies, inflation and economic recessionin important tourist-generating countries, such as Great Britain.

The situation improved in 1991, and exogenous factors, such asthe reduced popularity of other destinations such as Greece andTurkey, were associated with an increase in the number of visitorsand overnight hotel stays. In 1992 and 1993, the tourism industry inSpain improved; fewer Spaniards travelled abroad and favourableexchange rate following the devaluation of the peseta made Spainmore competitive as a destination by increasing the spendingcapacity of foreign tourists.

This trend was also observed in Benidorm, where there wasa transition from a positive to a negative dynamic, particularly forthe primary international (British, Belgian and Dutch) markets; thiscontrasted with the behaviour of the national market, which was

J.A. Ivars i Baidal et al. / Tourism Management xxx (2012) 1e124

371372373374375376377378379380381382383384385386387388389390391392393394395396397398399400401402403404405406407408409410411412413414415416417418419420421422423424425426427428429430431432433434435

436437438439440441442443444445446447448449450451452453454455456457458459460461462463464465466467468469470471472473474475476477478479480481482483484485486487488489490491492493494495496497498499500

JTMA2371_proof ■ 22 May 2012 ■ 4/12

Please cite this article in press as: Ivars i Baidal, J. A., et al., The evolution of mass tourism destinations: New approaches beyond deterministicmodels in Benidorm (Spain), Tourism Management (2012), doi:10.1016/j.tourman.2012.04.009

more uniform. During this phase, the hotel capacity in Benidormwas relatively stable. At the beginning of this phase, 31,370 bedswere available (42.8% of the total hotel beds in the Valencian regionin 1988). In 1994, at the end of this phase, there were 32,238 bedsean increase of only 2.8%. It should be noted that at the beginning ofthis phase, most of the primarily 2- and 3-star hotels in Benidormhad been built between 1960 and 1970 during the tourist boom,and hotel bookings were primarily made through tour operators,which created fewer fluctuations in demand compared to desti-nations that depended on occasional tourists.

At this time, Benidorm had much more to offer in regard torecreational and leisure facilities than surrounding destinations. Aprivately financed water park was just one of the attractions thattargeted visitors of all ages. During this stage, Benidorm alsobecame the base for day trips to nearby villages, which wererequested by international tour operators and organised by localbusinessmen. Incorporating these elements added value to the sunand sand package holidays (Vera & Baños, 2010). During this stage,public initiatives focused on urban planning and improving envi-ronmental quality to enhance competitiveness with rival sun andsand destinations, and a strategic marketing plan (1991) wasdeveloped to introduce new ways to promote the town.

In l’Aigüera, part of the riverbed that cut through the town wasused to create an extensive public park with open spaces, land-scaping areas and venues for open air shows. The project, whichwas designed by the architect Ricardo Bofill, integrated the spaceinto the town, which added value to the immediate surroundings.The Levante beach seafront promenade e a project designed byanother renowned architect, Oriol Bohigas e was also constructedduring this period and made the beach, which was the locationmost frequented by visitors, much more attractive and accessible.

Because a dearth of well-trained staff was generally consideredto have contributed to the Spanish tourism crisis, regional author-ities created a Tourism Training Centre in Benidorm to improve thequalifications of tourism professionals. This centre was the first ina network of regional centres.

4.2. Phase 2. A new expansive phase (1994e2001)

With the improvement in the economy in Western Europe andthe devaluation of the peseta, a period of recovery began in 1994.

Both nationally and regionally, this phase was characterised bygrowing revenues, more overnight stays and increased touristspending. Locally, the recovery was reflected in the number ofovernight stays of foreign visitors, particularly British tourists,which exhibited an increase of 58% by 2001, although the totalnumber of overnight stays increased by only 15% due to thedecrease in the number of overnight stays of Spanish visitors. Thisperiod was characterised by occupancy rates of approximately 95%in 2000 and 2001.

The total number of hotel beds remained stable. However, therewas a progressive reduction in the number of lower rated estab-lishments, and companies began to invest in upgrading the classi-fication of their hotels. This trend was favoured at the regional levelby a new regulation that introduced a classification system basedon fulfilment of specific technical requirements. The regulatory aimwas to make the structure of the sector more transparent anddecrease the number of small guesthouses either by closing themor reclassifying them into different categories.

Tourism policies during this period were characterised by newpublic works projects to create urban landmarks and improvepublic spaces that reinforced the image of a quality sun and sanddestination. A major investment during this phase was the state-financed renovation of the seafront promenade along the Levantebeach, which was completed in 1996.

However, a radical change in policy also occurred during the1990s, which involved the creation of an urban leisure and recre-ation area that was separate from the town itself. Thus, the regionalgovernment financed a major theme park that opened in 2000. Thepark was described as a renovation of the tourist destinationintended to attract new demand segments to Benidorm and thesurrounding area. The new park was located outside the town ofBenidorm, associated with beaches and urban spaces, and gener-ated a separate urban growth process. Apart from the question ofproperty speculation, the decision to build outside pre-existingstructures was influenced by the idea that theme parks madetourist destinations more competitive, and the construction of thenew park was viewed as the driving force for a new phase in theevolution of Benidorm. Therefore, the Special Master Plan for Usesand Infrastructures ‘Theme Park Area’ Benidorm-Finestratapproved in 1998 by the Regional Department of Public Works,Urban Planning and Transport not only created a macrostructure

Fig. 3. Recent evolution phases and factors impacting on the tourism and territorial dynamics of Benidorm (1988e2010).

J.A. Ivars i Baidal et al. / Tourism Management xxx (2012) 1e12 5

501502503504505506507508509510511512513514515516517518519520521522523524525526527528529530531532533534535536537538539540541542543544545546547548549550551552553554555556557558559560561562563564565

566567568569570571572573574575576577578579580581582583584585586587588589590591592593594595596597598599600601602603604605606607608609610611612613614615616617618619620621622623624625626627628629630

JTMA2371_proof ■ 22 May 2012 ■ 5/12

Please cite this article in press as: Ivars i Baidal, J. A., et al., The evolution of mass tourism destinations: New approaches beyond deterministicmodels in Benidorm (Spain), Tourism Management (2012), doi:10.1016/j.tourman.2012.04.009

that focused on themed leisure but also simultaneously introducednew activities, such as golf, and favoured the construction of hoteland residential accommodation. Although after a decade, theoutcome was disappointing, the park contributed to the develop-ment of a new leisure area and residential homes outside of thetown (Vera & Baños, 2010).

However, regional tourism policies that supported themodernisation of tourism establishments and authorities’ efforts toimprove beach facilities and services had a more positive effect ontourism in Benidorm during this period. In turn, the local businesssector not only contributed to the development of new recreationalproducts but also constructed new hotels and progressively mod-ernised existing establishments to meet visitors’ growing demandfor quality.

4.3. Phase 3.The stabilisation stage (2002e2007)

Phase 3 was marked by the convergence of global trends thatsignificantly affected the tourism market: the growth of low-costairlines, which gradually replaced charter traffic; the increase inonline sales; changes in tour operators strategies; and the growthof rival destinations that provided an alternative to traditional sunand sand destinations. From the perspective of the global economy,this stage of stabilisation was initially influenced by the loss ofconfidence in air travel created by the 9/11 attacks in the UnitedStates in 2001 as well as negative factors in 2003, such as the Iraqconflict, the weak economies of European tourist-generatingcountries, and the increasingly strong euro.

The new market dynamic produced changes in internationaltourism, primarily in the British demand, which was channelledthrough low-cost airlines and affected coastal areas such as Beni-dorm, the Costa Brava in Catalonia and the Costa del Sol in Anda-lucía (Ivars & Menor, 2008, pp. 89e104; Martínez, Prats, & Barceló,2004). The length of stay and the number of travellers on packagetours staying at hotels decreased, although the increase in airportarrivals had a positive impact on hotel occupancy in absolute terms.However, the increase in non-hotel accommodations and increasein the number of hotel beds decreased hotel occupancy rates.

With regard to hotel supply, the last significant investments increating new hotels occurred between 2001 and 2007. Thefavourable economic situation in Spain and consolidation of thetourism industry encouraged the business sector to open newestablishments, leading to an 11.4% increase in the number of hotelbeds available. This period was also characterised by a real estatemarket boom, which led to the creation of a large number of non-hotel beds due to the growth of residential tourism.

In regard to tourism policies and business strategies during thisstage, it should be noted that efforts to achieve diversification withthe construction of the theme park did not result in the desiredeconomic growth or the expected increase in the number of visi-tors. One reason for this failure was that the infrastructure, whichwas intended to accommodate 3 million visitors, actually receivedonly 2 million visitors in 2001 and 1.1 million in 2008. Paradoxi-cally, despite this failure, the park did have a positive effect on therenovation of first-generation recreational infrastructures, whichincreased the attractiveness of the destination. However, theimpact on family tourism and the average length of stay was lessthan expected. The themed leisure concept was extended throughtwo additional installations e a nature park and a water park.Despite this recreational supply, Benidorm failed to create a trueleisure-based product based on a combination of different leisureand accommodation options, integrated and marketed as a singlepackage.With the construction of two newgolf courses and higher-category hotels near the theme park, this destination renovationwas linked to the introduction of new leisure products, such as golf

in 2005. Unfortunately, to date the results have not been assuccessful as predicted.

The hotel sector contributed to the diversification of the desti-nation during this period with the opening of establishments in up-and-coming areas that catered to new demand segments in addi-tion to the sun and sand product. The construction of 4- and 5-starhotels with facilities for hosting events, conferences and conven-tions targeted sectors with greater purchasing power, as well asfamilies and the health and beauty market. The first two 5-starestablishments in the municipality were erected during thisstage. In 2006, the golf, spa and business resorts were initiallymanaged by the Starwood Hotel and Resorts international group,which ran it under its Westin luxury brand until late in 2007 whenthe group stopped managing the establishment due to disagree-ments with the owners. The resort has experienced serious finan-cial difficulties since then and filed for bankruptcy in 2010. Despitefinancial problems, the two hotels remain open. The secondestablishment was constructed in 2008 and marked the reappear-ance of an international Spanish hotel chain with a product tar-geting a luxury clientele; from the outset, this establishmentdistanced its product brand from the Benidorm image.

During this phase, considerable renovation and modernisationof existing establishments occurred, which coincided with thepositive, stable economic situation for tourism. However, fewobsolete establishments were demolished or completely remod-elled; in most cases, existing buildings were rehabilitated ona small scale.

4.4. Phase 4. The effects of the international economic crisis(2007e2009)

During this phase, the world economy experienced a severerecession of historic proportions, which was characterised byuncertainty, high market volatility and loss of consumer confi-dence. Despite the fact that tourism withstood the internationaleconomic crisis better than other sectors, data on hotel occupancyand profitability reflected the economic downturn. For Benidorm,this situation was aggravated by the state of the British economyand the appreciation of the euro relative to the pound, which onlystarted to recover its value relative to the euro in 2010. Data fromthe revenues per room available (RevPAR) indicated a widespreaddrop in Spanish hotel revenues due to a price war in which rateswere significantly reduced to boost sales. However, this indicatorrecovered in 2010 and the prospects for 2011 were favourable(Exceltur, 2011).

During this period, overnight stays in Benidorm decreased andreached levels similar to those observed in 1996, when therewas an11.9% decline between 2006 and 2009 due to a dramatic 31%decrease in the overnight stays of British travellers. As in the earlierperiod, the national market offset the international downturnbecause more Spanish travellers took shorter trips within Spain,and there was a rise in the number of overnight stays in 2010.Furthermore, in 2009, a progressive reduction in the annual occu-pancy rate led to the lowest occupancy rate for all of the yearsstudied. This level was lower than the 75.2% rate for 1990 thatoccurred at the height of the earlier recession. Similarly, morehotels closed during the winter. Although this is common practicein many coastal destinations, it was less frequent for Benidorm,where tourist activity is less seasonally based.

With regard to the supply of accommodation, prices wereprogressively reduced during this phase due to the highlycompetitive market, with serious repercussions for business prof-itability, which previously had been characterised by an efficientquality-price ratio and adjusted profit margins. In 2009, Benidormhotel revenues were negative, with a variation rate from January to

J.A. Ivars i Baidal et al. / Tourism Management xxx (2012) 1e126

631632633634635636637638639640641642643644645646647648649650651652653654655656657658659660661662663664665666667668669670671672673674675676677678679680681682683684685686687688689690691692693694695

696697698699700701702703704705706707708709710711712713714715716717718719720721722723724725726727728729730731732733734735736737738739740741742743744745746747748749750751752753754755756757758759760

JTMA2371_proof ■ 22 May 2012 ■ 6/12

Please cite this article in press as: Ivars i Baidal, J. A., et al., The evolution of mass tourism destinations: New approaches beyond deterministicmodels in Benidorm (Spain), Tourism Management (2012), doi:10.1016/j.tourman.2012.04.009

December of�9.4% in the accumulated annual RevPAR compared tothe same period in the previous year (Exceltur, 2011). In 2009, theaccumulated RevPAR from January to December for 3-, 4-, and 5-star holiday hotels in Benidorm was V37.90 compared to theSpanish average of V45. However, the Spanish average remainedV44.80, and the RevPar for Benidorm hotels rose toV40.50 in 2010.

In regard to tourism policies and business strategies, the reno-vation of the seafront promenade along the Poniente beach wascompleted in 2009. The renovation was expected to add value toone of Benidorm’s emblematic beaches and revitalise tourism byattracting new investments and business models and enhancingimprovements to establishments. This urban development initia-tive, which was financed by the regional government, was part ofa strategy to enhance seafront areas and was intended to serve asa modern architectural landmark and symbol of avant-gardism.Public investment also focused on the creation of new strategicinfrastructures designed to promote new forms of tourism linked toculture and business, such as the Cultural Centre currently underconstruction. Another project envisaged the construction ofa sports area in a public park for domestic professional sportstourism or for winter training sessions of European professionalathletes. Additional efforts to diversify products and demandsegments included hosting sports events outside the tourist seasonand organising musical events to attract young visitors to thedestination during the summer. In regard to infrastructure relatedto tourism, the regional government selected Benidorm as theheadquarters for the Valencian Institute of Tourism Technologies.This centre, which specialises in R&D&I in tourism opened in 2009,being dependent on the regional government with the collabora-tion of the Town Council of Benidorm and the leading tourismassociations in the Valencian Region.

Although there were no signs of urban decay e which was notthe case for other destinations that developed during the early daysof the Spanish sun and sand tourism model e it would be worth-while to remodel Benidorm’s urban fabric to make urban devel-opment a competitive feature of this tourist destination once more.There have been few truly innovative proposals, apart from recentinitiatives for the pedestrianisation and renovation of the tradi-tional centre to increase the attractiveness of the surroundings andatmosphere e one of this leisure town’s greatest assets.

However, because high debt levels reduced the ability of thetown council to invest in renovation, these activities would bedependent on external financing. It should be noted that externalsources e either the regional or central government e financedmost of the recent renovation of urban public spaces.

Regarding tourism management in the municipality, this phasesaw the incorporation of an innovative management structure thataimed to foster closer collaboration between the local authoritiesand tourism entrepreneurs in promoting the destination andrevitalising the city’s tourist image. The creation of the BenidormTourism Foundation was similar to many towns’ adoption of newmanagement formulae creating mixed entities in which bothmunicipal authorities and the business sector managed andpromoted destinations. One of the initial tasks undertaken by theFoundation was to produce a Tourism Marketing Plan in 2011 toadapt the town’s image and marketing strategy to new markettrends.

5. Benidorm’s recent evolution and future prospects: localstakeholders’ opinions

From the perspective of public and business policy, it is impor-tant to obtain the opinions of different local interest groups orstakeholders,which are crucial for understanding the processes thathave contributed to the evolution of this tourist destination

because the future of the destination depends on their activities.Stakeholders were recruited from the business sector and publicmanagement and discussed the following issues:

1. Evolution phase of the tourist destination

With the phases of Butler’s life cycle model as a reference,interviewees were initially asked to identify the current phase ofBenidorm’s evolution because their judgment would indicatea positive or negative view of the current situation and conditionthe perception of the destination’s future evolution. Based on theresponses, a majority of the business sector regarded Benidorm ashaving entered a phase of stagnation. However, a wide variety ofopinions were expressed. The more pessimistic respondentsbelieved that the destination was currently in decline while othersbelieved that Benidormwas experiencing a process of rejuvenationdue to the new attractions (themed leisure and golf) integrated intothe destination and infrastructure improvements (the seafrontpromenade along Poniente beach), whichwere regarded as proof ofdynamism as well as rejuvenation capacity. It should also be notedthat some opinions reflected a political basis.

2. The tourism industry model and aspects linked to new markettrends

According to the entrepreneurs interviewed, the predominance oflocal entrepreneurs and business owners in Benidorm has positivelyinfluenced this destination because private ownership motivatesinvestments that promote future survival to a greater extent comparedto renting or franchise-based management: “Since this is a verycompetitivemarketwithsmallprofitmargins, acompanythatoperatesbutdoesnotownahotelmaysee it as aviablebusiness, butbelieve thatit does not generate sufficient profits or cash-flow to invest in reno-vation.However, anowner-operatorofahotelwill bewilling to sacrificeprofits and cash-flow to invest in the quality of the hotel’s facilities”(hotel groupmanager). Furthermore, the entrepreneurs who investedin their own business were more likely to maximise spending effi-ciencyandcost reduction seeking thebestpossible value formoney: “Itis very difficult for a small business to obtain the funds necessary torenovate. It’s easier for a chain. However, a family business is willing tomakegreater efforts to renovate and takesmore interest in the details thana hotel chain. Moreover, it’s possible to save money on the renovationbecause theowner looks for the best product at thebest price” (hotel groupmanager). In the entrepreneurs’ opinion, this aspectethe high qualitydelivered in relation to the price paid for the servicee was a positivefactor that distinguished this destination because a significant effortwas made to maintain high quality service despite the serious prob-lems of decreasing marginal profits and progressive price reductions:“Benidorm is oneof the resortswith the best price-quality ratio, businesseswork hard andwe prefer to lower prices to obtainmore clients. after all,people attract people” (hotel owner).

Another characteristic feature of demand in the Benidorm tourismmodel was the coexistence of Spanish and British tourists within theholiday segment. According to the interviewees, the domestic marketguaranteed a good summer occupancy rate when the British marketwas affected by economic recession. Although an effort was beingmade to search fornewdemandsectors, such as gay tourismor singles,aswell as sectors associatedwithnew travel incentives, such as events,sports, and business, these were still minor segments that had littleimpact on the global demand for this destination.

In regard to the hotel supply, new demand trends and touroperators’ increased marketing of destinations such as Turkey orEgypt, had gradually forced businessmen to diversify their saleschannels. Direct sales were a medium-term option that currentlycomplemented tour operations and might become more important

J.A. Ivars i Baidal et al. / Tourism Management xxx (2012) 1e12 7

761762763764765766767768769770771772773774775776777778779780781782783784785786787788789790791792793794795796797798799800801802803804805806807808809810811812813814815816817818819820821822823824825

826827828829830831832833834835836837838839840841842843844845846847848849850851852853854855856857858859860861862863864865866867868869870871872873874875876877878879880881882883884885886887888889890

JTMA2371_proof ■ 22 May 2012 ■ 7/12

Please cite this article in press as: Ivars i Baidal, J. A., et al., The evolution of mass tourism destinations: New approaches beyond deterministicmodels in Benidorm (Spain), Tourism Management (2012), doi:10.1016/j.tourman.2012.04.009

in the future: “tour operators are in decline but that’s not a problem forBenidorm, the problem is changes in the market: higher margins inother destinations, new technology that directly affects traditional touroperators as well as the influence of low cost airlines. Now with thecrisis, some people are going back to tour operators, some clients knowthat a low cost airline can leave them stranded, and also tour operatorsare lowering their prices” (hotel manager). More recently, tour oper-ators themselves were affected by the difficult economic situation,which led them to reduce prices further. As a result, the businesssector has become increasingly critical of the traditional model.

3. Investment in business renovation and innovation

The entrepreneurs that were interviewed agreed that the hotels inBenidormhadundergone continuous refurbishment andmaintenanceand that business renovation policy had progressively adapted to thenew quality requirements demanded by the market. Investment inrenovation has consequently maintained an upward trend that wasconsidered necessary to guarantee business survival: “a lot of invest-ment is beingmade; there is a big increase in the number of hotels that arebeing renovated. Businessmen are aware that you have to renovate or die”(hotel industry association). Because local entrepreneurs are owner-operators, they might tend to invest in renovation and these effortswould reflect their understanding that renovation was a key factor inremaining competitive and surviving in the market.

However, there was less investment in innovation as a strategy,although this aspect deserves greater emphasis. Few of the inter-viewees thought that these investments were increasing and theones made focused on new technologies for commercialisation thatwould generate more direct marketing in the future.

4. Levels of business training and cooperation

Analysis of the knowledge and training level of intervieweesrevealed divergent views regarding this issue. Most intervieweeshad a positive view of the business training available due to the

existence of the Tourism Centres, which provided training adaptedto the needs of the sector and various professional profiles. Someinterviewees also noted that changes made to professionalisemarketing and direct efforts towards the end consumer rather thantour operators increased the importance of training. In contrast,there were negative assessments of the degree to which managersand owners took advantage of the available training, and differ-ences in training tended to be associated with generational differ-ences between traditional businessmen with a great deal ofaccumulated experience and new professionals who were highlytrained and conversant with new ideas.

With regard to business cooperation, interview responsesreflected the individualism characterising the business sector andlow levels of cooperation between individual businessmen,although entrepreneurs felt that theywere represented by a ‘strongand powerful’ association.

5. The future evolution of the destination and proposals formaintaining competitiveness

Most of the interviewees e and businessmen, in particular e

were optimistic about the future of Benidorm. In their view, thedestination’s long history and experience with tourism guaranteedfuture competitiveness. The professionalism characterising thesector, which created high levels of customer satisfaction, togetherwith the creation of a tourismmanagement body combining publicand private participation, exerted a positive influence on theirvision of the future. Only a few interviewees believed that thefavourable evolution of this destination depended on increasedbusiness cooperation or innovation.

Finally, business sector proposals to guarantee the futurecompetitiveness of Benidorm focused on the need to increasepublic investment to renew the attractiveness of an urban scenethat exhibited obsolescence in certain areas. In addition, manyinterviewees believed that greater efforts to improve marketingstrategies and enhance the Benidorm image were needed due to

Fig. 4. Tourism and territorial dynamics in Benidorm.

J.A. Ivars i Baidal et al. / Tourism Management xxx (2012) 1e128

891892893894895896897898899900901902903904905906907908909910911912913914915916917918919920921922923924925926927928929930931932933934935936937938939940941942943944945946947948949950951952953954955

956957958959960961962963964965966967968969970971972973974975976977978979980981982983984985986987988989990991992993994995996997998999

100010011002100310041005100610071008100910101011101210131014101510161017101810191020

JTMA2371_proof ■ 22 May 2012 ■ 8/12

Please cite this article in press as: Ivars i Baidal, J. A., et al., The evolution of mass tourism destinations: New approaches beyond deterministicmodels in Benidorm (Spain), Tourism Management (2012), doi:10.1016/j.tourman.2012.04.009

negative connotations associated with mass tourism and the seniorcitizen segment. There were also proposals to optimise existingtourism resources by diversifying the types of tourists visitingBenidorm and introducing new products such as sports or eventstourism. Other relevant proposals suggested a higher degree ofcoordination between the various stakeholders as well as moreinternal cooperation within the business sector. Public manage-ment interviewees agreed with some business proposals such asthe need for diversification, although political considerations pre-vented them from discussing negative features identified by thebusiness sector.

Based on these proposals, interviewees believed that Beni-dorm’s future renovation needed to be both tangible and intangiblee focussing on image, coordination, cooperation, and adaptation tonew trends e with an emphasis on repositioning the destinationthrough strategies that diversified products and attracted newdemand segments.

6. Evaluation of tourism and territorial dynamics inBenidorm: a summary

In summary, the present study of the phases of the evolution ofthis destination identified several key aspects of the life cycle ofdestinations and the interactions between global factors and localmodels. During the period under analysis, remarkable globalstructural transformations occurred that markedly changed theoperation of conventional tourist destinations. Online booking, theexpansion of low-cost airlines, the redistribution of tourist flows to

medium- and long-distance destinations, the growth of indepen-dent tourism and the increased use of non-hotel accommodationwere only a few of the factors that influenced tourism. Since 2008,these factors operated within the context of an internationaleconomic recession, which has affected tourist arrivals and busi-ness profitability, although therewere signs of recovery in 2010. Forany tourist destination, including Benidorm, these circumstancesreflect a new dialectical destination-environment dynamic, inwhich a global context presents both threats and opportunities forthe continued evolution of destinations.

From the point of view of demand, the statistical data for theperiod examined exhibited positive trends in regard to theoutstanding occupancy rate and the number of overnight stays,which continued to be significant (see quadrant 1 of Fig. 5).However, some aspects, such as business profitability, requirefurther investigation. Businesses with increasingly small profitmargins become more vulnerable to economic crises and theepisodic threats that affect destinations, which might eventuallylimit their ability to renovate their establishments. The presentstudy indicated that the hotel model e unlike the isolated resort orenclave models e was a key factor in the tourist town renovationprocess because it was part of a concentrated urban structure thatwas based on establishments owned and operated by local entre-preneurs who were committed to the destination and had theknow-how to offer a high quality for the price. Despite on-goingdifficulties, the hotel business in Benidorm proved to be moreresistant to the crisis than other tourist destinations that relied onurban sprawl processes or a residential model based on non-hotel

Fig. 5. Assessment of the evolution of tourism in Benidorm according to key supply and demand variables.

J.A. Ivars i Baidal et al. / Tourism Management xxx (2012) 1e12 9

10211022102310241025102610271028102910301031103210331034103510361037103810391040104110421043104410451046104710481049105010511052105310541055105610571058105910601061106210631064106510661067106810691070107110721073107410751076107710781079108010811082108310841085

10861087108810891090109110921093109410951096109710981099110011011102110311041105110611071108110911101111111211131114111511161117111811191120112111221123112411251126112711281129113011311132113311341135113611371138113911401141114211431144114511461147114811491150

JTMA2371_proof ■ 22 May 2012 ■ 9/12

Please cite this article in press as: Ivars i Baidal, J. A., et al., The evolution of mass tourism destinations: New approaches beyond deterministicmodels in Benidorm (Spain), Tourism Management (2012), doi:10.1016/j.tourman.2012.04.009

accommodation. Moreover, hotels exhibited greater economicdynamism and were less affected by seasonality than touristhomes.

Another key element influencing demand was the effect ofdependence on specific markets. In the case of Benidorm, therecession phases in the period under analysis primarily corre-sponded to crises in the British economy because of the dependenceon the British market and the unfavourable exchange rate of thepoundwith respect to the peseta or euro. However, when the Britishmarket experienced a recession, domestic demand contributed tothe overall number of overnight stays and offset the effects ofdramatic drops in British tourism (see quadrant 2 of Fig. 5). Thedependenceon theBritishmarket becameevidentwhen thevolumeof tourists coming from other foreign markets was analysed (seequadrant 3 of Fig. 5). Benelux (Belgium, Holland and Luxembourg)was Benidorm’s second most important market, followed by coun-tries such as France, Italy and Germany, which accounted fora progressively smaller percentage of overnight stays during theperiod studied. It should be noted that although these marketsgradually became less important, no new countries e apart fromPortugal e compensated for the loss. Portugal was first included inthe official statistics in 1999with a higher number of overnight staysthan the last countries mentioned, although the number hasremained stable with no significant growth over the years.

The present study revealed the effect of newmarketingmethodsdue to new forms of international travel that emerged during thelast decade, in particular, the emergence of low cost air travel, whichincrease connections with the most important tourist generatingareas and opened new markets. Furthermore, the presence offoreign residents living in the tourist destination on a regular basiswas another factor contributing to the demographic and economicdynamics as well as the image of the tourist destination.

Following restructuring theories, thehigh repeat visit rates foundin the present study revealed that Benidorm had a number ofcharacteristics, such as the relationship between the urban config-uration model and the tourism dynamic, that enabled the destina-tion to continue to satisfy demand. The contribution of well-knowncomparative advantages (climate comfort, beach quality, andaccommodation criticalmass), the excellent value formoneyofferedby Benidorm and the know-how of local firms ensured the destina-tion’s competitiveness and survival. These destination featureswerereinforced by local initiatives from private businesses and publicagencies. Rather than modifying global processes, these initiativesconfronted challenges by adapting to the changing situation. Simi-larly, restructuring of the destination extended beyond the limits ofthe municipality. Benidorm’s role as a major tourist destination hasmade it the most important urban centre within a tourism districtthat provides services meeting the highest standards wherecompanies and public bodies interact in the tourist industry.

Benidorm, which first emerged as a major sun and sand desti-nation when mass tourism spread to the shores of the Mediterra-nean, has a long tradition of tourism. One of the critical aspects inits evolution was the renovation of hotels and of the destination asa whole in the 1990s to adapt the traditional tourism supply inSpanish coastal destinations to the new trends in Europeandemand. The hotels in Benidorm renovated to revitalise the desti-nation and have continued to do so to maintain competitiveness.During this period, hotels in Benidorm were gradually up-gradedand higher-category establishments appeared on the market,while the percentage of lower-category hotels decreased (seequadrant 4 of Fig. 5). The renovation of the hotel supply due to thetransformation of existing establishments and the construction ofnew medium-high-category hotels improved the image anddynamic of the destination. Although some earlier public invest-ments, such as the construction of the theme park, did little to

improve the competitive position of Benidorm in the market,renovation of both the hotels and the destination as awhole shouldcontinue. Renovations such as improving different components ofthe urban scene, adding new infrastructure, and protecting certainareas should be undertaken but will be more difficult in the futurebecause these measures require public investment and there havecurrently been severe budget cuts.

The mid-1990s policy of using public funds to finance newtourist-urban development schemes separated from the town itself(see Fig. 4) raised the possibility of promoting two distinct brandsfor the Benidorm destination: one for the general market and theother for the Premium label segment with higher purchasing power.Although certain business groups have defended the policy ofdestination rebranding e which sought to revitalise the image ofBenidorm as a mass tourism destination e this policy might haveundermined Benidorm’s success as a resort for middle and lowermiddle-class visitors. Furthermore, few hotels targeting the higherincome segment have enjoyed success and the high-end productofferings do not seem to have created a new product or a distinctbrand.

Finally, sustainability is an important criterion for evaluatingthis stage of the evolution of this tourist destination as well asa strategy to ensure competitiveness that might improve itseconomic, social and environmental dynamic. The overcrowding ofcoastal destinations due to tourism has always had a devastatingeffect on the local environment. However, new proposals havenoted that lower environmental costs are associated with concen-trated high-density urban models, and publication of a studycommissioned by Thomson Holidays, the most important touroperator working with Benidorm, has motivated several proposalsthat are currently under discussion in the media and academic andtechnical forums. The study identified the ‘Benidorm effect’ asa paradigm for tourism sustainability based on carbon emissionsdata (distance from emitting areas and airports) and the density ofthe urban model, which resulted in lower costs for infrastructure,reduced land use and lowerwater consumption. For instance, waterconsumption in Benidorm is approximately 200 L per person perday, which is considerably less than the water consumption ofnearby residential tourism models, which is approximately 400 or500 L per person per day. Moreover, a substantial part of the waterconsumed in Benidorm is treated and re-used for urban and agri-cultural purposes. Furthermore, the policy of protecting ecologi-cally valuable areas has led to an area on the outskirts of the townbeing declared a natural park. The environment and landscape ofthis area, which includes a coastal mountain range, a few smallislands and surrounding coastal waters occupying a total surfacearea of 5654.97 ha, are in stark contrast with a region that hascharacteristically shown extensive anthropisation. Furthermore,because thewealth of fish and plant species on the sea floor make itone of the most valuable underwater areas in the Western Medi-terranean, it has been classified as a Place of Community Interestwith Areas of Special Protection for Birds and forms part of theNatura 2000 Network. An approach focused on environmentalconservation provides the opportunity to create a product associ-ated with nature, broadens the range of recreational possibilities,and favours an image that is not exclusively identified with theleisure town and its beaches. However, this approach woulddemand a change in initiatives and strategies developed by publicand private tourism professionals, who continue to prioritiseconventional products and traditional markets.

7. Conclusions

Although theories and models allow us to interpret thedynamics and phases that tourist destinations’ go through they

J.A. Ivars i Baidal et al. / Tourism Management xxx (2012) 1e1210

11511152115311541155115611571158115911601161116211631164116511661167116811691170117111721173117411751176117711781179118011811182118311841185118611871188118911901191119211931194119511961197119811991200120112021203120412051206120712081209121012111212121312141215

12161217121812191220122112221223122412251226122712281229123012311232123312341235123612371238123912401241124212431244124512461247124812491250125112521253125412551256125712581259126012611262126312641265126612671268126912701271127212731274127512761277127812791280

JTMA2371_proof ■ 22 May 2012 ■ 10/12

Please cite this article in press as: Ivars i Baidal, J. A., et al., The evolution of mass tourism destinations: New approaches beyond deterministicmodels in Benidorm (Spain), Tourism Management (2012), doi:10.1016/j.tourman.2012.04.009

cannot entirely explain the complexity of local tourism systems andtheir interaction with the market. The difficulty increases whenanalysing the unique destination of Benidorm, which presentsinternal factors derived from the local context which play a key rolein understanding its urban and tourism model. Benidorm’s evolu-tion illustrated non-deterministic features of evolutionary modelsthat reinforced neo-Fordism and identified the importance of thelocal ability to engage in productive restructuring processes.Nevertheless, the influence of the economic cycle on tourismdemand must be distinguished from the effects of structuralchanges in the tourism market because adapting to structuralchanges is essential tomaintain competitiveness despite temporaryfluctuations.

The evolution of this tourist destination has been marked by theintegral relationship between the urban model that is the basis ofthe accommodation system and the commercial and recreationalactivities that developed within the urban structure, which aroseduring the boom period. However, this tourist model, whichstrongly influenced Benidorm’s tourist image must adopt innova-tions that maintain Benidorm’s status as one of the great interna-tional leisure and tourism destinations. Interviewees believed thatto optimally employ marketing and public-private collaborationstrategies, the most important challenge facing Benidorm was torevitalise its image and eliminate the negative social connotationsassociated with its image as a travel destination.

The profitability problems associated with infrastructures suchas the theme park and the hotel complexes outside Benidorm indi-cated that diversification attempts based on attracting newdemandsegments and creating new products were not successful and sug-gested that Benidorm should continue to target middle-class tour-ists because the perceived image of the townmight make it difficultto attract market segments with higher purchasing power.

Similarly, the stakeholders’ analysis of the situation e in partic-ular, the key features identified by the business sector e led tointeresting conclusions. Local entrepreneurs maintained thecompetitiveness of the destination both by investing in renovationand by implementing new business models adapted to markettrends. Innovation as a strategy remained an issue, althoughinterviewees exhibited a willingness to invest in product-orientedR&D&I to diversify demand and create distribution channels thatattracted both customers of tour operators and direct customers toincrease profitability. The gradual reduction in the importance oftour operators might require entrepreneurs to change their salesstrategies, and generational change might also lead professionals inthis sector to abandonmore traditional approaches and practices infavour of new methods of managing businesses.

Finally, the analysis of Benidorm in light of current theories andmodels of the evolution of tourist destinations led to the followingconclusions:

� The competitive advantage of this destination was due to itsunique urban tourist model, which is based on hotels andeconomies of scale that create a critical mass of accommoda-tion and recreational facilities. Thus, Benidorm as a leisuretown distinguishes itself from seasonal tourist destinationsalong the Mediterranean coast.

� The market effects of economic cycles directly interacted withthe evolutionary phases of a destination.

� The hotel industry was able to renovate due to public incen-tives and local planning legislation because most hotels wereprivately owned with owners who were committed to thedestination. As a result, very few hotels were converted intoresidences or used for other purposes.

� Mass tourism was compatible with the sustainable manage-ment of environmental vectors such as the hydrologic cycle,

land consumption, and urban mobility, which affected thedestination’s carrying capacity.

� Differentiated products for different types of consumers in thesame destination continued to be developed.

� Rejuvenating operations, such as creation of the theme park,had a limited impact, whereas the general renovation of hotelshad a significant positive impact.

The present study thus identified new ways to analyse theevolution of coastal tourism destinations that revealed Benidorm’sstatus as an exceptional tourist destination and explained itscapacity to adapt to the evolution of tourism over the last fiftyyears.

Acknowledgements

The study was carried out within the framework of the researchproject Renovación de los destinos turísticos consolidados del litoral:nuevos instrumentos para la planificación y gestión (RENOVESTUR)[Renovation of consolidated coastal tourist destinations: newinstruments for planning and management] of the Plan NacionalIþDþI 2008-2011 [National R&D&I Plan 2008e2011] of the Ministryof Science and Innovation.

References

Agarwal, S. (2002). Restructuring seaside tourism. The resort lifecycle. Annals ofTourism Research, 29, 5e55.

Agarwal, S. (2005). Global-local interactions in English coastal resorts. TourismGeographies, 6(4), 351e352.

Agarwal, S., & Shaw, G. (2007).Managing coastal tourism resorts. A global perspective.Clevedon: Channel View.

Aguiló, E., Alegre, J., & Sard, M. (2005). The persistence of the sun and sand tourismmodel. Tourism Management, 26, 219e231.

Anton, S. (2011). Dinámicas de reestructuración de los destinos turísticos litoralesdel Mediterráneo. Perspectivas y condicionantes. In D. López (Ed.), Renovaciónde destinos turísticos consolidados (pp. 23e40), Valencia, Tirant Lo Blanch.

Bramwell, B. (2004). Coastal mass tourism. Diversification and sustainable develop-ment in Southern Europe. Clevedon: Channel View.

Butler, R. W. (1980). The concept of a tourist area cycle of evolution: implications formanagement of resources. The Canadian Geographer, 24(1), 5e12.

Butler, R. W. (2006a). The tourist area life cycleIn Applications and modifications, Vol. I.Clevedon: Channel View.

Butler, R. W. (2006b). The tourist area life cycleIn Conceptual and theoretical issues,Vol. II. Clevedon: Channel View.

Christaller, W. (1963). Some considerations of tourism location in Europe: theperipheral regions-underdeveloped countries-recreation areas. Regional ScienceAssociation Papers, 12(1), 95e105.

Claver, E., Molina, J. F., & Pereira, J. (2007). Competitiveness in mass tourism. Annalsof Tourism Research, 34(3), 727e745.

Coles, T. (2006). Enigma variations? The TALC, marketing models and the descen-dants of the product life cycle. In R. Butler (Ed.), The tourism life cycle:Conceptual and theoretical issues (pp. 49e66). Clevedon: Channel ViewPublications.

Conti, G., & Perelli, C. (2005). Seaside tourism monoculture versus sustainability.The erosion of the social contract in the Rimini model. The European Journal ofPlanning, Available from http://www.planum.net/download/conti_02-pdfAccessed 28.06.11.

Cooper, C. (2006). The anatomy of the rejuvenation stage of the TALC. InButler, R. W.(Ed.), The tourist area life cycle. Applications and modifications, Vol. I (pp.183e200). Clevedon: Channel View.

Debbage, K., & Ioannides, D. (1998). Neo-fordism and flexible specialisation in thetravel industry. In K. G. Debbage, & R. D. Ioannides (Eds.), The economic geog-raphy of the tourist industry. A supply side analysis (pp. 99e122). London:Routledge.

Duhamel, P., & Violier, P. (2009). Tourisme et littoral: un enjeu du monde. Paris: Belin.European Environment Agency. (2006). Urban sprawl in Europe. The ignored chal-

lenge. EEA report 10. Copenhagen: European Commission.Exceltur. (2011). Barómetro de la rentabilidad y el empleo de los destinos turísticos

españoles e BALANCE 2010. Available from http://www.exceltur.org Accessed10.09.11.

Garay, L., & Cànoves, G. (2011). Life cycles, stages and tourism history: the Catalonia(Spain) experience. Annals of Tourism Research, 38(2), 651e671.

Gibson, C. (2008). Locating geographies of tourism. Progress in Human Geography,32(3), 407e422.

Gilbert, E. W. (1939). The growth of inland and seaside health resorts in England.Scottish Geographical Magazine, 55, 16e35.

J.A. Ivars i Baidal et al. / Tourism Management xxx (2012) 1e12 11

12811282128312841285128612871288128912901291129212931294129512961297129812991300130113021303130413051306130713081309131013111312131313141315131613171318131913201321132213231324132513261327132813291330133113321333133413351336133713381339134013411342134313441345

13461347134813491350135113521353135413551356135713581359136013611362136313641365136613671368136913701371137213731374137513761377137813791380138113821383138413851386138713881389139013911392139313941395139613971398139914001401140214031404140514061407140814091410

JTMA2371_proof ■ 22 May 2012 ■ 11/12

Please cite this article in press as: Ivars i Baidal, J. A., et al., The evolution of mass tourism destinations: New approaches beyond deterministicmodels in Benidorm (Spain), Tourism Management (2012), doi:10.1016/j.tourman.2012.04.009

González Reverté, F. (2008). El papel de los destinos turísticos en la transformaciónsociodemográfica del litoral mediterráneo español. Boletín de la Asociación deGeógrafos Españoles, 47, 79e107.

Hall, C. M., & Page, S. J. (2009). Progress in tourism management: from the geog-raphy of tourism to geographies of tourism e a review. Tourism Management,30(1), 3e16.

Iribas, J. M. (2000). Benidorm, manual de uso, en MAAS, Costa Ibérica. Hacia la ciudaddel ocio. Barcelona: Actar.

Ivars, J. A., & Menor, M. (2008). El Impacto de las compañías aéreas de bajo coste en laactividad turística del área de influencia del aeropuerto de Alicante, EstudiosTurísticos, Vol. 175e176. Madrid: Instituto de Estudios Turísticos.

Knafou, R. (2006). El turismo, factor de cambio territorial: evolución de los lugares,actores y prácticas a lo largo del tiempo (del s. XVIII al s. XXI). In A. LacostaAragüés (Ed.), Turismo y cambio territorial: ¿eclosión, aceleración, desborda-miento? Actas del VIII Coloquio de Geografía del Turismo, Ocio y Recreación (pp.19e30). Zaragoza: Prensas Universitarias de Zaragoza.

Knowles, T., & Curtis, S. (1999). The market viability of European mass touristdestinations. A post-stagnation life cycle analysis. International Journal ofTourism Research, 1, 87e96.

Lew, A. (2008). Long tail tourism: new geographies for marketing niche tourismproducts. Journal of Travel & Tourism Marketing, 25(3e4), 409e419.

Martínez, E., Prats, L., & Barceló, M. (2004). El perfil de l’usuari dels vols de baix costde l’aeroport de Girona. Girona: Girona University.

Milne, S., & Ateljevic, I. (2001). Tourism, economic development and the global-local nexus: theory embracing complexity. Tourism Geographies, 3(4), 369e393.

Miossec, J. M. (1977a). Elements pour une théorie de l’espace touristique. Les Cahiersdu Tourisme, serie C, 36.Q2

Miossec, J. M. (1977b). Un modèle de l’espace touristique. L’Espace Géographique,6(1), 41e48.

MVRDV. (2000). Costa Iberica upbeat to the leisure. Barcelona: Actar.Oreja, J. R., Parra, E., & Yanes, V. (2008). The sustainability of island destinations:

tourism area life cycle and teleological perspectives. The case of Tenerife.Tourism Management, 29, 53e65.

Plog, S. (1973). Why destination areas rise and fall in popularity. Cornell Hotel andRestaurant Association Quarterly, 14(4), 55e58.

Poon, A. (1993). Tourism, technology and competitive strategies. Wallingford: CABInternational.

Priestley, G., & Mundet, L. (1998). The post-stagnation phase of the resort cycle.Annals of Tourism Research, 25(1), 85e111.

Pulido, I. (2010). Las partes interesadas en la gestión turística de los parques nat-urales andaluces. Identificación de intereses e interrelaciones. Revista de estu-dios regionales, 88, 147e175. http://www.revistaestudiosregionales.com/pdfs/pdf1132.pdf Accessed 20.08.11.

Sheller, M., & Urry, J. (2004). Tourism mobilities. Places to play, places in play. London:Routledge.

Strauss, A., & Corbin, J. (1990). Basics of qualitative research: Grounded theoryprocedures and techniques. Newsbury Park, CA: Academic Press.

Thomson Holidays. (2010). Sustainable holiday futures. Available at http://communicationcentre.thomson.co.uk/ Accessed 20.06.11.

Thurot, J. M. (1973). Le tourisme tropical balnéaire: le modèle caraïbe et ses extensions.Doctoral Thesis, CET, Aix en Provence.

TNO Inro. (2002). Early warning system for identifying declining tourist destinationsand preventive best practices. Luxembourg: Office for Official Publications of theEuropean Communities.

Torres, R. (2002). Cancun’s tourism development from a Fordist spectrum of anal-ysis. Tourist Studies, 2, 87e116.

Turner, L., & Ash, J. (1975a). The Golden Hordes: International tourism and the pleasureperiphery. London: Routledge. Q3

Turner, L., & Ash, J. (1975b). The Golden Hordes: International tourism and the plea-sure periphery. London: Constable.

Shaw, G., & Coles, T. (2007). The resort economy: changing structures andmanagement issues in British resorts. In S. Agarwal, & G. Shaw (Eds.), Managingcoastal tourism resorts. A global perspective. Clevedon: Channel View.

Urry, J. (1990). The tourist gaze: Leisure and travel in contemporary societies. Londres:Sage.

Vera, J. F., & Baños, C. J. (2010). Renewal and restructuring of consolidated coastaltourist destinations: recreational practices in the evolution of tourist space.Boletín de la Asociación de Geógrafos Españoles, 53, 329e353.

Vera, J. F., & Ivars, J. A. (2009). Spread of low-cost carriers: tourism and regionalpolicy effects in Spain. Regional Studies, 43(4), 559e570.

Walton, J. K. (2000). The British seaside. Holidays and resorts in the twentieth century.Manchester: Manchester University Press.

Williams, A., & Hall, M. (2002). Tourism, migration, circulation and mobility. InA. Williams, & M. Hall (Eds.), Tourism and migration. New relationships betweenproduction and consumption (pp.1e52). Dordrecht: Kluwer Academic Publishers.

J.A. Ivars i Baidal et al. / Tourism Management xxx (2012) 1e1212

1411141214131414141514161417141814191420142114221423142414251426142714281429143014311432143314341435143614371438143914401441

1442144314441445144614471448144914501451145214531454145514561457145814591460146114621463146414651466146714681469147014711472

JTMA2371_proof ■ 22 May 2012 ■ 12/12

Please cite this article in press as: Ivars i Baidal, J. A., et al., The evolution of mass tourism destinations: New approaches beyond deterministicmodels in Benidorm (Spain), Tourism Management (2012), doi:10.1016/j.tourman.2012.04.009