CHAPTER 2

Destination Planning and Tourism Life Cycle Model

Learning Objectives:
At the end of this chapter, the student must be able to:
1. Understand the destination planning process: 2. Explain the importance of involvement of stakeholders in
the destination planning process:
3. Understand the strategic planning documents in the destination planning process; and
4. Describe and explain the phases of butler's tourism area life cycle model.

DESTINATION PLANNING PROCESS

While tourism has tremendous potential for overall economic growth, appropriate planning is required
to enjoy the advantages of this strong and rapidly growing industry. To support sustainable growth and long-
term success of tourism, destinations must first carry out purposeful strategic, comprehensive, and, most
importantly, inclusive planning that considers not only how the outside world will perceive the destinations,
but also ethical coalitions between civil society. businesses, and the government. Successful destination
development, whether in a remote island state or a sophisticated city, is no simple job. Effective planning must
take into account financial, environmental, and social implications, as well as supporting local livelihood
opportunities protecting destination heritage, bridging the host-guest divide, and avoiding uncontrolled
development, all while remaining flexible and adaptable to changing global economic trends and consumer
behaviors.
Key Elements in Destination Planning
A multi-level strategy that addresses the success of a destination from many perspectives is a rational
approach to destination management. This includes many levels of tourism planning, such as destination
marketing and management, as well as a clear vision for future tourism growth. The following are the five most
important stages in the tourism destination planning process:
 Identifying the type and scale of tourism, as well as how it will change over time in the destination
 Researching to find the most effective sustainable direction for the future development of the
destination
 A broad scope, strategic approach to tourism marketing
 Developing key planning documentation
 Collaborating, agreeing, and engaging with key stakeholders

Involving Stakeholders in the Destination Planning Process

Stakeholders are an essential element in destination planning. Most stakeholders desire a tourism
management strategy based on solid fundamental concepts that have been extensively studied and backed up
by data.
It's also essential to convey a strong sense of leadership to stakeholders. Stakeholders expect a well-
defined planning and management process that is based on accurate information. Finally, stakeholders want to
know whose on the team and if the tourism management plan has a vision for the destination's future as well
as the leadership to make it a reality. This is at the core of the stakeholder engagement process, and it's
important for fostering collaboration and creating a common vision.
Strategic Planning Documents in the Destination Planning Process
In the destination planning process, strategic planning documentation should provide the framework
for the destination's tourism development and management. This entails utilizing a broad lens to strategize for
the destination's long-term direction in tourism management. The following points should be included in
strategic planning documents:
 A well-defined vision for tourism management's long-term direction that outlines important
objectives:
 A well-researched strategy that identifies the data and analytics that will assist stakeholders
make informed decisions.
 Risk assessments to determine what risks and vulnerabilities may impact the destination's
tourism industry, as well as how it will react in the event of a crisis.
Butler’s Tourism Area Life Cycle Model

In 1980, Prof, Richard Butler developed a six-stage model for most tourist destinations which he called
the tourism life cycle model. It is based on Product Life Cycle concept. The model can be used to study tourist
attractions to see how they change over time. According to the research, most tourist destinations begin
modest and grow until they reach a point of stagnation Butler's Tourism Area Life Cycle Model serves as a
foundation for destination travel and tourism management. Butler's Tourism Area Life Cycle Model is a linear
model with several variables a shows the various phases of tourism development on a graph, with the x and y
axes representing tourist number growth and time, respectively. Butler's model illustrates six phases of tourist
growth within this framework.
1) EXPLORATION
This is the first phase, when governments and local residents begin to consider tourism and how they
might capitalize on and maximize their potential in this industry. A group of tough and adventurous individuals
seeking for unique vacations discover a destination with a distinct culture, natural beauty, history, or
landscape. It's possible that there won't be any tourist services accessible, and locals won't be engaged in
tourist money-making activities
2) INVOLVEMENT
 It's likely that guest houses may begin to open. It's feasible that foreign investors may begin to show
interest in development Governments may under pressure to improve transportation infrastructure and
community resources including airports, road layouts. and healthcare
Residents begin to observe an increase in the number of tourists to their area They set up companies to offer
accommodation, food, tours, and transportation.
3) DEVELOPMENT
The destination's marketing and promotion will almost certainly grow throughout the development
phase. There may be more attention in the media and on social media. The tourist population may begin to
outnumber the local population during this period. Local control is becoming less frequent, and top-down
procedures and international organizations are more significant in tourist management. Major corporations
begin to see the area's potential as a tourism destination and begin to invest in the area. They construct huge
hotel complexes and offer travel packages (a package might include travel, accommodation, food and
excursions). This causes the number of tourists to rise. resulting in a huge increase in the number of job
opportunities in the local area, including tourist-related jobs as well as construction and service jobs.
4) CONSOLIDATION
Tourism growth decreases during the consolidation phase. This may be done on purpose to keep
visitor numbers low or to make tourism products and services exclusive, or it could be done unintentionally. In
most cases, the economy of the destination and the tourism industry will be inextricably linked. In some
situations, tourism has become the major or only source of revenue for a destination.
In the tourism industry, several international chains and corporations will most certainly be represented. As a
result of economic leakage, this reflects globalization and may have a detrimental effect on the economy of the
destination
It is at this point that locals' dissatisfaction may become evident. This is one of tourism's unfavorable societal
consequences. At this phase, the local economy is most likely dominated by tourism, and many locals will earn
their living from it. However, this may cause individuals to leave other industries, such as farming and fishing,
and as a result, these industries may suffer The resort will continue to grow and expand, but some of the older
structures will become unattractive, perhaps resulting in a lower-quality clien
5) STAGNATION
The phase of stagnation indicates the start of a tourist decline. During this period tourist counts may
have peaked, and various capacities may have been reached. It's possible that the location is no longer
attractive or popular. During this period, we begin to see the negative effects of overtourism. Economic,
environmental, and society consequences are all probable
Competition from other resorts, unruliness, and a loss of unique characteristics (for example, if the
beach used to be beautiful but is now overcrowded and littered) may lead the resort to cease expanding. The
number of individuals departing gradually decreases posing a danger to local businesses and services.
6) DECLINE or REJUVENATION
Butler's Tourism Area Life Cycle Model's final phase depicts a variety of potential outcomes for
destinations as they go from rejuvenation to decline. The result will be determined by the intentions and
activities of the tourist development project's stakeholders. Major redevelopments may provide complete
rejuvenation. Perhaps new attractions are introduced, sustainable tourism strategies are implemented, or the
target market shifts. Smaller changes and enhancements to the overall tourist infrastructure and service may
result in some modest regeneration. If no improvements are made, tourism may continue to decline gradually.
There may be a fast decrease in tourist provision under extreme conditions. This is most often the result of a
life-altering catastrophe like war, a natural disaster, or a pandemic.
Regular tourists are replaced by individuals looking for a cheap vacation or day trippers, and the decline may
be gradual or fast. A financial infusion from a private business or the government is used to build a new
attraction inside the existing resort in order to increase its appeal.

Summarized Description of Tourism Area Life Cycle Model:

Stage/Phase Description

EXPLORATION  Few people visit the region;

 adventurous tourists,
 interest in nature/culture. close interaction
with local people:
 word-of-mouth marketing: little impact on
social cultural, and physical environments;
 usage of local amenities
INVOLVEMENT  Increased tourist numbers
 still under local authority, some advertising:
 introduction of tourist market and season,
 high interaction;
 some social changes and infrastructural
pressure:
 local businesses begin to provide basic
specialized services and amenities for
tourists
DEVELOPMENT  More foreign-owned facilities, loss of local
authority;
 promotion of artificial attractions; intensive
and extensive advertising,
 increased accessibility;
 use of migrant labor;
 rapid landscape change
CONSOLIDATION  Tourism has become a significant economic
sector with extensive promotion;
 some resistance to tourist has arisen as a
result of overcrowding and high density of
tourism destinations:
 product deterioration and facility
abandonment.

STAGNATION  Tourist capacity has been reached/exceeded

 dependence on repetitions and conferences;
excess hotel capacity and ownership
changes;
 package tourist emphasis;
 social, environmental, and economic issues
DECLINE or REJUVINATE  Tourists are decreasing; vacationers are
rapidly declining;
 dependence on weekenders and day visitors
is growing;
 many facilities are being converted;
  and local resentment of visitors is growing.
 Attractions have changed; and
 A new tourist industry has emerged.

Unfortunately, the COVID-19 epidemic caused many tourist sites and attractions to suffer e severe
decline predicted by Butter in his most pessimistic scenario.
One of two potential outcomes will most likely occur in these areas:
1- Tourism infrastructure will be utilized to support alternate modes of transportation.
Hotel rooms may be converted into retirement homes, and tourist attractions could be
replaced with non-tourism services. As a consequence of the economic loss, the region may become
run-down and poor.
2- Tourism will re-establish itself.
Many locations have used this time to rethink and reevaluate their tourist infrastructure. There
are improvements that can be done, as well as more sustainable methods that can be implemented.
The tourism area's life cycle will begin anew from the beginning of.

Activity 01. Answer the following questions comprehensively

1. Explain the destination planning process
2. Why is it important for the stakeholders to be involved in the destination planning process?
3. What are the strategic planning documents needed for the destination planning process?
4. Describe and explain each of the phases of Butler’s tourism area life cycle model