4.1 Introduction
Sharpley (2009) acknowledges the economic, environmental and social concepts
that underpin the paradigm of sustainable development yet stresses that theoretical
ambiguity and practical limitations make the approach incompatible with tourism.
He thus offers a ‘destination capitals’ model as a development framework, which
involves exploiting the sociocultural, environmental, human, political, economic
and technological capitals (resources) of a destination within the bounds of local
and external development opportunities. In spite of the model’s capitalistic overtones, sustainability is intrinsic to the process, but in this case, the destination is able
to determine its own objectives rather than catering for an externally imposed set of
directives. The main objective of this chapter is to apply and test Sharpley’s model
on a tourism destination in decline, one that is in particular need of redevelopment
and regeneration. Consequently, the Mexican resort of Acapulco was chosen to
serve as the case study, the once proud ‘Pearl of the Pacific’ now firmly entrenched
in what has become a long-term tourism crisis. The resort’s decline is manifested in
various forms, such as a collapse of international tourism, an abundance of
low-status domestic visitors, poorly maintained hotels and attractions, the appearance of solid waste in the streets and on the beach, inadequate infrastructure and
grave social problems. Yet, as will be seen, there is potential for improvement if
those responsible for Acapulco’s tourism development are able to efficiently exploit
the destination’s capitals. This chapter is structured as follows: Sharpley’s model is
introduced, and the history of Acapulco as a tourism destination is briefly recounted.
The chosen methodological approach is then explained, and the model is applied to
Acapulco. Thereafter, the final section discusses the appropriateness of the model as
a framework for development planning in Acapulco and other destinations in
decline.
4.2 A Destination Capitals Model of Tourism Development
Sharpley (2009, p.148) suggests that a tourism destination is a ‘capitalist endeavour’,
similar in concept to a business corporation. In both cases, resources are employed to
produce products which are sold for a profit, and it is ultimately the responsibility of
management/the destination authorities to pursue a strategy that enables the
utilisation of capitals in a manner most beneficial to that particular business/destination. In order to provide direction in the formulation of development plans,
business corporations typically present a mission statement, conduct an internal
audit of their capabilities and provide an analysis of their external environment.
Sharpley’s model (Fig. 4.1) represents an opportunity for practitioners within a
tourism destination to perform a similar process so that suitable strategies can be
established.
44
M. Speakman and A. D. Garay
Sharpley (2009) acknowledges the economic, environmental and social concepts
that underpin the paradigm of sustainable development yet stresses that theoretical
ambiguity and practical limitations make the approach incompatible with tourism.
He thus offers a ‘destination capitals’ model as a development framework, which
involves exploiting the sociocultural, environmental, human, political, economic
and technological capitals (resources) of a destination within the bounds of local
and external development opportunities. In spite of the model’s capitalistic overtones, sustainability is intrinsic to the process, but in this case, the destination is able
to determine its own objectives rather than catering for an externally imposed set of
directives. The main objective of this chapter is to apply and test Sharpley’s model
on a tourism destination in decline, one that is in particular need of redevelopment
and regeneration. Consequently, the Mexican resort of Acapulco was chosen to
serve as the case study, the once proud ‘Pearl of the Pacific’ now firmly entrenched
in what has become a long-term tourism crisis. The resort’s decline is manifested in
various forms, such as a collapse of international tourism, an abundance of
low-status domestic visitors, poorly maintained hotels and attractions, the appearance of solid waste in the streets and on the beach, inadequate infrastructure and
grave social problems. Yet, as will be seen, there is potential for improvement if
those responsible for Acapulco’s tourism development are able to efficiently exploit
the destination’s capitals. This chapter is structured as follows: Sharpley’s model is
introduced, and the history of Acapulco as a tourism destination is briefly recounted.
The chosen methodological approach is then explained, and the model is applied to
Acapulco. Thereafter, the final section discusses the appropriateness of the model as
a framework for development planning in Acapulco and other destinations in
decline.
4.2 A Destination Capitals Model of Tourism Development
Sharpley (2009, p.148) suggests that a tourism destination is a ‘capitalist endeavour’,
similar in concept to a business corporation. In both cases, resources are employed to
produce products which are sold for a profit, and it is ultimately the responsibility of
management/the destination authorities to pursue a strategy that enables the
utilisation of capitals in a manner most beneficial to that particular business/destination. In order to provide direction in the formulation of development plans,
business corporations typically present a mission statement, conduct an internal
audit of their capabilities and provide an analysis of their external environment.
Sharpley’s model (Fig. 4.1) represents an opportunity for practitioners within a
tourism destination to perform a similar process so that suitable strategies can be
established.
44
M. Speakman and A. D. Garay