4.4.6 Technological Capital
Information technology (IT) has become ubiquitous in the tourism sector and is
considered an essential element of destination competitiveness (Buhalis 2003; Poon
1993; Sheldon 1997). It has improved the operating efficiency of tourism businesses
and has changed the relationship between potential tourists and tourism businesses
(Sharpley 2009). Consequently, the learning of IT-based skills and an online presence are required to improve competitiveness in a destination.
4.5 Tourism Development Opportunities
Relating a destination’s development opportunities to its capitals forms the basis
from which to prepare tourism plans. Opportunities refer to current and potential
markets and market segments, existing products and alternate possibilities and likely
investment and support in both the domestic and external environment.
4.6 External Forces
External factors often influence the degree to which capitals are exploited. These can
range from national government policies to international trade agreements and can
either restrict or permit the measures necessary for resource development.
4.7 Acapulco Tourism History
Acapulco has passed through four identifiable phases since its advent as a tourism
destination in 1927.
4.7.1 The Rise of Tourism (1927–1952)
The opening of a highway in 1927 which vastly improved links with Mexico City
provided the catalyst for tourism in Acapulco. Previously, it had been a ‘relative
backwater’ (Niblo and Niblo 2008, p. 32), a once successful port city that had fallen
into decline. However, it was not until the presidency of Miguel Aleman in 1946 and
his determination to further develop the tourism industry that Acapulco began the
process of ‘internationalisation’ (Valenzuela and Coll-Hurtado 2010: 167) and its
transformation into the glamorous, internationally renowned ‘Pearl of the Pacific’.
4 Regenerating the Pearl of the Pacific: A Destination Capitals. . .
47
Information technology (IT) has become ubiquitous in the tourism sector and is
considered an essential element of destination competitiveness (Buhalis 2003; Poon
1993; Sheldon 1997). It has improved the operating efficiency of tourism businesses
and has changed the relationship between potential tourists and tourism businesses
(Sharpley 2009). Consequently, the learning of IT-based skills and an online presence are required to improve competitiveness in a destination.
4.5 Tourism Development Opportunities
Relating a destination’s development opportunities to its capitals forms the basis
from which to prepare tourism plans. Opportunities refer to current and potential
markets and market segments, existing products and alternate possibilities and likely
investment and support in both the domestic and external environment.
4.6 External Forces
External factors often influence the degree to which capitals are exploited. These can
range from national government policies to international trade agreements and can
either restrict or permit the measures necessary for resource development.
4.7 Acapulco Tourism History
Acapulco has passed through four identifiable phases since its advent as a tourism
destination in 1927.
4.7.1 The Rise of Tourism (1927–1952)
The opening of a highway in 1927 which vastly improved links with Mexico City
provided the catalyst for tourism in Acapulco. Previously, it had been a ‘relative
backwater’ (Niblo and Niblo 2008, p. 32), a once successful port city that had fallen
into decline. However, it was not until the presidency of Miguel Aleman in 1946 and
his determination to further develop the tourism industry that Acapulco began the
process of ‘internationalisation’ (Valenzuela and Coll-Hurtado 2010: 167) and its
transformation into the glamorous, internationally renowned ‘Pearl of the Pacific’.
4 Regenerating the Pearl of the Pacific: A Destination Capitals. . .
47