rejuvenation

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Rejuvenation

The other alternative is a rejuvenation of the destination's tourism industry. While the Butler sequence shows this occurring after the stagnation stage, it is perhaps even more likely that rejuvenation will take place following a period of decline, with decreasing numbers serving as a catalyst for community action. This was the case, for example, with Atlantic City's decision to introduce legalised casino-based gambling opportunities. According to Butler, rejuvenation is almost always accompanied by the introduction of entirely new tourism products, or at least the radical re-imaging of the existing product, as a way of recapturing the destination's competitive advantage and sense of uniqueness. Instances of reliance on an entirely new product include Atlantic City with its gambling initiative, and the Scottish summer holiday resort of Aviemore, where rejuvenation was associated with the establishment of winter sport facilities (Butler 1980). In Miami Beach rejuvenation was instigated in the 1980s by restructuring the existing 3S product to capitalise on the city's remarkable art deco hotel architecture, which had appeal to the nostalgia market. A similar scenario of nostalgia-based re-imaging seems feasible for Coolangatta, and for older summer resorts on the Atlantic coast and Great Lakes shoreline of North America. Miami's rejuvenation was also assisted in the mid-1990s bv a crackdown on crime, which did much to change the city's image as a dangerous destination. The implication to be made from all of these examples is that rejuvenation seldom occurs as a spontaneous process, but arises from deliberate, pro-active strategies adopted by the destination. Success in achieving revital-isation is associated with the ability of the public and private sectors to cooperate in focusing on what each does best. The public sector provides destination marketing, suitable services and the management of public attractions, and the private sector assumes a lead role in industry sectors such as accommodation, food and beverages, tour operations, transportation and some categories of attraction. Concurrently, the effort to redevelop the product must reflect significant market trends. In the example ot Las Vegas, a deliberate effort is being made to re-image the destination as a 'family' destination, in anticipation that its traditional client base will eventually decline (see 'Managing product maturity: Las Vegas').