“Top Management”
The “excess” of tourists in Lisbon
Walking through the streets of Lisbon, the impact of tourism is palpable. However, the true scope of the phenomenon becomes apparent when examining the numbers: overnight stays in the Lisbon region have surged by 53% in the last six years, with a staggering 12% year-on-year growth in 2017 (accumulated to May).
In a nation hungry for growth, employment, and exports, the term “excess tourists” brings to mind the myriad of entrepreneurs, both large and small, who infuse life into Lisbon with their initiative, talent, and risk-taking spirit. Their daily task revolves around the management of scarce resources, be they physical, financial, or human – a core aspect of effective leadership.
Urban Management must acknowledge the tremendous economic and social opportunities presented by the touristic boom. It necessitates a wholehearted commitment to skillfully manage these scarce resources, ensuring they don’t hinder the realization of the city’s potential. The question should not revolve around the city’s capacity to accommodate tourists but rather around how the city is managed.
If space is the scarcest resource, three avenues for increasing capacity come into focus: the distribution of tourists, adaptation of public services, and manipulation of the time factor.
Efficient distribution of tourists across the city can be achieved through the development of integrated attraction centers. The Belém-Ajuda axis, for example, could evolve into a more prominent visitation point with attractions like the new Coach Museum, the 25th of April Bridge Viewpoint, Ajuda Palace, and the Maat Museum.
Adapting public services to seasonal demand fluctuations is crucial, especially in terms of mobility, safety, and urban hygiene. Why endure endless queues for Tram 28 when adjustments in service frequency during peak times could alleviate the congestion? Policing in historic areas should similarly align with the needs imposed by temporary residents.
The time factor plays a pivotal role. Consideration should be given to projects like a large Congress Center that could thrive during low and mid seasons, strategically utilizing fiscal proceeds from the City Tourist Tax. Applying revenue management principles to ticketing, such as tiered pricing for online purchases and varying rates based on the month, day, or time, could ease congestion at major attractions.
To embrace change is a bigger challenge than resorting to restrictions or passively awaiting a crisis. Strategic thinking is required to reinvent the entire management and operational model of Lisbon, given the radical transformation it has undergone over the last five years.
With local council elections approaching, those vying to manage the city must recognize the monumental task ahead. Lisbon cannot afford to miss this opportunity.
A CONTRIBUTION FROM…
Victor Costa | General Director of the Lisbon Tourism Association, President of the Regional Tourism Entity of the Lisbon Region
Is there any internationally recognized indicator to measure a city’s capacity to welcome tourists?
The determination of a city’s tourist carrying capacity is not internationally standardized. The limit should ensure urban quality for both residents and visitors.
Are there too many tourists in Lisbon?
In comparison to Venice, which hosts 28 million visitors with a population of 50 thousand, Lisbon, with around 550 thousand inhabitants, accommodates 50 thousand tourists per day, plus 15 thousand foreign students. We are far from reaching any conceivable limit.
What explains this movement against tourists?
Resistance to “touristification” often stems from imitation phenomena and elitist prejudices. Critics, often regular tourists themselves, may resent others for doing the same. However, the democratization of tourism is irreversible, and travel has become a priority for many.
What is the main priority measure to increase Lisbon’s capacity?
I largely support Filipe’s proposals, emphasizing the utilization of the Lisbon brand’s capacity to attract more territory in the City and the Region. This strategy, already in motion, promises sustained growth. Currently, only six of the 24 parishes in the City engage with tourism, leaving ample undeveloped resources in the Region.
Written by Filipe Santiago
September, 2017
This article was published in Publituris Hotelaria as part of the “Top Management” series. You can access the printed version here and the online version here.
