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Tourism in Tunisia After the Terrorist Attacks of 2015: a Road Map for Long-Lasting Resilience

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Tourism in Tunisia After the Terrorist Attacks of 2015: a Road Map for Long-Lasting Resilience Journal of Travel, Tourism and Recreation Volume 2, Issue 2, 2020, PP 42-51 ISSN 2642-908X Tourism in Tunisia after the Terrorist Attacks of 2015: A Road Map for Long-Lasting Resilience Narjess Mejdoub Boulabiar 1*, Imed Zaiem 2 1Assistant professor in Faculty of Economics and Management of Nabeul, Carthage University. Campus universitaire Mrezga Route Hammamet, 8000, Nabeul, Tunisia. Research Laboratory member Enterprise and Research Marketing (ERMA), University of Tunis El Manar, Faculty of Economics and Management of Tunis, Tunis, Tunisia. 2Professor in Faculty of Economics and Management of Nabeul, Carthage University. University of Tunis El Manar, Faculty of Economics and Management of Tunis, UR13ES24 General Management Studies (GEMAS), Tunis, Tunisia *Corresponding Author: Narjess Mejdoub Boulabiar, Assistant professor in Faculty of Economics and Management of Nabeul, Carthage University. Campus universitaire Mrezga Route Hammamet, 8000, Nabeul, Tunisia. Research Laboratory member Enterprise and Research Marketing (ERMA), University of Tunis El Manar, Faculty of Economics and Management of Tunis, Tunisia. ABSTRACT Tunisia experienced three very deadly terrorist attacks in 2015, two of which directly targeted tourism and experienced an unprecedented tourism crisis, but Tunisian tourism has been able to rebound and show that it has a capacity for resilience. Given the existence of anomalies in the tourism sector in Tunisia, it is necessary to think carefully about strategic actions to make the recovery of tourism structural and not a cyclical one. The objective of this article is to identify this anomaly and explore the strategic actions to ensure a long-lasting resilience. The literature on crisis and resilience was used as a theoretical framework, while qualitative research and content analysis were used respectively to collect and analyse the data. The results show that the tourism sector in Tunisia requires rethinking the market strategy on the one hand, and the marketing strategy on the other hand, the enhancement of the regional heritage, the creation of initiative unions, the development of infrastructures and sanitation of the tourist surrounding. These strategic actions, once implemented, will be able to resolve many of the weaknesses identified in the framework of this research and ensure the lasting resilience of tourism in Tunisia. Keywords: Tourism -Tunisia - Crisis - Crisis management - Resilience - Strategic actions -Weaknesses- Content analysis. INTRODUCTION the perils but to minimize their impacts as much as possible (Dauphine & Provitolo, 2007). Tourism is a key sector in Tunisia since its share Indeed, it seems that it is difficult to prevent the of the country‟s GNP is 15.1%. Following the events at the origin of this crisis; adapting to it political unrest early in 2011 and the terrorist and seeking to mitigate its negative effects seem attacks in 2015, the sector, has sunk into a deep to be the most suitable solution. crisis causing a drop in its foreign exchange earnings and affecting its brand image. S Establishing resilience is only one phase in the According to Paraskevas and Arendell, Pratt broader conception of crisis management. (2003), Dean (2002), Feichtinger et al (2001) According to Meyer‟s (1982) seminal work, and Sonmez. (1998), terrorism is one of the during the resilience phase, organizations and crisis factors that has the greatest impact on government bodies should consider first-rate tourism activity. responses to absorb the shock and limit the sector‟s losses. More strategic decisions would Faced with this critical situation, efforts have follow so as to insure a long-lasting resilience. been deployed by Tunisian government, the Tunisian National Tourism Office and the Thus, Tunisia has adopted an urgency plan to various associated bodies to envisage and put in absorb the shock and has shown great resilience place a strategy of resilience for Tunisia as a capability. Indeed, since October 2016, Tunisia, tourist attraction. This strategy aims not to face as a destination, has been the favorite Journal of Travel, Tourism and Recreation V2 ● I2 ● 2020 42 Tourism in Tunisia after the Terrorist Attacks of 2015: A Road Map For Long-Lasting Resilience destination especially for the Russian and began in 2017 with the steady comeback of the Algerian tourists (see Chart 1). The Russian European market. It is worth to note here that market, which has been growing steadily, still we are taking into account the year 2014 as represents around 700,000 of customers. reference point. This corresponds respectively to However, one should not deny that real recovery the year prior to the terrorist attacks of 2015. Chart1. The overnight stays of non-residents by nationality Source: Central Bank of Tunisia In 2018, tourism in Tunisia has experienced a confirmed in 2018 with the arrival of more than strong recovery, that‟s why Jean-Pierre Mas, the 8 million tourists and a revenue growth of president of Travel companies, has indicated 14.2% in TND, equivalent to -17.7% in euros that: "Tunisia has returned, or almost, to its level (given the depreciation in recent years of the before the Arab spring". Thus, the recovery was Dinar against the euro as appeared in table 1) . Table1. Evolution of tourism revenues in TND and equivalents in EURO Year 2014 2015 2016 2017 2018 2019 Tourism revenues 3626 2415 2373 2831 4141 5619 in MTND* Tourism revenues 1609 1109 1000 1039 1324 1710 in EUROs Annual average exchange rate 2,253 2,177 2,374 2,724 3,127 3,286 EURO/TND Change RT ( in -33,4% -34,5% -21,9% 14,2% 55,0% MTND) Change RT ( in -31,1% -37,9% -35,4% -17,7% 6,3% EURO) Source: Central Bank of Tunisia * MTND: Million Tunisian Dinars It should be noted that in 2018, the return of 2019.However, despite the good performance European tourists is still below the level of 2014 achieved in 2019 and the two first months of (See Chart 2). In 2019, Tunisia has carried on the year 2020, the tourism sector in Tunisia is this trend and tourism has welcomed more than 9 million tourists. struggling to recover given its weaknesses. It needs other strategic actions to build a According to the current director general of the sustainable resilience strategy enabling it to national office of tourism in Tunisia ( NOTT), improve its brand image. the tourist flow has achieved from January 1st to February 20th, 2020 an increase of 7% in The objective of this research is to identify the comparison with the same period of the year weaknesses of the sector and explore strategic 43 Journal of Travel, Tourism and Recreation V2 ● I2 ● 2020 Tourism in Tunisia after the Terrorist Attacks of 2015: A Road Map For Long-Lasting Resilience actions that will insure a long-lasting RQ1: What are the weaknesses of the tourism resilience. This objective will allow us to sector in Tunisia? answer the following two research questions RQ2: What strategic actions can be advanced (RQ): to insure a long-lasting resilience? Chart2. Evolution of touristic recipes in TND and equivalents in EURO Source: Touristic Recipes: CBT (Central Bank of Tunisia) strong evolutionary power for the sector, a The structure of the paper is organized as trigger to change, and a process of follows. Part 1 reviews the literature on crisis transformation (Ogrizek & Guillevy, 1997; and resilience as theoretical framework. Part 2 Roux- Duford, 2000; Libaert, 2000). outlines the methodology and describes the methods adopted for data collection and Besides, Lagadec (1991) defined the crisis as analysis. Part 3 presented the results of research. the loss of some reference systems together with The last part outlines the discussion of results, the difficulty in dealing with the situation in research limitations, futures research avenues hand. Reilly (1993), however, sees the crisis as a and recommendations. major, sudden, resource intensive, harmful and disruptive situation. Theoretical Framework It generally falls outside the typical management The Crisis procedures, operating frameworks, and The crisis is a complex concept, encompassing reference schemes of the organization. several factors and elements; this makes it This last criterion, according to Roux-Dufort virtually difficult to make an agreed-upon or (2000), is the sine qua non condition in thoroughgoing definition of the concept. describing a crisis and in deciding whether a Incidents, surprise, and panic are the most situation is critical. Here, the concept, as important elements to describe a critical forwarded by Lagadec (1991), Reilly (1993), and situation (Lehu, 1998; Bland, 1998; Westphalen, Roux-Dufort (2000), is that of the reference 1998). Crises in Tourism are characterized by system. unpredictability. This concept is rather interesting since - by Terrorist attacks are usually abrupt and in most reasoning by analogy-the reference system for cases precaution measures do not prevent the Tunisia corresponds to a positive image and a attacks. The crisis is, therefore, a serious threat favorable perception of a tourist destination that to a stable and balanced situation (Lehu, 1998; was hugely shaken right from the onset of the Bland, 1998; Westphlen, 1998). More optimistic crisis. The deliberating challenge that tourism researchers see the crisis as an opportunity with Journal of Travel, Tourism and Recreation V2 ● I2 ● 2020 44 Tourism in Tunisia after the Terrorist Attacks of 2015: A Road Map For Long-Lasting Resilience professionals face lies in rebuilding this reference research is based on fifteen semi-structured system. interviews that were conducted from June to August 2019. Resilience Five interviewees were tourism experts working The situation „crisis‟ is the sine qua non for in Tunisian National Tourist Office (TNTO), the building resilience. Authors such as Tisseron Ministry of Tourism, the Tunisian Federation of (2009), Gadeau (2008), and Quenault (2013) Travel Agencies (FTAV), and the National referred to the notion of resilience as the Union of Hotel Industry (UNIH). The other business‟s ability to rebound after the crisis.
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