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Case Studies

The analyses discussed in this work are based on case studies. They will be exposed in this first chapter, presented one after the other, with no pre-established order other than alphabetical.

1.1. Amnéville or the extravagant invention

Amnéville-les-Bains unexpectedly emerged in the middle of the industrial wastelands. Why and how did this happen? And what became of this destination after the death of its creator?

1.1.1. The opportunistic idea of an entrepreneurial mayor

The transformation of Amnéville into an innovative tourist area was the result of Jean Kiffer's work. This doctor was the city's mayor from March 1965 to August 11, 2011, for eight successive terms, the last of which was interrupted by his death. He was also a deputy for three terms: member of the RPR (Rally for the Republic), and then the DVD (Divers Droite).

After the crisis in the Lorraine steel industry, Jean Kiffer transformed industrial wastelands into tourism and leisure-dedicated areas, obtained a spa resort label in 1987, which enabled him to open a casino. By the time he died, the tourist site had generated 2,000 direct jobs.

Confronted with the decline of local industries, Jean Kiffer became an active promoter of lucrative leisure activities and contented himself with bringing jobs and economic stability to the city's inhabitants.

Until the 2000s, Jean Kiffer benefited from a period during which the authorities were not too meticulous as to the methods used, and where certain regulatory or administrative privileges were accepted in exchange for positive socio-economic effects. From an industrial point of view, the region was in so much decline that, despite sounding too adventurous, the options encouraged at the moment ended up proving profitable, as they contributed to the economic momentum and generated profits.

A century later, Jean Kiffer could still illustrate Fayol's theories on the business manager (Hatchuel 2019). Contrary to what has been said in reductionist analyses, Fayol did not aim to exalt the manager's "temperament", nor to highlight the art of giving orders or being obeyed.

He assigned himself complex and surprising missions for his time, such as stimulating a permanent and indefinite improvement of the activities he was responsible for, and acting as a political leader (sic), attentive to giving substance to the social body of his company (Hatchuel 2019, p. 95).

In this perspective, Fayol strove to combine "the general and the private interest" (ibid., p. 96). To be engaging, he emphasized the need for a "general action program", which could be the subject of directives when the future was predictable, but could become "an adventure, when the unknown was major" (ibid., p. 102). Finally, when Fayol spoke of foresight, he implied "protecting oneself against known dangers and guaranteeing the regeneration of forces for unknown future battles", which required "mutual aid, solidarity and social justice" (ibid., p. 103).

In the case of Kiffer, the tyranny of an authoritarian and proactive project manager was reinforced by the pressing need to regenerate the territory. Confronted with unimaginative bureaucrats, he took pleasure in showing that we could actually change the context and invent a different type of economy, based on tourism and leisure. He transformed the a priori depressing image of a city deemed as devastated. In doing so, he relaunched works and modified the city's image to mirror his own views. He even built a second city, juxtaposed to the first, over former mining sites.

In order to achieve the results described hereafter, Jean Kiffer managed to elicit the residents' trust (who made the most from financial benefits) and national support (through his political affiliation, relationships and accumulated experience as an elected official). He acted in phases: a gradual start, followed by a massive deployment when greater resources arrived, and a continuation of activities against all odds - even when difficulties began to accumulate - until his sudden death in 2011.

Jean Kiffer designed his leisure city as a global product obeying a traditional management life cycle (preliminary tests, then a leap forward and seizing favorable circumstances, and finally the management of a maturity phase, followed by the renewal of needs in the face of a more difficult context or new competition).

At the economic level, Amnéville was built as a conglomeration of activities1, accompanied by the strengths and weaknesses of this type of model. On the strengths side, this model makes it possible to draw in an audience with diverse needs, means or interests, who can choose from a variety of attractions. As far as weaknesses are concerned, it is difficult to excel in every aspect. Insofar as quality facilities compete with those in bigger cities (e.g. in Metz, Luxembourg, at Center Parcs), there may be a leak in visitor engagement, except among those who prefer the proximity of "everything on spot". Besides, in a more demanding and strictly controlled economic system, business models may prove less profitable.

However, let us focus once again on Kiffer's initial intuition, fostering leisure and tourism to reinvent the local economy. At a deeper level, he was one of the pioneers in territorial decolonization (at a time when Parisian centralism was even more significant than nowadays). Throughout his life, he strove to reveal the innovation potential of territories, as well as their ability to become independent.

By the time of Kiffer's death, Amnéville had 10,000 inhabitants (compared to 8,000 during his first mandate), which translates the unforeseen development of a town having experienced the end of the steel industry.

1.1.2. The rise of a popular park with multiple attractions

After the German annexation of 1871, and until 1918, Amnéville was known as Stahlheim (the city of steel). Workers' towns were built near steel factories. At the beginning of the 20th century, the town had less than 5,000 inhabitants. It should have experienced its deindustrialization like the rest of Lorraine. From the moment he was appointed (1965), Doctor Kiffer began developing common public facilities (for sports, youth and the elderly). It was during his second mandate (from 1971) that he decided to transform the landscape into a City of Leisure, by combining public facilities and private creations, to match the opportunities that arose. In the 1980s, growth was rapid, Kiffer was in a hurry. As soon as revenue was generated, he invested in new projects.

From the outset, Kiffer acted as a visionary and created large facilities to attract a large audience. Since attendance was still low at the time, he could satisfy the demand and make the place more enticing.

The acceleration of the trend began with the exploitation (in 1986), of ferruginous water at 41°C, known for treating rheumatologic and respiratory conditions. This made it possible to invent the concept of "Amnéville-les-Thermes" and, three years later, to install a casino, which in turn became a source of income and investment for new activities.

Keeping his composure, Kiffer aimed to turn Amnéville into the leading thermal center in France (by democratizing access to this type of care). Besides the spa center, mainly attended by rather elderly people (Saint Eloy, 1986), a fitness area for all audiences was created (Thermapolis, 1996); and, seven years later (2003), a luxurious establishment for wealthier clients (Villa Pompeii).

Figure 1.1. Villa Pompeii, the last balneotherapy establishment built in Amnéville in 2013. Picture by Jérôme Piriou, 2019

In the meantime, a zoo was established in the neighboring town of Hagondange (1986), but was called "Amnéville Zoo", which helped to broaden the site's potential centers of interest. In 1987, a tourist office (syndicat d'initiative) was opened.

Now, let us discuss the issue of the casino (currently owned by the Georges Tranchant Group). Its installation (1989) was made possible thanks to the existence of the thermal baths. In 1988, Charles Pasqua (at the time, Minister of the Interior and an acquaintance of Kiffer) issued an authorization to equip casinos with slot machines ("one-armed bandits"). This made them accessible to a popular clientele and made them highly profitable2, by providing considerable royalties to the cities having them on their territory3. Amnéville benefited from an abundant source of income, which made it possible to invest in new projects (double extension of the thermal baths, Galaxie performance hall, cinemas, museums, sports activities, and an indoor ski slope).

As to the scope of the supply, the facilities are large everywhere.

The thermal facilities (Saint-Eloy, Thermapolis, Villa Pompeii) occupy three sites with varying functions and which cater to different audiences, accommodating not only spa guests, but also users seeking relaxation and curious day-visitors. In 2017, there were over 600,000 visitors, including nearly 16,000 subsidized curists for an 18-day period (8th rank among 110 French thermal establishments).

The Seven Casino has 350 slot machines and gaming tables, the fourth largest in France.

There are numerous sports...