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f tourist alignment changes in destinations suggesting that various stages in its life cycle appealing to different types of tourists (Ho and McKercher, 2015).

Motivations
According to Ritchie (1996) tourism motivations theories are theoretical rather that pragmatic. One theory linked to Barcelona and related to tourism motivation is Maslow's (1943) theory of motivations. Mill and Morrison (1992) suggested recognizing travel as need and want satisfiers was the key to understanding tourism motivations (Pike, 2004 Barcelona's tourist demand is encompassed of diverse geographic and motivational markets, a fact that contributes to the vibrancy of an industry that must continuously adapt and reinvent itself in order to satisfy visitors (Horwath HTL, 2015). In terms is demand, Barcelona is Multi-motivational due to diversity of segments and a combination of interests and motivations. The behavior of tourism demand in Barcelona is generally de-seasonalised even if during the peak seasons when tourist activity grows by a significant amount. This can be explained by the diversity of motivations and origins of the tourists who visit Barcelona for cultural, pleasure, business, professional, medical and educational reasons, among many others. According to research conducted by Ajuntament de Barcelona (Barcelona's tourism activity: development and management) in 2013, 50.6% of tourists travelled to Barcelona for holiday, 30.8% stated their main motivation was business, and 10.1% came for trade fairs and congresses. This shows that professional motives are especially important with the growing role of the MICE (Meetings, Incentives, Conferences and Exhibitions) segment in the tourism industry of Barcelona.

Issues
The key issues facing Barcelona as a result of their marketing provisions is was 'too successful'. Their marketing campaign was accepted through the world aimed at different markets. This ensured success, however the main problem now is that there are too many visitors in Barcelona. According to the director general of the Barcelona Hotel Association, 'Of the 32 million people who visited Barcelona last year, only eight million stayed in hotels' (LaGrave, 2017) The sudden growth in the industry also attributed by the weak Euro, attracting more tourisits. However, the increase in tourist has a negative social impact on the city and many local feel that the social impacts outweigh the financial benefits of tourism. (McClain, 2015).

Strategic marketing planning is a proactive attempt to shape a positive future by establishing a meaningful and accurate position in the minds of the target market (Pike, 2004). When developing a strategic marketing plan, the first step is the situation analysis, which consists of several methods of analysis, one of which is a SWOT analysis or matrix (Appendix ..). Then there is the environmental scanning which analysis the key issues, trends and drivers that affect tourism using STEEPL analysis tool. Then there is the destination's goals and objectives, general statements of intent that relate to the destinations mission and brand (Johnson & Scholes, 2002). The objects have to be SMART quantifiable targets of the goals (Tribe, 1997). Then there is the strategy formulation, followed by the marketing positioning and defining the marketing mix. Finally, there will be the implementation and monitoring phase. The most common method of monitoring visitor metr