Mitigating the Problem of Local Extinction through Pilot Operation of the Gyeongbuk Theme City: Focusing on a comparative analysis between Kawaba Village and the Bu-Ul-Gyeong megacity

Article information

IGEE Proc. 2024;1(1):90-101
Publication date (electronic) : 2024 September 30
doi : https://doi.org/10.69841/igee.2024.008
School of Business, Yonsei University, Seoul, Republic of Korea
*Corresponding author: Gaeun Seo, skd2872@yonsei.ac.kr

This research is supported by the Social Engagement Fund (SEF) 2023.

Received 2024 July 4; Accepted 2024 August 14.

Abstract

As of 2023, over half of South Korea's 228 regions face population extinction, despite substantial local government efforts. This study examines why the "Busan-Ulsan-Gyeongnam (Bu-Ul-Gyeong) Megacity" initiative failed to address this issue. By analyzing the successful revitalization of Kawaba village in Japan, which attracted more than 2.5 million tourists, this study proposes an innovative solution tailored to South Korea—the "Gyeongbuk Four Seasons Theme Park." This project aims to revitalize the Gyeongbuk region's economy and reverse population decline, contributing to Sustainable Development Goal 11: "Sustainable Cities and Communities."

This study uses a comparative case study methodology to analyze the Bu-Ul-Gyeong Megacity initiative and Kawaba Village. Data collection involved a review of policy documents and academic literature for the former and fieldwork, including interviews and observations, for the latter. The key participants included local government officials and employees in Kawaba Village. Insights from Kawaba were applied to design the "Gyeongbuk Four Seasons Theme Park," which integrates successful elements from Kawaba's model while addressing the shortcomings of the Bu-Ul-Gyeong initiative.

The Bu-Ul-Gyeong initiative failed because of a lack of economic revitalization planning, insufficient community engagement, and poor cooperation between governments. Kawaba village succeeded in establishing partnerships, fostering local enterprises, and maintaining effective government communication. These factors are critical in overcoming challenges in regional development.

This study proposes the "Gyeongbuk Four Seasons Theme Park," a rotating, seasonal attraction across four cities, emphasizing local specialties and resident participation. This project aims to increase population inflow and establish sustainable agricultural enterprises, contributing to the economic revitalization of the Gyeongbuk region.

1. Introduction

Owing to the concentration of large cities, the issue of local shrinking in Korea today is being discussed as an important social problem. The current status of local shrinking in Korea can also be examined through objective indicators on the basis of recent statistics. As of February 2023, the Korea Employment Information Service announced the local shrinking risk index on the basis of the future population estimate of the National Statistical Office, and there were a total of 118 countries at risk of extinction. These cities account for more than 52% of the total 288 cities, counties, and districts (Korea Employment Information Service, 2023).

Local extinction not only causes a population imbalance due to a simple decrease in the population in the region but also causes several social problems. First, if the population density in the metropolitan area intensifies, the population decline in rural areas accelerates, and the rural industry and rural economy gradually contract. The decline in the local economy poses a major threat to local resources, welfare services, and job creation. In addition, if the local economy contracts, it can adversely affect the local educational and residential environment. According to a study by Hiroya Masuda, the author of "Local Shrinking," even if the fertility rate recovers immediately, the number of young women with fertility has already decreased, so areas at risk of local shrinking have no choice but to lose vitality for several decades.

This study aims to address local extinction by analyzing the failure factors of the "Bu-Ul-Gyeong Mega City" policy, which was a previous domestic policy in South Korea. It includes field trips and interviews in the successful case of Kawaba Village’s Country Plaza in Japan. By comparing the current status and policy responses of local extinction in both countries, we propose a new regional revitalization policy, "Four Seasons Theme Park" in Gyeongbuk, by complementing the strengths and weaknesses identified.

Additionally, this study is highly relevant to the 11th goal of the SDGs, 'Creating inclusive, safe, resilient, and sustainable cities'. Local shrinking in Korea is becoming a social problem due to low birth rates and population outflows to cities. Local imbalances, such as rising housing prices due to population density in metropolitan areas, a lack of jobs, and destruction of welfare facilities and economic communities in rural areas, are important factors that threaten the sustainability of cities. This study seeks to achieve balanced regional development by revitalizing local communities and saving areas to create sustainable cities. More specifically, by analyzing previous cases of local shrinking, we propose a new urban revitalization policy that saves local communities by supplementing the failure factors of 'Bulgyeong Mega City' and reflecting the success factors of 'Kawabamura'. Through this, the goals of the SDGs can be achieved by promoting exchanges between large cities and small cities, increasing smooth exchanges and competitiveness, and resulting in a virtuous cycle of enhancing the sustainability of both large cities and small cities.

To summarize, our research objectives are as follows:

(1) To analyze the failure of the "Bu-Ul-Gyeong Mega City" policy.

(2) To investigate the success of Kawaba village in Japan.

(3) To compare and analyze the local extinction status and policy responses between South Korea and Japan.

(4) To develop a new regional revitalization policy for Gyeongbuk, the "Four Seasons Theme Park."

2. Materials and methods

The primary research methods employed in this project were a comparative analysis of prior studies and interviews. Given that this research extends beyond a specific region to encompass depopulating cities across the country, as well as case studies from Japan, it was challenging to collect primary data within the limited timeframe. Consequently, the process of exploring the theoretical background for addressing local extinction relies heavily on the analysis and review of literature. However, the reliability of this analysis is ensured by the use of a diverse range of sources, including academic papers, books, and articles, and by selecting materials that reflect the most current research.

The core of the comparative analysis focused on the Bu-Ul-Gyeong megacity in Korea and the village of Kawabamura in Japan. These cases represent, respectively, a failed attempt and a successful example of solutions to local extinction. The analysis was conducted by first establishing criteria such as changes in the number of tourists, resident satisfaction, and the duration of policy implementation to evaluate the success or failure of each case. These criteria were subsequently used to compare successful and unsuccessful examples. By examining the differences between these two cases across three key aspects, the study identified the necessary conditions for resolving local extinction. This comparative analysis is both timely, as the Bu-Ul-Gyeong megacity remains an ongoing topic of discussion, and innovative, as it brings together two previously unexamined cases to offer new insights.

Finally, the interview process provided meaningful conclusions through direct conversations with the village chief of Kawabamura and the staff at Den-en Plaza. All interviews were recorded with consent and subsequently transcribed. The detailed content from the interviews will be discussed later.

1) Literature Review

The concept of “local extinction” was first introduced by Japanese sociologist Hiroya Masuda in his report. In South Korea, the issue gained prominence as a social problem when Lee Sang-ho, the head of a research center, announced the “Local Extinction Risk Index” in 2016. According to Masuda’s 2014 report on local extinction, this phenomenon is not only a result of low birth rates and an aging population but also a global issue that must be examined from a spatial perspective, particularly considering regional inequality. In South Korea, as of 2021, 89 areas have been designated (Ministry of the Interior and Safety, 2021) as regions where the population has declined according to a survey by the Ministry of the Interior and Safety. The population in these regions continues to decrease as people migrate to the metropolitan area for education, employment, and other reasons.

In a casebook on local branding produced by the Ministry of the Interior and Safety, several examples of local governments, both domestic and international, that have successfully branded autonomous communities in the face of local extinction were highlighted (Korea Renobeling, 2023). Notable domestic examples include Imsil Cheese Village in Jeollabuk-do, which established a resident-driven community, and Surfer Beach in Yangyang, Gangwon-do, which leveraged its geographical advantages.

While there are numerous cases focused on branding individual regions, one of the most significant attempts to address local extinction in South Korea was the establishment of Busan-Ulsan-Gyeongnam (Bu-Ul-Gyeong) Mega city. The concept of a megacity involves integrating multiple large local governments into a single metropolitan administrative district to function as an independent economic unit by securing various components with commonalities in economics, society, culture, and politics. Bu-Ul-Gyeong Mega City aimed to build a spatially compressed, ultrawide infrastructure with the expectation of innovation-based, collaborative growth between Busan, Ulsan, and Gyeongnam.

However, this initiative ultimately failed. The primary reasons for its failure were threefold. First, the project focused too heavily on geographical connectivity and failed to establish incentives to attract population influx into smaller cities. Second, the unilateral push for administrative integration led to public opposition. Third, political conflicts between the central government, local governments, and neighboring cities hindered effective communication, preventing the narrowing of differences. In addition to overcoming the causes of mega-city failure, this study aims to explore solutions tailored to South Korea by examining successful cases of regional revitalization. To this end, a case study of Kawaba village in Japan was conducted.

2) Field visits and interviews

Through previous literature reviews, we were able to clearly analyze the factors leading to the failure of megacities and recognize the need for effective problem solving by benchmarking successful cases. This allows us to further investigate Kawabamura through field visits and gain first-hand insights into the successful implementation of rural revitalization strategies. The field visit was scheduled for August 24, 2023. The key stakeholders we interviewed were Chief Kyotaro Toyama, the village head who first established Michi-no-Eki, and Toyama Shota, an employee of Den-en Plaza. Through interviews, our team attempted to understand their approaches and gather practical recommendations for application in Korea. Since Mr. Shota Toyama was proficient in Korean, communication during meals and interviews was conducted in Korean. For the interviews, we prepared approximately 10 questions, of which the following 5 were particularly important:

(1) I have mentioned in various press releases that Kawaba Village was inspired by Tokyo Disneyland. What aspects of Tokyo Disneyland served as inspiration?

(2) What were the keys to successfully implementing the Setagaya and Second Hometown Projects? What benefits does this project provide to Setagaya?

(3) What conditions are necessary for the agreements between Kawaba and Setagaya to remain effective over time?

(4) Many local governments in Korea visit Kawaba village seeking advice on solving local extinction issues. What similarities do you see between the social structures of Korea and Japan? How do you think Japan's regional policies could be helpful to Korea?

(5) I would like to investigate the operational approach of Kawaba Co., Ltd., and the roles of corporations and the government in this context. Why did you choose the third-sector approach? How do the roles of corporations and the government differ?

Before and after the interviews, we visited various local institutions with the assistance of Toyama Shota. Den-en Plaza in Kawabamura is equipped with facilities that can delight not only the residents of Setagaya but also many tourists. Notably, a farmer market where locally grown produce is sold, a craft brewery, and a blueberry farm exist. We were able to closely examine the village’s administrative practices and identify the key factors contributing to Kawabamura’s success. Detailed descriptions of each facility are provided later. The schedule of the field trip is as follows [Table 1].

Schedule of the Interview

3) Benchmarking and Design

Benchmarking techniques were used to compare the policies and outcomes of the 'Bulgyeong Mega City' and Kawabamura. The 'Gyeongbuk Four Seasons Theme Park' was designed as a new regional revitalization policy, which involved creating detailed plans to predict the potential economic and social impacts on the selected regions (Seongju, Cheongdo, Gumi, and Sangju).

4) Comparative Analysis

In this analysis, we analyze the factors that led to the failure of the Bu-Ul-Gyeong Megacity and the success/overcoming factors in Kawaba village in Japan. On the basis of a comparison of these cases, this study aims to identify three key factors necessary for the successful implementation of a megacity as a regional revitalization policy.

The methodology for comparison and analysis is as follows:

(1) Articles related to the Busan-Ulsan-Gyeongnam (Bu-Ul-Gyeong) megacity and Kawaba village in Japan were collected.

(2) Statistical data such as population trends, tourist trends, and demand surveys or questionnaires related to the Bu-Ul-Gyeong megacity and Kawaba village were analyzed.

(3) Academic papers on general regional revitalization policies related to megacity and Kawaba village policies are analyzed.

(4) The common elements and differences between the Bu-Ul-Gyeong megacity and Kawaba village are identified.

Criteria for distinguishing between success and failure:

(1) Has there been a change in the number of tourists visiting the area due to each policy?

(2) Has each policy led to significant economic development in the region?

(3) Are the effects of each policy on residents positive, and is their satisfaction high?

(4) Has the policy been sustained over the long term and continues to be maintained to this day?

The first reason for the failure of the Bu-Ul-Gyeong Megacity initiative was its focus on geographical connectivity without creating incentives for population inflows into smaller cities (Lee, 2022). The proposal included a regional public transportation network to connect Changwon, Jinju, Busan, and Ulsan, aimed at improving logistics and expanding job opportunities. However, while the network effectively connects regions, it fails to provide incentives for people to move from metropolitan areas to smaller cities such as Gyeongnam. Without strong motivations such as regional programs or employment benefits, the transportation network risked increasing population outflows to larger cities such as Busan.

Ulsan Mayor Kim Doo-gyeom raised concerns about the "Busan Straw Effect," where pursuing a megacity with a large city such as Busan could lead to losses or unfair treatment for Ulsan. Similarly, Gyeongnam Governor Park Wan-su noted that the regional transportation network might concentrate urban functions in Busan, isolating surrounding areas. Without considering the benefits that smaller cities could gain, regional integration through a megacity might accelerate population outflows to Busan, worsening local extinction.

The greatest success of Kawaba village in Japan was its active exchange program with the nearby large city of Setagaya. Among the 940,000 residents of Setagaya, the number of people who use Kawaba’s leisure and accommodation facilities reaches 60,000--70,000 annually, highlighting the active human exchange between Kawaba and Setagaya [Figure 1].

Figure 1.

Trends in Visitor Numbers to Kawaba Village (Kawaba Village, 2024)

Following its agreement with Setagaya, Kawaba achieved a remarkable increase in tourist numbers, rising from 500,000 to 2.5 million. In fact, Kawaba benefited from significant economic revitalization, with tourism revenue amounting to 2.7 billion yen.

How was Kawaba able to achieve such rapid human exchange between a large city and a small town without the negative effects of economic centralization? One of the key exchange policies between Kawaba and Setagaya was the "Fifth Grade Rural Experience Moving Class." This program, officially supported by the local government, is an educational exchange program between Kawaba and Setagaya. Fifth graders from 61 public elementary schools participate in a three-day, two-night program in Kawaba, where they experience various rural activities, such as apple growing, sweet potato harvesting, and rice planting. From a young age, children naturally develop positive memories of Kawaba and its agricultural programs, leading to a virtuous cycle in which they revisit Kawaba as adults. Kitamura, a director, mentioned in an interview that "most of the 23 districts of Tokyo conduct urban‒rural exchange programs, but none are as active as Setagaya," and that "we are the only ones with a fifth-grade moving class," responded positively about the educational exchange program between Kawaba and Setagaya.

Therefore, for a megacity to operate effectively, it is essential to promote organic exchanges between large cities and small towns through educational and industrial policies. While geographical connectivity facilitates regional mobility, it also risks accelerating the "straw effect" toward large cities. To prevent this, [1] additional systematic and official educational and industrial policies must be established to encourage population movements to smaller cities. Local governments need to implement official policies that promote mutual exchange programs between large cities and small towns rather than one-sided migration to large cities.

The second reason for the failure of the Bu-Ul-Gyeong megacity initiative was that the unilateral push for administrative integration provoked resistance among residents. In accordance with the "Public Opinion Survey on Busan-Gyeongnam Administrative Integration," announced by Gyeongnam Province and Busan city on July 12, 2023, at the Busan Port International Convention Center, the survey was conducted twice, between May and June 2023. It involved telephone interviews with approximately 4,000 citizens, with a sampling error of 95% confidence level and a margin of error within ±1.5 percentage points. The response rate was 14.7%. The survey results revealed that 35.6% of the respondents supported administrative integration between Busan and Gyeongnam, 45.6% opposed it, and 18.8% were undecided. In particular, the opposition rate was 10 percentage points higher. Among Gyeongnam residents, 33.4% were in favor, whereas 48.5% were opposed. Among Busan residents, 37.7% supported integration, and 42.8% opposed it, indicating a stronger negative sentiment toward administrative integration in the Gyeongnam region.

KBS Changwon and MBC Gyeongnam subsequently conducted another public opinion survey targeting 1,000 Gyeongnam residents. When asked if administrative integration was necessary, 42.5% responded "yes," whereas 44.5% responded "no," indicating that a greater percentage of residents believed that administrative integration was unnecessary. This negative sentiment among residents can be attributed to the fact that the Bu-Ul-Gyeong megacity initiative politically declared administrative integration between Busan, Ulsan, and Gyeongnam but failed to present compelling reasons, explanations, advantages, disadvantages, or models for integration to convince the residents of its benefits.

In contrast, in Kawaba village, residents actively participate in the production and sale of local specialty products to revitalize the local economy. Individually packaged bread, vegetables, fruits, and other products carry labels with the actual names of the residents who produced or processed them. By knowing who made them, consumers can trust the products they purchase, and residents gain a sense of pride and motivation from selling products under their own names. Additionally, when products are sold, a portion of the profits is returned to the residents whose names are on the labels. This allows residents to generate financial income and feel that their active participation in local industry and farmers' market operations directly contributes to the revitalization of the local economy, thus maintaining their engagement.

Furthermore, the staff at Kawaba village also exhibit high levels of affection and participation in the farmers' market. All staff members are local residents, and when visiting various food outlets and the farmers' market at Kawaba Village Plaza, several common characteristics of the staff's behavior were observed:

(1) They attempt to interact with customers. Beyond professional communication, they actively engage in casual "questions" or "compliments" with customers, fostering open communication. The friendly attitude of the staff helps even first-time visitors relax and enjoy their experience more comfortably.

(2) They maintain positive expressions and proactive attitudes. Rather than adopting a passive demeanor, they actively welcome customers and engage with them within the space.

The results of the empirical analysis of the impact of service perception on customer satisfaction and customer satisfaction on behavioral intentions are as follows (Kang, 2020):

(1) Employee service orientation has a statistically significant positive effect on customer satisfaction. Factors such as proactive guidance, menu explanations, and prompt service contribute to increased customer satisfaction.

(2) Customer satisfaction has a statistically significant positive effect on revisit intentions. Customer satisfaction—whether related to service, employee attitude, or menu—positively influences customers' intentions to reuse or revisit the establishment and engage in positive word-of-mouth.

Through this statistical study, we can confirm with meaningful numerical results that the service orientation of employees affects customer satisfaction and that high customer satisfaction contributes to increased revisit rates.

Thus, increasing the understanding and active participation of local residents in policy initiatives such as the megacity plan is essential for the success of regional revitalization policies. Active participation and a sense of ownership among local residents and employees can also enhance motivation for local economic revitalization.

The third reason for the failure of the Busan-Ulsan-Gyeongnam (Bu-Ul-Gyeong) megacity project was the lack of effective communication between the government and local municipalities, as well as among neighboring city governments, which hindered the resolution of differing opinions.

After its launch, the Bu-Ul-Gyeong megacity initiative began discussing various policies, but concerns about the "Busan siphoning effect" started to emerge in the Ulsan and Gyeongnam regions, particularly around the election period. Ulsan and Gyeongnam feared that if an economic community was formed, culture and capital would be absorbed by Busan, resulting in more disadvantages than benefits in terms of effectiveness. Although Busan continued to advocate for the continuation of the special alliance, Ulsan Mayor Kim Doo-kyum announced an indefinite suspension of the Bu-Ul-Gyeong megacity project after the election. Subsequently, Gyeongnam Governor Park Wan-soo also declared a withdrawal, stating, "It is estimated that approximately 20 billion KRW per year would be needed, but considering this cost, there is no practical benefit for Gyeongnam" (Kang, 2020). This decision was not reached through sufficient communication and consensus-building among the regions but rather was a sudden withdrawal announced by each municipality immediately after it was determined that the project would not benefit their own region (Kim, 2019). This declaration came just six months after the megacity policy was initiated, likely resulting in local residents being confused and surprised by the sudden decision.

The lack of smooth communication between the government and local governments, as well as among the local governments themselves, not only leads to conflicts and disagreements but also hampers the consistent implementation of megacity policies. If the policy direction and plans are frequently altered or canceled due to changes within a short period, it becomes challenging to systematically operate and realize megacity plans.

In contrast, Kawaba village has maintained the unique characteristics of its municipality through equal communication between the government and local authorities. In an interview about the success of Kawaba's regional revitalization, the mayor of Kawaba Village, Gunma Prefecture, stated, "One of the secrets to Kawaba Village's success is that we have consistently followed the same policy direction for 20 years, and we have been able to maintain Kawaba's independence through smooth dialog with the government." Kawaba village has maintained a smooth relationship with the government while preserving its unique policies for 20 years. Additionally, it has maintained a beneficial relationship with the neighboring metropolis of Setagaya through continuous communication and exchange programs. If local governments and the government continue active discussions and communication while preserving the unique characteristics of each municipality, they will be able to maintain consistent policies and execute regional policies while preserving the unique culture and identity of the Gyeongnam region.

Since a megacity involves the integration of three local governments rather than just one, a continuous and lengthy process of mutual discussion and consultation is necessary. A megacity cannot be constructed in a short period, so maintaining a long-term and systematic plan to ensure consistent policy implementation is crucial. Therefore, it is important to establish an administrative environment that allows equal communication between municipalities to maintain their unique characteristics and to pursue long-term regional revitalization policies.

To summarize, the three key factors for the successful implementation of regional revitalization policies through regional connectivity, as reflected in the success of Kawaba village, are as follows. First, to stimulate population influx into smaller cities, there should be organic exchanges between large and small cities, facilitated by educational and industrial policies. Second, rather than focusing solely on administrative integration, it is essential to pursue tangible benefits that citizens can gain from regional integration, thereby encouraging active participation from local residents. Finally, the government and local municipalities must communicate on an equal footing, ensuring that each municipality can consistently maintain its unique characteristics.

3. Results

1) Insights from the field visit

In our previous research, our team was able to obtain meaningful results through interviews and field surveys. We sought advice on addressing local extinction in Korea and planning the GLB team’s theme park project. The key policy insights from the interviews are summarized as follows:

(1) Active Human Exchange

Kawaba village promotes active exchange with the metropolitan area Setagaya, incorporating programs such as the "5th Grade Moving Classroom" into the regular curriculum. Most 5th graders from Setagaya participate in rural experience programs in Kawaba and receive education in rural industries.

(2) Kawaba Corporation

The village operates a corporation that combines the public and private sectors to revitalize the entire rural economy. Kawaba Corporation runs various agricultural specialty businesses and the country Plaza market, reinvesting a portion of the profits back into the village and fostering a virtuous cycle of economic revitalization.

(3) Employee training

Employees in Kawaba Village are consistently encouraged to engage with customers beyond professional conversations, making everyday inquiries or compliments. This friendly attitude helps customers feel relaxed and enjoy their experience more.

Additionally, during the village tour, we visited the Farmers market, craft beer brewery, and other sites, where we were also able to obtain meaningful results [Figure 2].

Figure 2.

Farm products sold on the market

The pictures above show tomatoes sold at the Farmers Market. The price tags display different prices and names of individual residents. Residents can sell their produce at the market, set their prices, and take pride in having their names on their products, enhancing their job satisfaction. Profits are distributed appropriately between residents and the market, motivating employees to contribute more actively. This system of naming and pricing by residents increases their sense of ownership and pride, contributing to higher job satisfaction, as described in internal marketing models.

2) Applicability of research findings

The research materials produced by the GLB team through interviews and field surveys focused on a specific village called Kawabamura. However, this research can be sufficiently applied to Korea and general situations of local extinction. The fact that many local governments in Korea visit Kawabamura for consultation and field studies to address local extinction demonstrates its applicability. Most notably, when asked in an interview about the similarities between Korea and Japan in terms of local extinction issues, the village chief responded as follows:

"Korea and Japan share many similarities according to various social indicators. Examples include population concentration in specific areas (Tokyo, Seoul), low birth rates, aging populations, and the increasing rates of singlehood and late marriage."

Therefore, this study acknowledges the significant similarities between South Korea and Japan in the context of regional decline and, on the basis of this premise, explores potential solutions to address the issue of regional depopulation in South Korea.

3) The planning of ‘Four Seasons Theme Park’

The collaboration between Setagaya, a large city, and Kawaba village, an area with a declining population, resulted in a virtuous cycle that promoted population exchange between the two regions and, consequently, revitalized the economy. Through site visits and interviews, we identified how the issues found in the Bu-Ul-Gyeong megacity plan were prevented and mitigated in Kawaba village. Inspired by this, we planned the 'Four Seasons Theme Park' to minimize the megacity project's shortcomings while efficiently benchmarking Kawaba Village's successes. This approach will contribute to addressing the problem of regional decline in Korea in the future.

(1) Overview of the Theme Park

To address the issue of local extinction in South Korea, we determined that a theme park capable of creating a unique customer experience, similar to Kawaba Village, would be necessary. We selected four regions in Gyeongsangbuk-do and planned the construction of a fictional theme park named "Four Seasons Theme Park." The main theme is 'Four Seasons', which highlights the specialties of each region under a common theme.

(2) Theme Selection and Structure

The theme of "Four Seasons" was chosen for the following reasons. First, the theme of the Four Seasons is well suited for highlighting the strengths of local specialties. For the theme park to alleviate the issue of local extinction, it is crucial that the area first establishes economic self-sufficiency. Promoting local specialties is one of the most fundamental ways to revitalize the local economy, which is why we decided to incorporate these products into the theme park. The concept of four seasons aligns well with the nature of seasonal specialties and offers a unique consumer experience by emphasizing the significance of each season. Therefore, we selected the theme park location on the basis of the availability of local specialties that best represented the four-season theme.

Second, it was essential to create a unique narrative for South Korea. During our site visits, the experts advised that developing a distinct story was of paramount importance. Given that countries with clearly defined four seasons are relatively rare globally, using the four seasons as a theme is expected to provide a unique differentiator.

Finally, constructing a theme park across multiple regions is anticipated to be more stable and effective. Building a theme park in a single location might result in slower promotional efforts and minimal impact on mitigating regional depopulation. The goal of the theme park is to help as many regions as possible stably escape the threat of depopulation. By establishing theme parks across four regions, we aim to foster mutually supportive and collaborative development.

The four selected locations for the theme park are Seongju, Cheongdo, Gumi, and Sangju. Among these, Gumi is a relatively large city with a population exceeding 400,000 and features a KTX station. Despite its large population, it was chosen as a theme park site because we believed it would serve as a hub city, facilitating the revitalization of the theme park and the active influx of tourists. The remaining three regions were selected on the basis of the following criteria:

a. Is the area experiencing or at risk of local extinction in the future?

b. Is the area accessible from the hub city (Gumi)?

c. Does the area have local specialties that align with the theme of “Four Seasons”?

Consequently, the four selected regions—Seongju, Cheongdo, Gumi, and Sangju—each represent a different season within the theme park: spring, summer, autumn, and winter, respectively. Their populations are 40,000, 40,000, 400,000, and 90,000. We designed a variety of programs based on each theme to be experienced in these regions. Below is the information about the programs [Table 2].

Detailed information about the program

(3) Logo and Design

The purpose of our logo is to geographically connect the four unique regions of Seongju, Gumi, Sangju, and Cheongdo to establish a unified wide-area theme park [Figure 3]. There are four symbols in this logo.

Figure 3.

Logos of the Four Seasons in the Park

The number 4 symbolizes the selection of the four regions, and the number 1 represents the aim of creating a unified brand. In line with the themes of "Four Seasons" and "Nature," green leaves circulate in a circular form. Ultimately, the seasons come together at the top to bloom into a beautiful flower, conveying this message.

Figure 4 shows a sample picture of the Souvenir set of the four-season theme park. Each season has agricultural products such as fruits and specialized processed products. After selecting the special products as symbols representing the four seasons, they planned a Tea Gift Set that can be enjoyed by all ages.

Figure 4.

Design of the Four Seasons Tea

A cute illustration expressing the name and specialties of the theme park called "FOUR SEASONS" was designed and placed among the main products. At the bottom, phrases promoting organic health foods, barcodes, and brand logos are engraved. It has implemented a unified package that is good for choosing tea flavors that you like and for presenting

4. Discussion and Conclusions

1) Key Implications

This project proposes a special theme city called 'Gyeongbuk Four Seasons Theme Park' by actively examining the success factors of Kawabamura. The construction of the theme park has been planned with two primary objectives.

The first objective is to avoid replicating the failures observed in megacity projects. Through extensive research, we have identified three key issues that have plagued megacity developments—overambitious attempts at regional integration, opposition from local residents, and failures in communication between the government and local municipalities—as critical factors contributing to the failure of such projects. To prevent these issues in the development of the Four Seasons Theme Park, we have implemented measures such as prioritizing employment opportunities for local residents and preserving the unique characteristics of existing villages to the greatest extent possible.

The second objective is to selectively benchmark the success factors of Kawaba village. While Kawaba village achieved significant success by creating a distinctive village image, directly applying all of its elements could lead to similar adverse effects. Therefore, unlike Kawaba Village, which primarily offers family-oriented programs, Four Seasons Theme Park plans to include a wide range of programs targeting younger generations. Additionally, recognizing that Kawaba village was difficult to access without a car, we selected a location for four seasons, namely, the Theme Park, which is well connected by public transportation, including subways and the Korea Train Express (KTX).

This is meaningful in that it was possible to propose a new concept of regional revitalization policy by changing the perspective and examining the social issue of local shrinking from a new perspective. Additionally, applying local branding strategies such as inside-marketing and employee service attitudes, as analyzed in previous studies, creates a virtuous cycle that links local specialties with theme parks, increases sales volume, promotes regions, establishes an economic community, and attracts investment.

Therefore, this study could revitalize the movement to revive the region, which has stagnated since the collapse of the metropolitan city of Bu-Ul-Gyeong. Additionally, it would catalyze the ability of local governments to challenge more diverse regional-specific "local revitalization" policies.

2) Expectations on a long-term basis

In addition to planning a fictional theme park, this research provides insights into the long-term perspective necessary for realizing the theme park. The first step toward the eventual realization of the theme park is collaboration with various organizations and clubs. By promoting collaboration with various clubs, our research will acquire additional expertise and broaden the scope of research. Below are two prospective clubs for our further collaboration.

The ‘Local Kit’ club is an in-school club that promotes various projects to revitalize the local economy. In collaboration with this club, we are planning to submit branded packages from the Four Seasons Theme Park to a local competition. Additionally, we will also participate in local field visits conducted by the Local Kit club and directly explore areas selected for theme parks such as Seongju and Cheongdo.

'Iksundada Trend Lab' is an urban regeneration startup that has recently emerged. Through exchanges and collaborations with the relevant companies, it will be possible to design four-season theme parks more specifically and implement spaces in 3D forms.

The primary objective of the first step is to increase students' awareness of regional depopulation issues through collaboration with school clubs and to develop innovative solutions by participating in ongoing competitions and contests. This phase is expected to last approximately two years.

The second step is to collaborate with Kawaba village to ensure that the theme park's solution to regional depopulation can have a global impact. This also aligns with the ultimate goal of SEF in achieving the SDGs. Kawabamura in Japan and the four regions in North Gyeongsang Province all have in common that they are areas of population decline and beautiful villages with natural scenery and specialties. Therefore, it will be possible to propose solidarity with international theme parks, such as launching collaboration products for specialties of the two theme cities or promoting student exchange programs. The key organizations overseeing this phase will be Kawaba Village and the four selected cities for the theme park. However, given the large scale of the project, the Ministry of the Interior and Safety, which handles local finances, can also provide support. Collaboration with Kawaba village is anticipated to be a long-term project extending over more than five years.

3) Strengths & Limitations

This study involved a large-scale project aimed at promoting a wide-area theme park encompassing four regions of Gyeongbuk. Owing to the extensive scope, covering both the exterior of buildings and panoramic views of large spaces such as village murals, the project faced time constraints. The six-month timeframe proved insufficient to confirm the physical completion of the project. However, significant progress has been made in branding potential, as evidenced by the creation of a logo and mock-ups of theoretically conceived local specialty products. Additionally, the design of the theme park was submitted to the Cheongdo Country Office, and proposals were sent via email to the Korean branch of Kawabamura, Japan, to assess the feasibility and potential improvements for the Four Seasons Theme Park. These steps indicate that while the project has laid a strong foundation, further development and real-time validation are necessary to fully realize the envisioned outcomes.

On the other hand, the project has significant strengths, particularly in terms of economic impact and sustainability. The Gyeongbuk Theme Park has the potential to revitalize the local economy by attracting tourists, which in turn could boost not only the commercial districts within the park but also the surrounding areas. This influx of visitors is expected to create jobs across various sectors, addressing one of the key issues in regional decline—youth migration to urban centers such as Seoul for employment opportunities. By creating more local jobs, the theme park could help retain the younger population within the region, contributing to its long-term vitality.

Moreover, the sustainability of the project is reinforced through its collaborative approach with local communities. Rather than being solely government driven, the theme park seeks to involve local governments and residents, fostering a win‒win model that encourages community participation. This cooperative framework is essential for ensuring the theme park’s role as a sustainable member of the local community. Furthermore, by promoting the sale of local agricultural products and processed goods through experiential programs within the park, the project supports the sustainable development of local agriculture and the broader economy.

Additionally, theme parks offer opportunities to enhance regional branding and competitiveness. It can serve as a platform to promote and preserve local culture through various programs, allowing tourists to experience regional specialties and traditions. This not only educates visitors who may otherwise remain confined to metropolitan areas but also strengthens the identity and appeal of the regions involved. By integrating four distinct areas into one cohesive brand, the theme park can maintain each area’s unique characteristics while bolstering overall competitiveness. The synergy created through healthy competition among these regions could lead to collective growth and a stronger, more unified regional identity.

Despite the project's limitations, its potential for economic revitalization and sustainable development highlights the need for ongoing support. These strengths make a strong case for its future success as a model for similar initiatives.

4) Conclusion

In conclusion, the project draws a tentative conclusion toward addressing the issue of local extinction by conducting a comparative analysis between the limitations of existing domestic efforts and the strengths of Kawabamura village. The sustained development process of Kawabamura demonstrates that the construction of a theme park, as proposed in this research, is both feasible and effective. Notably, by distributing responsibility for theme park management among various stakeholders—the government, local communities, businesses, and citizens—rather than imposing a burden on a single economic entity, long-term and sustainable development can be promoted. Policymakers can leverage the findings of this study to mitigate the problem of local extinction through pilot operations of the proposed theme park.

References

1. Choi, C. (2023, September 20). Failure of the Bu-Ul-Gyeong megacity: Gyeongnam Governor Park Wan-soo says ‘No practical benefit, local government integration is the alternative’. Dong-A Ilbo. https://www.donga.com/news/article/all/20220920/115531120/1.
2. Hyunju, K. (2023, February 2). Complete abandonment of the Bu-Ul-Gyeong megacity…Into the pages of history. Kookje Shinmun. https://www.kookje.co.kr/news2011/asp/newsbody.asp?code=0300&key=20230202.99099000669.
3. Jeonbuk Research Institute. (2022). Introduction of hometown love donation system and Jeonbuk's response.
4. Kang, S.-t. (2020). The effect of the environmental and employee service orientation of coffee stores on customer satisfaction and revisit intention (Doctoral dissertation, Cheongwoon University).
5. Kawaba Village. (n.d.). Kawaba Village official website. https://kawaba.co.kr/.
6. Kim, H.-s. (2019). Structural causal relationship between internal marketing and job satisfaction, internal customer loyalty, and internal marketing performance: Moderating effects of organizational identity and B2B/B2C (Doctoral dissertation, Dankook University).
7. Korea Renobeling. (2023). How are regions branded? The future of regions through local branding cases. Ministry of the Interior and Safety.
8. Korea Employment Information Service. (2023). Regional industries and employment, Spring 2023: Summary of regional extinction risk index. https://www.keis.or.kr/user/extra/main/4081/publication/reportList/jsp/LayOutPage.do?categoryIdx=262&pubIdx=9432&reportIdx=6041.
9. Lee C.. 2022;Megacity discourse and the transformation of the nation-state: Theoretical implications for spatial governance in the supermetropolitan region initiative. Journal of the 21st Century Political Science Association 32(3):1–24. https://doi.org/10.17937/topsr.32.3.202209.1.
10. Lee, S.-h., & Lee, N.-k. (2023). Recent status and characteristics of local extinction risk areas, local industries, and employment. Korea Employment Information Service, 112-119.
11. Ministry of the Interior and Safety. (2021, October). Designation of areas with population decline. https://www.mois.go.kr/frt/sub/a06/b06/populationDecline/screen.do.

Article information Continued

Figure 2.

Farm products sold on the market

Figure 3.

Logos of the Four Seasons in the Park

Figure 4.

Design of the Four Seasons Tea

Table 1.

Schedule of the Interview

Time Schedule Remarks
11:30 am Arrival at Kawabamura -
12:00 pm -1:00 pm Lunch with the Village Chief Ceremonial Presentation of Gifts
1:00 pm – 2:30 pm Field Visits Kawabamura Den-en Plaza, Craft Brewery, Farmers Market
2:30 pm – 4:00 pm Interview with Toyama Shota -
4:00 pm – 6:00 pm Exploration of the Village Outskirts Farmland and Accommodation Facilities
6:30 pm Completion of the Filed Visits

Table 2.

Detailed information about the program

Region Symbolic Seasons Program name Program Details
Seongju Spring “Summer Picnic Gift Set with Muskmelons” Design products such as picnic sets, mats themed around muskmelon flowers, and rattan bags for rent.
Chengdo Summer “Peach Perfume Workshop” Creating perfumes with peach fragrances, and farm experiences in collaboration with orchards in Seongju.
Gumi Autumn “Distilled Liquor Bar” Operating a bar where visitors can experience traditional Korean distilled liquors, appealing to both older and younger generations who enjoy traditional liquors.
Sangju Winter "Chewy Dried Persimmon Jelly Making" Making dried persimmon jelly with a texture similar to dried persimmons, appealing to people of all ages and foreigners alike.