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Case Study: Angkor and The Tourism Development Strategic Plan 2012–2020

strategic planning tourism case study

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Baseline situation

This case study on Angkor represents some of the key threats and concerns World Heritage sites across the world may also have to deal with and manage. When Angkor was first inscribed in 1992, it was immediately placed on the List of World Heritage in Danger due to threat from conflict between Cambodia and Vietnam. It was only removed from this List in 2004, and, although domestic conflict was no longer a threat to the site, a number of new issues endangering the site had become apparent.

strategic planning tourism case study

Angkor is an extensive site, which in recent years, has been visited by over three million international and domestic tourists per year. The impact of so many visitors is one of the key threats Angkor has been attempting to manage since its inscription. However, numbers have only continued to steadily increase. Furthermore, Angkor is also an inhabited landscape, a fact that has presented difficulties for those parties wishing to present an environment that fits a certain view of the World Heritage site and how it should look, rather than the reality of a contemporary and lived-in setting.

Another difficulty comes from the location of Angkor being in Siem Reap, one of the poorest provinces in Cambodia. This creates a set of circumstances that makes local residents more inclined to place emphasis and importance on the basic and immediate economical potential of Angkor rather than any longer term value and developmental potential it holds for the region. The comparative wealth of those who visit Angkor is also a draw for those living in other regions of Cambodia; it has been estimated that almost half of those working in the accommodation sector are not Siem Reap residents but seasonal workers who travel there to cash in on tourism.

What did they do?

‘Managing heritage at Angkor requires managing tourism’ (Tourism Management Plan 2012-2020)

The involved parties recognized that unless management dramatically changed to meet the contemporary needs of Angkor and its population, the site would be damaged beyond recovery. It has also been recognized that tourism represents both an economic necessity and the biggest threat to the longevity of Angkor, so it was decided a comprehensive tourism strategy must be developed in order to minimize threat and improve the long-term viability of Angkor as both a destination and a place for people to live. In response to this, the ‘Angkor World Heritage Area Tourism Management Plan, 2012–2020’ (TMP) under the Angkor Heritage Management Framework (HMF) project was developed.

Strategic priorities

  • Dealing with the rapidly increasing numbers of tourists who visit Angkor.
  • Reducing negative impacts of tourism (previously understood primarily in terms of conservation at the expense of all else).
  • Improving tourist understanding of the local uses of Angkor, both as an inhabited area and as a place of continued religious significance.   
  • Creating a more cohesive tourism industry that adheres to particular practice and standards.
  • Providing better opportunities and financial return for local residents.

What worked?

The final draft of the TMP is a long and detailed document comprised of six broader aims or ‘initiatives’ addressing the four strategic priorities– promoting positive visitor experiences, reducing site impacts, partnering with industry, providing benefits for local people, improving governance, and engaging with stakeholders.

Initiative-specific strategies are defined to fulfil these aims , and each strategy is composed of individual steps (ranging from high to low priority) that are planned to take place in the approaching months and years.

Although the broader strategies and steps involved are in respect to different final goals, there are a number of common themes that the strategies share – communication, collaboration, delegation, limitation, examination, diversification, and conservation – and these themes can provide a template for other World Heritage site managers to consider in relation to their own sites, rather than the specific strategies and steps which have been defined with Angkor in mind.

strategic planning tourism case study

What was tough?

The issues faced by Angkor have received much attention and criticism for perceived failures in management. The scale and complexity of Angkor means there is no one easy solution, and a number of measures have been undertaken in the past to deal with conservation and local residents. However, many of these efforts have failed due to a lack of communication between the different bodies responsible for Angkor; a lack of understanding on behalf of residents regarding the policies of World Heritage; an unwillingness to implement any system that might reduce the number of tourists who represent the region’s primary source of income; and the desire to conserve above all else. Consequentially, the strategic priorities for Angkor mentioned above have remained the same for some time .

How did they get buy-in?

Various stakeholders involved, including the Royal Government of Cambodia, the ICC, and the wider conservation community recognized and communicated the necessity for change and management of the growing risks associated with tourism and development at Angkor Wat and Siem Reap as a destination .  A ‘Tourism Industry Stakeholder Workshop’ and a ‘Community, Monks and NGO Workshop’ were held in Siem Reap in March 2012. Together, all of the stakeholders involved provided feedback, drafts, and changes prior to the adoption of the final draft of the Tourism Management Plan (TMP) aiming to make the industry more sustainable and beneficial to the conservation of the World Heritage site, the local community, and tourism businesses within the destination.

What lessons can others take from this?

When developing a tourism strategy for a World Heritage site, consider what the site has to offer even beyond its World Heritage status . The current World Heritage List citation for Angkor does not include natural values, nor does it recognize Angkor’s role as a spiritual lived-in landscape, but these may be of equal interest to tourists as the magnificent architecture and age of the site.

As with many other sites discussed in this Toolkit the local community must be a key consideration, and this includes local residents, tour operators, business owners, and anyone else who may be affected by the presence of the WHS and tourism the site draws. Setting up lines of communication should always be one of the very first things site managers work at prior to and during the conception and implementation of a Tourism Strategy.

For full details of the Angkor Wat TMP click here .

Developing a strategy for progressive change

strategic planning tourism case study

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Please note you do not have access to teaching notes, strategic tourism planning in practice: the case of the open academy of tourism.

Worldwide Hospitality and Tourism Themes

ISSN : 1755-4217

Article publication date: 31 August 2010

The purpose of this paper is to illustrate the importance of a sound and participatory strategic planning process for the management of tourism at national and regional levels and its contribution to the sustainable development of destinations.

Design/methodology/approach

The case study presented in this paper is based on an academic/industry project, launched to support the practical learning of strategic tourism planning and the strategic management of tourism destinations by MBA students. The Open Academy of Tourism, a partnership between the Institute of Tourism, and the Portuguese National Association of Tourism Regions, was created to support the development of strategic plans for Portuguese tourism regions, while allowing students to test and fine tune a model for strategic planning and managing tourism destinations. To better understand the applicability of this model, 13 case studies based on the same number of strategic plans were developed.

The paper reveals that the effective management of any tourist destination can be enhanced by following a carefully developed tourism strategy which contemplates the involvement of all stakeholders. It also demonstrates that academia can work closely together with public tourism organisations to develop meaningful plans of action for destinations.

Originality/value

The paper highlights the potential and importance of strategy development in tourism, while alerting for the need of a clear vision and leadership of the process to improve success.

  • Tourism development
  • Tourism management
  • Strategic planning

Ladeiras, A. , Mota, A. and Costa, J. (2010), "Strategic tourism planning in practice: the case of the Open Academy of Tourism", Worldwide Hospitality and Tourism Themes , Vol. 2 No. 4, pp. 357-363. https://doi.org/10.1108/17554211011074010

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Copyright © 2010, Emerald Group Publishing Limited

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Model-based strategic planning for the development of community based tourism: a case study of Ayodhya Hills in West Bengal, India

  • Published: 15 October 2020
  • Volume 87 , pages 1349–1365, ( 2022 )

Cite this article

  • Sanjukta Banik 1 &
  • Malay Mukhopadhyay 1  

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Indigenous people of a community, having a wealth of rich culture and traditions, should be involved in tourism as owners and not just as service providers. This can be fulfilled by the development of Community Based Tourism (CBT) which aims to involve the host community in planning and maintaining tourism development on their own, to cater to the development of the community directly. The present study tries to explore potentiality and limitations in the development of CBT in the drought-prone and poverty-stricken area of Ayodhya Hills of Purulia. In achieving this objective, the use of the hybrid method SWOT and AHP analysis was considered, which gives a picture of the strength, weakness, opportunity and the threat of the tourism industry of this region. The use of AHP with SWOT is done in this paper to yield analytically-determined priorities for the factors included in SWOT analysis and make them commensurable, thereby giving them the required weightage in the strategic planning process of the CBT. The priorities comparison of the SWOT group with the help of AHP (Analytical Hierarchical Process), reveal that the strengths and opportunities overweight threats and weaknesses; therefore the area is well suited for CBT. The results are utilized in the strategy formulation and evaluation process using the TOWS matrix. With strategic planning and initiation the development of CBT can go a long way in providing a supplementary source of income and livelihood and help to revive in the community members a sense of pride for their culture and environment.

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Introduction

Tourism appears tailor-made for the poorer nations of the globe, and a large number of developing countries have emphasized tourism in their development plans. Reasons being the provision of a ready marketplace for the attractions these destinations can give, which include an appealing climate, combined with exotic scenery and an abundance of cultural and historical heritage. Land and labor costs are comparatively low and, with the absence of notable mineral production or an export-oriented agricultural sector, tourism remains the dependable source of foreign exchange and might create employment opportunities together with generating demand for local products and industries (Son et al. 1999 ). Governments of many developing countries are actively promoting sustainable tourism as it provide additional income, employment and assists in distributing the advantage of tourism to rural areas (Tenzin et al. 2019 ; Nitikasetsoontorn 2015 ; Harrison and Schipani 2007 ; Chipumuro and Lynette 2011 ).

In the past decades the tourism industry in India has also played a major role in facilitating the growth of the Indian Economy. Planning Commission report suggests that the travel and tourism sector is estimated to make 78 jobs per million rupees of investment, compared to 45 jobs created in the manufacturing sector for a similar investment. Besides employing job seekers from the assorted spectrum of unskilled to the specialized, a greater proportion of tourism benefits accrue to women (Ministry of Tourism 2011 ). India’s Travel and Tourism industry is the 8th largest in the world in 2018, contributing 247 billion US$ to GDP (World Travel and Tourism Council 2019 ).

However Industrialization and Urbanization trends in India have catered to urban-centric development in the recent past and have ignored the agricultural heartland. The mission to attain ‘Inclusive Growth’ is rested on the pillars of Responsible Tourism. Community Based Tourism(CBT) developed as a branch of Responsible Tourism and might be defined as a tourism activity, community-owned and operated, and managed or coordinated at the community level that contributes to the well-being of communities through supporting sustainable livelihoods and protecting valued socio-cultural traditions and natural and cultural heritage resources (The ASEAN Secretariat 2016 ). CBT development is proposed within the context of sustainable development, both ecotourism and CBT grew out of the ‘alternative tourism’ development model (Giampiccoli and Saayman 2014 ). The expansion of CBT perspectives impacted by a growing awareness of the requirement for more resident-responsive tourism, where there’s more democratic participation in tourism decision making by grass-roots members of a destination society (Dann 1999 ).

In rural parts of India to supplement traditional farm-based income, many communities have moved towards livelihood diversification which most of the time involved out-migration or providing visitor services on countryside tourism circuits in various states. CBT thereby can cater to the requirement of counter-urbanization and might go a long way in empowering local communities and to complement and secure their self-esteem through their socio-economic upliftment by the means of fee-for-service activities that usually present and celebrate local traditions and lifestyle; conserve natural and cultural resources and foster equitable and mutually beneficial host–guest interaction.

The literature on CBT in India is very limited. Pandey and Joshi ( 2016 ) in their paper have worked on identifying the processes to make the institutional framework in CBT with the aim of ‘Inclusive Growth’ with emphasis on linking tourism with farmer producer organization, to supply diversification of livelihood opportunities. Mary ( 2019 ) has studied about the awareness of the people in Tamil Nadu about Community Based Ecotourism (CBET) and to investigate the trends in CBET and initiatives on fulfilling the objectives. Chaudhary and Lama ( 2014 ) have studied the role of local communities in tourism development in two villages of Sikkim named Darap and Pastanga where CBT has developed with the intervention of outside agencies. Peaty ( 2009 ) has tried to draw a comparison in terms of design, implementation, and impact of four community based tourism projects located in Spiti (Himachal Pradesh), Ladakh, Sikkim, and Uttarakhand. Sood et al. ( 2017 ) have undertaken a qualitative research study to understand the reason behind the non-engagement of the communities in homestays in Kullu, Himachal Pradesh. Anand et al. ( 2012 ) have tried to illustrate how CBT projects aiming at community development can be integrated with conservation goals with the women playing an integral role in the success, as in the case of Korzok homestays, near the Ramsar wetland Tsomoriri. Bhalla et al. ( 2016 ) have studied how villages benefit from community-based ecotourism and how it has positively influenced their attitudes and behavior towards ecotourism objectives in Binsar wildlife sanctuary. From the existing literature it is evident that the study on CBT in India is mainly devoted to the Himalayan Region. This also results from the fact that only a few states in India have taken key initiatives to promote sustainable tourism involving the local communities. Noteworthy among them are Sikkim, Kerala, Uttarakhand, Assam, Tamilnadu, Andhra Pradesh, Maharashtra, Madhya Pradesh, Gujrat, Odhisha, Telengana (Strategic Government Advisory, YES BANK & CII 2017). Even the government of West Bengal is promoting the development of eco-tourism with the concept of eco-villages by encouraging local community affinity and involvement to offer the tourist a unique taste of Rural Bengal (west_bengal_tourism_policy_2019.pdf, n.d.).

Ayodhya Hills in Purulia district of West Bengal is a treasure house of natural attractions, where rugged terrain and thick forest cover have made many parts of this region inaccessible by road and the unskilled tribal people of these regions are also not preferred by the modern industry (Chakrabarty 2011 ). Emphasis on the CBT and rural tourism may add a new dimension to the development process of the ‘Jangal Mahal’, not only being the prospective and alternative source of employment and income generation but it can also play a vital role in the environmental management and community empowerment of this economically backward area (Mishra 2019 ). Despite a few studies on tourism in Purulia no in-depth and organized study was done on the CBT potential of Ayodhya Hills in particular by evaluating the critical factors concerned in tourism management.

The main aim of this study was to formulate a strategy for the development of community based tourism. For this the researcher aimed to investigate the present state of tourism in the region, identify the potential and the limitations for which an effort was put to identify the strengths, weaknesses, opportunities, and threats of CBT in Ayodhya Hills using SWOT matrix. Furthermore an application of AHP is attempted to analytically and hierarchically rank the SWOT factors. Based on the priority of the SWOT factors, the most important factors will be emphasized to provide strategic planning for the development of CBT in Ayodhya Hills.

Background and rationale

Indigenous tourism has been defined as the tourism activity in which Indigenous people are directly involved either through control and or having their culture serve as the essence of the attraction (Hinch and Butler 1996 ). If managed responsibly and sustainably, indigenous tourism can spur cultural interaction and revival, bolster employment, alleviate poverty, curb rural flight migration, empower women and youth, encourage product diversification, and nurture a sense of pride among indigenous people. However, this type of tourism also raises a series of ethical, social, economic and human rights-related challenges that need to be addressed (UNWTO 2017 ). For instance cultural degradation, commercialization and commodification of intangible cultural heritage and loss of identity are but some of the ways tourism continues to negatively affect indigenous cultures (McIntosh et al. 2002 ; Ranasinghe and Cheng 2018 ). Ruhanen and Whitford ( 2019 ) in their study on tourism and indigenous cultural heritage, acknowledges tourism as a vehicle that can help sustain both tangible and intangible elements of indigenous cultural heritage, including languages, stories, song, art, dance, hunting methods, rituals and customs in the face of modernization and globalization. Viewing from the perspective of cultural sustainability, the inclusion of indigenous knowledge in tourism development and participation in cultural activities by Indigenous peoples are important ways of passing cultural heritage from one generation to the other (Nkwanyana 2018 ). Al-Oun and Al-Homoud ( 2008 ) in their study suggested new opportunities for the development of cultural heritage tourism with elements of Bedouin tribe’s material and non material culture which has the potential to generate income and give the Badia indigenous communities additional revenue. Several studies suggests the elements of tribal tourism development and its influence on the quality of life of the tribes residing in various regions of Taiwan (Hsiao-Ming and Li-Chu 2014 ; Liu 2015 ; Wu and Hung 2017 ). Colton ( 2005 ) while working on Indigenous tourism development of Northern Canadian Cree community views tourism as more than an economic opportunity but as a median through which one gain greater autonomy over traditional resources. ‘Indigenous Tourism’ is happening in an increasing number of places, such as Tanzania, Honduras, Kenya, Ethiopia, Ecuador, Botswana, Australia and India. However the impact of this tourism practice lies in the degree and nature of involvement as there is a whole spectrum of ways in which Indigenous people can be involved in tourism from effectively being part of a human zoo, performing for the benefit of visitors, to something more credible where they are in greater control of what is on offer (Jennings 2017 ).

Chaudhary and Lama ( 2014 ) have tried to study the perspective of Limboo tribe in Darap village and Rai, Bhutia and Lepcha indigenous tribes in Pastanga village of Sikkim where community based tourism development has taken place with the intervention of outside agencies, involving the local community in many roles. Peaty( 2009 ) during his study of homestays in Kewzing village of Sikkim, has noted that there has been no cultural impacts from tourism on the host families who are from the Bhutia community, and they continue to depend mainly on farming for their income. Anand et al. ( 2012 ) used the particular case of Korzok Homestays, implemented by World Wide Fund For Nature (WWF-India) near the Ramsar Weland to illustrate how alternative livelihood paths of the Changpas and community development needs can be reconciled with the conservation of Lake Tsomoriri. Zarenthung Ezung ( 2012 ) made an attempt to highlight the hidden resources of tribal tourism in the state of Nagaland and suggest ways out of it by undertaking a case study of the Wokha district, inhibited by the Lotha Tribe. Janoliya and Onkar ( 2017 ) tried to analyze the potential of tourism to generate employment opportunities and tribal development in Alirajpur district of Madhya Pradesh. Shackley ( 1995 ) observed that the tourism product of Arunachal Pradesh was based on ecotourism, although cultural tourism in the form of visits to the 'exotic' hill tribes was likely to become popular the management of which was becoming a sensitive issue.

Purulia is one in all the twenty-three districts of West Bengal. It was constituted in 1956 and has immense potential for tourism. However, lack of awareness advertisement and ignorance from the government creates a hindrance for turning Purulia into a flourishing tourist place (Shriwantu 2015 ). This forested plateau region has the potential for the event of geomorphosite tourism, historical tourism, archeological tourism, like-wise as tourism-related to cottage industries and eco-tourism (Patra et al. 2018 ).

Ayodhya Hill located on the southwestern part of Purulia district is a part of Dalma Hills of Jharkhand and extended part of the Eastern Ghats range. The area forms the lowest step of Chota Nagpur Plateau. The highest peak Ayodhya Hill is Gorgaburu whose elevation is 696 m. Though the climate of this region isn’t very harsh with annual average rainfall of 1286 mm and annual mean temperature of 26 °C, but infertile laterite soil (originating from granite-gneiss of oldest Precambrian or Archean formations) with high evaporation and infiltration losses caused agricultural drought, which over the years have damaged the economy of the area (Chakrabarty 2011 ). 169 villages of five blocks namely Jhalda I, Jhalda II, Bagmundi, Balarampur, and Arsha are spread over an area of 626 sq.kms of Ayodhya Hills (Fig.  1 ). The main economic activities of the people of this area are sustainable agriculture, collection of NTFP (Non-Timber Forest Product), and animal husbandry (Chanda and Mukherjee 2013 ).

figure 1

Location extent of the study area

This land is characterized by undulating hills of red soil and lush green woods of Sal (Shorea Robusta), Mahua (Madhuca Indica), Kend (Diospyros melanoxylon), Piyal (Buchanania Lanzan) and many other species. There is an abundance of wild animals likewild hog, rabbit, leopard, elephant, deer, and wolves etc., found in the forest. There are innumerable peaks and waterfalls like Bamni and Tugga. This forested Hills endowed with exotic flora and fauna is the home of several ethnic groups like Santhali, Bhumijs, Mundas, Oraon, Birhor, Mal Pahariya, Kharia and Ho (Dey and De 2010 ). There are several cultural attractions of this area which include traditional fairs and festivals like Sikar Utsav, TusuParab, Gajan Mela, Karam Parab, Chauu Parab, Bhadu besides being the abode of several world-famous folk songs and dances like Chow Naach, NatuaNaach, Jhumur, Tusu, etc. Multifaceted attractiveness of the area has made it one of the most visited tourist destinations of Purulia. However without proper strategy and planning, the benefits from tourism don’t accrue to the community members. Furthermore, this area is plagued with political instability and socio-economic hostilities which in the near past gave shelter to LWE (Left Wing Extremist) activities (Chakrabarty 2011 ).

From the analysis of the tourism in Ayodhya Hills and based on Tourist Area Life Cycle Concept (Butler 1980 ), it can be said that this area is in Involvement Phase where there is limited interaction between tourists and the members of the local community, resulting in the provision of only basic services. The community instead of owning the tourism products just provides service to tourists by being employed in commercial hotels, resorts, and guest houses which have started growing in the past few years. There is only one homestay in this area with ‘Incredible India Bed and Breakfast’ certification in Baghmundi area of Ayodhya Hills. Several Rock climbing courses take place in this Hilly landscape, especially during the winter months and the local people offer some services in those camps by being porters, attendants, cooks, etc. However there is hardly any direct involvement of the local community in the tourism process and thus the existing practice of tourism does not aid in the socio-economic development of the community members.

Materials and methods

Data collection.

The study utilized an explorative qualitative research approach (Binder et al. 2016 ), based on qualitative data collected from both primary and secondary sources. Primary data was collected between March 2018 to February 2020 through in-depth interviews, field surveys, non-participant observation, where the researchers were not involved and only became independent observers of community activity. The survey used non-probability sampling technique. In depth interview was done with 65 tourists, 4 local government officials, 27 stakeholders related to tourism in this area. The main focus of the survey was to find out the existing state of tourism development in this area. Through unstructured in-depth interviews of 120 community members, an attempt was made for the community members to provide their opinions and perceptions of the existing tourism industry as well as their expectations and anticipated challenges in increasing tourism development. To decipher the role of the community members and their unique culture as a tourism resource, and to understand their perceptions of tourism and how it might cast an impact in their way of life, the interview questions were addressed.

To substantiate the arguments raised in the paper, literature and documents were also consulted in order to know more about the government schemes and programs related to this study. Literature was also cited to know more about unique fairs, festivals and traditions of the indigenous people living in Ayodhya Hills of Purulia besides attending them in various times of the study period.

Finally internal and external factors have been given prioritized by the authors based on feedback from 5 experts (Professor, Tourism Stakeholder, Govt. Official, Artist, and Tourism Researcher) along with suggestion and feedbacks from the community members and tourists during the questionnaire survey.

The methodology consists of four steps which includes, identifying the critical factors and sub-factors from the empirical descriptive study mentioned above (Table 1 ), prioritizing the critical factors based on expert feedback, and calculating their comparative priority by pair wise assessment matrix (Table 2 ) and finally devising strategy using the TOWS matrix (Table 3 ). Literature reviews show that many approaches and techniques can be used to analyze the essential factors impacting strategic planning in tourism management process. One of them is the SWOT analysis (Kantawateera et al. 2017 ). The SWOT analysis is a useful foundation for developing strategies which assists an enterprise to estimate their positionin the competition (Lee et al. 2009 ). It investigates internal strengths and weaknesses as well as external opportunities and threats that affect the performance of the organization. The same method was used to identify internal and external factors and sub-factors for the development of Community Based Tourism in this region. Theweaknesses of the SWOT analysis have been reported by many authors, who have combined it with a technique for multi-criteria decision making, analytic hierarchy process (AHP) so as to enhance its credibility (Kurttila et al. 2000 ; Oreski 2012 ; Jeon and Kim 2011 ; Mor et al. 2019 ; Fabac and Zver 2011 ; Osuna and Aranda 2007 ; Lee and Walsh 2011 ; Kajanus et al. 2004 ). AHP method is now one among the foremost popular and commonly used method for multi-criteria decision making in solving real problems. It had been developed by Saaty in 1977. The fundamental formula of AHP is paired comparisons among each criterion, and therefore the results of paired comparisons demonstrate the ranking within the decision task. In this hybrid method, SWOT analysis is made more analytical by giving numerical rates to the SWOT factors along with the four SWOT groups. On the account of its simplicity, effectiveness and ability to deal with qualitative as well as quantitative criteria, AHP is well-suited to handling the factors in SWOT analysis (Kurttila et al. 2000 ). The use of AHP with SWOT is opted in this paper so as to yield analytically-determined priorities for the factors included in SWOT analysis and make them commensurable thereby giving them the deserved weightage in strategic planning process of the Community Based Tourism.

Steps of SWOT and AHP method

Step 1 SWOT analysis is applied.

The considerable factors of the internal and external environment of this area are identified and included in SWOT analysis. When standard AHP is applied, it's recommended that the number of factors within a SWOT group should not be more than 10, as with that the number of pair wise comparisons needed within the analysis increases rapidly (Saaty 1980 ).

Step 2 Pair wise comparisons between SWOT factors are applied within every SWOT group.

When making the comparisons, the questions considered are: (1) which of the two factors compared contains a greater impact and (2) what proportion greater. Having these comparisons as input, the relative local priorities of the factors within every SWOT group is computed using the Eigen-value method. These priorities reflect the choice maker’s insight of the relative importance of the factors. Pair wise assessment matrixes are formed from expert’s feedback. The pair wise assessment matrix between the factors is accomplished by Saaty’s scale.

Step 3 Pairwise comparisons are made within the four SWOT groups.

The factor which has the highest local priority in each group is chosen to represent the group. These four factors are further compared and their priorities are calculated as in Step 2.

These form the scaling factors of the four SWOT groups which are used to calculate the global priorities of the factors within them. This is achieved by multiplying the factors’ local priorities (defined in Step 2) by the value of the corresponding scaling factor of theSWOT group. The global priorities of all the factors sum up to one.

Step 4 The results are utilized within the strategy formulation and evaluation process.

The contribution of the SWOT and AHP method to the strategic planning process comes in the form of numerical values for the factors. New goals are set, strategies defined and such implementations planned take into close consideration the foremost factors based on the priorities given.

Because people tend to create inconsistent decisions, decision making science should judge consistency of decision making. As a general rule, a Consistency Ratio (CR) value of 10% or less is taken into account to be consistent. Else, all or some of the comparisons shouldbe repeated in order to address the inconsistencies of the pair wise comparisons (Saaty 1980 ).

SWOT and AHP along with TOWS analyses were performed to obtain strategic planning for development of community based tourism of the given destination. The identifiedstrengths, weaknesses, opportunities, and threats along with the suitable and prioritized strategies are presentedin the following sections.

Internal and external factors evaluation matrix

The framework of SWOT matrix captured the important environments of Ayodhya Hills, and objectified them from the general literature, while evaluating the critical issues. The local and global priorities of SWOT factors were calculated. Table 2 demonstrates the priorities and consistency ratio of the SWOT group; the strengths group (0.4140) turned out to be highest followed by opportunities (0.3143), threats (0.1401) and weaknesses (0.1316). Thus the priorities comparison of the SWOT group with the help of AHP (Analytical Hierarchical Process), reveal that the strengths and opportunities overweigh threats and weaknesses; therefore the area is well suited for Community Based Tourism.

Within strength, natural attraction stands as the strongest strength as it has the highest priority followed by cultural attraction. The rest of the factors have significantly lower priorities. In opportunity, less number of commercial accommodation centres have got the highest priority followed by government initiative. In weakness, socioeconomic backwardness has the highest priority followed by lack of strong local level organization. Impending commercialization was given the highest priority followed by price barrier as the strongest threat to the development of CBT.

When the sub factors is considered, impending commercialization within threat has the highest priority, followed by less number commercial accommodation centers within opportunity. Whereas when the overall priority of the sub factors is considered, natural attraction within strength has the highest priority followed by less number of commercial accommodation centers within opportunity. In case of strategy formulation overall priorities are given more weightage than the priority of the factor within the groups.

TOWS matrix and strategy formulation

A general assumption of SWOT analyses is that a good strategy maximizes strengths and opportunities and minimizes threats and weaknesses. The main SWOT table contains the list of the factor of internal and external environment, which enables the formulation of strategies (Rauch 2007 ). The next step of the development SWOT and AHP method involves defining strategies using TOWS matrix (Weihrich 1982 ). This helps to systematically identify relationships between threats, opportunities, weaknesses and strengths, and offers a structure for generating strategies on the basis of these relationships. TOWS matrix provides four different combinations:(a) SO- strategies: internal strength(s) can be used to realize external opportunity (ideal case), (b) WO-strategies: reduce internal weakness (es) or develop missing strength(s) to realize external opportunities, (c) ST-strategies: internal strength(s) are used to minimize external threats and (d) WT-strategies: reduce the internal weakness (es) to avoid external threats (only defensive strategy, worst case scenario). For each strategy are listed SWOT combinations that are used in defining strategies (e.g. S1/O4 means consideration of strength No.1 and opportunity No. 4.) (Oreski 2012 ; Mondal 2017 ; Abya et al. 2015 ; Nasehi et al. 2017 ).

Literature study proves that the development of strategies of CBT can be done in two ways first is by designing the tourism products in the study area and the second is capacity building of the community in managing CBT. Evaluation of both internal factors and externals reveal that Strength (group priority 0.4140) Opportunity (group priority 0.3143) has highest priority. Thus, based on the analysis of the SWOT matrix it can be drawn that it is Strength and Opportunity dominated area. Therefore, it is most suitable to adapt SO/Competitive Strategy to develop sustainable community based tourism in this area.

Discussions

In the era of globalization, local communities cannot survive in isolation. Communities round the world have passed the time of absolute self-dependence and are increasingly dependent upon the outside 'urban' world. Interaction with the outside world won’t be easy for these communities without adequate and strong social, cultural, and economic resources (Suansri 2003 ). Ayodhya Hill since ages immemorial was the house of forest dwelling tribal communities, who were once self dependent and could thrive only by depending on the nature. However, in the present times unprecedented developmental activities have caused insurmountable loss to the forest wealth which has directly affected the lives of these forest dependent communities. One of such recent project was the 900 MW Purulia Pumped Storage Project (PPSP) which came up at Ayodhya Hills in Baghmundi block of Purulia district around a decade ago. The West Bengal State Electricity Distribution Co. Ltd (WBSEDCL) project allegedly caused the disappearance of the river Bamni along with along with 3 lakh trees and seven hillocks. Another hydro-electricity project which is under the process in this area is the Turga Pumped Storage Project (TPSP), meant for storage and generation of electricity, was planned to take over around 234 hectares of forest land, according to a survey besides disturbing elephant habitats and also their sacred groves of Marang Buru (The Hill God worshiped by the Santhal Community) (Adhya 2018 ; WBSEDCL 2018 ). The company has two more such projects in the pipeline, stated to come up on Bandu and Kanthaljola rivers. Villagers who would be potentially affected, filed a case against the project backed by Japan International Cooperation Agency (Chakraborty 2019 ). The villagers won the case and saved the deforestation but are apprehensive of further attempt of the authorities to start the case afresh in favour of the Turga Project or devise any other way to seize the forests and the hills from the indigenous communities in the name of any other developmental projects. The main economy of the residents of Ayodhya Hill is sustainable agriculture or animal husbandry, while the majority of tribal population is dependent on the collection and sale of NTFP (Non-Timber Forest Product) for their livelihood. They loathe the scarcity of water which restricts agricultural activities and the remoteness of their village which hinders their commuting to the nearby town for employment opportunity. Most of the villages located in the interior of the forest in the hilly terrain have to traverse for a distance of minimum 5 to 7 kms for reaching the nearest town. The present scenario of the community people of Ayodhya Hill requires a cure without hampering the natural resources of the area. No short-term developmental plan can cater to this need in a sustainable manner.

Considering the severity of the physical environment of this remote area for agriculture and lack of availability of employment opportunities for the large population of indigenous community on one hand and the immense tourism treasure on the other, the implementation of sustainable Community Based Tourism practice seems to be the most suitable for safeguarding the fragile environment as well as for the benefit of the community.

Natural attraction of this forested area was the major strength of Ayodhya Hill which distinguished it from the other areas in the nearby region. Interview of the tourists also asserted this fact that the natural landscape of Ayodhya was its biggest strength followed by its cultural attraction. The analysis of the expert’s viewpoint for prioritizing factors within the strength group it was suggested that though the natural attraction of Ayodhya Hill is its biggest strength but the rich culture of the traditional lifestyle of indigenous people of this area will go a long way in maintaining the vitality and sustainability of CBT. One of the experts suggested “Emphasis should be given on raising publicity and awareness of local culture and traditions as this bears the potentiality to draw more tourists and could help to revive in local community a sense of pride for their culture and environment”. Even Kajanus et al. ( 2004 ) has considered natural landscape of Kassel Region as the most important strength in Rural Tourism besides laying emphasis on strengthening and raising awareness of local culture as it is expected to be a success factor.

CBT stands on the pillar on home stay accommodation. The sustainability CBT is only possible when there is consistent footfall of guests in the homestays (Thapa and Malini 2017 ). However home stays are new concept in tourism industry, several tourists are skeptical in staying in some stranger’s house due to privacy concerns and also because of being apprehensive about the hygiene and cleanliness of these home stays. Home stays suffer major competitions from hotels and other forms of commercial accommodation (Sood 2016 ). Therefore from the researcher’s point of view and also based on feedbacks from the experts, less number of commercial accommodation centers in Ayodhya Hill will pose less competition to the homestays run by the members of the local community and will aid to their socio-economic development thereby safeguarding the future and sustainability of CBT. The area of Ayodhya hill is plagued with socio-economic backwardness and unskilled tribal population (Chakrabarty 2011 ), therefore initiative of the government (both centre and the state) in community capacity is prioritized as the second most important opportunity in the development of community based tourism in Ayodhya Hill (Swaniti Initiative 2013 )(west_bengal_tourism_policy_2019.pdf, n.d.)

Sood et al. ( 2017 ) has listed monetary constraints and socio-cultural obligations as some of the challenges while surveying the reasons for community non participation in homestays in Kullu, Himachal Pradesh. This weakness is also noticed in the present study area, Ayodhya Hill which is the house of various forest dependent tribes whose economy is worsened by recurrent agricultural drought. Survey and in-depth interview with the community members and non-participant observation of community activities proved that the biggest internal weakness in the development of the community based tourism was the socio-economic backwardness of the community members which made them apprehensive of taking the risk of venturing in tourism related activities. Majority of them hardly possess any knowledge on community based tourism and their functioning and could not process the idea of guests choosing their homes as accommodation and rewarding them for it. To meet this concern stakeholders in tourism such as Non-Government Organizations, Government bodies have to act as the catalyst in sensitizing the community members about their tourism potential and devote in capacity building for CBT as the communities lack the right skills sets to begin with. The community heads of various tribes residing in this area should be motivated and brought under a common platform as they can play a major role in mobilizing the members of the respective communities.

The villages on Ayodhya Hill comprised of individuals of assorted ethnic diversity. Although not often acknowledged, one explanation of why CBT programs are hindered in their success is because those organizing it ignore the problematic assumptions embedded within the community concept itself (Tosun 2000 ). The supporters of CBT entrepreneurships use the term ‘Community’ extensively, yet they rarely recognizes the conceptual difficulties of the term (Liepins 2000 ). Though the local people have some commonality and collectivity, yet this does not show the idealization of community (Blackstock 2005 ). There are people of assorted caste and sub caste and various tribal identity like Munda, Oraon, Bhumij, Pahariya, Birhor, Santhal. This could be a really big challenge and pose threat within the effective operation of CBT as the members of assorted communities will have varied interests and opinions which will result in internal conflict. Thus the establishment of a strong local level organization can act as the backbone in the functioning of community based tourism in Ayodhya Hill by unifying the members of the community under a common head and negotiating their varied interest. The role of strong local level organization in acting as a nodal agency in catalyzing and successful running of CBT is observed in Shaam-e-Sarhad, A Community-based Tourism Initiative in Hodka village of Gujrat. Here the Kutch Mahila Vikas Sangathan (KMVS) together with support from a neighborhood NGO named Sahjeevan were successful in their mission of initiating community based tourism by mobilizing ethnically diverse communities of Hodka village who were cattle herders and traditional crafts persons and hardly had any experience in tourism (Bhatt 2015 ).

“The alarming threat which may be harmful within the functioning of community based tourism may result from spuriousness of commercial hotels and villas disguising as homestays” says Mithun Ray a researcher of homestays in Bengal Himalayas who believes that the lucrative government schemes and subsidies is now a major attraction for hotel owners luring them to camouflage as homestays. Even homestays so as to compete with the hotels and resorts may lose their authenticity by providing services which aren't expected of them. Peaty ( 2009 ) had mentioned about this during his study on community based tourism in Ladakh, where some houses accommodating tourists have began to look more like guest houses or hotels with sign boards advertising the facility of hot baths and flush toilets which are neither expected nor suited to the arid climate of Ladakh. The development of a powerful village level organization can address this threat based on the commitment amongst the community members to curb commercialization. Role of NGOs and government organizations is additionally fundamental in sensitizing the community members about this impending threat so that they will unify and pass resolutions accordingly.

Pulido-fernández and López-sánchez ( 2016 ) in their paper on willingness to go to a sustainable destination supported by data from 1118 respondents visiting the Western Costa del Sol (Andalusia, Spain), has reported that there is little willingness to pay if the destination’s commitment to sustainability makes the tourism product more expensive. Similarly price barrier was also emphasized, based on the feedback of tourism stakeholders after surveying the present status of conventional tourism products available in this area. “The higher input and localization cost involved in building sustainable community based tourism in this area may make it more expensive than their conventional counterpart” says one amongst the tourism stakeholders in Ayodhya Hill who believes that the conventional mass tourism products so as to compete might also reduce their price and supply more services thereby posing a threat to community based tourism. Here the role of the government can be instrumental in curbing this price barrier by exempting the homestays from service tax, and various levies like electricity and water charges, and property tax must not be on commercial rates. These efforts can build sustainable tourism product which provides quality services with minimum spending of tourists.

The results of this study are supported by field observations, interviews, concerned expert advises as well as some suitable modeling approaches like SWOT and AHP together with TOWS. Therefore, suggested strategies should be taken under considerations to address the existing constraints.

Tourism’s role in achieving the 17 Sustainable Development Goals (SDGs) can be significantly strengthened when sustainable development becomes a shared responsibility and moves to the core of decision-making within the tourism sector (WTO and UNDP 2017 ). CBT approach can cure the shortcomings of sustainable tourism in achieving the complete participation of the locals and their desired overall benefit by ensuring planning, management and execution of tourism activities by the locals—for the locals.

This paper aims to explore the present status of tourism in Ayodhya Hills of Purulia and seeks to provide the direction for the development of community-based tourism by understanding the potentials and also the limitations of a region and by doing so has contributed significantly to the existing literature. Strategy evaluation for tourism is problematic since there are several possible strategies and it requires a multi criteria decision-making analysis to settle on the most effective ones. This study provides a vital contribution to the tourism industry by suggesting an approach to enhance policy makers’ discussions associated with both internal and external environments of their destinations. The use of the hybrid method SWOT and AHP analysis was considered for this paper, which provides an image of the strength weakness opportunity and threat of tourism industry of this region. The use of AHP has made SWOT analysis more analytical which has improved the quantitative information base of strategic planning process.

The strong existing influential factors of natural and cultural attraction, unique tourism activities, serenity and tranquility, lack of commercial accommodation centers, government initiatives and others provides this particular area enormous scope to prosper in community based tourism. However socio economic backwardness, inadequate tourist support infrastructure, lack of strong organization, threat of impending commercialization and price barriers may pose as limitations within the development and functioning of CBT.

Furthermore this study provides a suggestion for alleviation of poverty in this drought prone area where the present status of tourism can be criticized for the dominance of business by the outsiders where locals are usually entitled to low end jobs for lack of relevant skills. As a result, host community feels alienated in their own places with no substantial economic benefits flowing to them from the new developments and the traditional systems disintegrating. Awareness and sensitization, community leadership and transparency, community capacity building should be the basis of policy formulation for the success of this ‘Pro-Poor’ Tourism in the Long run.

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Acknowledgements

The authors would like to express their sincere gratitude to Mr. Sujit Ch. Kumar (owner of Chhowburu homestay in Ayodhya Hill, Purulia district) and Mr. Chitta Dey (founder of Aayna Training Centre located in Matha Range of Ayodhya Hill, Purulia district) and several other stakeholders of tourism and local people of Ayodhya Hill for their feedback and constructive comments in developing the present manuscript. In addition to this we acknowledge University Grants Commission (Grant No. 3272/NET-JAN 2017), New Delhi, India, for financial support in the form of Junior Research Fellowship Award to carry out the research work.

Junior Research Fellowship Award by University Grants Commission (Grant No. 3272/NET-JAN 2017), New Delhi, India.

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Banik, S., Mukhopadhyay, M. Model-based strategic planning for the development of community based tourism: a case study of Ayodhya Hills in West Bengal, India. GeoJournal 87 , 1349–1365 (2022). https://doi.org/10.1007/s10708-020-10314-0

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Strategic Planning in the Travel and Tourism Industry. Case Study Ryanair

Case study, 2018, 19 pages, grade: 78.00, leonard kahungu (author), table of contents.

Introduction

PART I A Situational Analysis Socio-cultural Factors Technological Factors Economic Factors Environmental Factors Political Factors Legal Factors Ethical Factors

Micro-Environment Porters Five Forces Bargaining Power of Suppliers Bargaining Power of Customers Threats from New Entrants Threats from Substitutes

A Competitor Analysis Strategy Structure Systems Shared Values Style Staff Skills Strength Weaknesses Opportunity Threats Key Challenges Facing Ryanair

PART II Objectives linked to Audit Findings

Strategic Options for Ryanair

Strategic Recommendation

Action Plan

Conclusion and Recommendations

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Title: Strategic Planning in the Travel and Tourism Industry. Case Study Ryanair

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Title: Strategic Planning in the Travel and Tourism Industry. Case Study Ryanair

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Sustainable tourism planning (case study of Al-Manar City - Republic of Iraq) study of potentials and means of development

Al-Adday Ahmed Razzaq 1,3 and Prokopenko Vyacheslav Valentinovich 2

Published under licence by IOP Publishing Ltd IOP Conference Series: Materials Science and Engineering , Volume 928 , 2nd International Scientific Conference of Al-Ayen University (ISCAU-2020) 15-16 July 2020, Thi-Qar, Iraq Citation Al-Adday Ahmed Razzaq and Prokopenko Vyacheslav Valentinovich 2020 IOP Conf. Ser.: Mater. Sci. Eng. 928 022152 DOI 10.1088/1757-899X/928/2/022152

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1 Graduate student of the Institute of Architecture, Volgograd State Technological University, Workers 'and Peasants' D.21, 400074, Volgograd, Russian Federation

2 Candidate of Engineering Sciences, Docent, associate Professor of the Department of Urbanism and architecture theory, Volgograd state technical University (VSTU), 28 Lenin Avenue, Volgograd, 400005, Russian Federation

3 Al-Ayen University, Thi-Qar, Iraq

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This paper examines the possibility of investing in tourism components in the marshes, which, if optimally exploited, makes Iraq an advanced tourist country, especially after the return of water to it and its revival again, by choosing a model in the marshes of the city of Al-Manar to plan a typical tourist village in it and can be generalized In other marsh areas where different tourism components will be exploited and used because this village is similar to the residential villages in the region in terms of the structural form and the method of using transportation to reflect the image of the traditional village of the river, however, it is in line with the requirements of tourist resorts in terms of providing various tourism services that The tourist feels comfortable, and through this tourist village there will be a tourist movement in the region for Arabs and foreigners, which helps in the exchange of information, learn about the heritage of the region, learn about its civilizations and practice various activities, as well as its economic returns through tourism and commercial activity in the tourist village and the region in general, Villages will provide many job opportunities for residents of the region, which reduces the unemployment rate and contributes to social change Cultural in the marsh community.

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