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Core Strategy: Jermuk as a Tourism Destination - CAPS

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E. SWOT Analysis<br />

B<strong>as</strong>ed on interviews with national and local stakeholders and the <strong>as</strong>set inventory conducted, a SWOT (Strengths, Weaknesses, Opportunities,<br />

and Threats) Analysis w<strong>as</strong> conducted of <strong>Jermuk</strong>. The SWOT examined each of the numerous elements of importance in the creation of a<br />

destination spa and winter tourism destination, from the quality of the sp<strong>as</strong> and winter sport facilities to governance of the area. It h<strong>as</strong> been<br />

divided into both direct and indirect tourism factors, and then sub-divided further into categories that make a logical segue into the action plan.<br />

Direct <strong>Tourism</strong> Factors<br />

Spa, Wellness, and<br />

Health Facilities<br />

Strengths Weaknesses Opportunities Threats<br />

• Best sp<strong>as</strong> have a<br />

relatively attractive<br />

interior and varying<br />

room standards,<br />

including high-end<br />

• Hyatt planning to build<br />

hotel/spa in <strong>Jermuk</strong><br />

• Recent investments<br />

made to spa facilities<br />

and suggestions of<br />

further funding<br />

available<br />

• Sp<strong>as</strong> in good location<br />

within town<br />

• Sp<strong>as</strong> have good<br />

reputation amongst<br />

domestic population<br />

• Growth of international<br />

spa and wellness<br />

tourism<br />

• Sp<strong>as</strong> have unattractive facades<br />

• Few non-medical things to do<br />

on-site (usually limited to billiards<br />

table tennis or the bar)<br />

• Quality of food generally poor,<br />

with limited choice<br />

• All sp<strong>as</strong> offer b<strong>as</strong>ically the same<br />

treatments, with little<br />

differentiation<br />

• Limited flexibility in packages<br />

• Poor language and hospitality<br />

staff skills<br />

• No facilities for disabled people<br />

• Lack of online information and<br />

enquiries for first time visitors<br />

(not operating/not suitable<br />

websites)<br />

• Limited telecommunication<br />

facilities (internet, phone etc)<br />

• Ineffective, tardy system of<br />

booking, arrival and departure<br />

organization.<br />

• Lack of flexible pricing system<br />

during the low se<strong>as</strong>on, which<br />

• Development of more in-house activities; the<br />

sp<strong>as</strong> have a captive audience with plenty of<br />

disposable income and a lot of time on their<br />

hands; these could be very profitable<br />

• Development of “specialty” or “house”<br />

treatments for which a given spa becomes<br />

known to provide some differentiation<br />

• Introduction of Western-style food and/or<br />

traditional Armenian cuisine<br />

• Introduction of flexible packages that allow<br />

tourists to choose from an array of options<br />

• Improvement of exterior of sanatorium<br />

buildings to make them look more modern<br />

• Organization of trainings for the staff<br />

(language skills, service etiquette)<br />

• Due to the weaknesses listed<br />

here, there is a chance that<br />

<strong>Jermuk</strong> sp<strong>as</strong> may find<br />

themselves unable to compete<br />

with other sp<strong>as</strong> in the west for<br />

the international audience they<br />

seek<br />

• Because of weak appearance of<br />

roads, parks walk sides and<br />

green are<strong>as</strong>, sanatorium<br />

buildings do not look appealing<br />

in the area of city.<br />

• Insufficient investment in spa<br />

facilities and services<br />

26

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