Core Strategy: Jermuk as a Tourism Destination - CAPS
Core Strategy: Jermuk as a Tourism Destination - CAPS
Core Strategy: Jermuk as a Tourism Destination - CAPS
Create successful ePaper yourself
Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.
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