SCHOOL OF HOSPITALITY AND TOURISMS

BACHELOR OF HOSPITALITY MANAGEMENTS (HONS)

TOURISM RESOURCE MANAGEMENT (TOU4234)

CASE STUDY-2
STUDENT NAME & ID: -

SHANJOY DAS SUKD1700632

PREPARED xFORx – MUHAMMAD IZZUDIN BIN ABD HALIM

Q1. strengths, weaknesses, opportunities and threats of the current TCA situation.

Strengths Weaknesses

S1 .
x Rafting activities W1 . x Inadequate infrastructure (transport
S2 .
x Historical remains networks, housing, water, energy, etc.)
S3 .
x Natural beaches W2 . x A lack of historical, social and natural
resources promotional activities
S4 . Tourism-friendly fauna and woodland
W3 . Not located on the road network
x

areas.
transition path
S5 . Organization of festivals
W4 . Insufficient coordination between
x

S6. Organization of scientific conferences institutions and lack of communication

(Coal Congress)
W5. A lack of traffic direction signs
S7. Using caves for tourism
Opportuniti eses Threats xxx

O1 . x Plateau potential T1 . Environmental pollution

x

O2 . x Places for camping and caravan tourism T2. Rapid and unplanned urbanization
O3 . Establishment of Zonguldak Mining
x
T3. High humidity
Museum T4. A lack of private entrepreneurship
O4 . Dubai luxury airport services
x
T5. The tourism concept being more
identified with the Dubai regions.
O5. Increased demand for local handicrafts
T6. Failure to benefit from long-term
and
coastal tourism because of the negative
O6. Implementation of the new incentive effects of sea and climatic conditions
system T7. A lack of qualified staff due to migration
 Q2. TOWS analysis the current TCA situation to develop tourism in Al Ain City and Al Dhafra City
Strengths xx Weaknesses xx

S1. Many tourist places W1 . Unpleasant & undeveloped area

x

S2. Potential resources with W2 . Lack of public relations

x

beach W3 . Not properly utilized ways

x

S3. Historical signs W4 . Less well trained

x

S4. Festival environment

Opportunities xx SO - Strategies
x xx WO - Strategies
x xx

SO1. Support product WO1. Enhance the image of destination

O1 . Potential to opened
xx diversification and event (W1, W3, W6, O1, O2, O3, O4, O5, O6)
02 . Adventurous facilities are
xx
management (S1, S2, S3, S4, S5, W02. Determine the thematic routes for
included S6, S7, O1, O2, O3, O4, O5, O6, the West Black Sea Region and ensure
O3 . Organizational achieved
xx
O7) that Zonguldak is included in the tour
SO2. Guidance of destination programs
vision
management organizations for WO3. Invest more intensively in the
O4 . Social marketing
modernization of tourism infrastructure
xx

organizing national and

international events WO4. Protection of value-added p
SO3. Reward best practices
within tourism types
SO4. Promote the development
of traditional handicrafts
Threats xx ST- Strategies xx
WT- Strategies
T1 . Unpleasant environment
x
ST1. Ensure a sustainable visitor WT1. Initiate effective promotion and
to spent vacation management system that branding strategies (W2, T5)
T2 . Bad images of the
x
minimizes environmental WT2. Advertise of destination in the
impacts (S1, S2, S3, S4, S5, S6, country and abroad Establish
company
S7, T1, T4, T5, T6, T7) partnerships and cooperation (W4, T4)
T3 . Low level of management
WT3. Organize permanent programs for
x

ST2. Distribute tourism

and promoting
activities throughout the year a public–private partnership
T4 . Less trust in the company
x

without changing the identity WT4. Strengthen linkages between

and culture of the city tourism and other regional industrial
ST3. Initiate activities to sectors
increase tourism WT5. Empower local authorities in the
entrepreneurship. implementation of sustainable
ST4. Training on sustainable principles
tourism for relevant
stakeholdersReduce and recycle
waste
ST5. Reduce and recycle waste
 Q3. PEST Analysis, analyze the entry of TCA to Al Ain City and Al Dhafra City.

POLITICAL FACTORS

As an entire country, the Dubai certainly has a few different political factors that affect its standings.
These include the following:

Each of the seven Emirates have separate governmental organizations, allowing for dynamic country-
wide management.

On the negative side, Dubai sometimes has political conflicts over control of oil reserves or land with
neighboring countries [2].

Dubai has healthy trade relationships across the globe with many countries.

ECONOMIC FACTORS

A country’s economy is always one of the particularly relevant factors when looking at its standings.
Here are some of the economic variables affecting the DUBAI’s circumstances:

As mentioned earlier, the Dubai has an extraordinarily high per capita GDP. There's also a very low
unemployment rate in Dubai.

This country also has one of the region's largest Foreign Direct Investment numbers.

SOCIAL FACTORS

The social factors with regard to the Dubai are interesting, to say the least. Some of these include:

Dubai residents typically experience comfortable lifestyles due to their well-paid jobs.

Within the Emirates, globalization gradually results in a mixture of many different cultures.

In the city, religion is an important issue that has a big impact on society. Unique clothing that
indigenous women are expected to wear is an example of this.

TECHNOLOGICAL FACTORS

Technical factors are more important in today's world than ever. Innovation should not be an issue with
the affluent and middle-aged population of Dubai — but in greater depth, here are the technical factors
affecting the DUBAI:

The relatively young population is very tech-savvy, which enables companies to leverage technology
across the DUBAI.

This country's wealth allows it to buy new equipment and be at the forefront of technological
development.
Environmental Analysis

This country has a warm, dry climate that can lead to a lot of different things. Productivity, for example,
could be slightly lower, farming is not that easy, and air conditioners have the potential to sell well.

The DUBAI also finds itself near a few coastal areas, allowing for easier trade by sea.

LEGAL FACTORS

In a country's case, it makes little sense to address the legal factors that affect it as a whole (as opposed
to the laws that affect those inside), And there's just no one. Alternatively, global (for example)
consequences arising from malpractice are rather ' economic ' considerations and have already been
identified above as such.

Q4. Five Forces model, evaluate TCA’s position in the market.

1. Competitive Rivalry

Another business may end up having little or no control in its own industry if the market in direct
competition with it provides a variety of quality goods. In that case, Dubai needs to be exploring a new
and unique brand so that consumers can easily choose the best option or simply move on to another
business. Conversely, in the absence of this rivalry, the companies may be able to freely set prices and
profit margins without being dictated by what the customer finds attractive.

2. Threat of new Entrants

The specific structure of a sector that limits entry into it is called barriers to entry When a potential
market has low barriers to exit but high barriers to entry, the most favorable scenario for a new
company is. Any industry's Dubai economics will dictate how difficult it is to reach this market. This
would definitely mean that a city from a desert would have some drawbacks as new entrants as much as
Dubai would have greater chances of providing something different than others.

3. Threat of Substitutes

The more competitors a brand has, the larger the competitive environment of the industry and the
lower the profit potential. An example of this is that fresh fruit, water and soft drinks are all
replacements for a canned juice maker, even though they exist in separate categories or a city with
identical attractions or better options or complete filling needs are perceived to be the greatest threat.

A high substitute risk would affect the ability of Dubai to set the prices it needs. If an alternative is less
priced and fulfills a need better than it might end up drawing customers to it and through sales to
existing businesses.

4. Bargaining Power of Buyers

Buyers tend to have control over any country if they are essential to the region, if the market is such
that buyers can either buy in bulk or turn to another supplier easily. A small number of strong buyers
can exert considerable influence over a seller on Dubai. Furthermore, if a product with little or no
differentiation is similar to its competitor, then there is a chance that the City may need to allow the
supplier to dictate terms to avoid losing the customer.

5. Bargaining Power of Suppliers

If there are fewer suppliers, they can enjoy more energy. There are high costs of changing to a
substitute, or alternatives are not available. A manufacturer may also be the only source of some raw
material for Dubai. Where a manufacturer holds a patent or has proprietary information, this may be
the case. They may be able to withhold amounts and raise prices without losing sales because of a
shortage of alternates.

Q.5 what do you advice TCA to do to create more tourism demand in Al Ain City and Al Dhafra
City?

Al Ain

In addition to the city zoo, which houses some 4000 animals, the city also provides one of the last camel
markets in the area so that traditional market can be held every week to connect with visitors with
culture.

There is the National Museum and the Al Ain Palace Museum elsewhere in the city, with the latter
housed in the former home of Sheik Zayed bin Sultan Al Nahyan, the founding president of the UAE. Al
Ain is overlooked by the Jebel Hafeet Mountain, which rises to approximately 1240 meters, a cable of
great sighs. Wadi Adventure, a waterpark with the largest artificial surf wave in the world at 3.3 meters,
lies at its feet. Hili Fun City is the second theme park of Al Ain and the oldest such facility of the
Emirates. Al Ain is also host to the Al Ain Oasis, the first UNESCO World Heritage Site to be built by the
UAEIt is an ecological eye opener that shows visitors how a network of irrigation channels, known as
aflaj, maintains the delicate balance of this green and shady region, so it shows that it has a lot of
potential and can draw vistors with its view and build adventure spots and some luxury resort and hotel.
What they are only facing is lack of promoting and I believe strong promoting can help to get tourists.

Al Dahfra

Take a trip to Al Dhafra-the western region of the Emirates-for a real taste of the most fun off-road
driving of the UAE and some of its most stunning and spectacular scenery, including the largest dunes on
this side of the Sahara.
' Where the desert meets the sea, ' Al Dhafra accounts for more than two thirds of the emirate of Abu
Dhabi. There are beautiful beaches and islands along its hundreds of kilometers of coastline, and its
history is embraced by the myriad of ancient forts, set against dramatic landscapes. In that case, Al
Dhafra needs to be undergoing various energy projects, the most eye-catching of which is the Barakah
Nuclear Energy Plant so that it can be the center of development funding. The plant represents the first
development of nuclear power in the region, and in the coming years its four reactors are scheduled to
come online successively. The construction sector of Al Dhafra needs to prepare for a flurry of activity in
the coming years, as the tremendous increase in the number of licenses issued in 2015 presages a time
of considerable opportunity for contractors in the region to make the biggest leap in order to arrive in
residential areas. Next, underpinning the multiple development projects need to take place across Al
Dhafra is the region’s Surface such as Transport Master Plan (STMP) to link with every places. Finally, Al
Dhafra’s hydrocarbons sector can continue to dominate the economy, with developments.

Q6. What should TCA do to overcome its current low growth in revenue and number of visitors?

TCA needs to look at the leveraging of innovations such as the new Zayed Port cruise terminal, which
can be set up to improve cruise tourism in Abu Dhabi, and the exploitation of archeological sites in Al
Ain. Al Ain's archeological sites and ancient civilizations are world heritage sites inscribed by Unesco and
have been in existence since 2011. As a local tourism differentiator, they are of tremendous value. Then
TCA needs to take the opportunity to develop cultural tourism in line with our commitment to protect,
preserve, maintain and celebrate the heritage of Abu Dhabi is at the heart of our promotional push.
Then TCA needs to take the opportunity to develop cultural tourism in line with our commitment to
protect, preserve, maintain and celebrate the heritage of Abu Dhabi is at the heart of our promotional
push. Eventually, TCA will host the Arabian Travel Market, the market's leading international travel and
tourism activity that draws inbound and outbound professionals from tourism destinations around the
world to showcase a range of accommodation choices, stunning tourist attractions, travel innovation
and main airline routes.

Q7. How did the industry development committee contribute to TCA performance?

ABU DHABI – Abu Dhabi Tourism & Culture Authority (TCA Abu Dhabi) has set up an
industrial development committee specifically for the Oasis City and Heritage Heartland of the
Emirates – Al Ain.
The group of 18 public and private sector organizations includes members of hotels, restaurants,
shopping malls, Al Ain Municipality, Transport Department, Al Ain Police, Al Ain Club
Investment Company, Al Qudra Holding and Abu Dhabi Urban Planning Council.
“We have a task before us to boost awareness of the tourism offering in Al Ain and the Eastern
Region both locally, regionally and internationally,” said Sultan Al Dhaheri, TCA Abu Dhabi’s
Acting Executive Director for the Tourism Sector. “The region will see around between 650 to
800 new hotel rooms come on line in the next 18 months and there is a pressing business case to
answer.”
Last year some 311,640 guests checked into hotels and hotel apartments in Al Ain and Abu
Dhabi’s Eastern Region – which was a 9% rise on 2012. The guests delivered 640,957 guest
nights – which was an increase of 12% on the previous year and they stayed, on average just
over two nights. The hotels notched up an occupancy rate of 65% - which was an uplift of 9% on
2012 and turned in a revenue performance of AED340,763,486 (US $92.8 million) which was up
14% year-on-year with an average room rate of AED428 (US $117) - which slipped by just 1%
year-on-year.
“Our aims will be to attract more visitors to the region and also to encourage them to stay
longer,” explained Al Dhaheri. “Al Ain has many attractions to engage visitors, particularly
families, and we will work pro-actively to pull the entire offering together and promote it
extensively – awareness is key.”
At next month’s ITB Berlin travel trade show in Germany, the Abu Dhabi pavilion will have a
segment dedicated to Al Ain and TCA Abu Dhabi hopes to convince international tour operators
to package around the Eastern Region’s products.
“Al Ain offers exceptional value for money at the moment so our timing of focused promotion
could not be better. Building demand and lengthening stay will gradually lift the room rate,”
explained Al Dhaheri.
“The case for more trade packaging around the Al Ain offering is quite significant given the city
has a number of UNESCO heritage sites. We believe Al Ain can be a point-to-point destination
in its own right instead of the add-on to stays in Abu Dhabi and Dubai, often resulting in day
visits only.”