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Volume 38, Issue 4 (2023)
GeoRes 2023, 38(4): 511-521 |
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Received: 2023/11/6 | Accepted: 2023/12/9 | Published: 2023/12/20
Received: 2023/11/6 | Accepted: 2023/12/9 | Published: 2023/12/20
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Choobdari S, Estelaji A, Ranjbar M. Strategic Plan for Tourism Development of Makhunik Village Using David Model. GeoRes 2023; 38 (4) :511-521
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1- Department of Geography & Rural Planning, Yadegar Imam Khomeini Branch, Islamic Azad Univesity, Tehran, Iran
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Introduction
Today, the tourism industry is regarded as one of the major sources of income worldwide and, as the most extensive service industry in the world, holds a prominent position [Nikbin & Karami, 2012]. Scholars argue that tourism is one of the most significant paradigms of development. Rural tourism, as a sub-sector of the broader tourism market, can be considered an important instrument for the socio-economic and ecological development of rural communities [Szabo, 2005]. Among the positive economic effects of rural tourism are job and income creation, provision of infrastructure services, encouragement and stimulation of growth in other sectors, and diversification of economic activities in villages [Dwyer, 1994]. Generally, rural tourism may be defined as tourism activity in non-urban areas where human activity is predominantly agriculture-based [Opperman, 1996; Jia et al., 2023].
The development of tourism in rural areas is considered one of the means to rescue villages from poverty, migration, and socio-economic challenges. Given the absence or vulnerability of agricultural economies in most rural regions, attention to complementary development activities such as tourism can guarantee the improvement of rural livelihoods in various dimensions [Shuai et al., 2022]. Today, achieving development necessitates attention to villages and the rural sector as the foundation of society. Considering that the majority of the world’s poor population resides in rural areas of developing countries, poverty remains one of the most fundamental issues in rural development [Liu et al., 2023]. Although experts have sought to improve rural conditions through approaches such as soil fertility enhancement, land reforms, and advanced technologies, traditional development strategies, mainly focusing on economic issues have achieved little success in reducing rural poverty and have instead accelerated migration from villages to cities [Jomepoor, 2005; Ghalami Cheraghtapeh et al., 2022].
The essence of the tourism industry lies in generating employment and income, diversifying the economy, fostering social participation, and utilizing local resources. Since much of rural underdevelopment stems from the absence of this sector, rural tourism can contribute significantly to rural development by addressing these issues. Rural tourism represents an important and novel source of income for rural communities. Its economic impact in rural areas can be both positive and negative. As one of the most community-oriented forms of tourism, rural tourism can foster economic growth and diversify rural activities on the one hand, while absorbing surplus labor and creating income opportunities for villagers on the other. Consequently, it can be perceived as a pathway to comprehensive development [Ghafari & Harchakani, 2009; Lopez Sanz et al., 2021]. However, evidence indicates that sustainability remains at a low level in many tourist destinations in the country, threatening the foundations of sustainable development in these rural communities [Ibanescu et al., 2018].
According to the findings of Ebrahimzadeh & Aghasizadeh (2009), Eftekhari & Ghaderi (2002), and Jalalian et al. (2018), the rural tourism industry has largely failed to achieve its developmental objectives in most rural areas, with high levels of internal and external vulnerabilities and threats. Given the rapid pace of global changes and transformations within the tourism industry, this situation necessitates a revision of existing models and programs, alongside the formulation of new strategic plans and effective strategies for promoting rural tourism development. In Iran, rural tourism has received increasing attention from government authorities and planners at the Ministry of Cultural Heritage, Tourism, and Handicrafts over the past two decades. The first step in this process has been the identification of target villages for tourism, based on their natural, historical, and agricultural attractions. This, however, has introduced multiple challenges to rural development in recent years, since past strategies have failed to adequately address issues such as poverty, employment, healthcare, food security, environmental sustainability, and migration. Moreover, pursuing rural tourism development without a clear strategic plan, without balanced spatial distribution, and with overexploitation of resources has led to harmful consequences. As tourism is a complex activity interconnected with other sectors of society and the economy, the planning process must consider all of its dimensions [Crouch, 1994]. This requires a comprehensive plan that ensures long-term satisfaction for both tourists and local residents while preventing potential damages.
Given that Iran ranks among the world’s top ten countries in terms of cultural, artistic, environmental, and rural diversity of attractions, preliminary assessments reveal that, despite more than a decade having passed since the designation of the first target villages for tourism development, actual achievements have remained limited. While certain physical transformations have occurred in some target villages, the broader goals of tourism development have not been realized, and there remains a significant gap between expectations and outcomes.
The village of Makhunik, despite its considerable potential, plays only a minor role in the tourism economy and holds no significant position. Meanwhile, the expansion of rural tourism, as a new development strategy, has a critical role in diversifying the rural economy, creating new opportunities for tourist attraction, and reducing rural-to-urban migration [Rahimi, 2021; Najafi Kani & Najafi, 2021]. Therefore, it is essential to review and assess the outcomes of previous actions and to develop an effective strategic plan tailored to the village’s capacities for achieving sustainable development in the study area.
In this study, by examining the village of Makhunik and considering its regional potentials within the framework of a context-sensitive and appropriate program, a strategic plan for rural tourism development was formulated using David’s strategic planning model. The main objective of this research is to create the conditions for rural tourism development in the study area, establishing links between tourist attractions, activities, facilities, services, and tourism markets on the one hand, and laying the groundwork for comprehensive rural development on the other.
Methodology
This research is applied in nature and was conducted in 2021 in the village of Makhunik using a survey method. Makhunik is located 145 kilometers southwest of Birjand, the capital of South Khorasan Province. Geographically, the village lies at 60°24′ E longitude and 27°32′ N latitude. It is situated in the central district of Sarbisheh County, within the Darh Rural District, east of the city of Sarbisheh. The elevation of the village is 1,640 meters above sea level. Its climate is mild and pleasant in spring and autumn, cold in winter, and hot and dry in summer. The average annual precipitation is 168.6 mm, and the mean annual temperature is 14.08 °C. According to the 2016 (1395) census, the village had 54 households with a population of 231.
The statistical population of the study consisted of two groups: (1) rural households residing in Makhunik, and (2) tourists and officials of organizations and institutions associated with the village. Both library-based and fieldwork methods were employed for data collection. To develop the questionnaire, scientific sources were reviewed, and interviews were conducted with officials of organizations and institutions involved in rural tourism, as well as an assessment of the study area in terms of rural tourism development. Accordingly, 20 officials were selected through purposive sampling for interviews. Based on these interviews and the tourism situation of the study area, a list of influential factors and proposed strategies was compiled, which was then transformed into a 47-item questionnaire using a five-point Likert scale (very desirable, desirable, moderate, undesirable, and very undesirable). After revising the questions through pilot distribution among the initial sample, redundant items were removed, reducing the questionnaire to 41 items.
The face validity of the questions was assessed by distributing the questionnaire among 15 tourism experts selected via purposive sampling. Reliability was measured using Cronbach’s alpha, which confirmed the questionnaire’s reliability at 0.81. The finalized questionnaire was then distributed among 200 rural households residing in Makhunik and a sample of 20 tourism experts, both selected through random sampling. The data collected from the questionnaires were analyzed using David’s strategic planning model.
Several models exist for formulating strategic planning; for this study, David’s model was selected among the available options. David’s strategic planning model, a well-recognized framework based on SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis, is highly effective for identifying external and internal factors. According to prior evaluations, David’s model is considered the most compatible with SWOT analysis. Designed with both process and content orientation, this model can be applied across various levels and planning structures.
The stages of formulating a strategic plan based on David’s model are as follows:
b) Reviewing external factors and developing the External Factor Evaluation (EFE) matrix with weights and ratings.
Findings
Presentation of a Strategic Planning Model for Sustainable Rural Tourism
In this section, the proposed strategic model is presented and analyzed. In line with the aforementioned considerations and given the importance of defining a vision, and drawing upon the opinions of experts, the tourism vision for the target village of Makhunik was formulated as follows: Enhancement of rural tourism based on sustainable tourism development and transforming tourism into an economic driver for improving the quality of life of local residents.
Strategic Process
This component involves defining and clarifying the strategic position in which the vision, mission statement, and objectives at both the regional (macro) and village (micro) levels were analyzed, and the current situation was assessed. To define the current situation, both internal and external environmental factors were examined. The elements of this process include:
Stage 0 (Initiation): Defining the vision, mission, and objectives of the target tourism village of Makhunik.
A vision reflects the ultimate goal and long-term outlook for tourism development in a region. Defining a vision for a tourism destination is essential because it effectively motivates and mobilizes stakeholders toward achieving a desirable future. A well-defined vision clarifies the path ahead, aligns all activities with shared objectives, and ultimately enhances the likelihood of the region’s success in attaining its desired outcomes.
1. Stage 0 – Identifying the Mission of Makhunik Village: The mission statement does not have specific temporal or spatial limitations; it may change within days or remain stable for extended periods, depending on management decisions and internal and external influencing factors [Arabi, 2006].
The mission was formulated using the following nine components:
SWOT Analysis
SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) was employed to assess the current situation. Internal (strengths and weaknesses) and external (opportunities and threats) factors were identified. The core objective was to align planning with identified opportunities and threats, and then formulate strategies that capitalize on external opportunities while avoiding or mitigating external threats.
Internal Factor Evaluation (IFE) Matrix
Every tourism destination possesses strengths and weaknesses. The aim of strategy formulation is to leverage strengths and minimize or eliminate weaknesses.
External opportunities and threats include economic, social, cultural, ecological, environmental, political, competitive, and spatial trends and events that can significantly benefit or harm the region in the future.
The next step was to identify and select appropriate strategies. The suitability of a strategy depends on its ability to exploit strengths and opportunities while addressing weaknesses and threats.
Using the SWOT matrix, strategies were generated, and the Internal-External (IE) matrix was applied to determine Makhunik’s strategic position. Based on the IFE score (2.29) and EFE score (2.47), Makhunik falls into Quadrant I of the IE matrix, implying a conservative strategy (hold and internal support) is most appropriate.
Decision Stage
By comparing results from SWOT and IE matrices, four categories of strategies were identified:
Strategies were pursued across three time horizons, short-term, medium-term, and long-term, within seven dimensions of rural development:
The most important step in comprehensive tourism planning is operationalizing strategies into actionable programs and projects. This stage is closely linked with goal-setting and ensures consistency between strategic development and implementation. Effective implementation combines effectiveness (derived from scientific strategy formulation) and efficiency (achieved through well-structured operational plans).
Key Operational Programs include:
Discussion
In this study, by examining the village of Makhunik and considering the regional potentials within the framework of an appropriate and context-based program, a strategic plan for rural tourism development was formulated using David’s Strategic Planning Model.
In recent decades, tourism has increasingly been recognized as an instrument to foster economic and social development in rural areas, drawing the attention of rural development experts and governments alike. Rural tourism has shifted the identity of rural spaces from being solely sites of agricultural production to becoming providers of rural facilities and services [Jaafar et al., 2015]. Over the past decades, while developed countries have gained valuable experience in rural tourism development, the fragile economic structures of rural regions, rising unemployment rates, and the outmigration of young generations driven by limited opportunities in agriculture and the absence of alternatives in other sectors have compelled the Government of the Islamic Republic of Iran to prioritize tourism in deprived areas, particularly villages, as a mechanism for poverty alleviation and development. This aligns with the objectives of the Twenty-Year National Vision Document. For example, in the Fourth Development Plan, the government’s policies to promote tourism in rural regions led to the establishment of Rural and Nomadic Tourism Committees and the designation of target villages for tourism development [Ghasempour et al., 2019].
As agriculture and traditional livelihoods in many rural areas face stagnation, economic diversification through the expansion of alternative activities such as planned and targeted rural tourism development can foster positive dynamics across social, economic, and environmental dimensions, thereby contributing to sustainable rural reconstruction. Small businesses dominate the rural economy. In traditional societies, economic activity and natural resources often coexist, as they have for centuries, and local capital-based development inherently progresses slowly. Consequently, the scope of rural tourism activities varies according to local resources. Rural tourism, by responding to rising demands, provides an ideal market for small businesses, directly and indirectly bringing economic benefits to local enterprises while encouraging the development of related small-scale ventures. Moreover, tourism serves as a catalyst for development, often revitalizing traditional industries on the verge of extinction.
Reichel et al. argue that remote and inaccessible places attract tourists precisely because of their isolation, offering distinctive qualities such as natural beauty, tranquility, and uniqueness. Thus, demand for rural attractions frequently stimulates the creation of small businesses. Rural tourism has become an increasingly significant and growing field of research and policy interest. Nevertheless, previous studies and interventions have not been sufficient to reduce migration, promote rural development, or revitalize the rural economy [Reichel et al., 2000].
Given the geographical diversity of Iran’s rural areas and their abundant tourism potential, it is imperative that rural tourism be integrated into macro-level national, regional, and local development planning in parallel with other sustainable rural development initiatives. By doing so, rural tourism can stimulate economic vitality, encourage reverse migration to villages, and ultimately contribute to national and international economic growth.
The strategic plan for Makhunik was derived through an analysis of internal and external factors influencing its tourism development using the SWOT matrix within David’s strategic model. Based on this analysis, four categories of strategies were proposed in order of priority: conservative (WO), defensive (WT), aggressive (SO), and, as a last priority, competitive (ST). Programs and projects aligned with these strategies were also introduced to ensure timely implementation, with the aim of increasing tourist inflows to the village, fostering rural development, and enhancing the province’s economic contribution. Comparable to the present study, Korani [2020] finds out that weaknesses dominated internal factors and threats dominated external factors in Rijab region, leading to the prioritization of a defensive strategy for rural tourism development.
Overall, rural tourism, with its numerous eco-tourism attractions and capacities, can provide significant opportunities for employment generation in villages and the broader development of these regions. Consistent with the findings of this study, Mousavand et al. [2013] highlight that appropriate planning, the establishment of infrastructure, the improvement of accommodation and promotional facilities, and enhanced marketing could transform the rural economy, positioning tourism as a complementary activity alongside traditional economic sectors, thereby improving the social, physical, and environmental conditions of rural communities. Similarly, Mohammadi [2011] emphasizes that optimal utilization of rural tourism capacities as a complementary development strategy could serve as a reliable pathway for economic, socio-cultural, and environmental advancement in rural areas nationwide. In contrast, Darvishi et al. [2014] identified an aggressive (max-max) strategy as the most suitable approach for tourism development in Gaykan village.
In the case of Makhunik, the absence of strategic and structural policies within provincial development plans is evident. Therefore, revisions to the national rural tourism framework are essential, ensuring that development programs are tailored to the unique conditions of each village and region. This must be pursued with the active participation of local communities and through attracting both domestic and foreign investment. Supporting this conclusion, Eidi et al. [2023] reported that neglect and lack of attention have led to the erosion of many tourism capacities in target villages, but these can be restored through effective planning and management.
Recommendations for Sustainable Rural Tourism Development
Conclusion
Although the weaknesses of tourism in the study area outweigh its strengths, the opportunities available for tourism development surpass the surrounding threats. Accordingly, the most appropriate strategies for the sustainable development of the village are, in order of priority: conservative (WO) strategies, followed by defensive (WT), aggressive (SO), and finally competitive (ST) strategies.
Acknowledgments: The authors would like to express their sincere gratitude to all individuals who contributed to this research.
Ethical Permission: No ethical issues were reported by the authors.
Conflict of Interest: The authors declare no conflict of interest.
Authors’ Contributions: Choobdari S (First Author): Introduction Writer/Principal Researcher/Discussion Writer (50%); Estelajhi A (Second Author): Introduction Writer (30%); Ranjbar M (Third Author): Methodologist/Statistical analyst (20%)
Funding: All expenses were covered by the authors. No sponsors or financial partners were involved
Today, the tourism industry is regarded as one of the major sources of income worldwide and, as the most extensive service industry in the world, holds a prominent position [Nikbin & Karami, 2012]. Scholars argue that tourism is one of the most significant paradigms of development. Rural tourism, as a sub-sector of the broader tourism market, can be considered an important instrument for the socio-economic and ecological development of rural communities [Szabo, 2005]. Among the positive economic effects of rural tourism are job and income creation, provision of infrastructure services, encouragement and stimulation of growth in other sectors, and diversification of economic activities in villages [Dwyer, 1994]. Generally, rural tourism may be defined as tourism activity in non-urban areas where human activity is predominantly agriculture-based [Opperman, 1996; Jia et al., 2023].
The development of tourism in rural areas is considered one of the means to rescue villages from poverty, migration, and socio-economic challenges. Given the absence or vulnerability of agricultural economies in most rural regions, attention to complementary development activities such as tourism can guarantee the improvement of rural livelihoods in various dimensions [Shuai et al., 2022]. Today, achieving development necessitates attention to villages and the rural sector as the foundation of society. Considering that the majority of the world’s poor population resides in rural areas of developing countries, poverty remains one of the most fundamental issues in rural development [Liu et al., 2023]. Although experts have sought to improve rural conditions through approaches such as soil fertility enhancement, land reforms, and advanced technologies, traditional development strategies, mainly focusing on economic issues have achieved little success in reducing rural poverty and have instead accelerated migration from villages to cities [Jomepoor, 2005; Ghalami Cheraghtapeh et al., 2022].
The essence of the tourism industry lies in generating employment and income, diversifying the economy, fostering social participation, and utilizing local resources. Since much of rural underdevelopment stems from the absence of this sector, rural tourism can contribute significantly to rural development by addressing these issues. Rural tourism represents an important and novel source of income for rural communities. Its economic impact in rural areas can be both positive and negative. As one of the most community-oriented forms of tourism, rural tourism can foster economic growth and diversify rural activities on the one hand, while absorbing surplus labor and creating income opportunities for villagers on the other. Consequently, it can be perceived as a pathway to comprehensive development [Ghafari & Harchakani, 2009; Lopez Sanz et al., 2021]. However, evidence indicates that sustainability remains at a low level in many tourist destinations in the country, threatening the foundations of sustainable development in these rural communities [Ibanescu et al., 2018].
According to the findings of Ebrahimzadeh & Aghasizadeh (2009), Eftekhari & Ghaderi (2002), and Jalalian et al. (2018), the rural tourism industry has largely failed to achieve its developmental objectives in most rural areas, with high levels of internal and external vulnerabilities and threats. Given the rapid pace of global changes and transformations within the tourism industry, this situation necessitates a revision of existing models and programs, alongside the formulation of new strategic plans and effective strategies for promoting rural tourism development. In Iran, rural tourism has received increasing attention from government authorities and planners at the Ministry of Cultural Heritage, Tourism, and Handicrafts over the past two decades. The first step in this process has been the identification of target villages for tourism, based on their natural, historical, and agricultural attractions. This, however, has introduced multiple challenges to rural development in recent years, since past strategies have failed to adequately address issues such as poverty, employment, healthcare, food security, environmental sustainability, and migration. Moreover, pursuing rural tourism development without a clear strategic plan, without balanced spatial distribution, and with overexploitation of resources has led to harmful consequences. As tourism is a complex activity interconnected with other sectors of society and the economy, the planning process must consider all of its dimensions [Crouch, 1994]. This requires a comprehensive plan that ensures long-term satisfaction for both tourists and local residents while preventing potential damages.
Given that Iran ranks among the world’s top ten countries in terms of cultural, artistic, environmental, and rural diversity of attractions, preliminary assessments reveal that, despite more than a decade having passed since the designation of the first target villages for tourism development, actual achievements have remained limited. While certain physical transformations have occurred in some target villages, the broader goals of tourism development have not been realized, and there remains a significant gap between expectations and outcomes.
The village of Makhunik, despite its considerable potential, plays only a minor role in the tourism economy and holds no significant position. Meanwhile, the expansion of rural tourism, as a new development strategy, has a critical role in diversifying the rural economy, creating new opportunities for tourist attraction, and reducing rural-to-urban migration [Rahimi, 2021; Najafi Kani & Najafi, 2021]. Therefore, it is essential to review and assess the outcomes of previous actions and to develop an effective strategic plan tailored to the village’s capacities for achieving sustainable development in the study area.
In this study, by examining the village of Makhunik and considering its regional potentials within the framework of a context-sensitive and appropriate program, a strategic plan for rural tourism development was formulated using David’s strategic planning model. The main objective of this research is to create the conditions for rural tourism development in the study area, establishing links between tourist attractions, activities, facilities, services, and tourism markets on the one hand, and laying the groundwork for comprehensive rural development on the other.
Methodology
This research is applied in nature and was conducted in 2021 in the village of Makhunik using a survey method. Makhunik is located 145 kilometers southwest of Birjand, the capital of South Khorasan Province. Geographically, the village lies at 60°24′ E longitude and 27°32′ N latitude. It is situated in the central district of Sarbisheh County, within the Darh Rural District, east of the city of Sarbisheh. The elevation of the village is 1,640 meters above sea level. Its climate is mild and pleasant in spring and autumn, cold in winter, and hot and dry in summer. The average annual precipitation is 168.6 mm, and the mean annual temperature is 14.08 °C. According to the 2016 (1395) census, the village had 54 households with a population of 231.
The statistical population of the study consisted of two groups: (1) rural households residing in Makhunik, and (2) tourists and officials of organizations and institutions associated with the village. Both library-based and fieldwork methods were employed for data collection. To develop the questionnaire, scientific sources were reviewed, and interviews were conducted with officials of organizations and institutions involved in rural tourism, as well as an assessment of the study area in terms of rural tourism development. Accordingly, 20 officials were selected through purposive sampling for interviews. Based on these interviews and the tourism situation of the study area, a list of influential factors and proposed strategies was compiled, which was then transformed into a 47-item questionnaire using a five-point Likert scale (very desirable, desirable, moderate, undesirable, and very undesirable). After revising the questions through pilot distribution among the initial sample, redundant items were removed, reducing the questionnaire to 41 items.
The face validity of the questions was assessed by distributing the questionnaire among 15 tourism experts selected via purposive sampling. Reliability was measured using Cronbach’s alpha, which confirmed the questionnaire’s reliability at 0.81. The finalized questionnaire was then distributed among 200 rural households residing in Makhunik and a sample of 20 tourism experts, both selected through random sampling. The data collected from the questionnaires were analyzed using David’s strategic planning model.
Several models exist for formulating strategic planning; for this study, David’s model was selected among the available options. David’s strategic planning model, a well-recognized framework based on SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis, is highly effective for identifying external and internal factors. According to prior evaluations, David’s model is considered the most compatible with SWOT analysis. Designed with both process and content orientation, this model can be applied across various levels and planning structures.
The stages of formulating a strategic plan based on David’s model are as follows:
- Stage 0: Defining vision and mission; Formulating objectives.
- Input Stage:
b) Reviewing external factors and developing the External Factor Evaluation (EFE) matrix with weights and ratings.
- Matching Stage:
- Constructing the SWOT matrix (Strengths, Weaknesses, Opportunities, and Threats);
- Decision Stage:
Findings
Presentation of a Strategic Planning Model for Sustainable Rural Tourism
In this section, the proposed strategic model is presented and analyzed. In line with the aforementioned considerations and given the importance of defining a vision, and drawing upon the opinions of experts, the tourism vision for the target village of Makhunik was formulated as follows: Enhancement of rural tourism based on sustainable tourism development and transforming tourism into an economic driver for improving the quality of life of local residents.
Strategic Process
This component involves defining and clarifying the strategic position in which the vision, mission statement, and objectives at both the regional (macro) and village (micro) levels were analyzed, and the current situation was assessed. To define the current situation, both internal and external environmental factors were examined. The elements of this process include:
Stage 0 (Initiation): Defining the vision, mission, and objectives of the target tourism village of Makhunik.
A vision reflects the ultimate goal and long-term outlook for tourism development in a region. Defining a vision for a tourism destination is essential because it effectively motivates and mobilizes stakeholders toward achieving a desirable future. A well-defined vision clarifies the path ahead, aligns all activities with shared objectives, and ultimately enhances the likelihood of the region’s success in attaining its desired outcomes.
1. Stage 0 – Identifying the Mission of Makhunik Village: The mission statement does not have specific temporal or spatial limitations; it may change within days or remain stable for extended periods, depending on management decisions and internal and external influencing factors [Arabi, 2006].
The mission was formulated using the following nine components:
- Customers: Who are the target tourists of the destination?
- Products or Services: What are the core products and services of the destination?
- Markets: Where does the destination compete geographically?
- Technology: Does the destination utilize advanced technologies?
- Commitment to survival, growth, and profitability: Is there a strong commitment to financial sustainability and growth?
- Philosophy: What are the core beliefs, values, and ethical priorities of the destination?
- Distinctive Competence: What competitive advantages or unique competencies does the destination possess?
- Public Image: Does the destination appropriately respond to social and environmental issues?
- Human Resources: Are human resources regarded as valuable assets for tourism development?
- Regional Level: To promote South Khorasan Province as a desirable tourism destination for income generation, job creation, and economic growth toward sustainable development.
- Local Level: To establish a profitable tourism industry by leveraging the village’s distinctive architecture and unique cultural traditions, and to expand from intra-provincial to inter-provincial tourism for profitability and long-term vitality.
- Macro-level Goals: Development of tourism through preservation, revitalization, and continuation of Makhunik’s culture, traditions, customs, and architecture.
- Micro-level Goals:
- Increasing the average length of stay and expenditures of incoming tourists;
- Utilizing tourism market potential to generate employment and raise local incomes;
- Enhancing economic benefits derived from tourism activities;
- Improving service quality for visitors to cultural-historical sites;
- Reducing ecological and environmental risks;
- Contributing to the growth of the province’s tourism industry;
- Identifying barriers and constraints to tourism development;
- Employing skilled and knowledgeable human resources within the region.
SWOT Analysis
SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) was employed to assess the current situation. Internal (strengths and weaknesses) and external (opportunities and threats) factors were identified. The core objective was to align planning with identified opportunities and threats, and then formulate strategies that capitalize on external opportunities while avoiding or mitigating external threats.
Internal Factor Evaluation (IFE) Matrix
Every tourism destination possesses strengths and weaknesses. The aim of strategy formulation is to leverage strengths and minimize or eliminate weaknesses.
- Total IFE score = 2.29, indicating that the weaknesses of Makhunik’s rural tourism outweigh its strengths. Therefore, strategic priorities should focus on mitigating weaknesses.
External opportunities and threats include economic, social, cultural, ecological, environmental, political, competitive, and spatial trends and events that can significantly benefit or harm the region in the future.
- Total EFE score = 2.47, indicating that opportunities for regional tourism exceed surrounding threats. Hence, strategic priorities should focus on leveraging environmental opportunities.
The next step was to identify and select appropriate strategies. The suitability of a strategy depends on its ability to exploit strengths and opportunities while addressing weaknesses and threats.
Using the SWOT matrix, strategies were generated, and the Internal-External (IE) matrix was applied to determine Makhunik’s strategic position. Based on the IFE score (2.29) and EFE score (2.47), Makhunik falls into Quadrant I of the IE matrix, implying a conservative strategy (hold and internal support) is most appropriate.
Decision Stage
By comparing results from SWOT and IE matrices, four categories of strategies were identified:
- WO (Conservative) Strategies – primary priority (WO1–WO5);
- WT (Defensive) Strategies – secondary priority (WT1–WT2);
- SO (Aggressive) Strategies – SO1–SO2;
- ST (Competitive) Strategies – ST1–ST2.
Strategies were pursued across three time horizons, short-term, medium-term, and long-term, within seven dimensions of rural development:
- Geographical–Environmental;
- Socio-Economic;
- Infrastructural–Physical;
- Tourism Attractions;
- Tourism Facilities and Equipment;
- Social Aspects of Tourism (benefits and challenges);
- Weaknesses and Threats.
The most important step in comprehensive tourism planning is operationalizing strategies into actionable programs and projects. This stage is closely linked with goal-setting and ensures consistency between strategic development and implementation. Effective implementation combines effectiveness (derived from scientific strategy formulation) and efficiency (achieved through well-structured operational plans).
Key Operational Programs include:
- Tourism Marketing and Demand Management:
- Developing promotional materials (CDs, brochures, posters);
- Presenting Makhunik’s tourism potential in national and provincial tourism festivals;
- Organizing familiarization tours for academics and travel agency managers;
- Producing documentaries on the village’s architecture, livelihoods, and cultural practices.
- Tourism Attractions and Product Development:
- Restoration of Makhunik’s historic fabric;
- Archaeological studies and heritage documentation;
- Development of eco-lodges within restored historic homes;
- Establishing local food service facilities;
- Environmental clean-up and waste management programs;
- Improving healthcare, transportation, signage, and public facilities;
- Enhancing community participation and training local tourism guides;
- Strengthening governance and creating unified tourism management for the village.
Discussion
In this study, by examining the village of Makhunik and considering the regional potentials within the framework of an appropriate and context-based program, a strategic plan for rural tourism development was formulated using David’s Strategic Planning Model.
In recent decades, tourism has increasingly been recognized as an instrument to foster economic and social development in rural areas, drawing the attention of rural development experts and governments alike. Rural tourism has shifted the identity of rural spaces from being solely sites of agricultural production to becoming providers of rural facilities and services [Jaafar et al., 2015]. Over the past decades, while developed countries have gained valuable experience in rural tourism development, the fragile economic structures of rural regions, rising unemployment rates, and the outmigration of young generations driven by limited opportunities in agriculture and the absence of alternatives in other sectors have compelled the Government of the Islamic Republic of Iran to prioritize tourism in deprived areas, particularly villages, as a mechanism for poverty alleviation and development. This aligns with the objectives of the Twenty-Year National Vision Document. For example, in the Fourth Development Plan, the government’s policies to promote tourism in rural regions led to the establishment of Rural and Nomadic Tourism Committees and the designation of target villages for tourism development [Ghasempour et al., 2019].
As agriculture and traditional livelihoods in many rural areas face stagnation, economic diversification through the expansion of alternative activities such as planned and targeted rural tourism development can foster positive dynamics across social, economic, and environmental dimensions, thereby contributing to sustainable rural reconstruction. Small businesses dominate the rural economy. In traditional societies, economic activity and natural resources often coexist, as they have for centuries, and local capital-based development inherently progresses slowly. Consequently, the scope of rural tourism activities varies according to local resources. Rural tourism, by responding to rising demands, provides an ideal market for small businesses, directly and indirectly bringing economic benefits to local enterprises while encouraging the development of related small-scale ventures. Moreover, tourism serves as a catalyst for development, often revitalizing traditional industries on the verge of extinction.
Reichel et al. argue that remote and inaccessible places attract tourists precisely because of their isolation, offering distinctive qualities such as natural beauty, tranquility, and uniqueness. Thus, demand for rural attractions frequently stimulates the creation of small businesses. Rural tourism has become an increasingly significant and growing field of research and policy interest. Nevertheless, previous studies and interventions have not been sufficient to reduce migration, promote rural development, or revitalize the rural economy [Reichel et al., 2000].
Given the geographical diversity of Iran’s rural areas and their abundant tourism potential, it is imperative that rural tourism be integrated into macro-level national, regional, and local development planning in parallel with other sustainable rural development initiatives. By doing so, rural tourism can stimulate economic vitality, encourage reverse migration to villages, and ultimately contribute to national and international economic growth.
The strategic plan for Makhunik was derived through an analysis of internal and external factors influencing its tourism development using the SWOT matrix within David’s strategic model. Based on this analysis, four categories of strategies were proposed in order of priority: conservative (WO), defensive (WT), aggressive (SO), and, as a last priority, competitive (ST). Programs and projects aligned with these strategies were also introduced to ensure timely implementation, with the aim of increasing tourist inflows to the village, fostering rural development, and enhancing the province’s economic contribution. Comparable to the present study, Korani [2020] finds out that weaknesses dominated internal factors and threats dominated external factors in Rijab region, leading to the prioritization of a defensive strategy for rural tourism development.
Overall, rural tourism, with its numerous eco-tourism attractions and capacities, can provide significant opportunities for employment generation in villages and the broader development of these regions. Consistent with the findings of this study, Mousavand et al. [2013] highlight that appropriate planning, the establishment of infrastructure, the improvement of accommodation and promotional facilities, and enhanced marketing could transform the rural economy, positioning tourism as a complementary activity alongside traditional economic sectors, thereby improving the social, physical, and environmental conditions of rural communities. Similarly, Mohammadi [2011] emphasizes that optimal utilization of rural tourism capacities as a complementary development strategy could serve as a reliable pathway for economic, socio-cultural, and environmental advancement in rural areas nationwide. In contrast, Darvishi et al. [2014] identified an aggressive (max-max) strategy as the most suitable approach for tourism development in Gaykan village.
In the case of Makhunik, the absence of strategic and structural policies within provincial development plans is evident. Therefore, revisions to the national rural tourism framework are essential, ensuring that development programs are tailored to the unique conditions of each village and region. This must be pursued with the active participation of local communities and through attracting both domestic and foreign investment. Supporting this conclusion, Eidi et al. [2023] reported that neglect and lack of attention have led to the erosion of many tourism capacities in target villages, but these can be restored through effective planning and management.
Recommendations for Sustainable Rural Tourism Development
- Reassessment of target tourism villages based on updated indicators;
- Comprehensive study of the current situation to identify opportunities and constraints;
- Context-sensitive planning for each village;
- Development and support of local tourism-related businesses through financial incentives and facilities;
- Expansion and completion of rural tourism infrastructure, coupled with attracting domestic and foreign investment;
- Capacity building for local communities and NGOs to actively engage in tourism development;
- Conservation and protection of environmental, cultural, and tourism resources to ensure long-term sustainability;
- Revision of regulations to control unplanned construction in agricultural zones and riverbanks, ensuring optimal utilization of attractions while preventing degradation, pollution, and depletion of resources
Conclusion
Although the weaknesses of tourism in the study area outweigh its strengths, the opportunities available for tourism development surpass the surrounding threats. Accordingly, the most appropriate strategies for the sustainable development of the village are, in order of priority: conservative (WO) strategies, followed by defensive (WT), aggressive (SO), and finally competitive (ST) strategies.
Acknowledgments: The authors would like to express their sincere gratitude to all individuals who contributed to this research.
Ethical Permission: No ethical issues were reported by the authors.
Conflict of Interest: The authors declare no conflict of interest.
Authors’ Contributions: Choobdari S (First Author): Introduction Writer/Principal Researcher/Discussion Writer (50%); Estelajhi A (Second Author): Introduction Writer (30%); Ranjbar M (Third Author): Methodologist/Statistical analyst (20%)
Funding: All expenses were covered by the authors. No sponsors or financial partners were involved
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