Introduction
The report involves the selection of an appropriate site in the United Arab Emirates where a tourist destination will be set up with the help of key stakeholders and the local community. Some of the reasons for the selected location and the type of tourist attraction will be given.
This will be followed by an analysis of the strengths, weaknesses, opportunities, and threats available at the destination and for the plan. The strategic plan for this project will also be discussed, including an appropriate sustainability and impact analysis.
Location Audit
Description of Location and Reasons for Choosing the Location
The location selected for the project is a lagoon that is situated northwest of Taweelah, which is one of the cultural centres in Abu Dhabi (Low, 2012). The tourist attraction will involve the creation of a moving hotel that will float on the ocean adjacent to the Ra’s Ghanada lagoon where it displays some of the cultures in the area that Abu Dhabi has to offer.
Source (Bosworth, 1982).
There are several reasons why the region was chosen for the plan to put up a tourist destination. One of the reasons is that the nature of the project requires access to the sea. The area has a series of beaches, which are appropriate for this purpose. Another reason why Ra’s Ghanada lagoon was chosen is the relative proximity to the capital and the number of tourists who will be attracted by this proximity.
Several cultures are also included in the Ra’s Ghanada lagoon. Such cultures include the Arabic desert culture, which is the major way of life existing on Ra’s Ghanada lagoon, and the culture of the local people. These cultural elements will act as the main reason for the preservation of culture and heritage (Abouseif, 1999).
The lagoon also serves as a gateway to the wider Abu Dhabi city besides being a significant asset to the United Arab Emirates based on the substantial revenue it is expected to produce. The revenue is expected to boost the economy of the UAE, for instance by heightening infrastructure in the UAE.
Destination/SWOT Analysis
The following section contains an analysis of the strengths, weaknesses, opportunities, and threats that the project is subject to (SWOT Analysis, 2008). Ra’s Ghanada lagoon possesses several strengths as a strategic destination and location for the proposed project.
One of the strengths in Ra’s Ghanada lagoon is that the area is relatively undeveloped, with few people living in the area now and participating in only small-scale activities such as fishing (Low, 2012). Ra’s Ghanada lagoon is also close to Abu Dhabi city.
The city is a cultural hub and heritage and hence the advantage of having it as the main attraction site (Bosworth, 1982). Some examples of the available opportunities include the long beaches, the good climate available all year round, and the relative ease of movement within the Ra’s Ghanada lagoon.
Some of the other available opportunities that may be important in the transformation of the Ra’s Ghanada lagoon into a very important cultural heritage site include the distinct people with a distinct culture (Codrai, 1992).
Ra’s Ghanada lagoon is also home to some of the most magnificent infrastructure and construction projects to be developed in the future. When these projects are complete, the area will be a major cultural centre for the larger Abu Dhabi (Tatchell, 2009).
An example of a possible weakness is that very few festivals and events are present on the Ra’s Ghanada lagoon. This weakness may be encountered in the development of the place into a culture and heritage site.
Some of the threats that the proposed project faces if located on Ra’s Ghanada lagoon include the probability of different cultures interacting to produce a unique culture that is not native to Ra’s Ghanada lagoon. The Arabic desert culture is the main culture existing on Ra’s Ghanada lagoon.
This culture has existed for years, even with the trading that has been going on in the area. With the development of Ra’s Ghanada lagoon as a major tourist and cultural centre, the large number of visitors and workers can transform the area into a new culture.
Despite the existence of several threats and weaknesses in the selection of the site, there are a number of ways to overcome such drawbacks. The risk to the environment posed by the project and Ra’s Ghanada lagoon development that is suggested can be overcome through putting in place appropriate measures to ensure that the project is environmentally friendly and safe (Gems, 2008, p. 14).
For instance, all waste materials will be gathered in one central place to be disposed in the allocated areas rather than being thrown in the water to affect marine life.
The other important measure that can be put into effect is the establishment of a strategic plan to deal with the threat to culture that the increased visitors pose to Ra’s Ghanada lagoon. For example, the plan includes having a team to ensure the culture is taught to visitors in the most accurate way.
Stakeholder Analysis
- Major Stakeholders
Major stakeholders in the proposed projects include local, regional, as well as international partners who have a role to play in the project or those who the project will affect in any way. One of the major stakeholders in the project is the local community already inhabiting the area. These people will play a major role as the main keepers of the project. Some of them may be displaced in the development of the project.
Some of the people who are dependent on the Ra’s Ghanada lagoon and the sea around for income may also be affected negatively. Appropriate compensation will be necessary to prevent this occurrence. Another stakeholder is the federal government that will oversee the project. The third stakeholder is the hotelier who will be involved in running the different hospitality businesses.
The maritime authority will also be another key stakeholder that will be responsible for granting the permission required to operate in the chosen region of the ocean. The fifth stakeholder is the local administration who will be responsible for the security of the operations. The personal contributions as another stakeholder will also qualify as part of the plan.
The other stakeholder is the environmental body in the country. This body will also be responsible for the protection of the environment. The transport sector, both public and private, will be an important stakeholder, as it will ferry the tourists to and from the cultural centre. Some of the other stakeholders include the government, tourist authority, and the tourism operators in the region currently and in the future.
The other major stakeholder is Tourist Development & Investment Company (TDIC). This party is responsible for the major developments that are currently taking place on the island (Low, 2012).
- One Major Stakeholder
The major stakeholder investigated is the local community around the Ra’s Ghanada lagoon. This investigation was done through the development of a questionnaire that was used in a small survey. Over half of the participants in the survey were native to the area, with the rest originating from other parts of Abu Dhabi. 92% of the 84 persons who answered the questionnaires indicated that they would be willing to support the project.
Another group (67%) was also optimistic that the project would contribute positively in the preservation of culture and improving its social welfare. The results of the survey indicate that the local community will welcome the tourist investment idea of setting up a floating hotel on the ocean adjacent to the Ra’s Ghanada lagoon.
Destination Visioning/ Strategic Plan
Vision
- How the Destination will look like
The project will involve the building of a new offshore hotel. However, this hotel will not be anchored on the floor of the ocean. It will float independently on the sea. The hotel will be in the shape of a big dhow to represent the long period that these vessels have served on the coastline to emerge as some of the most important cultural crafts in this part of the world (Krätli, 2011).
The building will also have an underwater belly that is made of glass in some parts so that tourists can sample the marine life, which is a major attraction on the Ra’s Ghanada lagoon coastline and the ocean floor.
- People doing there
The destination will make use of the local people who have a first-hand experience of the place (northwest of Taweelah) where the hotel is located. Such people will interact with the tourists in terms of serving them, for instance, by giving them the common cultural foods that are prepared in Abu Dhabi city.
Special tools that are a tourist attraction such as the traditional cooking tools, shaving, fishing, and weapons will also be displayed in some of the rooms. These rooms will be run as a museum (Walsh, 2008).
- Value to be gotten when one visits the Destination
Since the hotel will also have the capability of moving around, tourists visiting it will get an exclusive opportunity to have a first-hand experience of the coastline on this floating hotel. The will enjoy cultural diversity that the hotel offers.
Therefore, in summary, the vision of the project will be to provide the best tourist destination for visitors in Abu Dhabi, and promote culture and social ways for the people of Abu Dhabi.
Mission Statement
- Purpose of the Cultural Heritage Site
The mission statement will be to provide the best that Abu Dhabi has to offer in terms of hospitality and to protect and preserve the local culture. Therefore, the purpose of the hotel will be to fulfil the core value of most of the stakeholders and the community in terms of creation of employment and preservation of the cultural heritage that has been passed down to generations.
- Who the project will be serving
The project is expected to serve the community and the entire Abu Dhabi City who are the target markets. It will have significant impact to this target in terms of environment, social-culture, and economy as detailed in part 4. It should be everyone’s dream of setting foot there one day. The locals will also be a significant pillar of the project. Most employees will come from the local population (Martin, 1986).
Strategies
- Product Development
The hotel and Ra’s Ghanada lagoon as a whole will use several strategies to promote the location and/or preserve the culture and heritage. Some of strategies to be developed include the annual sea fishing contest and festival. The events will be targeted at the local and visiting populations.
Infrastructure and accommodation among others will be used to promote the area and the hotel. Another major strategy to be used is the number of projects that are targeted in the area. These projects will serve to promote the hotel and Ra’s Ghanada lagoon as a major tourist destination.
- Cultural Heritage Interpretation of Site communicated to Visitors
Tourists visiting this place will be expected to learn the culture and heritage in the area that the larger Abu Dhabi offers. Tour guides will be used to assist the tourists with any information or service they might be in need of such as moving around the area. The community members will also be involved to work with the tour guides so that tourists get to know every bit of culture in the area.
- Promotion Strategy
Some of the methods that will be used to promote the tourist destination to visitors include advertisements, booklets, brochures, promotion campaigns posters, and competition.
An example of a competition is where the hotel, Ra’s Ghanada lagoon, and tourist authorities come together to call some lucky people asking them several facts about the Ra’s Ghanada lagoon in terms of culture. The winners get a paid stay at Ra’s Ghanada lagoon and the hotel.
Sustainability-Impact Analysis
Environmental Impact
The project is likely to have a number of positive and negative environmental impacts. Some of the revenues generated from it would go towards the conservation of the fish species in the area, as well as a reduction of pollution through investment in green technology.
The possible negative impact, however, lies in the pollution created on the water from the effluents that will be produced. This will be avoided through proper disposal of the waste and recycling. The project will reduce environmental pollution through investments in green technology and the reduced use of oil in the propulsion systems. The hot-desert sun will be put to good use in the generation of power for the project.
Social-Cultural Impact
The intended positive impact that the project will have in relation to social and cultural aspects of the area include the provision of employment for the local population through the construction work and the eventual running of the hotel.
The culture will also be promoted through the various events to be organised. The other strategy is the formulation of an effective social strategy and corporate social responsibility to ensure coexistence with the concerned parties and stakeholders in the society.
Economic Impact
As stated above, the project is likely to generate several economic benefits for the economy and the community at large. One is through the creation of employment in the construction industry and in the hotel and catering industry.
The project will generate income through the tax levied on the services by the government while promoting tourism in the area and the country at large. The hotel will also provide employment for the local community and the people in the larger Abu Dhabi.
Conclusion
In conclusion, economic sustainability will come from continued investment in luxury items and marketing the hotel as a luxury destination for the selected few.
The funds generated will be used to improve services regularly, as well as promoting the local community to ensure that it is able to cater for its own welfare. This project will be important in the promotion of positive culture and improvement of the local inhabitants’ welfare.
References
Abouseif, D. (1999). Beauty in Arabic culture. Princeton, NJ: Markus Wiener Publishers.
Bosworth, E. (1982). Medieval Arabic culture and administration. London: Variorum Reprints.
Codrai, R. (1992). Abu Dhabi: an Arabian album. London: Motivate.
Gems, S. (2008). Socio-cultural impacts of tourism in Abu Dhabi: analysing attitudes, beliefs, and behaviour of locals towards tourism. Saarbruc̈ken, Deutschland: VDM Verlag Dr. Mul̈ler.
Krätli, G. (2011). The trans-Saharan book trade manuscript culture, Arabic literacy and intellectual history in Muslim Africa. Leiden: Brill.
Low, L. (2012). Abu Dhabi’s Vision 2030 An Ongoing Journey of Economic Development. Singapore: World Scientific.
Martin, R. (1986).Employee relations: a Hotel and catering Training Board business aid for those involved in employee relations in the hotel and catering industry. Wembley: Hotel & Catering training Board.
SWOT Analysis: A tool for making better business decisions. (2008). Washington, D.C.: U.S. Dept. of Agriculture, Risk Management Agency.
Tatchell, J. (2009). A diamond in the desert: behind the scenes in Abu Dhabi, the world’s richest city. New York, NY: Black Cat.
Walsh, J. (2008). UAE. London: Kuperard.