The tourism development strategies QasranRudbar, city Shemiranat using technique Qspm

Development of tourism as the series of economic activities has an important affect in the economic basis of societies. Development of this industry has a sequence as diversity in outcomes, decreasing of economic instabilities, production of exchange and creating jobs. Iran in position of tourism attraction, archeological sites and natural beauties has an equal situation with developed countries and stays in the ranking of the best ten touristic countries. Yet, this industry has an inconsiderable role in Iran economy. In geographical view, RudbarQasran contains particular natural potentials. The natural potentials and capacities can provide a suitable situation for development of tourism. These potentials are in such position that this area can be transform as a touristic section. However due to lack of proper planning and policy, natural resources and tourism potential remains useless and without value. This research is an attempt to study strategies for tourism development of QasranRudbar sector using decision-making techniques and models (SWOT and QSOM). Research paradigm is practical thus, the research is goal orientate. Prevailing methods of survey is research descriptive and utilizes of the Delphi method. For data collection library methods, direct observation and field methods have been used. Finally to achieve the objectives of the research, compilation and completion of the questionnaire in Likert format took place. The populations in this study are divided to three community official, tourists and natives. Sampling of first community which is officials and experts considering of few officials in QasranRudbar, for most of them (20 questionnaires) was prepared. For sampling of tourists an estimate during the summer holiday of incoming tourists to QasranRudbar was performed, (by the authorities) which was equivalent to about 50000 people, and among them, 381 people were chosen by the Cochran formula. Sampling method in this research was random. About the natives, according to the fixed part of QasranRudbar is 17582, 375 was chosen by Cochran formula. Samplingmethods of this population is cluster. In this method research area divided into North, East, West and Central clusters and from each cluster two village or town where selected and there the tools was implemented randomly. To investigate the capabilities and limitation of tourism development in QasranRudbar five aspects consist environment 18 items, structural and infrastructural 11 items, social-cultural 12 items, economic 10 items and management-institutional 10 items, have been considered. For guidelines submission three-stage framework was used. A: The input stage consists of internal factors evaluation matrix (IFE) and external factors evaluation (EFE) are used. In order to determine the coefficient of each factor and determine the strategic placement of the top and bottom views of the Delphi Group were used to results of the matrixto be used to obtain the final score. B: In the next step, which is implementation, SWOT matrix, in WT, SO, WO, ST strategies, was formed and at this step internal and external matrix (IE) is developed. C: The third step that is decision making, using quantitative strategic planning matrix to provide guidelines for improving performance are derived. 3- In data entry step for providing strategies and after the matrix analysis of internal and external among the internal factors S1 the natural attraction (waterfalls, forests, rivers and beautiful valleys and dense plant and animal species) and W1 the avalanche and downfall prone slopes were placed at first priorities. Among external factors, O1 the perfect climate for the development of tourism activities were identified as the most important external factor. In second stage for providing strategies according to the total score of the final matrix, evaluation of internal and external factors that were 2.75 and 2.73, showed that the tourism sector of QasranRudbar is in the medium statues. At this step according to the tourism situation of QasranRudbar sector priorities and importance of revisions strategies and subsequent aggressive-competition strategies was evident. At third stage for providing strategies by comparing the total attractiveness score of each strategies were ranked on the basis of attractiveness from high to low, with consideration of a definable period, prioritized for tourism development and each strategies should be given priority to implement. In this stage protection strategies SO3, development of ecotourism attraction as the main platform of QasranRudbar sector for increased duration of staying of tourists, and using capabilities and potentials of natural, historical and cultural SO4 of QasranRudbar sector to create new opportunities for the natives employment and income levels, both with final total attractiveness score 3.01 as the most important strategies is in priority group. 4- Conclusion For providing appropriate strategies have to investigate and understand theresearch questions problems. Moreover, should identifying the external factors (opportunities and threats) and internal factors (strengths and weaknesses) and identifying the tourism situation of the sector. These factors, along whit the ability of the tourism in QasranRudbar sector and policies and specific features can be useful in tourism development strategies selection. Aftar investigations and devaluations have been presented in the input stage strategies, the importance of the natural environment and the internal and external factors than the other dimensions were determined. In the match stage according to the mean total of the final score of internal and external factors, showed that the tourism situation is in average state. The third stage is the stage of deciding, using quantitative strategies planning matrix relative attractiveness of strategies was determined. At the end of this stage the results that obtained showed the importance of reviewing and competitive-aggressive strategies for QasranRudbar tourism development than other strategies. Other strategies were in the second and third priorities.