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SWOT Analysis in the Formulation of Tourism Development Strategies for

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DOI: 10.2478/v10106-010-0008-7

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DOI: 10.2478/v10106-010-0008-7

Tourism 2010, 20/2

Bolesław Goranczewski
Wrocław School of Banking
Faculty of Economics in Opole
[email protected]

Daniel Puciato
Opole University of Technology
Institute of Tourism and Leisure
[email protected]

SWOT ANALYSIS IN THE FORMULATION OF TOURISM DEVELOPMENT

STRATEGIES FOR DESTINATIONS

Abstract: The aim of the paper is to identify the role of SWOT analysis in the formulation of tourism development strategies for
destinations. SWOT analysis helps to establish a reliable diagnosis of the internal potential shown by a tourism destination and
its environment. In the Polish economic situation, SWOT analysis is frequently used in a fragmentary manner which should be
considered as a serious methodological oversight and may jeopardize the value of the entire process related to the strategic
management of the tourism destination.

Key words: strategic management, SWOT analysis, tourism development strategy, destination.

1. INTRODUCTION

The dynamic growth of leisure travel and related tions. The prime stage of this concept is a strategic
tourism expenditure has now turned tourism into analysis, and its quality determines, to a large extent,
a mass phenomenon. Quantitative trends are accom- the success of the entire process. The most popular
panied by qualitative ones which include, above all, method of strategic analysis in the Polish economic
technological progress, particularly in the fields of situation is SWOT analysis. The review of tourism
transport and IT technologies, liberalization of inter- development strategies of many gminas, powiats and
national economic relations and the regionalization of województwos, however, shows that the application of
the world. In practical terms, this means a wider offer this analysis to the strategic management of tourism
for an average consumer and tougher competition destinations leads to a number of problems and
among entities representing the supply side of tourism methodological mistakes.
(DZIEDZIC 1998). Due to the unique character of the The aim of the paper is to identify the role of
spatial structure of tourism, problems connected with SWOT analysis in the formulation of tourism develop-
its development should be looked upon at local and ment strategies for destinations. The research material
regional levels. The bulk of tourism consumption is composed of secondary data collected from the
takes place in specific towns or tourism regions, with literature, bibliographic studies and documents.
all the positive and negative implications it brings for A descriptive approach, an inductive research method,
these destinations. The growing importance of tourism was employed. The paper outlines the concept of
for local and regional economies of numerous a tourism development strategy as an instrument used
territorial units, the high volatility of macro- and in the strategic management of a destination, describes
micro-environments of tourism entities and a risk, SWOT analysis and presents the most important
higher than in other areas of activity, make an increas- problems and methodological mistakes resulting from
ing number of municipalities or regions take advantage the application of SWOT analysis as a strategic plann-
of strategic management concepts for tourism destina- ing tool in destinations.

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2. A TOURISM DEVELOPMENT STRATEGY

AS AN INSTRUMENT FOR THE STRATEGIC T a b l e 1. Key determinants of the strategic management
MANAGEMENT OF DESTINATIONS of tourism destinations

Tourism destination management may be defined as Assumption Description

a process of meeting objectives, using human, material, Rapid structural changes in competition
natural and information resources, and involving and the environment lead to problems
activities connected with planning, organization, in anticipation of these changes. As a
Hyper-
consequence, the planning time horizon
motivation and control. The complexity of this process competition
is reduced and guidelines for strategies
is mainly caused by the need to simultaneously meet are changed (development paths instead
the needs of the tourism economy of a given area of detailed strategies).
(local or regional), autonomous economic and social Due to the dynamic flow of people,
entities (enterprises, organizations and associations), capital, knowledge and information, the
and a territorial unit which comprises such entities Globalisation authorities of a given area have to focus
primarily on the macro-environment,
(gmina, powiat or województwo). In business practice
instead of their competitors.
there are two approaches to tourism destination Intense development of modern
marketing: a spontaneous approach and a planning technologies leads to specific changes in
approach. The spontaneous approach, based on the way organisations operate. The best
a game of market forces, is the older and the most example is the growth of the internet
common and brings a spontaneous development of Technological which has contributed to changes in the
progress possible areas of distribution. The
tourism and tourism products. The consequences
internet allows an entity to enter
of this model are disturbances of tourism-related and international markets straight away,
other functions held by a territorial unit (dominance of without having to enter local, regional
tourism or insufficient development of tourism). Other and national markets first.
problems which may appear include a lack of a clear The evaluation of tourism destinations
tourism product or a coherent image of a destination, in terms of the stakeholder value they
generate (for local communities,
insufficient coordination of activities carried out by Primacy
authorities at all levels, tourists, enter-
various economic and social entities, exceeding the of market
prises, institutions etc.). This implies
limits of tourism absorptiveness, and inadequate flex- value
the use of good practice in management
ibility of tourism products. In the planning approach, for example through the implementation
the tourism-related function may either be regarded as of the relationship marketing concept.
an isolated area of activity or may be integrated. This Strong integration tendencies of various
entities (e.g. the establishment of
approach clearly helps to avoid many of the mistakes Concentration
associations or unions of municipalities)
made in the spontaneous approach, but it also has may contribute to a synergy effect.
some constraints, mainly due to the ‘bureaucratism’ Today’s local communities are increa-
typical of the public sector. The implementation of this singly active manifested by increased
concept brings particularly small results when there is social control of local authorities, the
a dominance of a technocratic or any other point of articulation of needs and, possibly,
Activation of
dissatisfaction. Nowadays the
view, focused on the expansion of tourism (DZIEDZIC communities
authorities’ task is not limited to the
1998). Nevertheless, both concepts, due to many endo- provision of collective services but also
genous and exogenous changes, have failed when involves responsibility for the develop-
used as methods for tourism destination management. ment of their tourism destination.
Therefore, the strategic management concept has The twilight of a mass tourism based
appeared against this background, and its main assump- on product unification. Due to economic
changes (higher earnings, higher net
tions are presented in Table 1. disposable income), social changes
The strategic management of tourism destinations Changes
(better educated people, changes in life-
is an extension of traditional planning methods. In the in tourism
styles), or demographic changes (ageing
demand
literature there are various definitions of strategic populations and the increasing
management, most of which emphasize the following participation of the elderly in tourism),
there is a clearer segmentation
features:
of tourism markets.
They
− concern strategic goals (fundamental and over- S o u r c e: authors, based on DZIEDZIC (1998); ROMA-
riding) of a tourism destination, NOWSKA (2007); STRUŻYCKI (2004).
− show a long time horizon,

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 Articles 47

− are connected with the creation of rational

strategic plans, Stage 1: IDENTIFICATION OF DIRECTIONS FOR
DEVELOPMENT
− involve the adjustment of the tourism destination − formulating a mission and a vision,
to its volatile environment, − establishing strategic objectives
− assume that various social groups (authorities,
inhabitants, entrepreneurs, organizations and associa-
tions) should participate in the creation and imple- Stage 2: STRATEGIC ANALYSIS
− analysing the environment,
mentation of plans, − analysing the internal potential
− bring about structural changes in the tourism
destination,
− are connected with the need to make choices in Stage 3: ANALYSIS OF STRATEGIC OPTIONS
conditions of uncertainty and risk. − formulating alternative driving forces (expanding on objectives),
The key aim of the strategic management of a given − specifying criteria for evaluation and selection of specific
options,
territorial unit is to maintain its presence on the
− evaluating possibilities of implementation of alternative
market and maintain opportunities for development. development strategies
With reference to tourism destinations, the main aim
will be to ensure their economic and social lifespan by
creating a tourism product that is competitive and will Stage 4: STRATEGIC SELECTION
contribute to the possibility of generating income from − selecting development strategies,
− specifying functional strategies
tourism in the long run (DZIEDZIC 1998; KORNAK &
RAPACZ 2001; MEYER & MILEWSKI 2009). Strategic
management may be carried out at three levels Stage 5: STRATEGY IMPLEMENTATION AND FOLLOW-UP
represented by the following strategies (BEDNARSKA, − implementing functional strategies,
GOŁEMBSKI, MARKIEWICZ & OLSZEWSKI 2007): general − preparing a strategy evaluation system,
strategies (basic, development, leading), formulated at − measuring the effects of implementation and evaluating
against assumptions,
the level of a destination as a whole; operating areas − information for another planning cycle
strategies, specifying the scope of individual domains
and methods used to gain a long-lasting competitive
advantage in a given sector or market segment; and Fig. 1. Stages in the planning of a leading strategy
functional strategies concerning the specific functions for a tourism destination
S o u r c e: authors, based on ROMANOWSKA (2007)
to be performed, i.e. marketing, finance or invest-
ment. The development strategy, however, continues
to be the basic instrument in strategic management of strategic objectives which represent a desirable state
tourism destinations and it is defined, according to which the territorial unit is heading for within
STRUŻYCKI (2004, pp. 225), as ‘identifying long-term a specified time. Consequently, the strategic objectives
objectives and conditions for development, and mak- mark the development path for the tourism destina-
ing decisions on the allocation of resources needed to tion (ROMANOWSKA 2007; STABRYŁA 2000). In some
meet the objectives’. The stages followed in the for- authors’ concepts (SUPERNAT 1998), the strategy plann-
mulation of a leading strategy are presented in Fig. 1. ing process begins with a strategic analysis, and
Stage one of the strategic planning process is aimed the directions for an organization’s development are
at establishing the main directions for the develop- identified at stage two. GOŁĘBIOWSKI (2001) advocates
ment of a tourism destination. During this stage, the simultaneous implementation of both stages. Stage
the basic attributes, such as a mission, a vision and two of the strategy formulation process is a strategic
strategic objectives, are usually formulated. The analysis and its correctness determines the quality of
mission is defined as the reasons behind a territorial the subsequent stages of strategic management.
unit’s operation, specifying the key values to be Analytic work concerning the environment and
followed in this operation. The mission communicates internal resources is carried out simultaneously. The
the values the organization believes in to its stake- analysis of the environment comprises its more remote
holders. The mission is further specified and expanded aspect (macro-environment) as well as the closer
on in the vision, which is the representation of a desir- (competitive environment). The subject matter in the
able future. The vision also systemizes the values and analysis of the macro-environment involves, in broad
the objectives, stimulates motivation and the involve- terms, economic, social, demographic, natural, techno-
ment of entities which implement the strategy. The logical, political and legal trends, analyzed from na-
mission and the vision are further crystallized in the tional and international perspectives. The interaction

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48 Tourism 2010, 20/2

between the tourism destination and its macro- advisable to present the selected issues in order of
environment is a one-way interaction. The macro- priority, i.e. from the most relevant to those with
environment is essential for the functioning of the secondary importance (DZIEDZIC 1998). An analysis
tourism destination, but the tourism destination has carried out in this way may constitute a valuable
practically no impact on the situation in the macro- instrument which helps to make strategic choices and
environment. The most popular methods for the select the appropriate leading strategy (stage 4).
analysis of the more remote environment are a trend A detailed description of SWOT analysis will be
analysis, a strategic gap analysis, the Delphi method presented in the following section. Once selected, the
and scenario methods. The aim of the analysis of the development strategy for the destination should be
competitive environment, which may be somehow translated into functional strategies (e.g. marketing,
affected by the tourism destination, is the identifica- financial, personal etc). Functional strategies are then
tion of its attractiveness in terms of market growth translated into operational and tactical plans, and
and the type of competition, and is the analysis most these plans, in turn, into the budgeting of activities.
often carried out for the most important products or An effective procedure for the implementation of the
segments of the tourism market. The subject matter of leading strategy may be a balanced scorecard (BSC)
competition analysis for the tourism destination is the which allows the strategy to be implemented in four
evaluation of its prospects in terms of (DZIEDZIC 1998) main perspectives: financial, learning and growth,
a forecast pace of growth in tourism demand, its customer (tourists and visitors), and internal business
structure, the profitability of factors affecting the processes (KAPLAN & NORTON 1992). The implementa-
demand, the type of competition and its determinants, tion of the functional strategies is the first task at
and the position of a competitive tourism destination. the last stage of the development strategy planning
The most popular methods used to analyze the closer process. Next, the criteria for evaluation of the
environment are Porter’s ‘five forces’ analysis, a sector strategy implementation are formulated, the effects
economic profile, a score assessment of sector attractive- are measured and compared with accepted assump-
ness, and a strategic group map. The internal analysis tions. This stage should reveal any faults in operation
of the tourism destination potential should focus on and management as well as indicating ways of remov-
the key success factors which are the source of the ing these negative phenomena (corrective actions) and
destination’s competitive advantage. According to protecting against them in the future (preventive
DZIEDZIC (1998), the most essential factors determin- actions). If this stage goes through properly, the
ing the success of the tourism area on the market parties that manage the tourism destination obtain the
are a set of tourism products and their availability, complete set of data needed to perform the next
competences in provision of services and the level of strategic planning cycle. The strategic management
technologies, marketing, the level of organization and process is progressive and concerns subsequent time
management, the level of costs, profitability and horizons.
financial resources. These factors can be evaluated
using the following methods for analyzing the area’s
internal potential: a strategic balance, an analysis
of key success factors, a score assessment of potential,
3. DESCRIPTION OF SWOT ANALYSIS
a competitive profile, a value chain, and the lifecycles
of a tourism product and a destination. The logical SWOT analysis is one of the most frequently used
conclusion of strategic analysis results in the analysis methods in strategic management. It is employed to
of strategic options (stage 3) which the destination can build an overall development strategy (general) as
choose from. This concerns concrete products, as well well as functional strategies (fractional), concerning
as the conditions in which activities are performed. a function to be performed by a state, a local govern-
Such analyses are conducted using integrated (port- ment unit or an enterprise (marketing, finance,
folio) methods, such as McKinsey’s, ADL, Hofer’s and logistics, etc.). GIERSZEWSKA & ROMANOWSKA (2002,
BCG matrices or SWOT analysis. The most popular pp. 235) claim that SWOT is not a method of strategic
and important, for the needs of this paper, is SWOT analysis but is ’a unique algorithm of a strategic
analysis. It may be carried out for the most important analysis process, a systemic proposal and a wide-rang-
tourism products, as well as for the entire destination. ing evaluation of external and internal factors which
When conducting the analysis, one should remember specify a company’s current status and its develop-
to take into account only those factors which are most ment potential’. The term ‘SWOT’ is an acronym,
relevant for the competitiveness of the destination. standing for strengths, weaknesses, opportunities and
A particular emphasis is placed on the attributes threats. This method is wide-ranging because it
which are important for potential tourists. It is also concerns internal factors (the organization as such),

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 Articles 49

external factors (the closer environment – the com- and a floating exchange rate) or negative unpredict-
petitive environment, and the more remote environ- able events (e.g. flood, a terrorist attack, a war).
ment – the macro-environment). The combination of In SWOT analysis, there is no need to specify all
external and internal factors leads to four categories the factors. Instead, those which are of prime
(GIERSZEWSKA & ROMANOWSKA 2002): external positive importance and may determine the future should be
– opportunities; external negative – threats; internal in focus. In business practice, the four-field SWOT
positive – strengths; and internal negative – weak- matrix is often divided into smaller parts. Depending
nesses. The SWOT analysis model is presented in fig. 2. on the accepted methodological variant of the analysis,
opportunities and threats, for example, may be
divided into more remote (macro-environment) and
closer (sectoral environment), and strengths and weak-
nesses into economic, social, legal, spatial, environ-
external

Opportunities Threats mental, political, organizational etc. (GIERSZEWSKA &

ROMANOWSKA 2002). The essence of SWOT analysis is
Factors

the ability to take advantage of strengths and weak-

nesses, opportunities and threats, and to ensure
internal

Strengths Weaknesses compatibility between the destination’s resources and

conditions in its environment. Consequently, strengths
should be used, weaknesses should be eliminated,
positive negative
opportunities should be seized and threats should be
Factors
neutralized (GOŁĘBIOWSKI 2001; STRUŻYCKI 2004).
Fig. 2. Factors affecting the strategic position of an organization
in SWOT analysis
Source: GIERSZEWSKA & ROMANOWSKA (2002, pp. 236) Specifying a profile of operation, scope of activities, identifying
customers and their needs (market segmentation) and the knowledge
of top management

Strengths (internal positive factors) are the most

important resources, skills and competences which
Identifying the environment (closer one and remote one) and
improve the competitive position. In the case of evaluating it in terms of opportunities
a tourism destination, these may include unique
tourism advantages (natural and anthropogenic),
a well-developed tourism infrastructure, highly
Analyzing the organization’s current situation and making predictions
qualified human resources and a destination brand. about its environment
Weaknesses (internal negative factors) which hinder
development may include the poor financial stand-
ing of a local government unit, a poorly developed
Identifying the organization’s weaknesses and strengths, focusing on
technical infrastructure, incompetent gmina, powiat and resources it will have in the future
województwo authorities, etc. Opportunities (external
positive factors) are certain events and circumstances
which can be used to achieve success. Examples of
such factors may be positive changes to tourism Formulating strategic variants, based on analyses
legislation, an accelerated pace of economic growth
(an increase in personal earnings and disposable in-
comes), an improved situation on the tourism market,
Identifying operational activities, needed to implement the strategy
better transport connections to the area, programs (strategic objectives). Reanalyzing stages one to six, conducting tests
aimed at obtaining external sources of finance for for logics, coherence, elimination of contradictions
investments in kind or in people (the state, the EU).
Threats (external negative factors) are barriers or risks
which hinder development and the achievement of Preparing the final variant of the strategy
objectives, e.g. changes in tourist preferences, the
dynamic development of tourism in neighbouring
areas (which may also be a positive factor), economic Fig. 3. Algorithm of a procedure in SWOT analysis,
recession, difficulties in cross-border traffic, apprecia- according to Weihrich
tion of the national currency (concerns foreign tourists Source: authors, based on WEIHRICH (1982)

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50 Tourism 2010, 20/2

WEIHRICH (1982), based on the observations of finance for tourism investments or establish an associa-
enterprises and studies of their strategies, stated that tion of tourism municipalities.
SWOT analysis should also include analysis of the The assessment of the environment leads to the
organization’s current situation and design of the distinction of four typical strategic situations and
strategy for the four types of strategic situation. The related activities. They are described in Table 2.
flow of analytical activities, according to the author’s
idea, is presented in Fig. 3.
WEIHRICH (1982) also distinguished four model T a b l e 2. Division of undertakings by opportunities
strategic variants of an organization, depending on the and threats
combination of internal and external factors:
1. SO (strengths-opportunities) situation – a maxi- Opportunities
Threats
maxi (expansive) strategy. This concerns an organiza- Big Small
tion dominated by strengths inside and opportunities Small Perfect chances Stable undertakings – give
in its environment. In this situation, the strengths – great opport- a chance to obtain some
should be used to take advantage of the opportunities unities are small benefits, with low
accompanied by threats and limited opport-
from the environment, through strong market expan-
a low risk of unities for development
sion and attempts to achieve diversified develop- threats
ment. A tourism destination with unique tourism Big Speculative Problematic undertakings
advantages, for example in conditions of fast grow- undertakings – – changes in the environ-
ing domestic tourism demand, may carry out an aggregation ment do not create any
aggressive strategy of market penetration by expand- of opportunities opportunities and pose
and threats numerous threats
ing its modern tourism infrastructure and undertaking
intense promotional activities. S o u r c e: authors, based on GOŁĘBIOWSKI 2001; KOT-
2. WO (weaknesses-opportunities) situation – a mini- LER 2005; NIESTRÓJ 1998.
maxi (competitive) strategy. This refers to an organiza-
tion which is dominated by weaknesses, but operates
in a favourable environment. Its strategy, consequently,
Similarly, the analysis of the organization’s strengths
should be focused on taking advantage of the opport-
and weaknesses can be used to distinguish the follow-
unities and, at the same time, eliminating the weak-
ing situations (Table 3).
nesses. With a growing tourism demand, a tourism
destination which has some tourism advantages but
a poor accommodation base, may try to find some
T a b l e 3. Division of undertakings by strengths
strategic partners for cooperation (e.g. the establish-
and weaknesses
ment of an association of tourism municipalities).
3. ST (strengths-threats) situation – a maxi-mini Strengths
(conservative) strategy. In this situation, an organiza- Weaknesses
Big Small
tion has great internal potential but operates in adverse
Small Absolute advantage – Average position
external conditions. Therefore, it needs to overcome
the resultant – the resultant
the threats, making the best use of its strengths. of strengths and of strengths and
For example, in conditions of diminishing domestic weaknesses is better weaknesses is
demand for tourism services, the destination may try than competitors’ similar to
to attract visitors or stimulate some type of tourism competitors’
(business, ethnic, health), with lower income flexibility Big Partial advantage – Weak position –
the organization’s the organization’s
of tourism demand, by launching innovative tourism
strengths are bigger strengths are
products. than the competitors’ smaller than
4. WT (weaknesses-threats) situation – a mini-mini the competitors’
(defensive) strategy. This concerns an organization
without any prospects for development and with S o u r c e: authors, based on GOŁĘBIOWSKI 2001; NIE-
STRÓJ 1998.
a small internal potential, operating in an adverse
external situation. Its aim is to minimize the weak-
nesses and avoid the threats. In a worst-case scenario,
the destination should change its dominant functions, The conditions presented in Tables 2 and 3 may be
e.g. from tourism to an industrial function, and in a aggregated and presented in the form of a matrix,
best-case scenario, it should strive to survive the showing the combinations of variants of situations and
difficult time, trying to find some external sources of corresponding strategic options (Table 4).

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T a b l e 4. Variants of an organization’s strategic situations

Division of An organisation’s competitive position

undertakings
by opportunities Absolute advantage Partial advantage Average position Weak position
and threats
Perfect chances Investments Investments Investments Elimination
and elimination and building of weaknesses
of weaknesses a competitive and copying
advantage the leader
Speculative Investments Using chances Using chances Withdrawal from
undertakings and neutralization to balance and building one’s the market
of threats opportunities position in market
and threats niches
Stable undertakings Taking advantage Using one’s position Maintaining one’s Elimination of weak-
of the position as needed position nesses and copying
the leader as needed
Problematic Withdrawal from Withdrawal from Withdrawal from Withdrawal from
undertakings the market the market the market the market

S o u r c e: authors, based on GOŁĘBIOWSKI 2001; NIESTRÓJ 1998.

In business practice, so-called SWOT scoring and The probability of strategic success ranges from
the probability of strategic success are also used. This zero to one. The condition for achieving the success is
involves the evaluation on an accepted scale of key to have a co-efficient value which exceeds 0.5. The
internal and external factors, and determining whether internal strength (SP) is calculated taking into account
there are more strengths than weaknesses in the the list of strengths (S) and weaknesses (W), and the
organization and more opportunities than threats in external strength (AS) by evaluating opportunity (O)
its environment. This procedure helps to choose the and threats (T).
right strategy and may be combined with the assess-
ment of the probability of strategic success using an SP =
∑S
algorithm constructed by BERLIŃSKI (2002). Within this ∑S +W
procedure, the following stages may be distinguished
(BERLIŃSKI 2002; BERLIŃSKI & PENC-PIETRZAK 2004): AS =
∑O
1. A list of strengths and weaknesses in the form of ∑O + T
a table, and their evaluation on an accepted scale, e.g.
1-5 points, summarizing strengths and weaknesses
and proving advantage or balance.
2. Similar to item 1, the same procedure for threats 4. SWOT ANALYSIS AS AN INTEGRATED
and opportunities. STRATEGIC PLANNING TOOL FOR TOURISM
3. Identification of an organization’s strategic IN DESTINATIONS
position, with one of the four strategies (SO, WO, ST,
WT), as described above, ascribed to it. The application of SWOT analysis enables the entities
4. Assessment of the probability of strategic success which are responsible for management of local or
(PSS), according to the formula: regional tourism policies in destinations, to position
SP + AS tourism in the overall and general strategic planning
PSS = in a methodical and orderly way. The local govern-
2
where: ment units are obliged, by law, to pursue a tourism
PSS – coefficient of probability of a strategic success, policy where planning is an important function. The
SP – the organization’s internal strength, identification of objectives and methods to be
AS – the organization’s attractiveness in the environ- employed in the development of tourism, i.e. func-
ment, tional planning, should always be preceded by SWOT
strategic positioning as an integrated tool which can
0 < PSS ≤1,
be used to carry out such activities as planning,
PSS > 0.5 → 1.
coordination, monitoring, control and promotion.

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52 Tourism 2010, 20/2

It should be clearly emphasized, however, that entities operating on the tourism services market
SWOT analysis may only be helpful on condition that which are planning to carry out specific tourism, or
it is carried out completely and used fully. No semi-touristic, investments in a given tourism destina-
management method, technique or tool, if used just tion. Tourism enterprises, when creating their own
partially, can fulfil its tasks. Nevertheless, a review of strategic or investment plans, carefully analyze local
tourism development strategies at the regional level or regional strategies for tourism development, and
(e.g. Województwo pomorskie) or the local level (e.g. the conclusions drawn from these analyses are
Kraków and Wrocław) shows that SWOT analysis important assumptions for making business decisions.
tends to be used in an improper way, i.e. partially. This may be of major importance not only for the
It is, most frequently, a detailed specification of future of these economic entities, but also for the entire
individual fields from a matrix without further scal- local or regional economy of the tourism area, as well
ing. Such an approach is a serious methodological as for the quality of its inhabitants’ lives.
mistake and threatens the value of the strategic
analysis of the destination. Only a comparison of
positioning factors on an appropriate scale can lead to 5. CONCLUSIONS
a correct formulation of problems whose identification
serves to establish the conclusions needed as a basis Due to the growing importance of tourism for the local
for improvement. and regional economies of numerous destinations,
The SWOT framework, when used partially, is a well-run tourism policy becomes a priority. It should
deprived of the attributes of completeness which be oriented towards making the best use of advant-
integrate all tasks connected with planning, coordina- ages, and removing any possible disruptions which
tion and task monitoring concerning tourism. The may be caused by the development of tourism.
completeness postulate is so vital because the in- Specific operational or tactical activities should result
tegrated planning function determines the position from strategic plans and, most of all, from local and
and the status of the tourism economy within the regional strategies for tourism development. Such
entire spectrum of social and economic activities strategies have to be based on reliable analyses of the
carried out by local government units. internal potential and the environment of a destination
SWOT analysis is also an important element of by making use of a complete SWOT analysis. A partial
place marketing used by local governments to approach to SWOT analysis, which can often be
stimulate processes related to the development of seen in tourism development strategies implemented
business activity connected with tourism. The place by Polish gminas, powiats and województwos, should be
marketing process concerning tourism may include regarded as a serious methodological mistake that
the following elements (SZROMIK 2008): distorts the meaning of this analysis. The analysis has
− making an inventory of areas and places which to be complete to ensure that strategic options are
may be attractive for tourism-related development, properly formulated, the right strategic choice is made
and business activities connected with such develop- and strategic plans are correctly implemented and
ment, inspected, as it provides a starting point for sub-
− developing a concept for giving access to invest- sequent planning cycles.
ment advantages, by preparing profitability analyses
and estimates for undertakings,
− preparing offers containing a complete descrip-
tion of advantages, including possibilities of co- BIBLIOGRAPHY
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