Aqaba and Eilat are neighbouring cities located in the northern part of the Red Sea, operating as tourism destination and logistic. Over the last decade, Aqaba experienced rapid development as to Eilat with no substantial change. The objective of the research is to determine the strategy of both cities and to indicate future mutual implications. The research applies the Tourism Area Life Cycle (TALC) model and the SWOTCLOCK TM approach. Results show that the 'Leading Strategy' of Eilat is RESPONSE as to LEVERAGE strategy of Aqaba. Findings based on the analysis of empirical data prove validation and compatibility between the TALC model and the SWOTCLOCK TM approach and enhance knowledge in the field of strategy formulation and tourism. Future studies and researches are recommended to be run.
Wine tourism is identified as a symbolic partner of the wine industry. The wine industry in Israel has been experiencing a rapid development from a small wine producer for the Jewish community to a substantial wine industry which exports a wide variety of top-quality wines, which is followed by wine tourism activities. The objective of the research is to determine the perceived strategy of wine stakeholders in relation to the wine tourism, and to indicate future implications. The research applies the tourism area life cycle (TALC) model and the SWOTCLOCK TM approach. Results show that the "leading strategy" of big commercial wineries is growth compared to the response strategy of small and family wineries and survival of mid wineries. Government ministries and the Vine and Wine Board (VWB) perceive leverage to be the "leading strategy". Findings of empirical data analysis position the current leading strategy as response and prove the validation between the TALC and SWOTCLOCK TM models. The key conclusion and recommendation is that government ministries, VWB, and local authorities should take a leading role in leading the wine industry and tourism sector towards the rejuvenation and growth stage.
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