Strategic analysis of developing Iran's active sports tourism

Abstract
The tourism industry has grown explosively in the 21st century and has found a special place in the gross domestic product (GDP) and economic growth of countries. The share of the tourism industry in the GDP of the world is more than 10%. Tourism generates income, creates jobs and helps to develop infrastructure (Jäggi, 2022). Iran also has many tourist attractions and can benefit from this industry (Khanifar et al., 2023). Sports tourism is also one of the important sectors of the rapidly growing tourism industry, which is of great interest (Hritz & Ross, 2010). Linking tourism and sports industry through job creation in villages and prevention of migration to cities can play an important role in reducing suburbanization in big cities (Jamieson, 2014). Sports tourism has various types. In general, there are two types of sports tourism: active and passive. In active sports tourism, tourists themselves physically participate in physical activity or related sports. In passive sports tourism, tourists do not engage in physical activity (Gibson et al., 2018). In recent years; Active sports tourism has grown increasingly in international tourism markets. Currently, Iran's active tourist attractions are more than its passive tourist attractions (Seifpanahi Shabani et al., 2022). Active sports tourism in Iran can include mountaineering, rock climbing, skiing, desert tourism, motorcycling and car racing, horse racing, surfing, diving, and renting and using professional sports camps (Dastgerdi et al., 2022). Therefore; the purpose of this research was strategic analysis in order to develop Iran's active sports tourism at the international level.
The research methodology was mixed (qualitative and quantitative). In order to identify the strengths, weaknesses, opportunities and threats surrounding Iran's active sports tourism, interviews and library research were used. In this research, in-depth interviews were conducted with 37 elites and the working group of experts was used to analyze, formulate and evaluate strategies. After identifying and categorizing the internal and external factors effective in the development of active sports tourism industry in Iran; the specialized working group (consisting of researchers who had extensive activities and studies regarding the principles of strategy formulation as well as active tourism and sports tourism industry) gave weight and score to these factors using the matrix of Internal Factors Evaluation or IFE and matrix of External Factors Evaluation or EFE. Therefore, the importance and priority of each of these factors and the score of each of these matrices were determined, and as a result, the position of Iran's active sports tourism in the TOWS matrix was determined. In the continuation of the specialized working group, by comparing the most important strengths and weaknesses with the most important opportunities and threats, they formulated four types of primary strategies: SO, ST, WO and WT strategies. Then, in consultation with experts, the initial strategies were combined and integrated as much as possible to formulate stronger strategies. In the following, the specialized working group determined the attractiveness score of internal and external factors for each of these strategies using Quantitative Strategic Planning Matrix or QSPM. Then, the final score of each strategy and the priority of the strategies were determined by the final sum of the weights multiplied by the attractiveness scores.
The findings showed that the most important strengths were: the existence of many adventurous and active sports tourism attractions in Iran (such as mountains, rocks, deserts, seas, rivers, beaches, etc.), the high capacity of some sports to attract sports tourists, such as snow skiing, surfing, desert tourism, rock climbing, conquering high peaks, many historical, natural, religious and recreational attractions in Iran as complementary attractions, existence of expert staff, suitable accommodation, high security, suitable domestic transportation, Iranian hospitality, the four seasons of Iran, and the support of the senior officials of the Islamic Republic of Iran for the development of the tourism industry in Iran. The most important weaknesses were: weak marketing, mandatory hijab law, the impossibility of consuming non-Islamic food such as alcoholic beverages, pork, etc. in restaurants, mismanagement and lack of coordination, Iran's weak international transportation, providing poor police services to international tourists, and inadequate service. The most important opportunities were: the high value of international currencies in Iran, explosive increase in demand for active sports tourism at the international level, Iran's very strong international relations with countries such as Russia, China, Iraq, very large international airlines such as Turkish Air, Qatar Airways and Emirates in Iran's neighborhood, The precarious position of Turkey in the tourism industry, and high number of Muslim tourists. The most important threats were: USA sanctions (bank sanctions, ban on travel to Iran), negative propaganda of Western countries against Iran, strong competitors (Turkey and Thailand), and spying under the guise of tourism.
Then, considering that the final score of the matrix of Internal Factors Evaluation was 2.70 and the final score of the matrix of External Factors Evaluation was calculated to be 2.72, as a result, the strategic position of Iran's active sports tourism was determined in SO position. Finally, the results of the QSPM matrix calculations showed that the most important strategies for the development of active tourism in Iran are: (1) Marketing (traditional and modern), (2) Undermining and circumventing sanctions, (3) Providing essential services, (4) Creating distinctive experiences, and (5) Attracting investors. Digital marketing, viral marketing and influencer marketing are three modern marketing methods in the development of the tourism industry, which should be used well in order to increase the active sports tourism market share of Iran in the international market. Iran can also circumvent US sanctions in the field of tourism industry by using the strategic and important relations it has with Russia, China, Iraq and other neighboring countries. In the end, the key to the success of all marketing efforts and circumventing sanctions is to provide essential services and create unique experiences for international tourists in active sports. It is obvious that the development of the tourism industry in Iran requires more investment, but before investing, proper conditions must be provided (It means planning for marketing, circumventing sanctions, providing essential services and creating distinctive experiences).