Analyzing the role of Bavan Valley in Mamasani as tourists attraction

Abstract: Tourism industry plays an important role on developing economy especially in regions where there are different historical, landscape and other natural attractions. Bavan Valley located in Nur Abad Mamasani city in Iran is one of the well-known places among tourists. The region has outstanding natural landscapes, moderate weather especially in spring and summer, low distance from the major road locating between different local regions such as Fars, Bushehr, Khuzestan, and Kohkiluye Boyer Ahmad Province. These regions provide appropriate accessibility for the citizens of highly populated cities of this province and it plays essential role of a major attractive pole in southern part of the country. The primary objective of this research is to recognize the present barriers for attracting tourists and to analyze the tourists’ satisfactions associated with the facilities and tourist services. The statistical population of this research includes all the tourists of Bavan Valley in which 381 individuals were chosen as the sample of this research, using Cochran & apos; s formula. The results indicate that there is a significant relationship between the absence of advertisement about Bavan Valley and the number of tourists in this zone (P & LT; 0.05). The findings also show that there is a significant relationship between lack of infrastructural equipments and un-development in tourism industry (P & LT; 0.05). Moreover, the findings of SWOT analysis indicates that 9 internal strength versus 10 internal weaknesses and 7 external chance versus 8 external threat were recognized and analyzed with regard to ecotourism in this zone. Thus, generally 16 strength and chances as the advantages and 18 weaknesses and threats as the obstacles about the Bavan Valley’s tourism were recognized in order to develop tourism.

How to cite this paper

 Firoozi, M., goodarzi, M & Akbari, A. (2012). Analyzing the role of Bavan Valley in Mamasani as tourists attraction.Management Science Letters , 2(7), 2449-2456.

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