Table 1:
Key elements in a SWOT analysis for tourism and local development
| Strengths | Weaknesses | Opportunities | Threats |
|---|---|---|---|
| Rich cultural heritage (historical sites, festivals, gastronomy) | Limited tourist infrastructure | Expansion of cultural and rural tourism markets | Competition from nearby destinations |
| Natural landscapes and outdoor recreational resources | Insufficient marketing and promotion | Use of digital technologies to enhance visitor experiences | Economic downturns affecting tourism spending |
| Unique gastronomy (e.g., Vitela Assada à Moda de Fafe) | Limited accommodation capacity | Partnerships with travel agencies and tour operators | Seasonal fluctuation in tourist arrivals |
| Existing tourism events (e.g., Rally of Portugal) | Lack of trained human resources in tourism. | Sustainable tourism initiatives and green policies | Environmental degradation or natural hazards |
| Strong local business and entrepreneurial networks | Poor coordination among local stakeholders | Development of new tourism products (crafts, museums) | Decline in visitor satisfaction due to service gaps |
[i] Source: Adapted from Al-Haffi (2023); Mota (2016); Platon (2017); Roman et al. (2022).
Table 2:
Mapping interview questions, research objectives, and SWOT categories
| Interview Question | Research Objective | SWOT Category |
|---|---|---|
| What are Fafe’s main attractions? | Identify strengths and unique tourism resources | Strengths |
| What challenges does local tourism face? | Examine structural and organisational weaknesses | Weaknesses |
| Which opportunities could be developed? | Identify external opportunities for sector expansion | Opportunities |
| Which threats may affect local tourism? | Anticipate external risks and emerging constraints | Threats |
[i] Source: Adapted from Mota (2016)
Table 3:
SWOT Analysis of the existing tourism potential in Fafe (with interview reference)
| Strengths | Weaknesses | Opportunities | Threats |
|---|---|---|---|
| Rich cultural heritage (historical sites, festivals, gastronomy) – I2, I3, I4, I5, I6 | Limited tourist infrastructure (accommodation, visitor services) – I5, I6 | Expansion of cultural and rural tourism markets – I2, I3, I4 | Competition from nearby destinations (Porto, Gui-marães) – I2, I3 |
| Natural landscapes and outdoor recreational resources (Queima-dela Dam, parks) – I2, I5 | Insufficient marketing and promotion – I3, I5, I6 | Use of digital technologies to enhance visitor experiences – I2, I4 | Economic downturns affecting tourism spending – I1, I3 |
| Unique gastronomy (e.g., Vitela Assada à Moda de Fafe, Fornelos sweets) – I5, I6 | Limited accommodation capacity – I5 | Partnerships with travel agencies and tour operators – I2, I3 | Seasonal fluctuation in tourist arrivals – I2, I4 |
| Existing tourism events (Rally of Portugal, motorsport events) – I2, I3, I4 | Lack of trained human resources in tourism – I3, I4 | Sustainable tourism initiatives and green policies – I2, I3, I6 | Environmental degradation or natural hazards – I2, I5 |
| Strong local business and entrepreneurial networks supporting tourism initiatives – I2, I3, I4 | Poor coordination among local stakeholders – I3, I4 | Development of new tourism products (crafts, museums, straw weaving) – I5, I6 | Decline in visitor satisfaction due to service gaps – I3, I5 |
[i] Source: Adapted from Al-Haffi (2023); Mota (2016); Platon (2017); Interviews I1–I6 (2015–2024).