SCUBA DIVING

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SCUBA DIVING
By Michelle Medeiros da Silva
A00044523
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Table of Contents
Introduction ………………………………………………………………………………………………………………..2
The target market …………………………………………………………………………………………………………2
Mission and vision statement …………………………………………………………………………………………3
Goals and SMART objectives ………………………………………………………………………………………..3
SWOT analysis ……………………………………………………………………………………………………………4
Risk matrix table ………………………………………………………………………………………………………….5
Proposed rules……………………………………………………………………………………………………………..6
Proposed competition for the first year …………………………………………………………………………….7
Conclusion………………………………………………………………………………………………………………….7
Reference list ………………………………………………………………………………………………………………8
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Introduction
Scuba diving is one of the popular water sports that take place underwater. Scuba diving is
considered to be among the best ways to explore the marvelous underwater ecosystem and get
close to the wonders of the marine world. SCUBA is the acronym for ‘Self Contained Underwater
Breathing Apparatus’ (Lucrezi et al. 2017). The breathtakingly beautiful colors and marine
inhabitants are a sight to behold and once under the water, the diver tends to lose account of the
time by being lost in the workmanship of nature. In this sport, the diver uses breathing apparatus
which is self-contained and is used to breathe while being in the water.
The breathing apparatus is completely independent of the surface supply. Usually, compressed air
is carried by the divers for breathing and each diver carries their own scuba which allows them a
greater degree of independence to move around in the water freely. On the other hand, the divers
that are surface supplied enjoy limited mobility and the breath hold divers experience limited
endurance under the water. The most recommended diving season is considered to be from October
to May which, however, tends to vary in different parts of the world. The best conditions for scuba
diving are calmer seas, lower rainfall and better visibility.
The target market
Studies suggest that the target market of scuba diving majorly should consist of those regions that
are known for iconic mega fauna such as whales and sharks and also, coral reefs (Lucrezi et al.
2017). Different tourist destinations across the world offer standardized packages highly the
provisions to interact with the marine ecosystems and the mentioned species. Tropical destinations,
by far, are the safest options to allow the sport of scuba diving to get established and thrive.
According to Lucrezi and Saayman (2017), the market segmentation of Scuba diving can be
approached via multiple angles owing to the recreational aspects of the sport. Moreover, it is
suggested that the socio-demographic profiles of the best scuba divers must be determined by the
analysis of the available data.
The target market of scuba diving primarily consists of the customers who are: Moderates,
Actualizers, Inner-circles and Fun-seeking Belongers. Hence, it can be comprehended that
heterogeneous market segmentation for scuba divers can be beneficial for both public and private
sector stakeholders. In Australia, particularly, the Great barrier reefs are the best locations where
scuba diving can be developed into a major sport (Lippmann and Taylor, 2020). The service and
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the scuba equipment providers can concentrate their products as well as services to satisfy the
needs and expectations of the niche customers through a cost-effective approach.
Mission and vision statement
Scuba diving is an adventurous sport that not only offers a high recreational value to a vacation
but can be developed into a purposeful sport which can have multifaceted advantages for a
particular region. It allows a region to emerge as a focal point of a booming economy and will
offer increased opportunities of employment and business (Wong et al. 2019). The mission and
vision of the scuba diving, hence, can be outlined as follows:
Mission
The mission is to deliver successful, cost effective, on time and safe scuba diving sports across the
world. The project is also aimed to commit to explore new opportunities to develop the sport
further without compromising the reputation and culture of a given location.
Vision
The sport is envisioned to be acknowledged by the water sport enthusiasts as a provider so effective
and innovative subsea recreational activities (Wong et al. 2019). Moreover, the sport is intended
to offer opportunities for the locals to get more jobs, training and knowledge regarding scuba
diving and marine ecosystems.
Goals and SMART objectives
The development of a water sport is a relentless activity as it clearly demarcates itself from all the
other sports due to various reasons (Albayrak, Caber and Cater, 2019). The peculiar techniques,
the sophisticated requirement to undergo training and the cost factor of the sport requires it to be
more strategic and comprehensive in nature. For the present project, the great coral reefs in
Australia have been taken as the target market. The establishment of goals and SMART (Specific,
Measurable, Achievable, Relevant, Time-bound) objectives would be fundamental for the
development of the sport of scuba diving would allow a clearly defined pathway for the present as
well as the future prospects of the same.
Goals
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In the next 4 to 5 year, it is intended to highlight the sport of scuba diving as a major sport which
takes place annually and attracts water sports lovers and fun lovers from across the world.
Additionally, the creation of a plethora of jobs within the domain of the sport as well as the
hospitality sector of the region is another key goal.
SMART objectives
Following are the SMART goals for the sport:
1. Educate the citizens, professionals and the concerned local government authorities on the
prospects of conducting scuba diving sport events on a regular basis by 2022.
2. Involve as much as 100 locals into the program to increase awareness regarding the
advantages of converting the region into a tourist destination for the next 5 years.
3. Continue developing the fundamental infrastructure required for the sport events by the
end of 2021.
4. Improve the organizational, leadership and professional scuba diving skills of the 100
locals by 2022.
5. Promote the re-establishment and maintenance of the available locations and beaches by
the end of 2021 and continue it for the next 5 years.
6. The launching of the first scuba diving sport event under the present project by October,
2021.
SWOT analysis
A SWOT analysis is among the most classical methods for the determination of the prospects and
concerns of a project. It leads to the determination of the Strengths, Weaknesses, Opportunities
and Threats for the Scuba diving sport project as mentioned above.
Strengths
 Passionate local people.
 Well established training programs.
 International recognition from brands.
 Appropriate for people for all backgrounds,
ages and ethnicity.
Weaknesses
 The identity of the sport is not
yet clear.
 It is often termed as risky for
the tourists.
 It requires prior training.
 Time consuming sport.
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 It is often a part of ad campaigns, TV series
and movies.
 High dropout rate (Ellilä,
2017).
Opportunities
 An increased attention from influencers from
social media (Ellilä, 2017).
 Growing interest in the environment.
 Support from the Australian government.
 Training courses in the destination location
(Albayrak, Caber and Cater, 2019).
 Growing interest in outdoor activities for
recreation.
Threats
 Shrinking rate of participants.
 Deterioration of coral reefs and
marine ecosystem.
 Water pollution (Wong et al.
2019).
 Uncertain insurance policies.
 Ongoing COVID-19 pandemic.
Table 1: SWOT analysis
(Source: Self-generated)
It can be comprehended from the above table that Scuba diving sport events have a wide range of
prospects of thriving in the market. However, there are certain key threats that need to be countered
from appropriate strategies in order to develop it into amjot sport event in the area in the 2 to 3
years.
Risk matrix table
IMPACT
Acceptabl
e
Tolerabl
e
Unacceptabl
e
Intolerabl
e

1
2
3
LIKELIHOO
D
Improbabl
e
Lack of
interest
from the
locals
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Possible
Changin
g market
trends
Probable
Health
and
safety
Table 2: Risk matrix
(Source: Self-generated)
The defined risks are to be minimized by the following strategies:
Lack of interest from the locals: It is an improbable risk that can be prevented by conducting
thorough awareness campaigns along with promotional events that can be beneficial in grabbing
the attention and interest from the locals (Gerungan and Chia, 2020). Moreover, the economical
aspect of the sport event will automatically attract the locals to be more inclined towards
supporting the event.
Changing market trends: It is a possible risk in which the ongoing pandemic, increased travel
costs and government intervention can cause the target audience to drift away from visiting the
area or participating in the sport event (Albayrak et al. 2019; Cater et al. 2020). It can be resolved
with a successful strategic development of countermeasures with the help of thorough market
research.
Health and safety: It is a highly probable risk which is intolerable (De Brauwer et al. 2017).
Decompression sickness, oxygen toxicity and other health risks need to be prevented with
appropriate policies and resources.
Proposed rules
The general rules for the Scuba diving competition such as rule of thirds, uniforms, buddy system,
and practice safe ascents will remain the same (Queiroz Neto et al. 2017). Moreover, a participant
will be allowed to participate every year regardless of his/her merit in the previous event. Multiple
entries from the same institutions are allowed wherein every candidate will have to appear for a
screening test. There will be four stages in the sport where the successful accomplishment in one
group qualifies the participant for the next one. The integrated score of all the stages qualifies a
participant for winning the competition.
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Proposed competition for the first year
The competition in the first year would include 65 to 70 participants from Australia as well as from
across the globe (Spalding et al. 2017). For the first-year people of 18 years and above will be
participating in the competition but in the later years competition for children from 13 to 17 years
is also envisioned to be organized (Ellilä, 2017).
Conclusion
Scuba diving is an exceptional mode of exploring the majestic and colorful marine life. It allows
the divers to connect to the serenity and calmness of the underwater world. The sport of scuba
diving is a potential activity that can encompass the multifaceted interests of the water sports
enthusiasts and fun lovers to take their love for marine life a notch higher. The sport has a huge
opportunity in the mentioned locations not only in order to uplift the local ecosystem and species
but also due to the increased global attention towards environment friendly recreational activities.
The proposed annual event of scuba diving competition can emerge as a major attraction in the
area that will furnish an increased opportunity for the sport as well as the tourism industry to
flourish.
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Reference list
Albayrak, T., Caber, M. and Cater, C., 2019. Mass tourism underwater: A segmentation approach
to motivations of scuba diving holiday tourists. Tourism Geographies, pp.1-16.
Cater, C., Albayrak, T., Caber, M. and Taylor, S., 2020. Flow, satisfaction and storytelling: A
causal relationship? Evidence from scuba diving in Turkey. Current Issues in Tourism, pp.1-19.
De Brauwer, M., Harvey, E.S., McIlwain, J.L., Hobbs, J.P.A., Jompa, J. and Burton, M., 2017.
The economic contribution of the muck dive industry to tourism in Southeast Asia. Marine Policy,
83, pp.92-99.
Ellilä, S., 2017. Researching consumer behaviour of Chinese scuba divers.
Gerungan, A. and Chia, K.W., 2020. Scuba diving operators’ perspective of scuba diving tourism
business in Nusa Penida, Indonesia. Journal of Outdoor Recreation and Tourism, 31, p.100328.
Lippmann, J. and Taylor, D.M., 2020. Medical conditions in scuba diving fatality victims in
Australia, 2001 to 2013. Diving Hyperb. Med, 50, pp.98-104.
Lucrezi, S. and Saayman, M., 2017. Sustainable scuba diving tourism and resource use:
Perspectives and experiences of operators in Mozambique and Italy. Journal of cleaner
production, 168, pp.632-644.
Lucrezi, S., Milanese, M., Markantonatou, V., Cerrano, C., Sarà, A., Palma, M. and Saayman, M.,
2017. Scuba diving tourism systems and sustainability: Perceptions by the scuba diving industry
in two Marine Protected Areas. Tourism management, 59, pp.385-403.
Queiroz Neto, A., Lohmann, G., Scott, N. and Dimmock, K., 2017. Rethinking competitiveness:
important attributes for a successful scuba diving destination. Tourism Recreation Research, 42(3),
pp.356-366.
Spalding, M., Burke, L., Wood, S.A., Ashpole, J., Hutchison, J. and Zu Ermgassen, P., 2017.
Mapping the global value and distribution of coral reef tourism. Marine Policy, 82, pp.104-113.
Wong, C.M., Conti-Jerpe, I., Raymundo, L.J., Dingle, C., Araujo, G., Ponzo, A. and Baker, D.M.,
2019. Whale shark tourism: impacts on coral reefs in the Philippines. Environmental management,
63(2), pp.282-291.

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