Definition of the Domain : First of all it is very important to decide what importance the future operations of an enterprise in order to decide the relationship between industry and environment. This also amount to drawing the long term composition of how the industry shall adapt itself to the environment. This is the definition of domain. Zone of survival as the definition of domain is the base for deciding the other definitions.It is said that the failure of Railways Industry in America was because of mistaken definition of domain. The American Railways Industry can be called as pilot representative of large industry. However, the Railway Industry thought that its work is only that of the railway operation rather that the transportation works. As a result, it failed to match the rapidly increasingly demand from the transportation sector.
Domain specifies the work area in which the operational activities of an enterprise are carried out or it is expressed as a concept covering all such operations. On the other hand, the definition of domain for the American industry relatively market oriented and it includes many elements which are close to the successful factors in the market. “IBM means Services” can be called as domain of IBM (the IBM operation is not to sell the machines but to sell the functions of the products).
Operation Portfolio : The operation portfolio is a table of operations or the overall structure while carrying out the operational activity in the industry. Normally, it is necessary to decide about the following two selections to determine the operation portfolio. Which fields are to be included in the portfolio (deciding the composition of the portfolio). How to handle the patterns given by the multiple numbers of operations (deciding the structure of portfolio).While deciding the operation portfolio, the attention of individual operation fields are important, but it is more important to consider how much total effect can generated through all the combinations of various operations.
Resource Development : Once the operation fields, which constitute the domain, have been decided, next it becomes important to decide about the necessary accumulation and distribution of resources required to meet the composition in each field. This composition is the resource development strategy.The management resource can be divided into substantive resources (human beings, articles, money) and the informative resources (technology, know-how, and brand image). In the case of substantive resources, it is the distribution which is more important than the accumulation of resources. A proper distribution matching the discriminate preferential order for every operational field is the key factor. On the other hand, it is the accumulation rather than the distribution which is more important in the case of information resources and its key factor is the organizational learning.
Competitive Strategy : Competitive strategy is the decision for establishing the competitive preferential order in each operational field. The basic topics in this connection are to understand the actual state of competition in the industry and market segment and the segment position of one’s own company as well as to come into competitive preferential order through the combination of management resources through this understanding. The competitive strategy is basically of three types, viz. cost leadership, discrimination and concentration.The above discussed four aspects are closely related to each other. Therefore, the coordination of four decisions becomes an important topic management strategy.
A SWOT analysis may be incorporated into the strategic planning model. An example of a strategic planning technique that incorporates an objective-driven SWOT analysis is Strategic Creative Analysis (SCAN). Strategic Planning, including SWOT and SCAN analysis, has been the subject of much research.
} Strengths: attributes of the person or company those are helpful to achieving the objective. } Weaknesses: attributes of the person or company those are harmful to achieving the objective. } Opportunities: external conditions those are helpful to achieving the objective. } Threats: external conditions which could do damage to the business's performance.
Identification of SWOTs is essential because subsequent steps in the process of planning for achievement of the selected objective may be derived from the SWOTs.
If, on the other hand, the objective seems attainable, the SWOTs are used as inputs to the creative generation of possible strategies, by asking and answering each of the following four questions, many times:
} How can we Use and Capitalize on each Strength? } How can we Improve each Weakness? } How can we Exploit and Benefit from each Opportunity? } How can we Mitigate each Threat?
Ideally a cross-functional team or a task force that represents a broad range of perspectives should carry out the SWOT analysis.
Some Religious sites of India:
Dwarka; Krishna temple of Dwarkadhish
Somnath; Shiva Jyotir linga temple
Ujjain; Mahakaleswar Jyotir linga Shiva temple
Sanchi; Buddhist stupa
Ajanta caves; 29 Buddhist, Hindu, Jain sacred caves
Ellora; Buddhist, Hindu, Jain caves and Grineshwar Jyotir linga
Mt. Abu; Jain temples
Pushkar; Brahma temple,
Ajmer; Shrine of Mu’in al-din Chishti
Amritsar; Hari Mandir
Govindval; Sikh temple
Anandpur Sahib Sikh temple
Vaishno Devi; cave of Kali, Lakshmi and Saraswati
Amarnath; Shiva cave
Leh; Buddhist monasteries
Kurukshetra; Brahma Sarovara
Devprayag; Raghunath Vishnu temple
Rishikesh; Laksman Jhula, Neela Kantha Mahadeva temple
Haridwar; Hari-ki-Pairi Ghat, numerous temples
Joshimath; Vasudeva temple
Badrinath; Badrinath temple and nearby five Badri temples
Kedarnath; Jyotir Linga Shiva temple
Yamnotri; source of holy Yamuna river
Gangotri; Goddess Ganga temple
Vrindavan; numerous beautiful Krishna temples
Allahabad; Sangam Bath river site
Varanasi / Banaras; numerous temples, ghats and pilgrimage circuits
Saranath; Buddhist holy place
Kushinagar; Holy site where Buddha passed away
Gaya; Vishnupada temple
Bodh Gaya; Site where Buddha attained enlightenment
Rajagriha / Rajgir; Vulture Peak Buddhist site
Parsanath; Jain temple
Baidyanath; Shiva Jyotir linga
Tarakeswar; Tarakanath temple
Navadip; Dhameswara Shri Chaitanya temple
Tarapith; Shakti Pitha temple
Calcutta; Kalighat temple and Dakshineshwar
Gauhati; Kamakhya Shakti temple
Puri; Jaganath temple
Tirupati; Govindaraja and Padmavathi temples
Tiruvanamalai; Mt. Arunachala and Tiruvanamalai temple
Swamimalai temple (near Kumbakonam)
Rameshvaram; Sri Ramananthaswami temple
Madurai area; temples of Minakshi
Kanya Kumari; Kumari Amman goddess temple
Trivandrum; Sri Padmanabhaswami Vishnu temple
Sravanabelagola; Gomateswara Jain shrine
Mysore; shrine of Baba Qalander Shah
Gokarna; Mahaballeswara Shiva temple and Ganapati Ganesh temple
Pandharpur; Vitthala Krishna temple
Bhimshankar; Shiva Jyotir linga
New Delhi; Islamic shrines of Kwaja Nizamuddin Aulia
Khajuraho; Jain and Hindu temples
Udipi; Krishna temple
Amarkantak; hill top temples and source of Narmada river
Gangasagarar / Sagar Island; Kapil Muni temple
Royal Orient : The Royal Orient was started as a joint effort between the state of Gujarat and WR some time in 1994-95. The itinerary is Chittorgarh - Udaipur - Palitana - Somnath - Diu - Ahmedpur - Mandvi - Sasangir National Park - Junagarh - Ahmedabad - Jaipur - Delhi, taking 7 days. Fares range from $350 per person per day going down with double occupancy ($200) and triple occupancy ($175). The rake used was the replacement rake for the ageing Palace on Wheels rolling stock (which ran the POW service from 1992 to about 1994, when the BG rake for POW was introduced). This new ICF-built replacement rake was rendered useless until Gujarat Tourism and WR decided to run it as the Royal Orient. The livery was changed to a blue scheme. It originates from Delhi Cantt MG station and traverses a fair part of Rajasthan and Gujarat. The Royal Orient rake is maintained at the WR workshops at Ajmer.
The earliest forms of leisure tourism can be traced as far back as the Babylonian and Egyptian empires. A museum of “historic antiquities” ...