Litnet

Abstract

Scuba diving tourism has, over the past two decades, begun to play an increasingly important role within the international tourism sector, and is considered a niche product with substantial potential to support economic growth, conservation initiatives, and local community development. The orientation of this study rests on the understanding that scuba diving cannot be regarded simply as a recreational activity, but rather as a multifaceted business opportunity integrated with sustainable tourism practices, marine conservation, and community involvement. By studying the enterprises that operate within this sector, important insights can be gained into the ways in which entrepreneurs build networks, sustain financial viability, and survive within a highly competitive and ecologically sensitive environment. The research proceeds from the assumption that the success and survival of such enterprises depend on critical success factors that are not only internally managed but also contextually shaped by the socio-economic and ecological frameworks of the countries in which they operate.

The central research objective was to identify and systematically compare the critical success factors of scuba diving enterprises in developed and developing countries. This comparison enables researchers, policymakers and entrepreneurs to understand the dynamics driving enterprises in different economic and governance environments. The need for such a study arises from the growing competition within the tourism sector, particularly concerning specialist products such as scuba diving excursions. As more enterprises enter the market, it becomes essential for existing and new operators to master these critical success factors to remain competitive, sustainable and profitable.

The research was designed as a qualitative comparative case study, using two marine protected areas (MPAs) as empirical starting points. The first study area, the Portofino region in Italy, represents the context of the developed country. This region is internationally recognised for its marine biodiversity and strict regulation of tourism activities, making it an appropriate laboratory for examining enterprise practices within a formally managed and well-developed market. The second study area, Ponta de Ouro in Mozambique, represents the developing country context. Here, tourism operations are less stringently regulated, and local economic and infrastructural challenges pose unique demands for the survival and success of scuba diving enterprises.

For data collection, a purposive sample of eight operators in each study area was undertaken. Interviews focused on identifying strategic management approaches, business practices, client relations, and perceptions of sustainability. The data was analysed using Creswell’s six steps of qualitative data analysis and interpretation, which include organising data, reading and re-reading transcripts, coding, generating themes, interpretation, and final reporting. This systematic approach ensured that the findings were processed reliably and credibly.

The key findings indicate that four broad factors are decisive for the success of scuba diving enterprises:

1. Location and environmental context. Operators in Italy benefit from an established marine conservation framework, while Mozambican operators rely more on the natural appeal of a relatively pristine but less regulated marine environment.
2. Efficient business operations. In the developed context, strict compliance with regulations and a high degree of formal management are critical success factors. In the developing context, informal networks and adaptability play a more significant role.
3. Quality of products and services. Both contexts confirm that clients develop loyalty when quality experience, safety standards, customer relationships, and reputation are maintained.
4. Word-of-mouth marketing, online reviews, and personal client relationships contribute to sustainable income and a steady stream of tourists in both contexts.

These findings carry practical implications for the management of scuba diving enterprises. First, operators who effectively capitalise on their geographical and ecological advantages have a greater chance of developing a competitive niche in the market. Second, the effective application of management strategies, whether formal or informal, is essential for sustainability. Third, maintaining quality and safety as core principles strengthens client trust, which in turn stimulates business growth. Lastly, building long-term client relationships and a positive reputation appears to be a strategic asset that is difficult for competitors to replicate.

By comparing the two case studies, the research provides a framework for future scuba diving entrepreneurs to adapt and refine their strategies. Operators in developing countries can learn from the structured management practices of developed countries. In contrast, operators in developed countries may benefit from their counterparts’ innovative, adaptable and often community-based approaches in developing nations.

The valuable contribution of this study lies in offering new insights into the practical workings of a tourism niche product that is attracting increasing international attention. The research creates a foundation for improved strategic planning, policy development, and entrepreneurial support by identifying the critical success factors and situating them within two different contexts. Furthermore, these results can be used as a guideline for expanding tourism offerings in marine protected areas worldwide, ultimately strengthening the balance between economic development and marine conservation.

In summary, the research illustrates that scuba diving tourism is more than a recreational activity; it is a complex economic and social system where success depends on a combination of location, management, quality and customer relationships. By understanding and strategically leveraging these factors, scuba diving enterprises can remain financially sustainable and play a meaningful role in supporting local communities and protecting marine ecosystems. This research, therefore, makes an essential contribution to the existing body of knowledge on sustainable tourism and provides practical guidelines for both current and future scuba diving enterprises

Keywords: management; dive operators; entrepreneurship; critical success factors; Ponta do Ouro; Portofino; scuba diving; key success factors

• This article’s featured image was created by Pia B and obtained from Pexels.

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