The Sri Lanka Wildlife Conservation Society (SLWCS) founded in 1995 had been working exclusively in Sri Lanka to protect native species while aiding the social development of the Sri Lankan people. Headed by Ravi Corea, president, and Chandeep Corea, projects director, the SLWCS began its first major project in 1998 — an innovative electric fence designed to resolve conflicts between the native villagers and the elephants in Sri Lanka and protect the surrounding forests. The idea was to fence off elephant-restricted areas, such as villages and large agricultural fields, with solar-powered electric fences, leaving vast expanses of land outside the fenced areas for the elephants to range. In an effort to ensure the long-term survival of the project and with the co- operation of the Board of Investment of Sri Lanka, Elephant Walk Thru would lease 25 acres near a forest. A field scouts program to monitor, observe and record elephants in this forest was also a part of this project. These scouts would be recruited from the local villages, trained and educated in the wildlife of the area. Eventually, they would function as field guides to visiting guests, earning a reasonably high wage from an alternate, environment-friendly, sustainable source that would supplement the meagre living they made from agriculture. The guides would also conduct environmental awareness programs for other communities, schools, etc., in this area. Since 1997, the SLWCS has been working in Sri Lanka to resolve human-elephant conflict, making use of community participation. The top management of Elephant Walk Thru believed that revenues from business operations, as well as a mix of foreign aid and grants, were important to develop an economic base for the project’s long-term survival. In 2000, they applied to the Sri Lanka Board of Investments for forestland for the eventual development of EWT. Two years later, with national and local governmental approval for the release of the land, Ravi and his management team awaited final approvals for the release of the land from the Land Commissioner. The months during 2002 proved to be a significant period for EWT, as members of the management team introduced the EWT concept to the international community through a variety of conferences. Ravi and Chandeep attended the Eco-Tourism Summit in Quebec, Canada (sponsored by the World Tourism Organization in May 2002), and the International Elephant Symposium in Orlando, Florida, (sponsored by the International Elephant Foundation in November 2002). Members of the EWT management team were also participants in a delegation with the Sri Lankan Prime Minister, Ranil Wickremasinghe, to the United States in 2002. However the company has one significant problem. The Sri Lanka Wildlife Conservation Society’s (SLWCS) management team knew they had conceived a very unique project in Elephant Walk Thru (EWT), but the success of this innovative ecotourism project would hinge on the society’s ability to balance the needs of a diverse group of stakeholders as well as various economic and political-legal forces faced by the organization. SLWCS’s primary task in the ensuing months would be to identify salient external opportunities and threats posed by stakeholder groups and evaluate the continually changing political-legal and economic environments prior to constructing the EWT facilities. To analyse all possible treats we'll look at all stakeholders individually and use PEST analysis, Porter's five forces model, diamond model analysis, and part of SWOT analysis. Let's start with PEST analysis.
Firstly, political aspects:
In Sri Lanka there was unstable political environment over the last 20 years because of the fighting between the violent Liberation Tigers and the national government. Finally, a ceasefire agreement was reached in 2002. As a result, business sphere has become very friendly. 2)
In 2003 the international aid community gave a huge grant package of $ 4,5 billion...
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