Strategic Management for Tourism, Hospitality and Events is the must-have text for students approaching this subject for the first time. It introduces students to fundamental strategic management principles in a Tourism, Hospitality and Events context and brings theory to life by integrating a host of industry-based case studies.
Strategic Management for Tourism, Hospitality and Events is the must-have text for students approaching this subject for the first time. It introduces students to fundamental strategic management principles in a Tourism, Hospitality and Events context and brings theory to life by integrating a host of industry-based case studies.
Nigel G. Evans taught strategy and tourism management for many years in the UK at Northumbria and Teesside Universities, where he was Deputy Dean of the Business School, and at overseas institutions in Hong Kong and Malaysia. In an earlier career he worked for a London-based international tour operator. He has published widely in the tourism and management fields, and his teaching spans MBA and specialist tourism, hospitality and events programs.
Inhaltsangabe
Part 1: Strategy and the Tourism, Hospitality and Events Contexts 1. Strategy and Strategic Objectives for Tourism, Hospitality and Event Organizations. 2. Introduction to Strategy for Tourism, Hospitality and Events. Part 2: Analysing the Internal Environment. 3. Tourism, Hospitality and Event Organizations - The Operational Context: Sources of Competitive Advantage. 4. Tourism, Hospitality and Event Organizations - The Human Resources Context. 5. Tourism, Hospitality and Event Organizations - The Financial Context. 6. Tourism, Hospitality and Event Organizations - The Products and Markets Context. Part 3: Analysing the External Environment and SWOT. 7. The External Environment for Tourism, Hospitality and Event Organizations - The Macro Context. 8. The External Environment for Tourism, Hospitality and Event Organizations - The Competitive Context. 9. SWOT Analysis for Tourism, Hospitality and Event Organizations. Part 4: Strategic Options. 10. Competitive Strategy for Tourism, Hospitality and Event Organizations. 11. Strategic Directions for Tourism, Hospitality and Event Organizations. 12. Strategic Methods of Development for Tourism, Hospitality and Event Organizations. 13. Strategic Evaluation and Selection for Tourism, Hospitality and Event Organizations. Part 5: Strategy in Action. 14. Strategic Implementation for Tourism, Hospitality and Event Organizations. 15. International and Global Strategies for Tourism, Hospitality and Event Organizations. 16. Sustainability Strategy for Tourism, Hospitality and Event Organizations. 17. Strategic Management for Tourism, Hospitality and Event Organizations - Strategy in Practice. Part 6: Case Analysis for Tourism, Hospitality and Events. Case Study Summary. Case/Chapter Correlation. Case 1 Competing or Cooperating in the Airline Industry: Strategic Alliances or Going it Alone?. Case 2 Thomas Cook vs TUI: Survival of the Fittest. Case 3 Queensland Australia: Tourism and Events - Strategic Positioning and Promotion. Case 4 IHG - Competing on the World Stage. Case 5 RX - Strategic Issues for a Leading Events Management Company. Case 6 Airbnb: Back to the Future - a 'Disruptor' for Global Hospitality.
Part 1: Strategy and the Tourism, Hospitality and Events Contexts 1. Strategy and Strategic Objectives for Tourism, Hospitality and Event Organizations. 2. Introduction to Strategy for Tourism, Hospitality and Events. Part 2: Analysing the Internal Environment. 3. Tourism, Hospitality and Event Organizations - The Operational Context: Sources of Competitive Advantage. 4. Tourism, Hospitality and Event Organizations - The Human Resources Context. 5. Tourism, Hospitality and Event Organizations - The Financial Context. 6. Tourism, Hospitality and Event Organizations - The Products and Markets Context. Part 3: Analysing the External Environment and SWOT. 7. The External Environment for Tourism, Hospitality and Event Organizations - The Macro Context. 8. The External Environment for Tourism, Hospitality and Event Organizations - The Competitive Context. 9. SWOT Analysis for Tourism, Hospitality and Event Organizations. Part 4: Strategic Options. 10. Competitive Strategy for Tourism, Hospitality and Event Organizations. 11. Strategic Directions for Tourism, Hospitality and Event Organizations. 12. Strategic Methods of Development for Tourism, Hospitality and Event Organizations. 13. Strategic Evaluation and Selection for Tourism, Hospitality and Event Organizations. Part 5: Strategy in Action. 14. Strategic Implementation for Tourism, Hospitality and Event Organizations. 15. International and Global Strategies for Tourism, Hospitality and Event Organizations. 16. Sustainability Strategy for Tourism, Hospitality and Event Organizations. 17. Strategic Management for Tourism, Hospitality and Event Organizations - Strategy in Practice. Part 6: Case Analysis for Tourism, Hospitality and Events. Case Study Summary. Case/Chapter Correlation. Case 1 Competing or Cooperating in the Airline Industry: Strategic Alliances or Going it Alone?. Case 2 Thomas Cook vs TUI: Survival of the Fittest. Case 3 Queensland Australia: Tourism and Events - Strategic Positioning and Promotion. Case 4 IHG - Competing on the World Stage. Case 5 RX - Strategic Issues for a Leading Events Management Company. Case 6 Airbnb: Back to the Future - a 'Disruptor' for Global Hospitality.
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