788 pages | 97 Color Illus.
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 and examples throughout.
Among the new features and topics included in this third edition are:
This book is written in an accessible and engaging style and structured logically with useful features throughout to aid students’ learning and understanding. It is an essential resource for tourism, hospitality and events students.
'The Third Edition of this beautifully presented and illustrated text is extremely welcome. As a teaching resource, it is invaluable, providing that rare resource, a text addressing global strategic management theory clearly and interestingly but also set within the contemporary context of the industries. The extensive case studies provide innovative learning material for students to really engage with industry practice and comprehend theoretical application and are extremely useful.'
Dr Bridget Major, Principal Lecturer, Newcastle Business School, Northumbria University, UK
'Forward planning and adopting best practice have never been more important for international tourism and its related sectors. Resource pressures, environmental concerns, competitive pressures, economic uncertainty and political instability all point to the need for effective strategic management. This comprehensive and accessible text with insightful case studies provides an essential guide for students, academics and practitioners. Nigel Evans’s book not only understands the issues facing tourism, hospitality and events organizations, it provides ways to manage them effectively.'
Professor Mike Robinson, University of Birmingham, Editor, Journal of Tourism and Cultural Change, UK
'This book has long proved to be an invaluable resource for those studying strategic management within the tourism, hospitality and events sectors. This third edition, benefitting from new contemporary case studies, continues to offer a detailed, authoritative yet highly accessible perspective on strategic management. Readers are challenged with questions and ‘think points’ and, importantly, concepts are frequently illustrated with real-world examples. A must read for student and tutors.'
Richard Sharpley, Professor of Tourism & Development, University of Central Lancashire, UK
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 Analyzing the internal environment
3. Tourism, hospitality and event organizations – the operational context: competencies, resources and 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 Analyzing 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 micro context
9. SWOT analysis for tourism, hospitality and event organizations
Part 4 Strategic formulation, evaluation and selection
10. Competitive strategy and strategic direction for tourism, hospitality and event organizations
11. Strategic methods for tourism, hospitality and event organizations
12. Strategic evaluation and selection for tourism, hospitality and event organizations
Part 5 Strategic implementation and strategy in theory and practice
13. Strategic implementation for tourism, hospitality and event organizations
14. International and global strategies for tourism, hospitality and event organizations
15. Strategic management for tourism, hospitality and event organizations: theory and practice
Part 6 Case analysis for tourism, hospitality and events
Case study summary
Case 1 Competing or cooperating in the airline industry: strategic alliances or going it alone?
Case 2 Queensland Australia: tourism and events – strategic positioning and promotion
Case 3 Ryanair: evolution of competitive strategy
Case 4 Hyatt Hotels: a family firm goes for growth
Case 5 Days Inn: franchising hospitality assets in China
Case 6 Reed Exhibitions: strategic issues for a leading events management company
Case 7 Thomas Cook: an historic travel brand faces challenging times
Case 8 Airbnb: back to the future – a ‘disruptor’ for global hospitality