STRATEGIC MANAGEMENT FOR TOURISM AND HOSPITALITY
- Course
- TRHM401 - STRATEGIC MANAGEMENT FOR TOURISM AND HOSPITALITY
- Department
- Tourism and Hotel Management - English - Undergraduate
- Course Type
- Course
- Status
- Required
- Language
- English
- Credit
- 3
- ECTS
- 5
- T+P+L
- 3 + 0 + 0
- Course Coordinator(s)
- Dr. Umar SALEEM
- Prerequisite
- -
Course Description
This course provides an in-depth approach to effectively managing internal resources—such as people, knowledge, financial capital, and physical assets—while establishing, developing, and nurturing relationships with external stakeholders, including guests, suppliers, owners, franchisors, venture partners, and government entities. Additionally, it presents a strategic management framework tailored for the international hospitality sector, utilizing a case study method to examine contemporary issues like innovation, entrepreneurship, leadership, ethics, franchising, and corporate social responsibility in a global context. The key learning focuses on the strategic skills essential for navigating the intensely competitive hospitality landscape alongside resource acquisition, development, and management strategies that create a competitive edge.
STRATEGIC MANAGEMENT FOR TOURISM AND HOSPITALITY
Evaluation Tools (Active Term)
| Item | Type | Weight (%) |
|---|---|---|
| Mid-Term | Midterm | 25 |
| Final | Final | 40 |
| Presentation and Participation | Presentation | 15 |
| Project | Project | 20 |
| Total | 100 | |
Course outcomes
- 01 Ability to identify the most important elements of the broad environment, including the sociocultural, economic, political, and technological contexts.nly in tourism and hospitality, but also applicable to numerous other fields.
- 02 Ability to list and explain the various tactics managers can use to influence stakeholders.
- 03 Evaluating the types of knowledge which are more likely to be associated with a sustainable competitive advantage.
- 04 Ability to distinguish the business - level strategy of any hospitality organization by determining if it is a cost leader, differentiator, or best value and whether it addresses a broad or narrow market focus.
- 05 Ability to discuss the three different perspectives or approaches used in understanding strategy, including the traditional perspective, the resource - based view, and the stakeholder view.
Course Syllabus
| Week | Topic |
|---|---|
| Week 1 | Introduction and Course Overview |
| Week 2 | Strategy and Stratejik Objectives for Travel and Tourism Organization |
| Week 3 | Introduction to Strategy for Travel and Tourism |
| Week 4 | Mintzberg's Five Ps; Deliberate and Emergent Strategy |
| Week 5 | Internal Analysis; Introduction; Travel and tourism organization: competences, resources and competitive advantage |
| Week 6 | Travel and tourism organization: competences, resources and competitive advantage continues |
| Week 7 | Internal Analysis; The Human Context |
| Week 8 | Midterm Exam |
| Week 9 | Strategic Alliances (case study) |
| Week 10 | Competitive Strategy (Case study) |
| Week 11 | Internal Analysis; Products and Markets |
| Week 12 | External Analysis: the macro context and the micro context |
| Week 13 | External Analysis: SWOT analysis |
| Week 14 | Project Presentations |
| Week 15 | Final Exams |
Reference Books & Course Materials
- 01 Enz A. C., 2010. Hospitality Strategic Management: Concepts and Cases, 2nd Ed. Wiley and Sons.
- 02 Hussey D., 2008. Strategic Management: From theory to implementation, 4th Ed. Butterworth-Heinemann.
- 03 Evans, N., Stonehouse, G., & Campbell, D. (2003). Strategic management for travel and tourism. Butterworth-Heinemann.
- 04 Case Studies
Learning Outcomes
- L01 Ability to identify the most important elements of the broad environment, including the socio-cultural, economic, political, and technological contexts in tourism and hospitality, but also applicable to numerous other fields. SOLO 2
- L02 Ability to list and explain the various tactics managers can use to influence stakeholders. SOLO 4
- L03 Assess what types of knowledge are more likely to be associated with a sustainable competitive advantage. SOLO 5
- L04 The capability to distinguish the business - level strategy of any hospitality organization by determining if it is a cost leader, differentiator, or best value and whether it addresses a broad or narrow market focus. SOLO 4
- L05 Ability to discuss the three different perspectives or approaches used in understanding strategy, including the traditional perspective, the resource - based view, and the stakeholder view. SOLO 5
Program Outcomes
No program outcomes have been defined.
Po-Lo Matrix
The PO-LO matrix has not been populated yet.