STRATEGIC MANAGEMENT FOR TOURISM AND HOSPITALITY

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)

Course outcomes

1. 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.
2. 02 Ability to list and explain the various tactics managers can use to influence stakeholders.
3. 03 Evaluating the types of knowledge which are more likely to be associated with a sustainable competitive advantage.
4. 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.
5. 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

Reference Books & Course Materials

1. 01 Enz A. C., 2010. Hospitality Strategic Management: Concepts and Cases, 2nd Ed. Wiley and Sons.
2. 02 Hussey D., 2008. Strategic Management: From theory to implementation, 4th Ed. Butterworth-Heinemann.
3. 03 Evans, N., Stonehouse, G., & Campbell, D. (2003). Strategic management for travel and tourism. Butterworth-Heinemann.
4. 04 Case Studies

Learning Outcomes

1. 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
2. L02 Ability to list and explain the various tactics managers can use to influence stakeholders. SOLO 4
3. L03 Assess what types of knowledge are more likely to be associated with a sustainable competitive advantage. SOLO 5
4. 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
5. 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

1. P01 Knowledge of mathematics, natural sciences, basic engineering, computer-based computation, and topics specific to the relevant engineering discipline.
2. P02 Ability to apply knowledge of mathematics, natural sciences, basic engineering, computer-based computation, and topics specific to the relevant engineering discipline to the solution of complex engineering problems.
3. P03 Ability to define complex engineering problems by using knowledge of basic sciences, mathematics, and engineering, while considering the relevant United Nations Sustainable Development Goals (SDGs) related to the problem addressed.
4. P04 Ability to formulate complex engineering problems using knowledge of basic sciences, mathematics, and engineering, while considering the relevant United Nations Sustainable Development Goals (SDGs) associated with the problem addressed.
5. P05 Ability to analyse and solve complex engineering problems using knowledge of basic sciences, mathematics, and engineering, while considering the relevant United Nations Sustainable Development Goals (SDGs) associated with the problem addressed.
6. P06 Ability to design creative solutions to complex engineering problems.
7. P07 Ability to design complex systems, processes, devices, or products in a way that meets present and future needs while considering realistic constraints and conditions.
8. P08 Ability to select and use appropriate techniques and resources—including estimation and modelling—for the analysis and solution of complex engineering problems, while being aware of their limitations.
9. P09 Ability to select and use modern engineering and computational tools—including estimation and modelling—for the analysis and solution of complex engineering problems, while being aware of their limitations.
10. P10 Ability to conduct literature research and use appropriate research methods for the investigation of complex engineering problems.
11. P11 Ability to design experiments for the investigation of complex engineering problems.
12. P12 Ability to conduct experiments, collect data, analyse results, and interpret findings for the investigation of complex engineering problems.
13. P13 Knowledge of the impacts of engineering practices on society, health and safety, the economy, sustainability, and the environment within the framework of the United Nations Sustainable Development Goals (SDGs).
14. P14 Awareness of the legal implications of engineering solutions within the framework of the United Nations Sustainable Development Goals (SDGs).
15. P15 Knowledge of ethical responsibility and adherence to the principles of professional engineering conduct.
16. P16 Awareness of acting impartially without discrimination in any matter and of being inclusive of diversity.
17. P17 Ability to work effectively as an individual.
18. P18 Ability to work effectively as a team member or leader in intra-disciplinary teams (face-to-face, remote, or hybrid).
19. P19 Ability to work effectively as a team member or leader in multidisciplinary teams (face-to-face, remote, or hybrid).
20. P20 Ability to communicate effectively in spoken form on technical matters, taking into account the diverse characteristics of the target audience (such as education, language, and profession).
21. P21 Ability to communicate effectively in written form on technical matters, taking into account the diverse characteristics of the target audience (such as education, language, and profession).
22. P22 Knowledge of professional practices such as project management and economic feasibility analysis.
23. P23 Awareness of entrepreneurship and innovation.
24. P24 Ability for independent and lifelong learning.
25. P25 Ability to adapt to new and emerging technologies.
26. P26 Lifelong learning ability that includes the capacity to think critically about technological changes.

Po-Lo Matrix