Strategic Management For Tourism, Hospitality And Events

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Strategic Management for Tourism,Hospitality and EventsStrategic Management for Tourism, Hospitality and Events is the must-have text for studentsapproaching this subject. It introduces students to fundamental strategic management principles in a tourism, hospitality and events context and brings theory to life by integrating ahost of industry-based case studies and examples throughout.Among the new features and topics included in this edition are: Extended coverage to hospitality and events to reflect the increasing need and importanceof a combined sector approach to strategy. New international tourism, hospitality and events case studies from both SMEs and largescale businesses are integrated throughout to show applications of strategic managementtheory, such as objectives, products and markets and strategic implementation. Longercombined sector case studies are also included at the end of the book for seminar work. New content on emerging strategic issues affecting the tourism, hospitality and eventsindustries, such as innovation, employment, culture and sustainability. Web support for tutors and students providing explanation and guidelines for instructors onhow to use the textbook and case studies, and additional exercises, questions and resourcesfor students.This book is written in an accessible and engaging style and structured logically with usefulfeatures throughout to aid students’ learning and understanding. This book is an essentialresource to tourism, hospitality and events students.Nigel Evans is Assistant Dean of the School of Social Sciences, Business and Law at TeessideUniversity. He has published widely in tourism and management and taught strategy for manyyears on varied programmes including MBA and BA (Hons) Travel and Tourism programmesat Teesside and Northumbria Universities.Strategic Management.indb 116/12/2014 09:50

‘Nigel Evans’ textbook has long been essential reading for students on Strategic Management inTourism courses. This new edition is very welcome and extending the coverage to hospitality andevents and the inclusion of diverse international case studies and an extensive glossary is timely andwill be well received by students and course tutors. The book should also be of interest to practitioners in tourism, hospitality and events.’Dr Philip Long, Associate Dean, Head of Tourism Academic Group,School of Tourism, Bournemouth University, UK‘Nigel Evans has provided great cases and updated perspectives on the nature of the closely entwinedtourism, hospitality and events sectors and their internationalized dimension. The style of the bookis attractive and interesting, using lots of graphics and illustrations as well as many examples andcases to keep students not only engaged but also firmly in touch with the realities and implicationsof strategic management.’Professor Ray Pine, Dean, Faculty of Management and Hospitality,Technological & Higher Education Institute of Hong KongA range of further resources for this book are available on the Companion Website:www.routledge.com/cw/evansStrategic Management.indb 216/12/2014 09:50

Strategic Managementfor Tourism, Hospitalityand EventsSecond editionNigel EvansStrategic Management.indb 316/12/2014 09:50

First edition published 2003Second edition 2015by Routledge2 Park Square, Milton Park, Abingdon, Oxon OX14 4RNand by Routledge711 Third Avenue, New York, NY 10017Routledge is an imprint of the Taylor & Francis Group, an informa business 2015 Nigel EvansThe right of Nigel Evans to be identified as the author of this workhas been asserted by him in accordance with sections 77 and 78 of theCopyright, Designs and Patents Act 1988.All rights reserved. No part of this book may be reprinted or reproducedor utilised in any form or by any electronic, mechanical, or other means,now known or hereafter invented, including photocopying and recording,or in any information storage or retrieval system, without permission inwriting from the publishers.Trademark notice: Product or corporate names may be trademarksor registered trademarks, and are used only for identification andexplanation without intent to infringe.British Library Cataloguing in Publication DataA catalogue record for this book is available from the British LibraryLibrary of Congress Cataloging in Publication DataLibrary of Congress Cataloging-in-Publication DataEvans, Nigel, 1955Strategic management for tourism, hospitality and events /Nigel Evans. — Second edition.pages cmIncludes bibliographical references and index.1. Tourism—Management. 2. Hospitality industry—Management.3. Strategic planning. I. Title.G155.A1E927 2014910.68′4—dc232014020183ISBN: 978-0-415-83727-9 (hbk)ISBN: 978-0-415-83724-8 (pbk)ISBN: 978-0-203-77149-5 (ebk)Typeset in Iowan Old Styleby Keystroke, Station Road, Codsall, WolverhamptonStrategic Management.indb 416/12/2014 09:50

To my wife Michelle and daughters Lydia, Megan and Laurawithout whose love and support the book would not have been possible.Strategic Management.indb 516/12/2014 09:50

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ContentsList of figuresList of tablesPrefaceStudy guidePart 1 Strategy and the tourism, hospitality and events contextsixxiiixviixix11. Strategy and strategic objectives for tourism, hospitality and event organizations2. Introduction to strategy for tourism, hospitality and events1241Part 2 Analysing the internal environment733. Tourism, hospitality and event organizations: the operational context:competencies, resources and competitive advantage4. Tourism, hospitality and event organizations: the human resources context5. Tourism, hospitality and event organizations: the financial context6. Tourism, hospitality and event organizations: the products and markets context76109148190Part 3 Analysing the external environment and SWOT2397. The external environment for tourism, hospitality and event organizations:the macro context8. The external environment for tourism, hospitality and event organizations:the micro context9. SWOT analysis for tourism, hospitality and event organizationsStrategic Management.indb 724226230416/12/2014 09:50

viiiCONTENTSPart 4 Strategic selection31710. Competitive strategy and strategic direction for tourism, hospitality and eventorganizations11. Strategic methods for tourism, hospitality and event organizations12. Strategic evaluation and selection for tourism, hospitality and event organizations322377433Part 5 Strategic implementation and strategy in theory and practice46913. Strategic implementation for tourism, hospitality and events14. International and global strategies for tourism, hospitality and events15. Strategy and tourism, hospitality and event organizations: theory and practice472520563Part 6 Case analysis for tourism, hospitality and events581Case 1Case 2Case 3Case 4Case 5Case 6Case 7588601619623640651666Strategic alliances in the airline industryTourism Queensland: strategic positioning and promotionRyanair: evolution of competitive strategyHyatt Hotels: a family firm goes for growthDays Inn: franchising hospitality assets in ChinaReed Exhibitions: the world’s leading events organizerThomas Cook: turnaround for a historic travel brandGlossaryIndexStrategic Management.indb 868068916/12/2014 09:50

ic Management.indb 9A schematic of the strategic processLevels of strategic decision-makingThe stakeholder mapSeasonality of fares at British AirwaysThe sectors and sub-sectors of tourism, hospitality and eventsExamples of the impacts of tourism on destination areasThe strategic processThe links between resources, competencies and core competenciesThe links between resources, competencies and competitive advantageA simplified schematic of the value adding processThe value chainThe service profit chainA model of the tourist experience and moments of truth‘The virtuous circle’ linking human resources with business successThe cultural webA representation of the principles of a balance sheetSources of finance for four THE companiesA simple longitudinal analysis: Air New Zealand annual sales revenue(2008–13)A simple longitudinal analysis: Air New Zealand annual net profits (2008–13)A simple longitudinal analysis: Air New Zealand fuel costs (2008–13)A longitudinal analysis of Air New Zealand return on sales (2008–13)Product positioningThe services marketing mixThe product life cycle and its implicationsStrategic implications of online distribution vs. brochure distribution for THEcompaniesA feasibility study process for a visitor attractionThe experience effectThe Boston Consulting Group (BCG) 816917320921321722222522722716/12/2014 09:50

13.1013.1113.1213.13The GEC matrixThe main features of STEEP analysisOld and new tourism comparedPorter’s five forces frameworkLas Vegas hotel occupancy ratesPorter’s Diamond Analysis of the competitive advantage of nationsThe resource-based model of strategyWyndham hotel group presentationStrategic group analysis for hotels in a particular townThe logic of SWOT analysisThe levels of strategyThe three components of business level strategy formulationThe generic strategy frameworkA simplified understanding of cost and differentiation strategiesThe strategy clockThe principles of competitive success in THEThe Ansoff matrixThe directions and methods of diversificationPatterns of related diversificationDiagonal diversification in THEMethods of strategic developmentInter-organizational cooperative objectivesA categorization of inter-organizational forms of joint developmentConceptualization of the collaborative strategy process for internationalairlinesThe benefits of consortium membership for independent hotelsMethods of growth employed by selected international hotel groupsBuy, ally or DIY matrixThe strategic evaluation processExploring the dynamics of fast-moving marketsThe linear-rational (prescriptive) strategic processThe height of organizationsThe centralization–decentralization continuumAn example of a ‘hybrid’ divisional structure for a vertically integrated travelcompanyAn example of a matrix organizational structure for an international travelcompanyLewin’s model of changeThe urgency for changeA model of types of changeSuccessfully transforming organizationsThe McKinsey 7-S FrameworkStrategy as a continuum involving BSCBSC as a part of the continuum of strategy at AmtrakThe four perspectives of BSCStrategic Management.indb 149249549849950250550850951016/12/2014 09:50

FIGURES13.1414.114.214.314.414.515.1Strategic Management.indb 11Canada Tourism Commission’s Strategy MapGlobal–local continuumPorter’s global strategy frameworkConfiguration and coordination for international strategyA framework describing drivers for globalizationA conceptual framework: drivers of entry successWhittington’s four generic strategy typesxi51153053153253354957216/12/2014 09:50

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15.25.35.45.55.66.16.26.36.46.56.6Strategic Management.indb 13Comparison of strategic operational and tactical decisionsA hierarchy of objectivesA summary of stakeholder groupsVertically and horizontally integrated structure of Thomas Cook plcA summary of key THE characteristics and their implications for managersResource analysis: Marriott InternationalPrimary activitiesSecondary activitiesClassification of internal and external linkagesOutsourcing: the airline industryFactors affecting demand and supply of labour in tourism and hospitality in tenAsia/Pacific countriesComparison of possible intermediaries encountered in purchasing a typicalpackage holiday or a concert ticketSummary of the strategic implications of Miles and Snow’s typologySummary of Hofstede’s cultural dimensionsA simplified balance sheet for Air New ZealandA simplified profit and loss account for Air New ZealandSummary of the major advantages and disadvantages of share and loan capitalSummary of the strategic significance of different sources of financeSimplified commonly sized P&L accounts for Air New Zealand and Air China(2011)Interjet – cash flow forecast (in thousands GBP)Penetration by hotel groups in selected countries (2012)Main benefits sought in types of events and attractionsConsumer segments in the main constituent parts of tourism, hospitality andeventsSocio-demographic segmentation variablesQueensland tourist destinations – positioning summaryUsing the BCG Matrix in strategic 6117118519419620020321222916/12/2014 09:50

ic influences – airline sectorPorter’s five forces and profitability – a summarySWOT analysis applied to MacauSome possible factors in a SWOT analysisObstacles to small firm business performance in tourismSummary of the major frame conditions affecting THECost leadership: the airline industryKey features of generic competitive strategiesThe VRIO framework for testing competitive resourcesPossible relationships between generic strategies and core competencies inrelation to the value chain10.6 Leveraging existing resources10.7 Market penetration: Premier Inns10.8 The advantages and disadvantages of niche strategy11.1 A summary of illustrative cases of strategic methods used by THE organizationshighlighted in this chapter11.2 The potential advantages and disadvantages of pursuing organic growth11.3 Accor’s emerging markets: growth achieved largely organically11.4 A summary of the motivations for mergers and acquisitions11.5 A summary of potential failure and success factors for mergers and acquisitions11.6 Focus of inter-organizational activity in THE11.7 Hotel co-operation as a strategic alliance11.8 Holiday Inn Hotels11.9 Summary of the advantages and disadvantages of franchising11.10 Preferred suppliers for selected airlines and hotels11.11 A comparison of franchising, management contracts and managing or leasinghotels12.1 Summary of the criteria used for evaluation12.2 Some examples of suitability12.3 A screening process based on ranking alternative options12.4 A ten-point checklist on internal feasibility12.5 A four-point checklist on external feasibility12.6 A simplified cash flow forecast12.7 NPV worked example of two hotel projects (part 1)12.8 NPV worked example of two hotel projects (part 2)12.9 Business risks: Live Nation13.1 Strategic implementation in relation to service product characteristics13.2 Strategic implementation in relation to tourism, hospitality and eventsmanagement characteristics13.3 Resource audit13.4 The advantages of centralization and decentralization13.5 Considering the context of change within organizations13.6 Styles of leading change13.7 BSC at the Canadian Tourism Commission14.1 Potential sources of economies of scale and scope in international servicesStrategic Management.indb 947647748248949750451252416/12/2014 09:50

TABLES14.215.115.215.315.415.515.615.7Strategic Management.indb 15A summary of the globalization driversA comparison of prescriptive and emergent approaches to strategyA comparison of competitive positioning and resource- or competence-basedschools of thoughtThe contribution of the different strategic management approaches and schoolsFactors determining the way in which organizations present their strategiesDifferences in the presentation of an organization’s strategySuggested guidelines for the presentation of strategyWhat a strategy document might look likexv53456957057157357457557616/12/2014 09:50

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PrefaceThis international text is aimed at being the textbook of choice for three important sets ofreaders: Students studying strategy and/or marketing (probably in their final undergraduate yearor postgraduate) as part of their studies in tourism, hospitality and events management. Students and researchers who have chosen to study tourism, hospitality or events management organizations for their dissertation, projects or assignments, who want to understandthe unique characteristics of the industry and to gain knowledge of the relevant literature. Managers and practitioners working in tourism, hospitality and events (or seeking a careerin these sectors), who want to gain an understanding of the challenges faced by managersand some of the managerial responses which can be considered.Putting aside definitional debates, fundamentally: strategy is about making you think ahead regarding key issues affecting organizations; and strategic management is about giving you concepts, frameworks, tools and techniques to helpyou do so.Consequently this book aims to make readers think ahead about the key issues facing tourism,hospitality and events management organizations and provides concepts, frameworks, toolsand techniques to help you do so.The first edition of this book was published as Strategic Management for Travel and Tourism in 2003(for which I thank my two co-authors Professors David Campbell and George Stonehouse).This text builds on the first edition, but much has changed in the intervening years and consequently this edition is completely modified and its scope extended. The text is global in itsorientation and explicitly encompasses hospitality and events along with tourism recognizingthe inextricably linked nature of these sectors. The text is contemporary in that the broadrange of academic literature which has emerged in recent years is incorporated as are recentindustry developments.Strategic Management.indb 1716/12/2014 09:50

xviiiPREFACEThe book contextualizes and applies relevant material from the strategic management andtourism, hospitality and events management literature and takes an international approachto what are inherently internationally oriented industry sectors. This approach is reflected in: the application of concepts and principles; links to a wide range of relevant literature enabling further study; a particular focus on smaller organizations (SMEs) recognizing that they form an importantpart of these sectors; taking an explicitly international approach for what are inherently internationally orientedsectors; emphasis of key points affecting this industry in particular; and use of short illustrative examples and a series of longer cases drawn from across the industryand focusing on different parts of the world.There are of course many existing strategic management titles. There are, however comparatively few textbooks which apply strategy to ‘services’ contexts and in particular to the servicesectors of tourism, hospitality and events. These service sectors are inextricably linked andhave grown to represent one of the world’s most important industries.The strategic management challenges facing managers in service contexts are often differentin a number of ways from the challenges facing managers in manufacturing industries. Thesedifferent challenges reflect the characteristics of services. Furthermore, tourism, hospitalityand events represent a distinctive set of services which entail an understanding of their ownspecific characteristics. Hence it is appropriate that a dedicated text should consider the strategic implications of managing in this important and rapidly developing industry (which isone of the world’s largest), in particular.Clearly there are many examples to illustrate a text such as this, and I have chosen thosewhich: I consid

Strategic Management for Tourism, Hospitality and Events Strategic Management for Tourism, Hospitality and Events is the must-have text for students approaching this subject. It introduces students to fundamental strategic management prin- . P4.2 The three components of business level strategy formulation 320 10.1 The generic strategy .

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