Hospitality & Tourism

Advances in Hospitality and Tourism

Strategic Management for the Hospitality and Tourism Industry
Developing a Competitive Advantage

Vincent Sabourin, PhD

Strategic Management for the Hospitality and Tourism Industry

Published. Available now.
Pub Date: December 2021
Hardback Price: see ordering info
Hard ISBN: 9781771889506
E-Book ISBN: 9781003105831
Pages: 214pp w/index
Binding Type: Hardback
Series: Advances in Hospitality and Tourism
Notes: 11 color and 21 b/w illustrations

Strategic Management for Hospitality and Tourism Industry: Developing a Competitive Advantage is a vital volume that clearly explains cutting-edge theories and views on strategic management in applied management fundamentals in the hospitality and tourism industry. The author discusses the latest in strategic thinking and provides information on implementing models within specific contexts, such as culture and profit and nonprofit organizations. He also looks at the political, economic, social, and technological changes that significantly affect tourism and hospitality. The volume is distinguished by its thoughtful analysis and review of related hospitality case studies and the management approaches employed and sheds light on ever-the emerging management and operation issues in the tourism and hospitality sector.
The book employs an abundance of case studies that illustrate the concepts and models discussed, with examples from such heavy weights in the industry as Disney and Euro Disney, Aer Lingus, British Airways, Four Seasons, Holiday Inn, Marriot, Sofitel, Starwood Hotels, and more.

Key features of the book include:

  • Cutting-edge approach: Applies advanced and recent strategic management views to the tourism and hospitality field.
  • Critical treatment: Provides critical discussions about whether and how strategic models/theories can be applied in the hospitality and tourism field.
  • Sensitive to specific contexts: As the tourism and hospitality industry has become one of the largest industries worldwide, discusses how strategic management concepts can be applied in different cultures and profit and nonprofit tourism organizations.
  • Extensive case studies: Provides supporting case studies related to the strategy content, context, and process from international industries such as Aer Lingus, Accor, Marriott and Ryanair.
  • Organization of the book: Each of the chapters within the case study sections employs a thorough pedagogic structure consisting of a concise introduction, examples and case analysis, discussion points, exercises, and further reading.
This book is designed to provoke thought and debate about strategic management and myriad other issues. It will be valuable for students, academics, universities offering hospitality and tourism, and hospitality and tourism professionals.

CONTENTS:
Preface

Introduction

1. Strategic Concepts and Perspectives in the Tourism and Hospitality Industry
Overview
The Traditional Perspective of Strategic Management
Definition of Strategy
Why Is “Strategy” Relevant for the Management?
Is Strategic Management Useful in the Hospitality and Tourism Industry?
Levels of Strategy
Deliberate Strategy Versus Emergent Strategy
Case of Strategic Planning at Aer Lingus

2. Definition of the Strategic Scope of the Business in the Tourism and Hospitality Industry
The Concept of Corporation in the Tourism and the Hospitality Industry
Definition of a Firm
Tangible and Intangible Assets of a Corporation in the Tourism and Hospitality Industry
The Strategic Scope of the Firm

3. The Strategic System and Costs Advantages in the Hospitality and Tourism Industry
Introduction
The Role of Strategic Costs in a Strategic System
The Scale of Economies for Minimum and Optimal for Efficiency Scale
The Learning Curve Concept
Scope Economies and Firm Design
Transaction Costs
Sunk Costs and Predatory Costs
The Concept of Network Economies
Switching Costs or Loyalty Costs
Agency Costs
Complexity Costs
Dynamic of Costs Development in the Airline Industry

4. Strategic Market Positioning and the Industry Structure
The Strategic Positioning for the Tourism and Hospitality Industry
The Five Forces of Competitive Advantage
The Bargaining Power of Buyers
The Bargaining Power of Suppliers
Role of Strategic Barriers to Entry in a Company’s Market Positioning
Availability of Substitute Products and Services in the Tourism and Hospitality Industry
Rivalry Among the Main Strategic Groups in the Tourism and Hospitality Industry
The Case of the Airline Industry

5. Market Competitive Dynamic in the Tourism and Hospitality Industry
The Market Definition
The Strategic Risks in Market Definition
Market Development and Its Strategic Consequences
Market Phases
The Role of Geography in the Market Definition
Strategic Implications of the Passage from the Growth Phase to the Maturity Phase
Combining Product Differentiation and Segmentation at Euro Disney
Combining Product Differentiation and Segmentation of Starwood

6. Competitive Market Strategies in the Tourism and Hospitality Industry
Scale and Scope of Market Strategies
Market Creation and Domination Strategy
Differentiation Strategy
Price Advantage Strategy
Segmentation Strategy
Geographical Scope Strategy
Specialization Market Strategy
Market Strategy as a Set of Configurations of Nested Strategies

7. The Organization: Structural, Cultural and Individual Characteristics
Introduction
What Is an Organization?
The Dynamic of the Organization
The Culture of the Organization
The Structure of the Organization
The Case of the Standardization and Formalization of the Organizational Structure of Accor
Individuals’ Dominant Profile as a Key Feature of an Organization
The Key Role of the Reciprocal Loyalty Contract in the Organization
Features of Reciprocal Loyalty Contracts
The Establishment and the Development of an Organization
The Development and the Strategic Alignment of the Organization

Index


About the Authors / Editors:
Vincent Sabourin, PhD


Vincent Sabourin, PhD, is a full professor of strategic management and international business at the School of Management (ESG) of the University of Quebec in Montreal (UQAM), Canada, where he teaches various levels of executive MBA courses and strategic management. He was the founding director of the Department of Strategy, Social and Environmental Responsibility and has been a commissioner of the University’s Academic Affairs Commission. He is the chairman of the nonprofit organization Consortium Innovation, a collaborative network in the area of innovation and management. As a strategy expert, he advises governments and businesses. He was one of 25 Canadian experts in strategic planning selected for a doctoral dissertation at HEC Montréal. He has been invited a distinguished speaker at international conferences such as the International Federation of Information Technology for Travel and Tourism (IFITTT) and the Academy of Management of China. Professor Sabourin has published several books, books chapters, academic articles, and proceedings in the field of strategic management and tourism. Professor Sabourin holds a diploma in industrial psychology from McGill University, a master’s degree in administration from HEC Montreal, and a doctorate (PhD. in planning and strategic management at McGill University, supervised by Henry Mintzberg.




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