This item is not eligible for coupon offers.

Strategic Management for Tourism, Hospitality and Events

Strategic Management for Tourism, Hospitality and Events

by Nigel Evans

Hardcover(3rd ed.)

$187.63 $190.00 Save 1% Current price is $187.63, Original price is $190. You Save 1%.
View All Available Formats & Editions
Available for Pre-Order. This item will be available on August 23, 2019

Overview

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:

  • New and fully updated international case studies from both SMEs and large-scale businesses integrated throughout to show the various applications of strategic management theory. More extensive combined sector case studies on relevant topics such as Airbnb are also included at the end of the book for seminar work.

  • New content on relevant topics such as big data, artificial intelligence, political external environment, social media and e-marketing, sustainability and CSR, absorptive capacity, and innovation.

  • Web support for tutors and students providing explanation and guidelines for instructors on how to use the textbook, as well as supplementary exercises, case studies and video links for students.

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.

Product Details

ISBN-13: 9781138345935
Publisher: Taylor & Francis
Publication date: 08/23/2019
Edition description: 3rd ed.
Pages: 814
Product dimensions: 7.50(w) x 9.75(h) x 0.00(d)

About the Author

Nigel Evans taught strategy and tourism management for many years in the UK at Northumbria and Teesside Universities, where he was Deputy Dean of the Business School, and at overseas institutions in Hong Kong and Malaysia. In an earlier career he worked for a London-based tour operator. He has published widely in the tourism and management fields and his teaching spans MBA and specialist tourism and hospitality and events programs.

Table of Contents

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