Hospitality Strategic Management: Concepts and CasesUpdated to include the current models, theories, and hospitality practices, Hospitality Strategic Management: Concept and Cases, Second Edition is a comprehensive guide to strategic management in the international hospitality industry. Author Cathy A. Enz uses the case study approach to cover current topics such as innovation, entrepreneurship, leadership, ethics, and franchising. Eight full case studies with exhibits and documents address the areas of lodging, food service, tourism e-commerce, gaming, cruise lines, and airlines, making this book ideal for executive level training courses or hospitality industry executives interested in developing their strategic management skills. |
Contents
The Origin of Strategic Management | 5 |
The Strategic Management Process | 13 |
Global Competitiveness in the Hospitality Industry | 20 |
The Environment and External Stakeholders | 36 |
Strategic Direction | 80 |
Key Influences on Direction | 86 |
Key Points Summary | 111 |
Tangible and Intangible Resources | 125 |
Key Points Summary | 351 |
Strategies for Entrepreneurship and Innovation | 356 |
Innovation and Corporate Entrepreneurship | 380 |
Key Points Summary | 393 |
Introduction | 399 |
International Market Selection | 411 |
Global Stakeholders | 419 |
Key Points Summary | 425 |
Employees | 143 |
KnowledgeBased Resources | 148 |
Strategy Formulation at the BusinessUnit Level | 164 |
Competitive Dynamics | 189 |
Strategic Group Mapping | 199 |
CorporateLevel Strategy and Restructuring | 205 |
Advantages and Disadvantages of a Concentration Strategy | 211 |
Diversification Strategies | 220 |
Mergers and Acquisitions | 229 |
Strategic Restructuring | 236 |
Portfolio Management | 244 |
Critical Thinking and Application Questions | 250 |
FunctionalLevel Resource Management | 289 |
Key Points Summary | 296 |
The Lateral Organization | 325 |
CASES | 429 |
Case Study Matrix | 430 |
Learning through Case Analysis | 433 |
The Fun Ship Experience at Carnival Cruise Lines | 442 |
Building Capabilities at the Westward Hilton | 453 |
InterContinental Hotel Groups Entry into China | 482 |
The Summer of 2006 Union Negotiations Unite Heres Strategy | 504 |
Banyan Tree Sustainability of a Brand during Rapid Global Expansion | 514 |
Starwood Hotels and Resorts Brings Aloft to India | 552 |
The Commoditization of Starbucks | 564 |
The Movement of Travel Services Online Intermediaries and Branded Distribution | 582 |
Notes | 595 |
Glossary | 645 |
| 657 | |
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Common terms and phrases
accessed acquisitions actions activities addition advantage airline analysis areas associated Banyan Tree become boxed section brand building called capital chapter China communities competitive competitors corporate costs countries create cruise culture customers decisions direction discussed economic effective efforts employees environment established example executives existing expansion experience external firm forces functional global goals Group growth guests Hospitality Focus implementation important increase industry influence innovation integration interest investment involved knowledge lead learning locations major offer operating opportunities organization organizational percent performance position potential problems profit properties relationships Resorts responsibility restaurant result rooms share Source stakeholders Starbucks Strategic Management strategy structure success suppliers tourism types union United venture vision