000 | 03070cam a2200325 i 4500 | ||
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001 | 18276839 | ||
003 | ZET-ke | ||
005 | 20160409140842.0 | ||
008 | 140822s2015 enk b 001 0 eng | ||
010 | _a 2014020183 | ||
020 | _a9780415837279 (hardback) | ||
020 | _a9780415837248 (paperback) | ||
020 | _z9780750648547 (ebook) | ||
040 |
_aDLC _beng _cDLC _erda _dZET-Ke |
||
042 | _apcc | ||
050 | 0 | 0 |
_aG155.A1 _bE927 2015 |
082 | 0 | 0 |
_a910.68/4 _223 |
100 | 1 |
_aEvans, Nigel, _d1955- |
|
245 | 1 | 0 |
_aStrategic management for tourism, hospitality and events / _cNigel Evans. |
250 | _aSecond edition. | ||
300 |
_axx, 708 pages ; _c25 cm |
||
504 | _aIncludes bibliographical references and indexes. | ||
505 | 0 | _aPart 1. Strategy and the tourism, hospitality and events' contexts. Introduction -- Strategy and strategic objectives for tourism, hospitality and event organisations -- Introduction to strategy for travel, tourism and hospitality -- Part 2. Analysing the internal environment. Introduction -- Tourism, hospitality and event organisations : the operational context: competencies, resources and competitive advantage -- Tourism, hospitality and event organisations : the human resources context -- Tourism, hospitality and event organisations : the financial context -- Tourism, hospitality and event organisations : the products and markets context -- Part 3. Analysing the external environment. Introduction -- The external environment for travel, tourism and hospitality organisations : the macro context -- The external environment for travel, tourism and hospitality organisations : the micro context -- SWOT analysis -- Part 4. Strategic Selection. Introduction -- Competitive strategy and strategic direction for tourism hospitality and event organisations -- Strategic methods of development for travel, tourism and hospitality -- Strategic evaluation and selection -- Part 5. Strategic implementation and strategy in theory and practice. Introduction -- Strategic implementation for tourism, hospitality and events -- International and global strategies for tourism, hospitality and events -- Strategy and the tourism, hospitality and events, theory and practice -- Part 5. Case analysis for tourism, hospitality and events: Case analysis. Case 1. Strategic alliances in the airline industry -- Case 2. Tourism Queensland: 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, the world's leading events organizer -- Case 7. Thomas Cook: turnaround for an historic travel brand. | |
650 | 0 |
_aTourism _xManagement. |
|
650 | 0 |
_aHospitality industry _xManagement. |
|
650 | 0 |
_aStrategic planning. _9142 |
|
906 |
_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg |
||
942 |
_2lcc _cBK _kG155.A1 _mE927 2015 |
||
999 |
_c3619 _d3619 |