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Summary
Summary
Strategic Management for Travel and Tourism is the must-have text for students studying travel and tourism. It brings theory to life by using industry-based case studies, and in doing so, 'speaks the language' of the Travel and Tourism student. Among the new features and topics included in this edition are: * international case studies from large-scale businesses such as Airtours, MyTravel and South West Airlines * user-friendly applications of strategic management theory, such as objectives, products and markets and strategic implementation, together with illustrative case studies, and longer case studies for seminar work and summaries * contemporary strategic issues affecting travel and tourism organizations, such as vertical integration and strategic alliances Strategic Management for Travel and Tourism is a well-rounded book, ideal for all undergraduate and postgraduate students focusing on strategy in travel and tourism.
Author Notes
As a child in New York, author Joseph Campbell (1904-1987) became interested in Native Americans and mythology through books about American Indians and visits to the American Museum of Natural History. He wrote more than 40 books including The Hero with a Thousand Faces (1949), The Mythic Image (1974), and The Power of Myth (1988) with Bill Moyers, and is now considered one of the foremost interpreters of sacred tradition in modern time.
Campbell earned his B.A. and M.A. degrees at Columbia University in 1925 and 1927, but quit the doctoral program when he was told that mythology was not an acceptable subject for his thesis. He subsequently studied medieval French and Sanskrit in Paris and Germany, taught at the Canterbury School, and in 1934, joined the literature department at Sarah Lawrence College. During the 1940s and 1950s he collaborated with Swami Nikhilananda on translations of the Upanishads and The Gospel of Sri Ramakrishna.
Table of Contents
Preface | p. vii |
Part 1 An introduction to the strategic process | p. 1 |
Introduction | p. 3 |
1 Strategy and strategic objectives for travel and tourism organizations | p. 7 |
2 Introduction to strategy for travel and tourism | p. 27 |
Part 2 Internal analysis | p. 43 |
Introduction | p. 45 |
3 The travel and tourism organization - competences, resources and competitive advantage | p. 47 |
4 The travel and tourism organization - the human context | p. 70 |
5 The travel and tourism organization - financial analysis and performance indicators | p. 90 |
6 The travel and tourism organization - products and markets | p. 119 |
Part 3 External analysis | p. 151 |
Introduction | p. 153 |
7 The external environment for travel and tourism organizations - the macro context | p. 155 |
8 The external environment for travel and tourism organizations - the micro context | p. 170 |
9 SWOT analysis | p. 196 |
Part 4 Strategic choices | p. 203 |
Introduction | p. 205 |
10 Competitive strategy and strategic direction for travel and tourism organizations | p. 209 |
11 Strategic methods of development for travel and tourism | p. 241 |
12 Strategic evaluation and selection | p. 267 |
Part 5 Strategic implementation | p. 283 |
Introduction | p. 285 |
13 Strategic implementation for travel and tourism organizations | p. 287 |
14 International and global strategies for travel and tourism organizations | p. 302 |
15 Strategic management - present and future trends | p. 320 |
Part 6 Case analysis in strategic management | p. 331 |
Introduction | p. 333 |
Case 1 Strategic alliances in the airline industry | p. 337 |
Case 2 Holidaybreak plc: adapting for success | p. 347 |
Case 3 Leicester Promotions: destination management for maximizing tourist potential | p. 358 |
Case 4 MyTravel plc (formerly Airtours): competing in the travel industry big league | p. 362 |
Case 5 Competitive strategy at Ryanair | p. 375 |
Case 6 The UK outbound tour operations industry | p. 378 |
Glossary | p. 391 |