Hospitality Strategic Management: Concepts and Cases, 2nd Edition
by Enz, Cathy A.Edition: 2nd
Format: Hardcover
Pub. Date: 2009-04-07
Publisher(s): Wiley
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Summary
Updated 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.
Author Biography
Cathy A. Enz is the Lewis G. Schaeneman Jr. Professor of Innovation & Dynamic Management at the School of Hotel Administration at Cornell University, where she is also the Executive Director of the Center for Hospitality Research. Winner of outstanding teacher and researcher awards, she teaches courses in strategic management and innovation.
Table of Contents
| Preface | |
| About The Author | |
| Strategic Management | |
| Introduction | |
| The Origin of Strategic Management | |
| The Traditional Perspective | |
| The Organization as a Bundle of Resources: The Resource-Based View | |
| The Organization as a Network of Stakeholders | |
| The Strategic Management Process | |
| Situation Analysis | |
| Strategic Direction | |
| Strategy Formulation | |
| Strategy Implementation | |
| Global Competitiveness in the Hospitality Industry | |
| Variables Affecting Strategic Management | |
| Strategic Thinking | |
| Strategic Planning Can Drive out Strategic Thinking | |
| Characteristics of Strategic Thinking | |
| Motivating Managers and Employees to Think Strategically | |
| Strategic Management in the Hospitality Industry | |
| The Foodservice Industry--The Players | |
| The Lodging Industry--The Players | |
| Key Points Summary | |
| Review Questions | |
| Critical Thinking & Application Questions | |
| Notes | |
| The Environment and External Stakeholders | |
| Introduction | |
| Assessment of the Broad Environment | |
| The Sociocultural Context | |
| The Economic Context | |
| The Political Context | |
| The Technological Context | |
| Change and Interdependence among the Broad Environmental Forces | |
| Gathering Information on International Environments | |
| Analysis of External Stakeholders and the Operating Environment | |
| Porter's Five Forces, Economic Power, and Industry Characteristics | |
| External Stakeholders, Formal Power, and Political Influence | |
| Managing the Operating Environment | |
| Economic Actions | |
| Political Strategies | |
| Partnering with External Stakeholders | |
| Key Points Summary | |
| Review Questions | |
| Critical Thinking & Application Questions | |
| Notes | |
| Strategic Direction | |
| Introduction | |
| Creating a Strategic Direction | |
| Key Influences on Direction | |
| Mission Statements | |
| Organizational Vision | |
| Organizational Values | |
| Social Responsibility | |
| Enterprise Strategy | |
| Ethical Frames of Reference | |
| Codes of Ethics | |
| Ethics in Global Environments | |
| Key Points Summary | |
| Review Questions | |
| Critical Thinking & Application Questions | |
| Notes | |
| Organizational Resources and Competitive Advantage | |
| Introduction | |
| Internal Analysis and Competitive Advantage | |
| Sustainable Competitive Advantage | |
| Value-Adding Activities | |
| The Value Chains of Wine Makers | |
| Value-Chain Activities | |
| The Tourism Value Chain | |
| Tangible and Intangible Resources | |
| Resources and Capabilities | |
| Financial Resources | |
| Financial Ratios | |
| Physical Resources | |
| Architectural and Sustainable Design | |
| Human-Based Resources | |
| Strategic Leadership | |
| Ownership and Management | |
| Employees | |
| Structure and Culture | |
| Knowledge-Based Resources | |
| Internal Knowledge Creation and Organizational Learning | |
| Knowledge Creation | |
| Knowledge Creation and Interorganizational Relationships | |
| General Organizational Resources | |
| Patents, Copyrights, Trademarks, and Servicemarks | |
| Brands and Organizational Reputation | |
| Superior Relationships with Stakeholders | |
| Key Points Summary | |
| Review Questions | |
| Critical Thinking & Application Questions | |
| Notes | |
| Strategy Formulation at the Business Unit Level | |
| Introduction | |
| Generic Business Strategies | |
| Cost Leadership | |
| Differentiation | |
| Best Value | |
| Focus | |
| Competitive Dynamics | |
| Strategies that Reflect Competitive Dynamics | |
| Resources, Industry Structure, and Firm Actions | |
| Strategic Group Mapping | |
| Developing a Strategic Group Map | |
| Key Points Summary | |
| Review Questions | |
| Critical Thinking & Application Questions | |
| Notes | |
| Corporate Level Strategy and Restructuring | |
| Introduction | |
| Concentration Strategies | |
| Advantages and Disadvantages of a Concentration Strategy | |
| Vertical | |
| Table of Contents provided by Publisher. All Rights Reserved. |
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