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Hospitality Strategic Management: Concepts and Cases
Updated to include the current models, theories, and hospitality practices, Hospitality Strategic 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.
704 pages, Hardcover
First published March 1, 2009
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February 1, 2018
I don't understand why the book got only 3 stars. The author managed to provide a logical framework for thinking about strategy in the context of hospitality industry, with an emphasis on hotels. This work contains a lot of useful cases, and I will undoubtedly re-read some parts in the future when there will be a need.
Key points:
-1) Analyze environment: internal resources (financial, physical, intangible, etc.), internal and external resources. 2) Establish a strategic direction (mission, vision, values). 3) Choose a strategy (cost leadership, differentiation, best value, focus) 4) Implement (make an appropriate organizational structure, determine best use of resources, determine control system, evaluate results)
-Strategic map to clearly see competitive landscape.
-Strategy is dynamic. One has to constantly think of how competitors' actions are going to influence your business.
Above all, what the book taught me (the first 5 chapters) is that strategy formulation a logical multilayered process. One has to learn about stakeholders, internal resources, external business environment, and competitor moves in order to set the right direction and optimize resources to the most productive uses.
Key points:
-1) Analyze environment: internal resources (financial, physical, intangible, etc.), internal and external resources. 2) Establish a strategic direction (mission, vision, values). 3) Choose a strategy (cost leadership, differentiation, best value, focus) 4) Implement (make an appropriate organizational structure, determine best use of resources, determine control system, evaluate results)
-Strategic map to clearly see competitive landscape.
-Strategy is dynamic. One has to constantly think of how competitors' actions are going to influence your business.
Above all, what the book taught me (the first 5 chapters) is that strategy formulation a logical multilayered process. One has to learn about stakeholders, internal resources, external business environment, and competitor moves in order to set the right direction and optimize resources to the most productive uses.
Displaying 1 of 1 review