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Strategic management in the hospitality industry

Author: Michael D Olsen; Eliza Ching-Yick Tse; Joseph J West
Publisher: Upper Saddle River, N.J. : Pearson Prentice Hall, ©2008.
Edition/Format:   Print book : English : 3rd edView all editions and formats
Database:WorldCat
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Material Type: Internet resource
Document Type: Book, Internet Resource
All Authors / Contributors: Michael D Olsen; Eliza Ching-Yick Tse; Joseph J West
ISBN: 9780131196629 0131196626
OCLC Number: 173659690
Description: xvii, 358 pages : illustrations ; 24 cm
Contents: SECTION ONE STRATEGY, ALIGNMENT, AND ADDING VALUE --
Strategic Management in the Hospitality Industry --
Overview of the Concept of Strategic Management --
The Coalignment Model --
Leadership and Strategy: Inseparable Concepts --
Strategy in the Service Industry --
The Importance of Strategy in the Hospitality Industry --
Challenges Facing Tomorrow's Hospitality Manager --
Summary --
Case Study --
Thinking Strategically: A Working Model --
Introduction --
Thinking Strategically --
Corporate, Business, and Functional Strategies --
Major Concepts of Strategy Making and the Coalignment Model --
Summary --
Case Study SECTION TWO ENVIRONMENTAL SCANNING AND COMPETITIVE INTELLIGENCE --
Environmental Assessment: Conceptual Tools --
Competing for the Future --
Some Basic Concepts About the Environment --
Classifications of the Environment --
The Importance of Concepts --
Summary --
Case Study --
Environmental Scanning: Identifying Forces --
Driving Change --
Scanning the Business Environment --
Summary --
Case Study --
Environmental Assessment: Scanning the Remote --
Environment --
How Are Opportunities and Threats Recognized by Managers? --
Scanning the Remote Environment --
Theory Building with Value Drivers --
Summary --
Appendix --
Case Study --
Environmental Assessment: Scanning the Environment --
The Domain --
The Customer/The Demand Curve as a Domain Parameter --
The Relationships Between the Customer and Forces in the Remote --
The Competitor-Industry Analysis --
Buying Groups --
Suppliers --
Regulators --
Potential Competitors and Substitute Products --
Summary --
Case Study SECTION THREE INVESTING IN COMPETITIVE METHODS: THE VALUE --
Proposition --
Investing in Competitive Methods --
Making the Right Investments --
What Is Capital? --
From Balance Sheet to Cash Flows: Adding Value with Competitive --
Methods --
Cash Flows and the Pillars of Value --
Summary --
Case Study --
Choosing Competitive Methods: Portfolios of Products and Services --
Investing in Opportunity: The Choice of Competitive Methods --
Defining the Competitive Method and Related Concepts --
Unique Bundles of Products and Services --
The Life Cycle of Industries, Organizations, and Competitive Methods --
The Process of Choosing and Evaluation of Competitive Methods --
Investment Resource Limitations Must Be Considered --
Summary --
Case Study SECTION FOUR CORE COMPETENCIES AND RESOURCE ALLOCATION --
Analyzing Core Competencies --
A Framework for Assessing Firm Structure --
Frameworks for the Analysis of Core Competencies --
Functional Framework --
Other Competency Frameworks --
Summary --
Appendix --
Case Study --
Strategy Alignment and Implementation: Realizing --
Intended Strategy --
The Importance of Alignment --
The Importance of Strong Linkages --
Analyzing the Match/Aligning CMs and CCs --
Aligning Competitive Methods with Core Competencies: The Essence of Firm Structure --
Strategy Implementation Defined --
Plan the Work and Work the Plan --
The Implementation Model --
Implementation Requires Effective Internal Processes --
Summary --
Case Study --
Leadership and Strategy: Challenges for Tomorrow's --
Manager --
Leadership Will Be Different --
The Quest for Leadership --
Leadership Defined --
Transferring Vision into Action: Getting Everyone Behind the Vision --
What Capabilities Will the Leader of Tomorrow Have to Possess? --
Leadership and Strategy --
Case Study
Responsibility: Michael D. Olsen, Joseph J. West, Eliza Ching Yick Tse.
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