MARC Record

001 18276839
005 20190321105616.0
008 140822s2015    enk b    001 0 eng  
020   $a9780415837279 (hardback)$a9780415837248 (paperback)$z9780750648547 (ebook)
037   $bMIS$bRoutledge
040   $aDLC$beng$cDLC$dDLC$erda
042   $apcc
050 00$aG155.A1$bE927 2015
082 00$223$a910.68/4
100 1 $aEvans, Nigel $d1955-
245 10$aStrategic management for tourism, hospitality and events $cNigel Evans.$hPaperback{PBK}
250   $aSecond edition.
260   $bRoutledge$c2015
264  1$aLondon ;$aNew York :$bRoutledge | Taylor & Francis Group,$c2015.
300   $axx, 708 pages ;$c25 cm
336   $2rdacontent$atext$btxt
337   $2rdamedia$aunmediated$bn
338   $2rdacarrier$avolume$bnc
500   $a
XXX, 708 p. ; 25 cm
Includes bibliographical references
      and indexes.
Part 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.
$aXX, 708 p. ; 25 cm
Includes bibliographical references and indexes
Part 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.
$aXX, 708 p. ; 25 cm
Includes bibliographical references and indexes
Part 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.

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.
541   $d13.11.2020
650  0$aHospitality industry$xManagement 
650  0$aStrategic planning 
650  0$aTourism$xManagement 
852   $90$bSala de lectura 1{Saladele}$cStudent{S}$kRegular{REG}$t1$zArrived$iEVA$p038874$h9790
906   $a7$bcbc$corignew$d1$eecip$f20$gy-gencatlg
925 0 $aacquire$b1 shelf copy$eclaim1  2015-04-01$xpolicy default
955   $arev. by re04 2014-11-04$axn12 2015-05-20 1 copy rec'd., to CIP ver.$bre25 2014-08-22$ere24 2014-11-12 to Dewey$fre24 2015-05-26 to BCCD$ire25 2014-09-02 (telework) to email rev.$wxl03 2014-11-12