000			03053cam a2200325 i 4500
001			18276839
003			UoK
005			20180911160203.0
008			140822s2015 enk b 001 0 eng
010			_a 2014020183
020			_a9780750648547
040			_aDLC _beng _cDLC _erda _dDLC
042			_apcc
050	0	0	_aG155.A15 _bE63 2003
082	0	0	_a910.68/4 _223
100	1		_aEvans, Nigel, _d1955-
245	1	0	_aStrategic management for travel and tourism _cNigel Evans, David Campbell, George Stonehouse
260			_aBurlington _bButterworth Heinemann _c2003
300			_aviii, 412p; _bindex _c25 cm
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.
650		0	_aTourism _xManagement.
650		0	_aHospitality industry _xManagement.
650		0	_aStrategic planning.
700			_aCampbell, David
700			_aStonehouse
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2lcc _cLL
999			_c3490 _d3490