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  <titleInfo>
    <title>Strategic management for tourism, hospitality and events</title>
  </titleInfo>
  <name type="personal">
    <namePart>Evans, Nigel</namePart>
    <namePart type="date">1955-</namePart>
    <role>
      <roleTerm authority="marcrelator" type="text">creator</roleTerm>
    </role>
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  <genre authority="marc">bibliography</genre>
  <originInfo>
    <place>
      <placeTerm type="code" authority="marccountry">enk</placeTerm>
    </place>
    <dateIssued encoding="marc">2015</dateIssued>
    <edition>Second edition.</edition>
    <issuance>monographic</issuance>
  </originInfo>
  <language>
    <languageTerm authority="iso639-2b" type="code">eng</languageTerm>
  </language>
  <physicalDescription>
    <form authority="marcform">print</form>
    <extent>xx, 708 pages ; 25 cm</extent>
  </physicalDescription>
  <tableOfContents>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.</tableOfContents>
  <note type="statement of responsibility">Nigel Evans.</note>
  <note>Includes bibliographical references and indexes.</note>
  <subject authority="lcsh">
    <topic>Tourism</topic>
    <topic>Management</topic>
  </subject>
  <subject authority="lcsh">
    <topic>Hospitality industry</topic>
    <topic>Management</topic>
  </subject>
  <subject authority="lcsh">
    <topic>Strategic planning</topic>
  </subject>
  <classification authority="lcc">G 155.A1 .E927 2015</classification>
  <classification authority="ddc" edition="23">910.68/4</classification>
  <identifier type="isbn">9780415837279 </identifier>
  <identifier type="lccn">2014020183</identifier>
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    <recordCreationDate encoding="marc">140822</recordCreationDate>
    <recordChangeDate encoding="iso8601">20230717113315.0</recordChangeDate>
    <recordIdentifier>18276839</recordIdentifier>
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      <languageTerm authority="iso639-2b" type="code">eng</languageTerm>
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