Strategic Management for Travel and Tourism

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Butterworth-Heinemann, 2003 - Business & Economics - 412 pages
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Preface vii
Part One An introduction to the strategic process 1 (42)
Introduction
3 (4)
Strategy and strategic objectives for travel and tourism organizations
7 (20)
Introduction to strategy for travel and tourism
27 (16)
Part Two Internal analysis 43 (108)
Introduction
45 (2)
The travel and tourism organization -- competences, resources and competitive advantage
47 (23)
The travel and tourism organization -- the human context
70 (20)
The travel and tourism organization -- financial analysis and performance indicators
90 (29)
The travel and tourism organization -- products and markets
119 (32)
Part Three External analysis 151 (52)
Introduction
153 (2)
The external environment for travel and tourism organizations -- the macro context
155 (15)
The external environment for travel and tourism organizations -- the micro context
170 (26)
SWOT analysis
196 (7)
Part Four Strategic choices 203 (80)
Introduction
205 (4)
Competitive strategy and strategic direction for travel and tourism organizations
209 (32)
Strategic methods of development for travel and tourism
241 (26)
Strategic evaluation and selection
267 (16)
Part Five Strategic implementation 283 (48)
Introduction
285 (2)
Strategic implementation for travel and tourism organizations
287 (15)
International and global strategies for travel and tourism organizations
302 (18)
Strategic management -- present and future trends
320 (11)
Part Six Case analysis in strategic management 331 (60)
Introduction
333 (58)
Strategic alliances in the airline industry
337 (10)
Nigel Evans

Holidaybreak plc: adapting for success
347 (11)
Nigel Evans

Leicester Promotions: destination management for maximizing tourist potential
358 (4)
Amanda Miller

MyTravel plc (formerly Airtours): competing in the travel industry big league
362 (13)
Nigel Evans

Competitive strategy at Ryanair
375 (3)
Nigel Evans

David Campbell

The UK outbound tour operations industry
378 (13)
Nigel Evans

Glossary 391 (10)
Index 401

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About the author (2003)

David Campbell is senior lecturer in strategic management at Newcastle Business School, University of Northumbria at Newcastle. He is the author of several books including 'Business Strategy' and 'Organizations and the Business Environment'. His research interests include business ethics and social and environmental accounting.

George Stonehouse is also visiting professor in international strategic management, at the University of Zhengzhou, People's Republic of China. His research interests include globalisation, knowledge-based strategy and organisational learning.

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