MARC record from Internet Archive

LEADER: 03967cam 2200553 i 4500
001 ocn881029514
003 OCoLC
005 20210911045102.0
008 140822s2015 enk b 001 0 eng
010 $a 2014020183
040 $aDLC$beng$erda$cDLC$dYDX$dBTCTA$dYDXCP$dOCLCF$dCDX$dOCLCO$dOCLCQ$dTHHCU$dUV1$dTCJ$dAEHBU$dOCLCQ
019 $a903631615$a907724368$a940523082
020 $a9780415837279$q(hardback)
020 $a0415837278$q(hardback)
020 $a9780415837248$q(paperback)
020 $a0415837243$q(paperback)
020 $z9780750648547$q(ebook)
035 $a(OCoLC)881029514$z(OCoLC)903631615$z(OCoLC)907724368$z(OCoLC)940523082
042 $apcc
050 00 $aG155.A1$bE927 2015
082 00 $a910.68/4$223
100 1 $aEvans, Nigel,$d1955-
245 10 $aStrategic management for tourism, hospitality and events /$cNigel Evans.
250 $aSecond edition.
264 1 $aLondon ;$aNew York :$bRoutledge Taylor & Francis Group,$c2015.
300 $axx, 708 pages ;$c25 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
338 $avolume$bnc$2rdacarrier
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.
650 7 $aHospitality industry$xManagement.$2fast$0(OCoLC)fst00961147
650 7 $aStrategic planning.$2fast$0(OCoLC)fst01134371
650 7 $aTourism$xManagement.$2fast$0(OCoLC)fst01153180
938 $aBaker and Taylor$bBTCP$nBK0015066877
938 $aCoutts Information Services$bCOUT$n28396319
938 $aYBP Library Services$bYANK$n11827539
938 $aYBP Library Services$bYANK$n11827540
029 1 $aAU@$b000053795941
029 1 $aAU@$b000054360804
029 1 $aCHBIS$b010256719
029 1 $aCHVBK$b331089807
029 1 $aNLGGC$b381348865
029 1 $aNZ1$b15826125
994 $aZ0$bP4A
948 $hHELD BY P4A - 99 OTHER HOLDINGS