1 / 19

TOURISM

TOURISM. PETER ROBINSON MICHAEL LÜCK STEPHEN L. J. SMITH. 13. Tourism and Destination Strategy. Learning Objectives. To explain the concept of strategy and strategic planning within the context of tourism organizations

salena
Télécharger la présentation

TOURISM

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. TOURISM PETER ROBINSON MICHAEL LÜCK STEPHEN L. J. SMITH

  2. 13 Tourism and Destination Strategy

  3. Learning Objectives • To explain the concept of strategy and strategic planning within the context of tourism organizations • To assess a range of different growth strategies appropriate to the sector • To evaluate external factors that impact upon a tourism business • To construct a tourism strategy

  4. Strategic Planning • A strategic plan is an articulation of the aims and goals of an organization over a period of time, usually based on a 5-year period, and always between 3 and 10 years • Strategies can be either deliberate or emergent, and in any case lead to the realized strategy (see next slide)

  5. Strategic Planning • Deliberate strategy: is the intended and chosen strategic direction for the organization, based upon a detailed planning process, assessing external factors and future opportunities • Emergent strategy: describes the way a strategy may change and develop a response to external factors • Realized strategy: is the final strategy that may occur as a result of the merging of the deliberate and emergent strategies (Mintzberg and Walters, 1985)

  6. The Strategic Management Process

  7. Strategic Objectives • Profile • Collaboration • Innovative focus • Support • Stakeholders • Members

  8. Strategic Analysis • Micro-environment versus macro-environment

  9. SWOT Analysis • Strengths • Weaknesses • Opportunities • Threats

  10. Porter’s Five Forces • The threat of new entrants and barriers to entry • The bargaining power of suppliers • The power of buyers • The threat of substitute goods and services • Rivalry amongst competitors

  11. PESTLE Analysis • Political factors • Economic factors • Social factors • Technological factors • Environmental factors • Legal factors

  12. Stakeholder Analysis

  13. Porter’s Generic Competitive Strategies

  14. Strategic Direction • Market penetration • Existing markets, existing products • Market development • New markets, existing products • Product development • Existing markets, new products • Diversification • New markets, new products

  15. Ansoff’s Directional Matrix

  16. Directional Strategies • Integration • Backward integration • Forward integration • Diagonal integration • Horizontal integration

  17. Strategic Growth • Organic growth (or internalization) • Mergers and acquisitions • Strategic alliances and joint ventures • Franchising • Licensing • Marketing cooperatives

  18. Implementing and Monitoring • Managing change • Strategic drift • Evaluation of tourism strategies

  19. References • Mintzberg, H. and Walters, J. (1985) Of Strategies, deliberate and emergent. Strategic Management Journal 6, 257–272.

More Related