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business
strategic management
Strategic Management For Tourism Hospitality And Events 2nd Edition Nigel Evans - Solutions
Why does the public sector not carry out such development on its own? p-698
What direct and indirect benefits does Baltimore hope to achieve from its PPP? p-698
What other methods might be appropriate for developing such an event? p-698
Why might a PPP be effective in these circumstances? p-698
What motivates public authorities to form PPPs such as the one in Denver? p-698
What competencies and resources are provided by the public and private sectors in this case? p-698
What factors might lead to the Carlson-Rezidor alliance being sustainable? p-698
What are the advantages of Carlson-Rezidor forming a strategic alliance? p-698
Explain why partner selection is so important in strategic alliances and what factors should be considered. p-698
Explain the difference between a strategic and a tactical alliance? p-698
What might an organization do to ensure that its strategic alliance is successful? p-698
What are the difficulties that might have be been encountered after the two parts merged? p-698
What are the factors which led to the two parts of Hilton merging? p-698
What factors have led to airlines forming strategic alliances? p-698
What are the differences between strategic alliances and code-share arrangements? p-698
Explain the difference between a strategic alliance and a joint venture? p-698
Using relevant examples explain why THE organizations seek to form strategic alliances. p-698
Explain what is meant by a ‘strategic alliance’ and how does it differ from a merger? p-698
What competitive threats might affect further growth of GDS and how might they respond? p-698
Why might joint ventures be the favoured method for developing GDS systems? p-698
What competitive changes in the marketplace may have led to the mergers being approved? p-698
Why might regulators have been concerned about the competitive impact of the mergers? p-698
Providing examples, explain why public authorities try to regulate mergers and acquisitions. p-698
Explain the measures an organization should take to increase the probability of success of a merger or acquisition. p-698
Explain the reasons why mergers and acquisitions sometimes go wrong. p-698
Summarize the reasons why a business might seek to pursue external rather than internal growth. p-698
Using examples from THE, define and distinguish between a merger and an acquisition. p-698
Why might the methods used have changed at different periods in its development? p-698
What are the methods that Reed Exhibitions has used to grow? p-698
Why do many airlines historically have low and variable profit levels? p-698
What factors favoured consolidation in the international airline industry? p-698
What are the potential disadvantages to Accor of this form of growth? p-698
Why do you think Accor has chosen mainly to grow organically? p-698
What sort of competitive threats might Frankfurt Messe face? p-698
What are the advantages and possible limits of the Frankfurt Messe business model? p-698
Describe and distinguish between the three conceptual approaches to strategic management which have been introduced in this text. p-698
Using examples from THE, define and distinguish between internal and external business growth. p-698
Explain what is meant by a disposal and describe why, at times, THE organizations might pursue this pathway? p-698
Compare and contrast the circumstances in which the various methods might be used in the constituent parts of THE. p-698
Describe what is meant by the various forms of joint development such as strategic alliances and assess with relevant THE examples why organizations enter into them. p-698
Explain the motivations behind mergers and acquisitions and the reasons why they succeed or fail. p-698
Describe and provide illustrations of the various types of merger and acquisition. p-698
Define and distinguish between internal and external methods of business development and to provide relevant THE examples. p-968
Why do organizations expand in this way? p-6987
How do they go about it? p-6987
What are the drivers (factors) underlying market entry? p-6987
How should organizations seek to enter particular international markets? p-6987
Which methods (modes) should be used to enter these markets? p-6987
Using appropriate THE contexts to illustrate your answer, what do you understand the term‘globalization’ to mean? p-6987
Distinguish between globalization and internationalization. p-6987
Explain the meaning of ‘market homogenization’ providing examples of where from relevant THE contexts. p-6987
Explain the potential advantages of outsourcing to an airline such as Qantas? p-6987
What difficulties might Qantas need to overcome in implementing its outsourcing? p-6987
What would you consider to be the principal drivers of globalization in BCD’s case? p-6987
What are the main activities carried out by CTM companies such as BCD and why might the activities be viewed as strategically important for multinational companies? p-6987
Which features of the strategy are globally standardized? p-6987
Which features of the strategy are locally adapted? p-6987
How would you categorize the international growth of sevens rugby utilizing the concepts of Yip and Porter covered in this chapter? p-6987
What are the difficulties and opportunities that might be encountered in internationalizing in this way? p-6987
Explain each of Yip’s globalization drivers. p-6987
Explain how Porter develops the generic strategy framework to apply to global strategy. p-6987
Explain the importance of configuration and co-ordination of value-adding activities to global strategy? p-6987
What other market entry methods might Tui have considered? p-6987
What are the main risks that might Tui might encounter in entering a country like Russia and what steps is the company taking to overcome them? p-6987
What are the main elements of IHG’s strategy and its adaptation for the Chinese market and consider the threats that IHG might face in its future development in China? p-6987
Consider the market entry conceptualization provided by Johnson and Tellis and apply it to IHG’s entry to the Chinese hospitality market. p-6987
Discuss the ways in which a business may develop a ‘total global strategy’. p-6987
Discuss the advantages and disadvantages of different market entry methods. p-6987
Distinguish between the approaches adopted by IHG and TUI in the illustratives cases above. p-6987
Explain the main elements of Johnson and Tellis’s conceptualization of market entry above and how it aids understanding to the process. p-6987
What factors enabled Skyscanner to become a born global company? p-6987
What difficulties might Skyscanner have to overcome to ensure its growth is maintained? p-6987
understand the nature of the distinctive challenges that managers in THE face; p-6987
explain the relevance of strategic management to managers operating in THE; p-6987
explain the ‘disciplinary’ debate which has taken place in both strategic management and THE subjects; p-6987
explain and explore the planned/prescriptive approach to strategic management; p-6987
explain and explore the emergent/incremental approach to strategic management; p-6987
explain and explore the competitive positioning school of strategic management; p-6987
explain and explore the resource/core competence school of strategic management; and p-6987
understand how to present strategy in a clear, coherent and convincing way. p-6987
Explain why THE may or may not be considered a discipline. p-6987
Consider why THE organizations might benefit from taking a strategic approach. p-6987
Discuss the factors you might take into account when presenting a strategy for a THE organization of your choice. p-6987
Using relevant examples from THE, explain why it is necessary for strategy to be internally consistent. p-6987
Why do you think strategic management is sometimes considered a ‘difficult’ subject to study? p-6987
distinguish between micro and macro level external analyses; p-698
explain the importance of industry and market analysis with regard to THE sectors; p-698
describe the construction and application to THE of Porter’s five forces framework; p-698
explain the limitations of Porter’s five forces framework; p-698
define and distinguish between competitive and collaborative behaviour in industries; p-698
assess and explain the limitations of the resource-based model of industry analysis; p-698
define strategic groups and be able to apply the concept in industry analysis for THE sectors. p-698
explain the meaning of Critical Success Factors and distinguish them from Key Performance Indicators. p-698
Using examples from THE, define and distinguish between an industry and a market. p-698
What is the purpose of industry analysis? p-698
Explain using examples from THE what is meant by the term strategic group and distinguish how it is different from an industry. p-698
Explain how the building of a brand has established a barrier to entry in this case. p-698
Provide another example from your knowledge of THE of a brand becoming established to create a barrier to entry. p-698
Explain the pattern of demand for hotel accommodation in Las Vegas and contrast it with most other city markets. p-698
Contrast the competitive rivalry in Las Vegas with a state-controlled railway company. p-698
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