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strategic management
Strategic Management For Tourism Hospitality And Events 2nd Edition Nigel Evans - Solutions
Explain how Porter’s five forces framework works as a tool of industry analysis. p-698
What are the limitations of the five forces framework? p-698
Using examples from THE, explain what entry barriers are and the link between their ‘height’and the likely profitability of an industry. p-698
Outline the factors leading to the rise of low-cost airlines. p-698
How has the intensity of competitive rivalry changed in recent years in the European airline industry? p-698
Comment on why it might be useful to apply Porter’s Five Forces model in situations like the European Airline industry? p-698
If you were managing a company running conventions in Rome or Milan, what specific benefits might you hope to gain through clustering and are there likely to be any drawbacks? p-698
What other examples can you cite of clustering in THE sectors and do you think clustering of such activities is likely to be more or less important in the future? p-698
Explain how the clustering involved in the Premier Inn case is different to conventions in Italy in the previous case illustration. p-698
What factor might inhibit working in clusters for a group of hotels and could clustering work on a basis other than geography? p-698
Explain the concept of Porter’s Diamond Analysis in relation to nations or regions. p-698
Using examples from THE explain what is meant by clustering and assess its usefulness for THE organizations. p-698
Define and distinguish between competition and collaboration. p-698
Consider why Inkaterra might be considered to be a market-leading product. p-698
Consider the sustainability of Inkaterra’s business model. p-698
What is a resource market? p-698
Explain how the resource based model aids the understanding of industry analysis. p-698
Compare and contrast Porter’s Five Forces model with the resource-based view of Industry analysis and assess the usefulness of both. p-698
Consider why diversified revenues and cash flow yields are important measures for Wyndham to use in comparison with competitors. p-698
Consider what other measures for strategic group analysis might have been used in this case? p-698
Consider what you would regard as Whitbread’s Strengths and Weaknesses if you were a manager at a competing hotelier. p-698
Consider why a competitor might not want to rely too heavily in its decision making on the competitor profiling tool of analysis alone. p-698
Why might Getz’s research be useful for the Canadian Destination Marketing Bureaux to consider in formulating their strategies for future development? p-698
Consider the CSFs for another aspect of THE you are familiar with. p-698
Using relevant examples from THE, explain the concepts of Strategic Group Analysis and Competitor Profiling. p-698
Explain what is meant by KPIs and CSFs and comment on their usefulness in managing THE organizations. p-698
Using relevant examples from THE explain what the limitations of Competitor Profiling might be. p-698
Explain the links between industry analysis and CSFs? p-698
recognize the way in which SWOT has been applied in various THE contexts; p-698
explain what is meant by SWOT analysis; p-698
understand the coherent and logical sequence that exists between the SWOT presentation and detailed internal and external analyses; p-698
describe how a SWOT should be constructed; p-698
consider the way in which points can be presented in a SWOT; p-698
apply the SWOT analysis principles appropriately in THE settings; p-698
understand the relationship between the SWOT analysis and strategic formulation. p-698
Explain the underlying logic behind presenting a SWOT in this case. p-698
From a managerial point of view what is the fundamental difference between strengths and weaknesses on the one hand and opportunities and threats on the other? p-698
Explain why is it necessary for a SWOT analysis to be based on other types of analysis? p-698
Explain how SWOT fits into the overall strategic management process. p-698
What is the major difference for managers when considering strengths and weaknesses on the one hand and opportunities and threats on the other? p-698
Explain why it is sometimes necessary to vary the general principles of a SWOT in THE contexts? p-698
Explain the underlying logic which supports SWOT analysis. p-698
Describe the major rules which should be followed when presenting a SWOT. p-698
Describe some of the common errors which are made when presenting a SWOT. p-698
What do you do well? p-698
What are your unique skills and competencies? p-698
What expert or specialized knowledge do you possess? p-698
What experience do you have? p-698
What do you do better than your competitors? p-698
What are your most profitable areas of business? p-698
In what areas do you need to improve? p-698
What resources do you lack? p-698
What parts of your business are not very profitable? p-698
Where do you need further education, training and/or experience? p-698
What costs you time and/or money? p-698
In what ways could you do more for your existing customers or clients? p-698
How can you use technology to enhance your business? p-698
Are there new target audiences you have the potential to reach? p-698
Are there related products and services that provide an opportunity for your business? p-698
What is the balance of power between your organization and suppliers and customers? p-698
What are the strengths of your biggest competitors? p-698
What are your competitors doing that you are not? p-698
What is happening in the economy? p-698
What is happening in the industry and markets you are involved with? p-698
Explain the differences between corporate and business level strategy. p-698
Why might this case be regarded as an example of corporate level strategy? p-698
How can advantage over competitors be achieved? p-698
Which products or services should be developed and in which markets should they be sold? p-698
What methods can be used to achieve competitive advantage and to develop products and services? p-698
Explain the meaning of frame conditions. p-698
Explain why it is necessary for THE managers to have a good understanding of the most relevant frame conditions. p-698
Provide an example of a frame condition relevant to a sector of THE you are familiar with which is not included in Table 10.1, but you think is of importance to future development. p-698
Explain the reasons why Expedia has been able to grow into a market leading position. p-698
Consider the main competitive threats faced by an intermediary such as Expedia. p-698
Explain how experience curve effects might work to the benefit of Merlin. p-698
Consider other examples from THE where you consider experience curve effects may aid an organization in competing successfully? p-698
Explain the main features of the cost leadership model exemplified in this case. p-698
Explain the factors which led to the rise of low-cost airlines and consider the competitive threats such airlines might face in their future development. p-698
Explain the main ways in which The Edinburgh Festival is differentiating itself from competitors through the use of technology. p-698
In what other ways might similar festivals choose to differentiate themselves from competitors? p-698
Explain the main elements of W hotels’ differentiation strategy. p-698
Consider the factors which could threaten the continued development of the chain in using such a differentiating strategy. p-698
Explain why Singapore Airlines might be considered to be pursuing a hybrid competitive strategy in this case. p-698
Consider other examples of a hybrid strategy from your knowledge of THE organizations and consider whether such a position is sustainable. p-698
Explain what is meant by the term ‘competitive advantage’. p-698
Explain Porter’s generic strategy framework and consider its strengths and weaknesses as an analytical framework. p-698
Explain what is meant by a hybrid strategy and consider the circumstances in which it might it be pursued? p-698
Explain the nature of the core competence that Universal WorldEvents exhibits in this case. p-698
Consider how easy it would be for competitors to replicate the core competence of Universal Worldevents? p-698
Outline the criticisms that have been made of Porter’s generic strategy. p-698
Explain the factors which might make the sustainability of competitive advantage more likely citing examples from THE you are familiar with. p-698
Explain the VRIO concept and how it works. p-698
Explain the concept of the Ansoff Matrix and how it relates to this case. p-698
Explain what the underlying purpose of applying models (such as the Ansoff Matrix) to cases like this when considering future strategy? p-698
Explain the rationale of expanding through market penetration for Whitbread plc’s Premier Inn brand p-698
Consider why Whitbread is choosing only to invest very cautiously in foreign markets for its Premier Inn brand at present. p-698
Explain the market development that Holidaybreak has undertaken in recent years. p-698
Explain the core competence that Holidaybreak is able to leverage across multiple markets? p-698
Explain the product development that Club Med has undertaken and the reasons why it had to adopt this option. p-698
Explain the reasons why a company such as Club Med discards its ‘non-core’ activities.? p-698
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