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Strategic Management For Tourism, Hospitality And Events 4th Edition Nigel Evans - Solutions
=+2. What are the difficulties and opportunities that might be encountered in internationalizing in this way?
=+1. How would you categorize the international growth of rugby sevens using the concepts of Yip and Porter covered in this chapter?
=+the activities be viewed as strategically important for multinational companies?
=+2. What are the main activities carried out by CTM companies such as BCD, and why might
=+1. What would you consider to be the principal drivers of globalization in BCD’s case?
=+2. What difficulties might Qantas need to overcome in implementing outsourcing?
=+1. Explain the potential advantages of outsourcing to an airline such as Qantas.
=+z Explain the meaning of ‘market homogenization’, providing examples from relevant THE contexts.
=+z Distinguish between globalization and internationalization.
=+z Using appropriate THE contexts to illustrate your answer, what do you understand the term ‘globalization’ to mean?
=+z Explain how some THE SMEs have been able to internationalize rapidly
=+z Apply market entry strategy and conceptualization to THE contexts
=+z Describe the international market entry strategies
=+z Explain the major global strategy alternatives
=+z Apply internationalization and globalization concepts and frameworks to THE contexts
=+z Explain the adaptation of Porter’s generic strategy to global and international settings
=+z Describe and demonstrate the application of Yip’s framework for analyzing the extent of globalization in an industry and market
=+z Explain the factors that drive globalization
=+z Define and distinguish between internationalization and globalization
=+z Which methods (modes) should be used to enter these markets?
=+z How should organizations seek to enter particular international markets?
=+z What are the drivers (factors) underlying market entry?
=+z How do they go about it?
=+z Why do organizations expand in this way?
=+z Explain why strategic mapping is important to the BSC process.
=+z What are the four perspectives in a typical BSC?
=+z Explain how the BSC framework can be used in strategic implementation.
=+2. Explain how the BSC shown here is related to the strategy map shown in Figure 14.14.
=+1. Explain what benefits Discover Halifax might gain by using the BSC.
=+z Define and distinguish between step change and incremental change.
=+z Explain Lewin’s three-step model of change.
=+z What is inertia, and how is it applied to organizational change?
=+why it is so important for the airline group.
=+2. Explain the main features of Lufthansa’s change program as a result of the pandemic and
=+ how these difficulties might be overcome.
=+1. Explain what problems Lufthansa might encounter in implementing its program of change
=+2. What might the organizers of the festival have done to prevent failure in this case?
=+1. Explain what is meant by the term ‘strategic drift’ and how it is illustrated in this case.
=+2. Outline the sort of difficulties easyJet and Ryanair might encounter in trying to change their organizational cultures.
=+1. Explain why change is necessary at easyJet and Ryanair.
=+z Explain the usefulness of Miles and Snow’s typology to culture and implementation.
=+z What are the five major methods of divisionalization?
=+z In THE contexts, why might a strict hierarchy not always be the most suitable structural arrangement?
=+z Explain the advantages of centralization and decentralization in THE contexts.
=+2. Consider what difficulties easyJet might encounter in relation to culture and structure as it continues to grow
=+1. Explain the main features of the easyJet culture and consider why these features might have been adopted.
=+ how does the structure fit together?
=+– who has the right to tell others what to do?
=+ – who does what?
=+z To what degree does the formal organization chart represent the way in which decision making really takes place?
=+z How efficient is the structure in ensuring that key information and decisions are disseminated appropriately?
=+z How easy is it to change the structure when circumstances change?
=+2. Why might a ‘traffic light’ approach to presentation be useful in considering an organization’s resources?
=+1. Explain why a resource audit is useful to the organization in this case illustration.
=+z What key considerations might managers in THE contexts need to consider in the implementation phase of strategy?
=+z Explain the major features of a resource audit.
=+z Explain where implementation fits into the strategic process.
=+z Provide examples of implementation issues being addressed in THE contexts
=+z Explain the use of the BSC as a tool to be used in strategic implementation
=+z Understand how resource, cultural, structural and change management issues might be managed in THE contexts
=+z Assess the management and leadership styles necessary to implement changes
=+z Evaluate the essentials of change management
=+z Understand the link between structure and strategy
=+z Explain how and why corporate culture plays an important part in implementation
=+z Explain the role of resource planning in strategic implementation
=+z Understand how the characteristics of THE might have an impact on the implementation process
=+z Describe where implementation fits into the strategic process
=+z Assess the limitations that emergent strategies may have at the strategic evaluation stage.
=+z Explain what is meant by the ‘3 Rs of acceptability’.
=+z Explain why a screening stage is often inserted between suitability and feasibility in strategic evaluation.
=+2. Explain what is meant by sensitivity analysis and consider in what circumstances it might be useful to THE organizations.
=+1. Explain why Air New Zealand is concerned about jet fuel prices.
=+2. In what general ways might managers respond to the risks identified in a case such as Live Nation?
=+1. Explain why a company like Live Nation needs to identify the risks it is subject to.
=+2. What other stakeholders other than the IOC members may have a view on the ‘acceptability’ of the Olympic bids
=+1. Explain why the Olympic Games goes through this structured evaluation process.
=+z When will the organization receive its return on investment?
=+z How much will the organization make against each investment option?
=+2. Which of the stakeholders involved in this case is likely to be able to adopt their favored strategy, and why?
=+1. Explain the issue of acceptability highlighted by this case.
=+How likely is this?
=+Government Do we need government or regulatory approval?
=+Suppliers Do we have the necessary support from our suppliers?
=+Do we have the necessary resources to respond?
=+Competitors How will our competitors react?
=+How will our customers respond to the strategies we are proposing?
=+2. Explain what is meant by first-mover advantage and a me-too strategy in relation to this illustrative case.
=+1. Explain why an organization such as Home Inn should consider the reactions of competitors in considering feasibility.
=+Who are required to implement the required changes?
=+Will we gain the commitment of the managers and employees affected?
=+Have we fully explored other strategic options that would bring their own benefits and problems?
=+Do we have the specialist expertise, such as advertising and promotions agency teams to deliver our strategic options?
=+When will they be required?
=+Are they breakthrough products or merely catch-up on our competition?
=+Are we confident that we have a portfolio of fully tested new products?
=+Do we need to recruit or hire temporarily some specialists?
=+Do we have the skills?
=+In the case of redundancy, what are the costs associated with this?
=+Are there sufficient or too many employees?
=+What are the implications, especially on timing?
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