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Strategic Management For Tourism, Hospitality And Events 4th Edition Nigel Evans - Solutions
=+z Understand the coherent and logical sequence that exists between the SWOT presentation and detailed internal and external analyses
=+z Explain what is meant by SWOT analysis
=+z explain the links between industry analysis and CsFs.
=+z using relevant examples from THE, explain what the limitations of competitor profiling might be.
=+z explain what is meant by Kpis and CsFs and comment on their usefulness in managing THE organizations.
=+z using relevant examples from THE, explain the concepts of strategic group analysis and competitor profiling.
=+2. Consider the CsFs for another aspect of THE you are familiar with.
=+1. Why might getz’s research be useful for Canadian destination marketing bureaus to consider in formulating their strategies for future development?
=+2. Consider why a competitor might not want to rely too heavily in its decision making on the competitor profiling tool of analysis alone.
=+1. Consider what you would regard as Whitbread’s strengths and weaknesses if you were a manager at a competing hotelier.
=+2. Consider potential disadvantages of this method of development.
=+1. Consider why the asset-light franchise method of development is favored by Wyndham.
=+z Compare and contrast porter’s five forces model with the resource-based view of industry analysis and assess the usefulness of both.
=+z explain how the resource-based model aids the understanding of industry analysis.
=+z What is a resource market?
=+2. Consider the sustainability of inkaterra’s business model.
=+1. Consider why inkaterra might be considered to be a market leading product.
=+z Define and distinguish between competition and collaboration.
=+z using examples from THE, explain what is meant by clustering and assess its usefulness for THE organizations.
=+2. What factor might inhibit working in clusters for a group of hotels, and could clustering work on a basis other than geography?
=+1. explain how the clustering involved in the premier inns case is different to conventions in italy in the previous short Case illustration.
=+2. 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?
=+1. if you were managing a company managing conventions in rome or Milan, what specific benefits might you hope to gain through clustering, and are there likely to be any drawbacks?
=+3. Comment on why it might be useful to apply porter’s five forces model in situations like the european airline industry.
=+2. how has the intensity of competitive rivalry changed in recent years in the european airline industry?
=+1. outline the factors leading to the rise of low-cost airlines.
=+z using examples from THE, explain what entry barriers are and the link between their‘height’ and the likely profitability of an industry.
=+z What are the limitations of the five forces framework?
=+z explain how porter’s five forces framework works as a tool of industry analysis.
=+2. Contrast the competitive rivalry in las vegas with a state-controlled railway company.
=+1. explain the pattern of demand for hotel accommodation in las vegas and contrast it with most other city markets.
=+2. provide another example from your knowledge of THE of a brand becoming so well established as to create a barrier to entry.
=+1. explain how the building of a brand has established a barrier to entry in this case.
=+z explain using examples from THE what is meant by the term strategic group and distinguish how it is different from an industry.
=+z What is the purpose of industry analysis?
=+z using examples from THE, define and distinguish between an industry and a market.
=+z Explain the meaning of critical success factors and distinguish them from key performance indicators
=+z Define strategic groups and be able to apply the concept in industry analysis for THE sectors
=+z Assess and explain the limitations of the resource-based model of industry analysis
=+z Define and distinguish between competitive and collaborative behavior in industries
=+z Explain the limitations of Porter’s five forces framework
=+z Describe the construction and application to THE of Porter’s five forces framework
=+z Explain the importance of industry and market analysis with regard to THE sectors
=+z Distinguish between micro- and macrolevel external analysis
=+z explain why it is important to recognize the linkages between the steep elements.
=+z explain the importance of sustainability to macro-environmental analysis in THE contexts.
=+the macro environment less useful.
=+z Discuss the argument that suggests that turbulence and uncertainty render analysis of
=+2. Consider the effect that deregulation in various parts of the world has had on the airline sector.
=+1. explain why the political environment for the airline sector is different from that of any other industry.
=+2. Consider which stakeholder groups are likely to be influential when making decisions about airport infrastructure projects
=+1. explain why airline managers need to take environmental concerns into account.
=+2. What risks might there be for the company in taking such a prominent environmental stance?
=+1. explain the ways in which scandic hotels make their environmental program a central part of their competitive offering.
=+2. explain the ways in which airlines assess their performance.
=+1. Why is airline travel so cyclical?
=+2. assess the multitude of ways in which airlines are embracing new technology.
=+1. explain the meaning of the iot and provide an example of how it might be applied in a THE setting.
=+2. provide examples of how ar and vr have been applied to an aspect of THE.
=+1. explain the differences between ar and vr.
=+2. provide an example of how digital technology has changed an aspect of THE in recent years.
=+1. explain the meaning of ‘smart tourism’.
=+2. What sort of demographic factors might lead to greater air travel in the future?
=+1. explain why an understanding of sociodemographic influences might be important for airline managers.
=+z explain the stages in a macro-environmental analysis.
=+z explain how the business competitive environment and macro environment relate to each other.
=+z explain the meaning of the term ‘macro environment’.
=+2. What sort of demographic factors might lead to greater air or cruise travel in the future?
=+1. explain why an understanding of sociodemographic influences might be important for a manager of an airline or a cruise line.
=+z Explain how the STEEP factors are interlinked and interrelated in THE contexts
=+z Describe the components of each of the five STEEP factors and be able to apply them to relevant THE contexts
=+z Explain Ginter and Duncan’s mechanisms of carrying out macro-environmental analysis
=+z Explain what is meant by the macro environment
=+z explain the major benefits and potential difficulties of using the bCg and ge-McKinsey matrices.
=+z explain the importance of cash flow to an understanding of the bCg matrix.
=+z explain what is meant by a product portfolio.
=+z Distinguish between price skimming and penetration strategies.
=+z explain the major differences between b2b and b2C marketing using relevant THE examples to illustrate your answer.
=+z explain what criteria might be used in selecting potential target segments.
=+z explain and illustrate Kotler’s five levels of product benefit using relevant THE examples.
=+z explain why segmenting the market is so important for THE managers and outline the main ways in which it can be carried out.
=+2. Consider other successful or unsuccessful introductions of technology in THE and provide a relevant example.
=+1. explain the potential advantages and disadvantages of first-mover advantage in this case.
=+helped them grow and the factors that may challenge growth in the future.
=+2. Consider other examples of disruptive innovation in THE and assess what factors have
=+1. explain what is meant by disruptive innovation with regards to THE products.
=+2. Consider what advantages singapore and Dubai might have been able to exploit in developing first-mover advantage.
=+1. explain what is meant by first-mover advantage and a me-too strategy, citing examples of both you are familiar with from THE.
=+2. explain why Queensland might need a number of subbrands, and explain their relationship to the umbrella brand.
=+1. explain the potential differences in positioning a destination rather than a THE product belonging to a single company.
=+2. Consider the reasons why Marriott is developing its Moxy brand.
=+1. Consider what advantages and possible disadvantages that belonging to a powerful branded chain brings to Moxy.
=+2. What are the main factors THE businesses should consider when deciding which segments to target?
=+1. explain why targeting a segment of ‘business travelers’ might not be successful.
=+2. explain what alternative types of segmentation might be useful.
=+1. explain the benefits sought by tourists visiting Mpumalanga.
=+2. Why might trailblazers products be attractive to the indian market?
=+1. explain the approach to product development taken by trailblazers.
=+z explain the meanings of market attractiveness and supplier concentration, and illustrate your answer by providing examples from THE.
=+z explain why a detailed definition and understanding of the market is so important for THE managers.
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