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Strategic Management For Tourism, Hospitality And Events 4th Edition Nigel Evans - Solutions
=+z explain what is meant by ‘moments of truth’ and why they are crucial in THE contexts
=+z according to Zeithaml et al., what are the five dimensions of service quality, and how might they be applied to THE organizations?
=+z explain the link between human resources and the quality of service delivery in THE contexts.
=+2. Consider the benefits and potential drawbacks of empowerment in this case.
=+1. What managerial difficulties is the ritz-Carlton chain attempting to overcome through employee empowerment?
=+z assess how managers in THE might address problems of high staff turnover rates.
=+z identify the key differentiating characteristics of working in many THE organizations.
=+z explain why human resources are so important to operating successful THE organizations.
=+2. Consider the difficulties involved in managing staff at international chains of hotels such as those managed by accor brands.
=+1. Why does accor give so much attention to learning and development?
=+2. What would you consider the human resource challenges for managers in this case?
=+1. Why might the australian open be described as a ‘pulsating’ organization?
=+z Describe and apply three typologies of cultural types
=+z Explain the components of the cultural web and the nature of paradigms
=+z Define culture; explain its determinants and why it is important
=+z Explain what a CSF is and how human resources can be CSFs
=+z Describe human resource benchmarking
=+z Explain what a human resource audit contains and what it can be used for
=+z Describe what a human resource gap is
=+z Explain the purpose of a human resource audit
=+z Explain the linkages between service quality and human resources
=+z Explain the importance of the guest–employee encounter to THE organizations
=+z Explain the employment and working conditions in THE organizations
=+z Define and explain the importance of human resources to THE organizations
=+z Describe and distinguish between the three conceptual approaches to strategic management that have been introduced in this text
=+z provide an example of a core competence in a THE organization you are familiar with.
=+z explain how service-dominant logic might be applied to THE contexts.
=+z explain what is meant by service-dominant logic.
=+z explain the concept of the service profit chain and its relevance to THE organizations.
=+z Describe and distinguish between the three conceptual approaches to strategic management that have been introduced in this text.
=+z provide an example of a core competence in a THE organization you are familiar with.
=+z explain with an example from THE what is meant by the value system.
=+z What is meant by blockages and linkages in the value chain?
=+z explain the relationships between primary and secondary activities.
=+z explain the idea of the business as a value chain.
=+2. What factors might prevent outsourcing being developed more widely in THE contexts?
=+1. What do you consider the motivations for outsourcing to be in the airline industry?
=+z Where do the risks lie if your organization is relying on value chains that it does not directly control?
=+z Which organizations might be the best to partner with?
=+z Should activities be carried out within the organization or outsourced to others?
=+z Describe and distinguish between the three conceptual approaches to strategic management that have been introduced in this text.
=+z provide an example of a core competence in a THE organization you are familiar with.
=+z explain the different ways in which resources might be analyzed, and explain the relationships between primary and secondary activities.
=+z explain what is meant by resource immobility and resource substitution and explain their relevance in THE contexts.
=+z explain what is meant by free resources in THE contexts.
=+z explain what is meant by a hybrid strategy, and consider the circumstances in which it might be pursued.
=+z explain porter’s generic strategy framework and consider its strengths and weaknesses as an analytical framework.
=+z explain what is meant by the term ‘competitive advantage’.
=+2. What steps might british airways take to defend its core competences?
=+1. Consider what threats might emerge to challenge british airways’ core competences.
=+2. Consider how easy it would be for competitors to replicate the core competence of ashfield.
=+1. explain the nature of the core competence that ashfield exhibits in this case.
=+2. What conclusions would you draw from the resource analysis of Marriott?
=+1. summarize the purpose of carrying out a resource analysis for a THE company such as Marriott.
=+z Describe and distinguish between the three conceptual approaches to strategic management that have been introduced in this text.
=+z provide an example of a core competence in a THE organization you are familiar with.
=+z Define and explain the relationships between resources, competences and core competences.
=+z What are the major purposes of internal analysis?
=+z Explain the service-dominant logic framework and co-creation of value
=+z Explain the concept of the service profit chain and how it relates to THE organizations
=+z Explain why established frameworks and analytical tools may be less relevant in a service industry context
=+z Explain the potential benefits of collaboration with suppliers, distributors and customers for THE organizations
=+z Explain how the configuration of value-adding activities can improve business performance
=+z Apply the value chain framework to relevant THE settings
=+z Explain the relationships between core competences and core activities
=+z Explain the concept of the value chain and the value chain framework
=+z Apply core competences and resources relevant to THE contexts
=+z Explain the concepts of competences, core competences and resources and the relationships between them
=+z Provide the analytical underpinning for the ‘strengths’ and ‘weaknesses’ sections of the SWOT
=+z Assess the performance and future requirements for human resources
=+z Evaluate investment potential if finance is being sought from external sources
=+z Evaluate financial performance
=+z Evaluate the performance of products
=+z Identify areas of weaknesses to be addressed by the formulation of future strategies and their successful implementation
=+z Evaluate how effectively value-added activities are organized
=+z Identify resources, competences and core competences to be developed and exploited
=+ z How effectively resources have been deployed in support of chosen strategies
=+z How effective current strategies are
=+ 2. explain how belonging to aito helps sMes compete effectively.
=+1. explain which characteristics of THE aito helps sMes in competing with larger competitors.
=+2. Consider other examples of crisis situations that have occurred for THE organizations.
=+1. explain what the lessons of this case might be for dealing with crisis situations for THE companies.
=+z Discuss why an understanding of the characteristic features of THE is important to managers operating in these sectors.
=+z explain why THE is so susceptible to external shocks.
=+z Why is THE different from other service-based sectors in relation to its impacts?
=+2. explain the managerial responses of accor after the attacks.
=+1. explain how accor was affected by the 9/11 terrorist attacks.
=+2. Consider how THE managers might prepare for a future similar external shock.
=+1. assess the overall impact CoviD-19 had on THE.
=+2. explain the business model grootbos has developed and assess its effectiveness.
=+1. explain the issues raised by grootbos in relation to the impacts of tourism.
=+2. Consider ways other than complete closure that boracay could have adopted to deal with its issues.
=+1. explain how boracay might have been developed in a more sustainable way.
=+z provide a brief explanation of the structure of the tourism, hospitality and events sectors and explain the linkages between them.
=+z explain the interdependence of travel and tourism organizations.
=+z explain the effects of seasonality on how management is carried out in THE organizations.
=+2. explain the actions managers in a company such as Jet2 might take to deal with the seasonality issues.
=+1. explain the nature of the seasonality issues faced by Jet2.
=+2. Consider what problems might arise for managers in a THE company because of the spread of loyalty programs throughout the industry.
=+1. explain the characteristic of THE contexts to which loyalty programs represent one response.
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