{"product_id":"hospitality-strategic-management-isbn-9780470083598","title":"Hospitality Strategic Management","description":"Updated to include the current models, theories, and hospitality practices, \u003ci\u003eHospitality Strategic Management: Concept and Cases, Second Edition\u003c\/i\u003e is a comprehensive guide to strategic management in the international hospitality industry. Author Cathy A. Enz uses the case study approach to cover current topics such as innovation, entrepreneurship, leadership, ethics, and franchising. Eight full case studies with exhibits and documents address the areas of lodging, food service, tourism e-commerce, gaming, cruise lines, and airlines, making this book ideal for executive level training courses or hospitality industry executives interested in developing their strategic management skills. \u003cp\u003ePreface xiii\u003c\/p\u003e \u003cp\u003eAbout the Author xix\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 1 Strategic Management 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 3\u003c\/p\u003e \u003cp\u003eThe Origin of Strategic Management 5\u003c\/p\u003e \u003cp\u003eThe Traditional Perspective 6\u003c\/p\u003e \u003cp\u003eThe Organization as a Bundle of Resources: The Resource-Based View 9\u003c\/p\u003e \u003cp\u003eThe Organization as a Network of Stakeholders 11\u003c\/p\u003e \u003cp\u003eThe Strategic Management Process 13\u003c\/p\u003e \u003cp\u003eSituation Analysis 16\u003c\/p\u003e \u003cp\u003eStrategic Direction 16\u003c\/p\u003e \u003cp\u003eStrategy Formulation 18\u003c\/p\u003e \u003cp\u003eStrategy Implementation 19\u003c\/p\u003e \u003cp\u003eGlobal Competitiveness in the Hospitality Industry 20\u003c\/p\u003e \u003cp\u003eVariables Affecting Strategic Management 21\u003c\/p\u003e \u003cp\u003eStrategic Thinking 21\u003c\/p\u003e \u003cp\u003eStrategic Planning Can Drive out Strategic Thinking 22\u003c\/p\u003e \u003cp\u003eCharacteristics of Strategic Thinking 23\u003c\/p\u003e \u003cp\u003eMotivating Managers and Employees to Think Strategically 27\u003c\/p\u003e \u003cp\u003eStrategic Management in the Hospitality Industry 28\u003c\/p\u003e \u003cp\u003eThe Foodservice Industry—The Players. 28\u003c\/p\u003e \u003cp\u003eThe Lodging Industry—The Players 29\u003c\/p\u003e \u003cp\u003eKey Points Summary 33\u003c\/p\u003e \u003cp\u003eReview Questions 34\u003c\/p\u003e \u003cp\u003eCritical Thinking and Application Questions 34\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 2 The Environment and External Stakeholders 36\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 38\u003c\/p\u003e \u003cp\u003eAssessment of the Broad Environment 39\u003c\/p\u003e \u003cp\u003eThe Sociocultural Context 40\u003c\/p\u003e \u003cp\u003eThe Economic Context 47\u003c\/p\u003e \u003cp\u003eThe Political Context 48\u003c\/p\u003e \u003cp\u003eThe Technological Context 50\u003c\/p\u003e \u003cp\u003eChange and Interdependence among the Broad Environmental Forces 54\u003c\/p\u003e \u003cp\u003eGathering Information on International Environments 56\u003c\/p\u003e \u003cp\u003eAnalysis of External Stakeholders and the Operating Environment 58\u003c\/p\u003e \u003cp\u003ePorter’s Five Forces, Economic Power, and Industry Characteristics 59\u003c\/p\u003e \u003cp\u003eExternal Stakeholders, Formal Power, and Political Influence 69\u003c\/p\u003e \u003cp\u003eManaging the Operating Environment 70\u003c\/p\u003e \u003cp\u003eEconomic Actions 71\u003c\/p\u003e \u003cp\u003ePolitical Strategies 72\u003c\/p\u003e \u003cp\u003ePartnering with External Stakeholders 74\u003c\/p\u003e \u003cp\u003eKey Points Summary 76\u003c\/p\u003e \u003cp\u003eReview Questions 78\u003c\/p\u003e \u003cp\u003eCritical Thinking and Application Questions 78\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 3 Strategic Direction 80\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 83\u003c\/p\u003e \u003cp\u003eCreating a Strategic Direction 83\u003c\/p\u003e \u003cp\u003eKey Influences on Direction 86\u003c\/p\u003e \u003cp\u003eMission Statements 89\u003c\/p\u003e \u003cp\u003eOrganizational Vision 94\u003c\/p\u003e \u003cp\u003eOrganizational Values 95\u003c\/p\u003e \u003cp\u003eSocial Responsibility 99\u003c\/p\u003e \u003cp\u003eEnterprise Strategy 102\u003c\/p\u003e \u003cp\u003eEthical Frames of Reference 105\u003c\/p\u003e \u003cp\u003eCodes of Ethics 108\u003c\/p\u003e \u003cp\u003eEthics in Global Environments 110\u003c\/p\u003e \u003cp\u003eKey Points Summary 111\u003c\/p\u003e \u003cp\u003eReview Questions 112\u003c\/p\u003e \u003cp\u003eCritical Thinking and Application Questions 113\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 4 Organizational Resources and Competitive Advantage 114\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 116\u003c\/p\u003e \u003cp\u003eInternal Analysis and Competitive Advantage 117\u003c\/p\u003e \u003cp\u003eSustainable Competitive Advantage 117\u003c\/p\u003e \u003cp\u003eValue-Adding Activities 120\u003c\/p\u003e \u003cp\u003eThe Value Chains of Winemakers 120\u003c\/p\u003e \u003cp\u003eValue-Chain Activities 121\u003c\/p\u003e \u003cp\u003eThe Tourism Value Chain 124\u003c\/p\u003e \u003cp\u003eTangible and Intangible Resources 125\u003c\/p\u003e \u003cp\u003eResources and Capabilities 126\u003c\/p\u003e \u003cp\u003eFinancial Resources. 127\u003c\/p\u003e \u003cp\u003eFinancial Ratios 128\u003c\/p\u003e \u003cp\u003ePhysical Resources 130\u003c\/p\u003e \u003cp\u003eArchitectural and Sustainable Design 131\u003c\/p\u003e \u003cp\u003eHuman-Based Resources 134\u003c\/p\u003e \u003cp\u003eStrategic Leadership 134\u003c\/p\u003e \u003cp\u003eOwnership and Management 140\u003c\/p\u003e \u003cp\u003eEmployees 143\u003c\/p\u003e \u003cp\u003eStructure and Culture 144\u003c\/p\u003e \u003cp\u003eKnowledge-Based Resources 148\u003c\/p\u003e \u003cp\u003eInternal Knowledge Creation and Organizational Learning 150\u003c\/p\u003e \u003cp\u003eKnowledge Creation 150\u003c\/p\u003e \u003cp\u003eKnowledge Creation and Interorganizational Relationships 152\u003c\/p\u003e \u003cp\u003eGeneral Organizational Resources 155\u003c\/p\u003e \u003cp\u003ePatents, Copyrights, Trademarks, and Servicemarks 155\u003c\/p\u003e \u003cp\u003eBrands and Organizational Reputation 156\u003c\/p\u003e \u003cp\u003eSuperior Relationships with Stakeholders 159\u003c\/p\u003e \u003cp\u003eKey Points Summary 160\u003c\/p\u003e \u003cp\u003eReview Questions 162\u003c\/p\u003e \u003cp\u003eCritical Thinking and Application Questions 162\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 5 Strategy Formulation at the Business-Unit Level 164\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 167\u003c\/p\u003e \u003cp\u003eGeneric Business Strategies 167\u003c\/p\u003e \u003cp\u003eCost Leadership 172\u003c\/p\u003e \u003cp\u003eDifferentiation 179\u003c\/p\u003e \u003cp\u003eBest Value 185\u003c\/p\u003e \u003cp\u003eFocus 188\u003c\/p\u003e \u003cp\u003eCompetitive Dynamics 189\u003c\/p\u003e \u003cp\u003eStrategies That Reflect Competitive Dynamics 191\u003c\/p\u003e \u003cp\u003eResources, Industry Structure, and Firm Actions 197\u003c\/p\u003e \u003cp\u003eStrategic Group Mapping 199\u003c\/p\u003e \u003cp\u003eDeveloping a Strategic Group Map 200\u003c\/p\u003e \u003cp\u003eKey Points Summary 201\u003c\/p\u003e \u003cp\u003eReview Questions 202\u003c\/p\u003e \u003cp\u003eCritical Thinking and Application Questions 203\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 6 Corporate-Level Strategy and Restructuring. 205\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 207\u003c\/p\u003e \u003cp\u003eConcentration Strategies 210\u003c\/p\u003e \u003cp\u003eAdvantages and Disadvantages of a Concentration Strategy 211\u003c\/p\u003e \u003cp\u003eVertical Integration Strategies 214\u003c\/p\u003e \u003cp\u003eAdvantages and Disadvantages of a Vertical Integration Strategy 216\u003c\/p\u003e \u003cp\u003eVertical Integration and Transaction Costs 217\u003c\/p\u003e \u003cp\u003eSubstitutes for Full Vertical Integration 219\u003c\/p\u003e \u003cp\u003eDiversification Strategies 220\u003c\/p\u003e \u003cp\u003eRelated Diversification 220\u003c\/p\u003e \u003cp\u003eThe Creation of Synergy 222\u003c\/p\u003e \u003cp\u003eUnrelated Diversification 226\u003c\/p\u003e \u003cp\u003eMergers and Acquisitions 229\u003c\/p\u003e \u003cp\u003eConsolidation 230\u003c\/p\u003e \u003cp\u003eMerger Performance 232\u003c\/p\u003e \u003cp\u003eSuccessful and Unsuccessful Mergers and Acquisitions 234\u003c\/p\u003e \u003cp\u003eStrategic Restructuring 236\u003c\/p\u003e \u003cp\u003eTurnaround Strategies and Downsizing 237\u003c\/p\u003e \u003cp\u003eRefocusing Corporate Assets 239\u003c\/p\u003e \u003cp\u003eChapter 11 Reorganization 240\u003c\/p\u003e \u003cp\u003eLeveraged Buyouts 242\u003c\/p\u003e \u003cp\u003eChanges to Organizational Design 243\u003c\/p\u003e \u003cp\u003ePortfolio Management 244\u003c\/p\u003e \u003cp\u003eThe Boston Consulting Group (BCG) Matrix 245\u003c\/p\u003e \u003cp\u003eDestination Portfolio Analysis 247\u003c\/p\u003e \u003cp\u003eKey Points Summary 247\u003c\/p\u003e \u003cp\u003eReview Questions 249\u003c\/p\u003e \u003cp\u003eCritical Thinking and Application Questions 250\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 7 Strategy Implementation through Interorganizational Relationships and Management of Functional Resources 252\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 254\u003c\/p\u003e \u003cp\u003eInterorganizational Relationships and the Tourism Cluster 255\u003c\/p\u003e \u003cp\u003eAdvantages and Disadvantages of Interorganizational Relationships 256\u003c\/p\u003e \u003cp\u003eStakeholder Management and the Selection of Partners 262\u003c\/p\u003e \u003cp\u003eBuffering versus Partnering 267\u003c\/p\u003e \u003cp\u003eEffective Stakeholder Management 268\u003c\/p\u003e \u003cp\u003eManaging Partnerships. 287\u003c\/p\u003e \u003cp\u003eFunctional-Level Resource Management 289\u003c\/p\u003e \u003cp\u003eMarketing Strategy 291\u003c\/p\u003e \u003cp\u003eHuman Resources Strategy 295\u003c\/p\u003e \u003cp\u003eOperations Strategy 295\u003c\/p\u003e \u003cp\u003eKey Points Summary 296\u003c\/p\u003e \u003cp\u003eReview Questions 297\u003c\/p\u003e \u003cp\u003eCritical Thinking and Application Questions 298\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 8 Strategy Implementation through Organizational Design and Control 299\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 302\u003c\/p\u003e \u003cp\u003eOrganizational Structures 302\u003c\/p\u003e \u003cp\u003eSimple Management Structures 305\u003c\/p\u003e \u003cp\u003eBusiness-Level versus Corporate-Level Structures 307\u003c\/p\u003e \u003cp\u003eTypes of Business-Level Structures 309\u003c\/p\u003e \u003cp\u003eCorporate-Level Structures 318\u003c\/p\u003e \u003cp\u003eThe Lateral Organization 325\u003c\/p\u003e \u003cp\u003eSimple Coordinating Mechanisms 326\u003c\/p\u003e \u003cp\u003eFormal Integrators 327\u003c\/p\u003e \u003cp\u003eOrganizational Control 327\u003c\/p\u003e \u003cp\u003eStrategic versus Financial Controls 329\u003c\/p\u003e \u003cp\u003eFeedback-Control Systems 331\u003c\/p\u003e \u003cp\u003eFeedforward Control 339\u003c\/p\u003e \u003cp\u003eOther Types of Controls 344\u003c\/p\u003e \u003cp\u003eCrisis Prevention and Management 346\u003c\/p\u003e \u003cp\u003eKey Points Summary 351\u003c\/p\u003e \u003cp\u003eReview Questions 353\u003c\/p\u003e \u003cp\u003eCritical Thinking and Application Questions 354\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 9 Strategies for Entrepreneurship and Innovation 356\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 359\u003c\/p\u003e \u003cp\u003eEntrepreneurial Start-ups 359\u003c\/p\u003e \u003cp\u003eThe Entrepreneur 360\u003c\/p\u003e \u003cp\u003eEntrepreneurial Tasks 361\u003c\/p\u003e \u003cp\u003eFranchising 376\u003c\/p\u003e \u003cp\u003eCauses of Failure 377\u003c\/p\u003e \u003cp\u003eInnovation and Corporate Entrepreneurship 380\u003c\/p\u003e \u003cp\u003eFostering Innovation in Established Firms 382\u003c\/p\u003e \u003cp\u003eThe Internet and E-commerce 389\u003c\/p\u003e \u003cp\u003eKey Points Summary 393\u003c\/p\u003e \u003cp\u003eReview Questions 395\u003c\/p\u003e \u003cp\u003eCritical Thinking and Application Questions 396\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 10 Global Strategic Management and the Future 397\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 399\u003c\/p\u003e \u003cp\u003eGlobal Strategies 402\u003c\/p\u003e \u003cp\u003eMultidomestic, Global, and Transnational Strategies 402\u003c\/p\u003e \u003cp\u003eMarket Entry Tactics 405\u003c\/p\u003e \u003cp\u003eInternational Alliances and Business-Format Franchising 408\u003c\/p\u003e \u003cp\u003eInternational Market Selection 411\u003c\/p\u003e \u003cp\u003eInstitutional Differences 416\u003c\/p\u003e \u003cp\u003eNational Advantages 417\u003c\/p\u003e \u003cp\u003eGlobal Stakeholders 419\u003c\/p\u003e \u003cp\u003eStakeholder Management in Foreign Environments 420\u003c\/p\u003e \u003cp\u003eStrategic Management in Hospitality Firms in the Future 424\u003c\/p\u003e \u003cp\u003eKey Points Summary 425\u003c\/p\u003e \u003cp\u003eReview Questions 427\u003c\/p\u003e \u003cp\u003eCritical Thinking and Application Questions 428\u003c\/p\u003e \u003cp\u003eCASES 429\u003c\/p\u003e \u003cp\u003eCase Study Matrix 430\u003c\/p\u003e \u003cp\u003eCase Note: Learning through Case Analysis 433\u003c\/p\u003e \u003cp\u003eCase 1: The Fun Ship Experience at Carnival Cruise Lines 442\u003c\/p\u003e \u003cp\u003eCase 2: Building Capabilities at the Westward Hilton 453\u003c\/p\u003e \u003cp\u003eCase 3: InterContinental Hotel Group’s Entry into China 482\u003c\/p\u003e \u003cp\u003eCase 4: The Summer of 2006 Union Negotiations: Unite Here’s Strategy 504\u003c\/p\u003e \u003cp\u003eCase 5: Banyan Tree: Sustainability of a Brand during Rapid Global Expansion 514\u003c\/p\u003e \u003cp\u003eCase 6: Starwood Hotels and Resorts Brings Aloft to India 552\u003c\/p\u003e \u003cp\u003eCase 7: The Commoditization of Starbucks 564\u003c\/p\u003e \u003cp\u003eCase 8: The Movement of Travel Services Online: Intermediaries and Branded Distribution 582\u003c\/p\u003e \u003cp\u003eNotes 595\u003c\/p\u003e \u003cp\u003eGlossary 645\u003c\/p\u003e \u003cp\u003eIndex 657\u003c\/p\u003e \u003cb\u003eCathy A. Enz\u003c\/b\u003e is the Lewis G. Schaeneman Jr. Professor of Innovation \u0026amp; Dynamic Management at the School of Hotel Administration at Cornell University, where she is also the Executive Director of the Center for Hospitality Research. Winner of outstanding teacher and researcher awards, she teaches courses in strategic management and innovation.","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989372158181,"sku":"NP9780470083598","price":113.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470083598.jpg?v=1761783856","url":"https:\/\/k12savings.com\/products\/hospitality-strategic-management-isbn-9780470083598","provider":"K12savings","version":"1.0","type":"link"}