Strategic management for hospitality and tourism part 2
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Strategic management for hospitality and tourism part 2
PART IVThe Strategy ProcessThis part provides discussions about the strategy process and consists ol three chapters on strategic planning or strategic Strategic management for hospitality and tourism part 2 c intent, strategy funnation, and strategy implementation, respectively. These three topics are not distinct subjects. In other words, they arc not phases or stages that can be looked at and understood individually. They arc strongly linked, and they greatly overlap. We include these topics because Strategic management for hospitality and tourism part 2 the}’ have all been the subject of ongoing debate.CHAPTER 8Strategy Formation—Strategy Formulation and ImplementationLearning ObjectivesAfter readingStrategic management for hospitality and tourism part 2
this chapter, you should be able to:1Define strategy formation, strategy formulation and implementation.2Discuss Itie evaluation of different a|)|W()aPART IVThe Strategy ProcessThis part provides discussions about the strategy process and consists ol three chapters on strategic planning or strategic Strategic management for hospitality and tourism part 2 international context.CONTENTSIntroductionStrategy Formation— Strategy Formulation and ImplementationStrategy Formation in the International ContextSummaryStudy QuestionsReferences and Further Readings149150 CHAPTER 8: Strategy Formation—Strategy Formulation and ImplementationOpening CasesCase AAfte Strategic management for hospitality and tourism part 2 r working as an assistant manager tor two years. Rebecca Learner was promoted to the manager position. She did not have a degree from a university, txStrategic management for hospitality and tourism part 2
jt she had over 15 years of experience in the restaurant industry. On tier first day as manager, she met With the three assistant managers and all of PART IVThe Strategy ProcessThis part provides discussions about the strategy process and consists ol three chapters on strategic planning or strategic Strategic management for hospitality and tourism part 2 ned about several thirds such as hygiene, portion sizes, the appearance of IlK! restaurant, employee uniforms, high latxx turnover, and outdated menu items. Rebecca also asked customers what they liked and did not like about the restaurant. Taking all of the comments and suggestions into considerati Strategic management for hospitality and tourism part 2 on, she started working with her frontline employees and managers on specific initiatives. They introduced new menu items, some of which were well recStrategic management for hospitality and tourism part 2
eived and others not so successful. They changed the tablecloths and plates, but the customers did not particularly like them, so they had to change tPART IVThe Strategy ProcessThis part provides discussions about the strategy process and consists ol three chapters on strategic planning or strategic Strategic management for hospitality and tourism part 2 spent lime training new employees. They ran TV, newspaper, and radio ads and distributed $10 discount coupons. They later realized that their promotion efforts did not work well on TV and radio, so they decided Io concentrate on iKily one TV cti-innet and Iwo radio stations that seemed to generate Strategic management for hospitality and tourism part 2 more business fix the restaurant. She further realized (bat giving a S10 discount coupon was not beneficial tor the restaurant, since this initiativeStrategic management for hospitality and tourism part 2
attracted a different customer profile that was not profitable for the restaurant. Surprisingly, she also realized that one particular assistant managPART IVThe Strategy ProcessThis part provides discussions about the strategy process and consists ol three chapters on strategic planning or strategic Strategic management for hospitality and tourism part 2 r words, he was not happy that Rebecca had become the manager. After working as the manager for a year. Rebecca was very pleased with the improvements in the restaurant since she took over. Profits were jp by 20 jxircenl compared Io the previoirs year, lheit customer satisfaction rail!) was higher t Strategic management for hospitality and tourism part 2 han ever befixe, an:! Itwiy had many more refieat customers. In addition, they managed Io reduce Itieir lalxir turnover sulislanlially. Rebecca and tiStrategic management for hospitality and tourism part 2
er learn were successful in delivering very good ixjsiness results. Her regional manager was |>arliciilarly impressed wit fl the results arxl asked RePART IVThe Strategy ProcessThis part provides discussions about the strategy process and consists ol three chapters on strategic planning or strategic Strategic management for hospitality and tourism part 2 style?2Did Rebecca have a formal strategic plan when she first started working as a restaurant manager?3What can we learn from this case?Case BAfter successfully completing his master’s degree at a leading hospitality school, Dawl Park joined Quality Hotels Group and worked for several txjtel units Strategic management for hospitality and tourism part 2 . After working several years, t»e became the hotel general manager of Starr Inn. Following Ins strategic management professor's recommendations and sStrategic management for hospitality and tourism part 2
everal strategic management textbooks, tie first analyzed both the external and internal environments and developed a detailed strategic plan for his PART IVThe Strategy ProcessThis part provides discussions about the strategy process and consists ol three chapters on strategic planning or strategic Strategic management for hospitality and tourism part 2 c plan so the hotel could achieve all of the objectives (mainly financial) that David had set. Under his leadership, the hotel followed the strategic plan and achieved its objectives. Every year. David updated hrs strategic plan, and his managers and employees implemented it. Starr Inn was the most Strategic management for hospitality and tourism part 2 successful hotel unit for the last three years in terms of key performancehttps://khothuvien.cori!Opening Cases 151measures. After his great success aStrategic management for hospitality and tourism part 2
t Star Inn, David was promoted to vice president of strategic planning of ttie Quality Hotels Group. His success al Starr Inn impressed his executivesPART IVThe Strategy ProcessThis part provides discussions about the strategy process and consists ol three chapters on strategic planning or strategic Strategic management for hospitality and tourism part 2 in five countries. At the general hotel managers meeting. David talked to all of the hotel general managers about the importance of strategic planning, and he shared the hotel group’s vision, mission, overall strategic goals, and objectives that he developed. He further explained what each hotel un Strategic management for hospitality and tourism part 2 it needed to do to participate in this sưategic planning process. He asked each hotel manager to develop a strategic plan for Ins or her hotel unit, eStrategic management for hospitality and tourism part 2
xplain briefly txiw they could do it, and provided a 300-page strategic planning manual. During arxj after the annual general managers meeting, he couPART IVThe Strategy ProcessThis part provides discussions about the strategy process and consists ol three chapters on strategic planning or strategic Strategic management for hospitality and tourism part 2 However, David learned that the managers from the oilier three countries were indeed not very familiar with strategic planning practices, and the hotel group had a decentralized organizational structure where hotel managers could operate their business any way they wanted as long as they delivered g Strategic management for hospitality and tourism part 2 ood results. In other words, the group gave them the freedom to develop and implement their own strategies.During the next year. David traveled extensStrategic management for hospitality and tourism part 2
ively to talk about the importance of the strategic planning precess for the hotel group and worked with each hotel general manager on developing a viPART IVThe Strategy ProcessThis part provides discussions about the strategy process and consists ol three chapters on strategic planning or strategic Strategic management for hospitality and tourism part 2 noticed ttial each hotel general manager aiHXOactied Illis process differently. Some hotel general managers devekiped a strategic plan try themselves and ttien handed it over Io their sutxirdinales fix implernerilahori. Some hotel general managers formed a strategic planning committee Io work (XI t Strategic management for hospitality and tourism part 2 he strategic plan, whereas same wtxked with only one (X two managers (mainly finance and operations). Some hotels produced 3 strategic planning documeStrategic management for hospitality and tourism part 2
nt about 200 pages leng. whereas other plans were only 10 pages. Many hotel managers complained about this precess and perceived it as a waste of timePART IVThe Strategy ProcessThis part provides discussions about the strategy process and consists ol three chapters on strategic planning or strategic Strategic management for hospitality and tourism part 2 d David to give the hotel general managers more freedom and flexibility in this precess. David asked his Ct-0 lo Cenlralưe lhe orgarii/atxiriat structure of Quality Hotels Group, but the CFO was not very sijpjxirlive of David's suggestions. During his visits Io tiotel units, parliGularty outside the Strategic management for hospitality and tourism part 2 home country, David realized Itiat hotel general managers found II difficult Io apply some of the strategic management loots and models such as PFST,Strategic management for hospitality and tourism part 2
SWOT, industry structure analyses, arid generic ixjsiness strategies into their given context. They claimed that these tools had limitations in termsPART IVThe Strategy ProcessThis part provides discussions about the strategy process and consists ol three chapters on strategic planning or strategic Strategic management for hospitality and tourism part 2 needed to collect informal comments and suggestions from customers, frontline employees, supervisors, and hotel managers. Initially. David did not agree with them, but after they provided specific examples, he agreed that they should also incorporate these comments into their strategic plans. The ex Strategic management for hospitality and tourism part 2 ternal environment and the industry structure in each country were very different, and often changes happened in the general and task environments soStrategic management for hospitality and tourism part 2
the strategic plans developed by hotel units were not always appropriate or were outdated. Therefore, hotel managers often questioned the top-down strGọi ngay
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