000			03073cam a2200325 i 4500
001			829479
005			20230423231651.0
007			tz
008			140822s2015 enk b 001 0 eng
020			_a9780415837248 (paperback)
020			_a9780415837279 (hardback)
049			_aPIMLIB
050	0	0	_aG155.A1 _b.E927S
100	1		_aEvans, Nigel, _957744
245	1	0	_aStrategic management for tourism, hospitality and events / _cNigel Evans.
250			_aSecond edition.
260			_aNew York : _bRoutledge, _c2015. _94722
300			_axx, 708 pages ; _c25 cm
449			_aNew Arrivals-Oct 2018
504			_aIncludes bibliographical references and indexes.
505	0		_aPart 1. Strategy and the tourism, hospitality and events' contexts. Introduction -- Strategy and strategic objectives for tourism, hospitality and event organisations -- Introduction to strategy for travel, tourism and hospitality -- Part 2. Analysing the internal environment. Introduction -- Tourism, hospitality and event organisations : the operational context: competencies, resources and competitive advantage -- Tourism, hospitality and event organisations : the human resources context -- Tourism, hospitality and event organisations : the financial context -- Tourism, hospitality and event organisations : the products and markets context -- Part 3. Analysing the external environment. Introduction -- The external environment for travel, tourism and hospitality organisations : the macro context -- The external environment for travel, tourism and hospitality organisations : the micro context -- SWOT analysis -- Part 4. Strategic Selection. Introduction -- Competitive strategy and strategic direction for tourism hospitality and event organisations -- Strategic methods of development for travel, tourism and hospitality -- Strategic evaluation and selection -- Part 5. Strategic implementation and strategy in theory and practice. Introduction -- Strategic implementation for tourism, hospitality and events -- International and global strategies for tourism, hospitality and events -- Strategy and the tourism, hospitality and events, theory and practice -- Part 5. Case analysis for tourism, hospitality and events: Case analysis. Case 1. Strategic alliances in the airline industry -- Case 2. Tourism Queensland: strategic positioning and promotion -- Case 3. Ryanair: evolution of competitive strategy -- Case 4. Hyatt hotels: a family firm goes for growth -- Case 5. Days Inn: franchising hospitality assets in China -- Case 6. Reed Exhibitions, the world's leading events organizer -- Case 7. Thomas Cook: turnaround for an historic travel brand.
650		0	_aTourism _xManagement. _95044
650		0	_aHospitality industry _xManagement. _92630
650		0	_aStrategic planning. _929042
690			_a0053 ศิปศาสตรบัณฑิต สาขาการจัดการโรงแรมและการท่องเที่ยว HTM (ป.ตรี) _932744
942			_cBK
988			_c829479
998			_asiriporn
999			_c829479 _d829479