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TOURISM. PETER ROBINSON MICHAEL LÜCK STEPHEN L. J. SMITH. 13. Tourism and Destination Strategy. Learning Objectives. To explain the concept of strategy and strategic planning within the context of tourism organizations
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TOURISM PETER ROBINSON MICHAEL LÜCK STEPHEN L. J. SMITH
13 Tourism and Destination Strategy
Learning Objectives • To explain the concept of strategy and strategic planning within the context of tourism organizations • To assess a range of different growth strategies appropriate to the sector • To evaluate external factors that impact upon a tourism business • To construct a tourism strategy
Strategic Planning • A strategic plan is an articulation of the aims and goals of an organization over a period of time, usually based on a 5-year period, and always between 3 and 10 years • Strategies can be either deliberate or emergent, and in any case lead to the realized strategy (see next slide)
Strategic Planning • Deliberate strategy: is the intended and chosen strategic direction for the organization, based upon a detailed planning process, assessing external factors and future opportunities • Emergent strategy: describes the way a strategy may change and develop a response to external factors • Realized strategy: is the final strategy that may occur as a result of the merging of the deliberate and emergent strategies (Mintzberg and Walters, 1985)
Strategic Objectives • Profile • Collaboration • Innovative focus • Support • Stakeholders • Members
Strategic Analysis • Micro-environment versus macro-environment
SWOT Analysis • Strengths • Weaknesses • Opportunities • Threats
Porter’s Five Forces • The threat of new entrants and barriers to entry • The bargaining power of suppliers • The power of buyers • The threat of substitute goods and services • Rivalry amongst competitors
PESTLE Analysis • Political factors • Economic factors • Social factors • Technological factors • Environmental factors • Legal factors
Strategic Direction • Market penetration • Existing markets, existing products • Market development • New markets, existing products • Product development • Existing markets, new products • Diversification • New markets, new products
Directional Strategies • Integration • Backward integration • Forward integration • Diagonal integration • Horizontal integration
Strategic Growth • Organic growth (or internalization) • Mergers and acquisitions • Strategic alliances and joint ventures • Franchising • Licensing • Marketing cooperatives
Implementing and Monitoring • Managing change • Strategic drift • Evaluation of tourism strategies
References • Mintzberg, H. and Walters, J. (1985) Of Strategies, deliberate and emergent. Strategic Management Journal 6, 257–272.