Chapter 1: Strategy and Strategic Objectives for Tourism, Hospitality and Event Organisations
1Consider other THE situations you are familiar with and provide an example of: a plan strategy; a ploy strategy; a pattern strategy.
2What are Mintzberg's five Ps of strategy?
3Define and distinguish between deliberate and emergent strategy.
4What are the three components of strategy as described by Chandler?
5Consider other THE situations you are familiar with and provide an example of Total Event Solutions: distinguish between strategic, tactical and operational level decisions in the TES example.
6Total Event Solutions: explain what is meant by the term overtrading.
7Explain the meaning and significance of the term 'hierarchical congruence for an organisation'.
8Why is hierarchical congruence important in successful strategy?
9Hotel group: explain why the hierarchy of decision making might be different in some service based companies such as those in THE.
10Why is service delivery likely to be so important to all managers at every level in this case?
11Southwest Airlines: why do you think the Southwest Airlines mission statement has remained unchanged for so long?
12 What sort of behaviour do you think Southwest Airlines is trying to encourage by employees?
13Compare and contrast the Rezidor, Kerala, Florida and SXSW statements.
14Assess who you think the primary audiences for the statements might be in each case.
15How effective is each statement in your judgement, and why?
16What is a mission statement?
17In what ways might a mission statement help in achieving strategic objectives?
18What is a stakeholder and in what ways might stakeholders affect objective setting?
19Explain how the power-interest map helps to identify the most influential stakeholders.
20Australian Council of National Trusts: identify the principal stakeholder groups in this case.
21Australian Council of National Trusts: which stakeholder groups are likely to be the most influential, and why do you consider this to be the case?