1.1 Summarise the evolution of the strategic management approach.
Strategic Management and Marketing
Unit Reference Number
J/616/2693
Unit Title
Strategic Management and Marketing
Unit Level
7
Number of Credits
20
Total Qualification Time (TQT)
200 Hours
Guided Learning Hours (GLH)
100 Hours
Mandatory / Optional
Mandatory
Unit Grading Structure
Pass / Fail
Unit Aims
The aim of this unit is to develop learners’ understanding of strategic management and marketing in tourism and hospitality organisations. Learners will study a range of organisations and apply theories to understand strategic decision-making, the use of technology and strategic marketing management.
Learning Outcomes and Assessment Criteria
Learning Outcome – The learner will:
Assessment Criterion – The learner can:
1.
Be able to critically analyse the strategic management concept in the tourism and hospitality context.
1.1
Summarise the evolution of the strategic management approach.
1.2
Critically evaluate the importance of strategic management for the tourism and hospitality industry.
1.3
Critically analyse the performance of tourism and hospitality organisations from the perspective of strategic management theory.
2.
Be able to critically analyse strategic approaches to marketing in tourism and hospitality organisations.
2.1
Summarise the evolution of the strategic marketing approach.
2.2
Critically evaluate the importance of strategic marketing for tourism and hospitality organisations.
2.3
Critically analyse the marketing of tourism and hospitality organisations from the perspective of strategic marketing theory.
3.
Be able to assess environmental factors onstrategic management and marketing for tourism and hospitality
organisations.
3.1
Critically appraise the impact of macro environmental factors on strategic management and marketing on tourism and hospitality organisations.
3.2
Critically appraise the impact of micro environmental factors on strategic management and marketing on tourism and hospitality organisations
4.
Be able to research information from a range of academic and industry sources.
4.1
Research academic sources to identify appropriate theories and models of strategic management and marketing
4.2
Research industry sources to identify contemporary strategic management and marketing trends in the tourism and hospitality industry.
Assessment To achieve a ‘pass’ for this unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the standards specified by all assessment criteria.
Learning Outcomes to be met
Assessment Criteria to be covered
Assessment type
Word count (approx. length)
All 1 to 4
All ACs under LO 1 to 4
Coursework
4500 words
Indicative contents
Strategic Management in Tourism
Creating competitive tourism businesses and destinations
The strategic environment - Macro environment analysis
The strategic environment – Micro environment analysis
Strategic planning and analysis – Vision, stakeholder and value chain analysis
Strategic choices for tourism businesses and destinations
Strategy implementation and evaluation
Managing strategic change in tourism
Strategic human resource management in tourism
Social responsibility and business ethics in tourism
Introduction to strategic marketing and management in tourism
Tourist buying, decision-making and holiday behaviour
Tourism marketing environments
Tourism market segmentation - targeting and positioning in tourism
Tourism product strategies
Tourism pricing strategies
Tourism distribution strategies
Tourism promotion strategies
Marketing international tourism destinations
E-marketing for tourism
Marketing planning, control and evaluation
Strategic management and marketing trends
Indicative reading list
Core texts:
Evans, N. (2015) Strategic Management for Tourism, Hospitality and Events. Abingdon: Routledge
Middleton, V. and Fyall, A. (2009) Marketing in Travel and Tourism. Oxford: Butterworth- Heinemann
Additional Reading:
Holloway, C. (2004) Marketing for Tourism . London: FT Prentice Hall
Kotler, P., Bowen, J. and Makens, J. (2013) Marketing for Tourism and Hospitality . London: Pearson
Okumus, F., Altinay, L. and Chashoth, K. (2010) Strategic Management for Hospitality and Tourism: Content and Processes. Oxford: Butterworth Heinmann
Olsen, M., West, J. and Tse, E. (2013) Strategic Management in the Hospitality Industry . London: Pearson
Example Answer - Not Specific to the Case Study
1.1 Summarise the evolution of the strategic management approach.
The evolution of strategic management has progressed significantly over time, adapting to the needs and challenges faced by organisations in a dynamic business environment. The development of strategic management can be traced through several key stages, reflecting changing perspectives on how businesses should be managed and positioned for success.
Early Foundations (Pre-1950s)
The concept of strategy in business management was initially influenced by military strategy, with early thinkers like Sun Tzu and Carl von Clausewitz contributing to the understanding of competitive advantage. However, formal strategic management in the business context began to emerge in the early 20th century. Early management theorists, such as Frederick Taylor and Henri Fayol, focused more on operational efficiency and administrative principles rather than long-term strategic planning.
Emergence of Strategic Planning (1950s-1960s)
In the post-World War II era, the increasing complexity of business environments and heightened competition led to the formalisation of strategic planning. This period saw the rise of corporate planning, with companies like General Electric and DuPont adopting formalised strategic planning processes. The focus was on setting long-term goals and objectives, with an emphasis on forecasting and systematic decision-making. Pioneering works, such as Igor Ansoff’s "Corporate Strategy" (1965), introduced concepts like market penetration, diversification, and product development, shaping the future of strategic thinking.
Continued...
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