To achieve the course objectives, a combination of lecture/seminar, group discussion, and guest speakers will be used to gain student understanding and clarity.
| Case study analysis | 10-20% |
| Critical thinking and application, through presentations and group discussion | 15-20% |
| Group project and presentation | 15-25% |
| Individual assignment | 20-30% |
| Final exam | 25% |
| Total | 100% |
Students may conduct research as part of their coursework in this class. Instructors for the course are responsible for ensuring that student research projects comply with College policies on ethical conduct for research involving humans, which can require obtaining Informed Consent from participants and getting the approval of the Douglas College Research Ethics Board prior to conducting the research.
At the end of this course the successful student will be able to:
Articulate the traditional and resource based views of strategic management.
Describe global competitiveness in the hospitality industry.
Apply socio-cultural, economic, political and technological analysis in a strategic context
Apply internal and external analysis and competitive advantage to the business model of a hospitality concern toward demonstrating strategic decision making.
Relate and apply the concepts of corporate social responsibility, enterprise strategy, ethical frames of reference, corporate entrepreneurship and innovation to strategic management.
Demonstrate cost reducing and revenue enhancing strategic leadership.
Define a competitive set for a hospitality concern and design sustainable and competitive strategies.
Assess vertical integration and diversification strategies.
Critique recent mergers, acquisitions and strategic restructuring.
Describe stakeholder management in the tourism industry and differentiate and define stakeholder management in foreign environments.
Describe entrepreneurial enterprises including franchising.
Examine global strategic management and envision the future.
Articulate the strategic management process – situation analysis, strategy direction, strategy formulation and implementation.
Nigel Evans, Strategic Management for Tourism, Hospitality and Events (latest edition).
or similar content in textbook(s) or materials as approved by department.
Use of only Commerce and Business faculty approved calculator.
Course Guidelines for previous years are viewable by selecting the version desired. If you took this course and do not see a listing for the starting semester / year of the course, consider the previous version as the applicable version.
| Institution | Transfer Details | Effective Dates |
|---|---|---|
| Athabasca University (AU) | AU ADMN 2XX (3) | 2013/09/01 to - |
| Capilano University (CAPU) | CAPU TOUR 335 (3) | 2013/09/01 to - |
| College of the Rockies (COTR) | COTR TRMP 2XX (3) | 2013/09/01 to - |
| Kwantlen Polytechnic University (KPU) | No credit | 2013/09/01 to - |
| North Island College (NIC) | NIC THM 2XX (3) | 2013/09/01 to - |
| Simon Fraser University (SFU) | No credit | 2013/09/01 to - |
| Thompson Rivers University (TRU) | TRU HOSP 3XXX (3) | 2013/09/01 to - |
| University of British Columbia - Vancouver (UBCV) | No credit | 2013/09/01 to - |
| University of Northern BC (UNBC) | No credit | 2013/09/01 to - |
| University of the Fraser Valley (UFV) | UFV BUS 3XX (3) | 2013/09/01 to - |
| University of Victoria (UVIC) | UVIC COM 2XX (1.5) | 2013/09/01 to - |