This course offers a comprehensive guide to effectively manage internal resources (people, knowledge, financial capital and physical assets) while acquiring, developing, and managing relationships with external stakeholders (guests,
suppliers, owners, franchisors , venture partners and government agencies). This course also offers a comprehensive guide to strategic management in the international hospitality
industry, by exploring a case study approach to cover current topics such as innovation, entrepreneurship, leadership, ethics, franchising,
and corporate social responsibility in an international context. Key learning areas include strategic skills required within a fiercely competitive hospitality industry and acquisition, development and management of resources that provide competitive advantage.
- Strategic management
- The environment and external stakeholders
- Strategic direction
- Organizational resources and competitive advantage
- Strategy formulation at the business unit level
- Corporate level strategy and restructuring
- Strategy implementation through inter organizational relationships and management of functional resources
- Strategy implantation through organizational design and controls
- Strategies for entrepreneurship and innovation
- Global strategic management and the future
Methods of Instruction
To achieve the course objectives, a combination of lecture/seminar and lab, guest speaker and site visits will be used to gain student understanding and clarity.
Means of Assessment
|Case study analysis (chapter to chapter)
|Critical thinking and application, through presentations and group discussion
|Group project and presentation
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
- Conduct an internal analysis of a hospitality concern
- Demonstrate strategic decision making
- Apply internal analysis and competitive advantage to the business model
- Evaluate and interpret financial results
- Relate and apply the concepts of Corporate Social Responsibility, enterprise strategy & ethical frames of reference
- Demonstrate cost reducing and revenue enhancing strategic leadership
- Define a competitive set for a hospitality concern and design sustainable and competitive strategies
- Evaluate and discuss the tracking of competitor movement
- Assess vertical integration & diversification strategies
- Critique recent mergers, acquisitions and strategic restructuring
- Describe stakeholder management in the Tourism industry
- Examine entrepreneurial enterprises including franchising
- Discuss corporate entrepreneurship and innovation
- Examine global strategic management and vision the future
- Evaluate global strategies and firms in the future
- Differentiate Define stakeholder management in foreign environments
- Implement a strategic management process–situation analysis, strategy direction, strategy formulation and implementation
ACCT 3008, HOSP 2240, HOSP 2330, BUSN 3350 and HOSP 2415
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.
Below shows how this course and its credits transfer within the BC transfer system.
A course is considered university-transferable (UT) if it transfers to at least one of the five research universities in British Columbia: University of British Columbia; University of British Columbia-Okanagan; Simon Fraser University; University of Victoria; and the University of Northern British Columbia.
For more information on transfer visit the BC Transfer Guide and BCCAT websites.
If your course prerequisites indicate that you need an assessment, please see our Assessment page for more information.