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Assignment #2 Strategic Management - Saralyn Palapar

The document discusses strategic management practices in hospitality and tourism (H&T) organizations. It notes that H&T organizations have unique characteristics like inseparability, perishability, and intangibility that impact strategic decisions. While strategic management theories can be applied to H&T, the industry characteristics around service delivery, customer interaction, and resource allocation need to be considered. Strategic management can help H&T organizations by providing focus, linking strategy to the environment, managing change, and measuring outcomes. However, research has been limited given the dynamic nature and challenges facing the large and growing H&T industry globally.

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Saralyn Palapar
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228 views3 pages

Assignment #2 Strategic Management - Saralyn Palapar

The document discusses strategic management practices in hospitality and tourism (H&T) organizations. It notes that H&T organizations have unique characteristics like inseparability, perishability, and intangibility that impact strategic decisions. While strategic management theories can be applied to H&T, the industry characteristics around service delivery, customer interaction, and resource allocation need to be considered. Strategic management can help H&T organizations by providing focus, linking strategy to the environment, managing change, and measuring outcomes. However, research has been limited given the dynamic nature and challenges facing the large and growing H&T industry globally.

Uploaded by

Saralyn Palapar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Saralyn Palapar BSHM 3-OFF UCB-BMEC 2 (91026)

1. How can we define the H&T industry?


➢ The hospitality and tourism industry is a vast sector that includes all the economic
activities that directly or indirectly contribute to, or depend upon, travel and
tourism. Tourism is an all-encompassing term that covers all aspects of people
being away from their homes and hospitality as a specific part of providing
accommodations and meals for tourists.

2. What are the main characteristics of H&T organizations?


• Inseparability
• Simultaneity
• Perishability
• Intangibility
• Heterogeneity
• Cost Structure
• Labor intensive

3. Can we make generalizations about H&T organizations?


➢ Yes, because hospitality and tourism organizations operate within a network of
service organizations. To a large extent, they are interrelated and interdependent.
For instance, the H&T industry can be grouped under different categories
depending on their primary activities including travel and transport,
accommodations, food & beverage, etc.

4. How are managing H&T organizations different from managing manufacturing


organizations?
➢ The difference between managing H&T organizations and manufacturing
organizations is that one is a physical product that is being
produced(manufacturing) and the other (H&T) is a non-produced product that has
ideas, information, and assistance. Also, customers in a manufacturing
organization have no direct contact with the operation whereas in H&T
organization customers are present during the creation of service.

5. How much do the unique characteristics of H&T organizations impact the


strategic management practices in H&T organizations?
➢ The characteristics of H&T organizations can impact strategic management
practices in strategic analysis, decision making, resource allocation, and also in
creating and maintaining competitive advantage.
6. How can we better apply strategic management theories in H&T organizations?
➢ Strategic management theories can be applied within the H&T context. However,
we need to understand the characteristics, internal features, and managerial
practices of H&T organizations.

7. In what areas do the industry characteristics influence the management practices


in H&T organizations?

• Analyzing the internal and external environment as an ongoing process


• Making decisions in the areas of service delivery, pricing, and marketing
• Strategic planning practices
• Developing a sustainable competitive advantage
• Achieving and evaluating intended outcomes
• Managing capacity to maximize revenue
• Managing the cost structure of the company
• Allocating available financial and human resources for future strategies
• Evaluating and improving the service delivery process
• Interacting and satisfying customers
• Training, developing, and motivating employees and managers
• Designing and decorating facilities

8. In what situations can strategic management help H&T organizations?

• Providing a holistic view for the entire hospitality and tourism organization
• Providing a sharper focus on what is strategically important
• Providing a link between the external environment and the internal environment
• Analyzing a complex and rapidly changing external environment
• Analyzing an organization’s strategic resources
• Giving a clear sense of strategic vision and direction
• Defining organizational purposes
• Developing measurable goals and objectives
• Identifying key resources and investing in core competencies
• Formulating decisions and making them happen
• Managing change
• Coordinating organizational activities and allocating resources
• Understanding the complexities of decision making and the structuring of the
organization
• Understanding the role and importance of the organizational structure and
culture on the strategy process.
• Reducing and managing uncertainty inside the organization
• Measuring intended and unintended outcomes of the strategy process
9. Why has the current level of strategy research in the H&T field been limited?
➢ Owing to its size and growing importance, the hospitality and tourism industry
faces major challenges and problems worldwide. Hospitality and tourism
businesses operate in a dynamic and complex environment. It requires the
organizations in the hospitality and tourism industry to keep redefining their
strategic management practices through a continuous process.

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