Spring

Unit(s) of Assessment	Weighting Towards Module Mark (%)
Individual Coursework	100

The assessment strategy is designed to provide an opportunity for students to demonstrate the extent to which they:

• are able to relate the theories of strategy in tourism to practice at the level of the destination and the tourist organisation
• are able to critically analyse and evaluate the theories and diciplines that underpin strategy in tourism

The assessment method is

• individual courework

The succesful development of tourism depends on three things. First, management which involves both the managing of conflicting demands on the destination as well as the management of enterprises and facilities. Second it requires a knowledge and understanding of the theory and practise of tourism. But all of this needs to take place within an overall guiding strategy. After the theoritical backgrounds provided in the in the earlier module tourism management, this module develops a strategic approach to the management of destinations and organisations.

None

On succesful completion of the module the student will be able to :

• Understand the theory and practice of strategy in tourism
• Develop approrpiate strategies based on critical situational analysis
• Provide an evaluation of the strategies pursued in different tourist contexts
• Identify and evaluate the critical success factors

Assessment Criteria
In order to achieve the threshold standard for the award of credits for this module, the student must meet the following criteria related to the learning outcomes described above:

• Relevant theoru applied consistently
• Relevant strategy concepts used and understood
• Consistent and precise use of strategy terminology
• Application of theory
• Evaluation and analysis deployed
• Knowledge of contemporary issues
• Where used, data and graphs consistently explained
• Discussion / arguement well organised and easy to follow
• Key literature identified, used and correctly referenced

• Mission: This determines what an organisation /destination is trying to achieve and provides the aim and direction for strategy.
• Straegic Analysis: This provides information to an organisation/ destination regarding the strengths and weaknesses of its internal resources and the opportunities and threats evident in its extrenal environment.
• Strategic choice: This is where an organisation / destination generates, evaluates and chooses an appropriate strategy.
• Strategic implementation: This shows how an organisation/ destination puts its strategy into practice and includes evaluation.

The teaching and learning strategy is designed to :

• provide an opportunity for the theoretical background already established in earlier parts of the course to be understood within the broader concept of strategy
• to explore theory and practice in tourism
• to provide opportunities for students to explore develop and evaluate the issues individually and n collaboration and discussion with peers, lecturers, and visiting speakers.

The teaching and learning methods include

• lectures
• case studies
• discussion
• field visits
• visiting speakers
• individual assignment work
• guided reading and study
• Ulearn

Expected Purchase

Tribe, J (2010) Strategy for Tourism. Oxford; Goodfellow Publishers
ISBN: 978-1-906884-07-9

Recommended

Johnson, G,Scoles, K,  and Whittington, R (2005) Exploring Corporate Strategy, Prentice Hall: Hemel Hemstead.
Mintzberg, H, Lampel, J Quinn, J.B, Ghoshal, S(2003), The Strategy Process- Concepts, Context, Cases, Englewood Cliffs, N.J:Prenitce Hall.
Mouthino, L (ed) (2000) Strategic Management in Tourism, CABI Publishing, Wallingford.
Tribe , J, (1997) Corporate Strategy for tourism, Thomson Learning, London.

Supporting

Akama, J. (2002) The role of government in the development of tourism in Kenya, International Journal of Tourism Research, 4(1):1-13.

Athiyamen, A. and Robertson, R. (1995) Strategic planning in Large tourism firms: an empirical analysis, Tourism Management, 16(6):447-453.

Buhalis, D. (2001) Tourism in Greece: strategic analysis and challenges, Current Issues in Tourism, 4(5):440 - 480.

David, F. (1989) How companies define their mission, Long Range Planning, 22(1):90-97.

Dredge, D. (2001) Leisure lifestyles and tourism: socio-cultural, economic and spatial change in Lake Macquarie, Tourism Geographies, 3(3):279-299.

Dwyer, L., Forsyth, P. and Prasada R. (2000) Price competiveness of tourism packages to Austraila: Beyond the  "Big Mac" index, Asia Pacific Journal of Tourism Research, (5)2:50-56.

easyJet (2004) Annual Report and Accounts 2004, easyJet, Luton.

Edgell, D., Ruf, K. and Agarwal, A. (1999) Strategic marketing planning for the tourism industry, Journal of Travel & Tourism Marketing, 8(3):111-120.

Hosni, E. (2000) Strategy for sustainable tourism development in the Sahara, United Nations Educational Scientific and Cultural Organisation, Paris.

Kandampully, J. and Duddy, R. (2001) Service system: a strategic approach to gain a competitive advantage in the hospitality and tourism industry, International Journal of Hospitality and Tourism Administration, 2(1):27-48.

Narayan, P. (2000) Fiji's Tourism Industry: A SWOT analysis, The Journal of Tourism Studies, 11(2):15-24.

Poon, A. (1993) Tourism, Technology and Competitive Strategies, CAB International, Oxford

Porter, M. (1980) Competitive Strategy: Techniques for Analysing Industries and Competitors, Free Press, New York.

Sautter, E. and Leisen, B. (1999) Managing stakeholders. A tourism planning model, Annals of Tourism Research, 26(2):312-328

Tribe, J. (2005) The Economics of Recreation, Leisure and Tourism, Butterworth Heinemann, Oxford

Zhang, ChunMing. (1999) Division and development strategy of tourism in Altay prefecture, Xinjiang. Arid Land Geography, 22(1):20-26

Other Indicative Reading

Tourism and Strategy journals

18.12.2009