LT6086 - Strategy in Tourism and Travel (2023/24)
|Module approved to run in 2023/24
|Strategy in Tourism and Travel
|Credit rating for module
|Guildhall School of Business and Law
|Total study hours
|Running in 2023/24(Please note that module timeslots are subject to change)
This module critically analyses the theories and models that guide the development of business strategy for the travel sector with reference to current issues and case studies. Students will apply principles to practice through ‘live’ examples, for example strategies of start-up airlines entering scheduled routes.
The aim of the module is to apply theories and models of sustainable competitive advantage to the travel sector with particular reference to liberalization of travel markets, and continuing barriers to market entry. It also aims to examine the significance of organizational structure and people management for business strategy in the travel sector.
The module will familiarize students with the process of business strategy formulation- from analysis, through choice and implementation to the monitoring, showing the significance of ownership, stakeholders and state intervention for business strategy creation. Generic strategies and sustainable competitive advantage will be introduced and the model of Porter's 'Five Forces’ will be used to assess prospects for market entry in liberalized markets for travel and tourism. LO1
Special focus will be placed on the topic of the significance of human organizations and people management for business strategy in travel, strategic choices and importance of the broad legal and regulatory framework for the travel sector with reference to two or more modes of passenger transport. LO2
Balance of independent study and scheduled teaching activity
The formal delivery of the teaching and learning will be based on three contact hours per week spread over 12 weeks with additional enrichment weeks throughout the semester. The contact hours will be formed of a two-hour work shop involving lectures, guest speakers, case study discussions, panel discussions and debates as well as scenario-based activities and simulations. The remaining hour of contact time shall comprise of a seminar-based approach where current themes and topics will be explored in more detail.
Within the module there is significant opportunity to participate in proactive learning activities via the use of IT facilities which promote interactive discussions between both peers and lecturers and enables learners to share resources and access links to external journal articles, websites and other sources.
Discussion and debate are actively encouraged both within the classroom context and via IT platforms. Students participating in this degree come from a variety of backgrounds and often have a wealth of industry experience upon which to draw. It is useful to access this via proactive and interactive classroom management. Students have a responsibility to prepare for forthcoming lectures to ensure that they fully understand the concepts discussed and, so as they can participate fully in debates and discussions. This can be done via accessing the module specifications on-line or via IT platforms and ascertaining the forthcoming weeks lecture content.
Tutors will provide an indication of forthcoming lecture content at the end of each preceding lecture. The student should then research articles and appropriate readings around these themes to contribute fully to discussions and interactive Question and Answer sessions within the lecture.
Opportunities for reflective learning will be available throughout the module as students are given the opportunity to consider their approach to tasks and discussions whilst simultaneously having the opportunity to reflect upon informal feedback that may be given from lecturers on ideas and concepts spoken of in class and, on assessments submitted.
At the end of this module, students will be able to:
- Understand the principles of strategy formulation, and how theories and models of sustainable competitive advantage can be applied to the travel sector;
- Demonstrate the role of market research and intelligence for business strategy in the travel sector and strategic analysis of business environments in the travel sector
Assessment of this module will take the form of a report on strategy formulation including a critical review of models used, followed by a group presentation on evaluation of the strategies used by different organisations in the travel and tourism industries. Managers have to make decisions on how to adapt their strategies to the changing environment hence the assessment strategy aims to engage students in realistic, professional challenges.
- Evans, N., Campbell, D., Stonehouse, G. (2015) Strategic Management for Tourism, Hospitality and Events, Routledge.
- Lynch, R. (2015) Corporate Strategy, 7th ed., Prentice Hall.
- Shaw, S. (2002) Transport Strategy and Policy, Blackwell.
- Tribe, J. (2016) Strategy for Tourism, Goodfellow Publishers.
- Button, K.J., Hensher, D.A. (2005) Handbook of Transport Strategy, Policy and Institutions, Elsevier Science.
- Doganis, R. (2010) Flying off course: Airline economics and marketing, Routledge.
- Johnson, G., Whittington, R., Regner, P., Scholes, K., Angwin, D. (2017) Exploring Corporate Strategy: Texts and Cases, 11th ed., Prentice Hall.