Pág.: 1 de 11 1.- Subject s details Código Asignatura Créditos Idioma P NP Total 29127 1.8 4.2 6 Inglés Titulación Carácter Curso Semestre Estudios Grado en Turismo Fob 3º 2º Grado FB: Formación básica FOb:Formación Obligatoria FOp: Formación Optativa Profesor Dra. María Razumova Correo-e Despacho Teléfono mrazumova@etb-baleares.es 971-721133 P: Presenciales NP: No Presenciales 2.- Context This course focuses on the strategic, organizational, and leadership challenges that business organizations face, providing students with perspectives on how corporations formulate a vision, develop strategies to create competitive advantage and allocate resources, and create synergies across their portfolio of businesses. The course offers practical and field tested methods used by corporate leaders to achieve sustained results. The course specifically addresses the strategic management in the tourism firm. The student will learn the specifics of the tourism sector and tourism services, as well as the ultimate trends within the sector and its relations with the global business environment and related industries. Students will discuss case studies to examine strategies of successful and failed firms. This will allow them to see how the strategic management theoretical background works in the real business settings. Finally, from the program s structural perspective, Strategic Management is a compulsory subject set in the third year of the degree. The subject is included in the Management of tourist organizations area, which, in turn, belongs to the 'Tourist business module. 3.- Requirements 3.1 Essential requirements None 3.2 Advisable requirements To successfully assimilate the contents of the course it s recommendable that the student has basic knowledge of the tourism sector and working experience in tourismrelated firms before starting the course. However, it is even more important that the student shows proactive behavior during the course. In this respect, it is recommendable
Pág.: 2 de 11 that he/she actively participates during the lectures making pertinent questions, carefully prepares the homework and is participative, critical and creative during the practical classes. 4.- Skills 4.1. Generic skills: CG-2: Being able to professionally apply technical and methodological knowledge to by integrating the various tourism-related fields of study covered, and show the necessary skills to elaborate and defend arguments as well as solve problems within the field of study. CG-3: Being able to collect and interpret relevant quantitative and qualitative data in order to assess them through critical analysis on relevant topics within the territorial, social, economic, legal, scientific or ethical perspective of tourism. 4.2. Specific skills: CE-2. Acquiring basic understanding of the various perspectives of tourism, including those related to the broadest epistemological fields in natural, economic and legal sciences, as well as humanities. CE-4. Being able to conceptualise tourism patterns, processes, interactions and change, conceived as a system embedded in a wide range of spatial scales. CE-6. Acquiring critical awareness of the importance of the economic processes, business relations, market policies and global economic developments that clearly have an impact on tourism flows. CE-13. Showing proficiency in a wide range of analysis and observation strategies developed from the current research methods contributed by the different scientific branches throughout the academic programme and in the subsequent project. 5.- Contents PART 1. STRATEGY AND STRATEGIC MANAGEMENT Topic 1. Strategy 1.1 Main concepts and definitions 1.2 Components of a strategy 1.3 Levels of strategic decisions 1.4 Strategic management process: definition and phases 1.5 Specifics of strategic management in tourism firms 1.5.1. Service product characteristics (intangibility, inseparability, perishability, etc.) 1.5.2. Travel and tourism specifics as a service (cost, seasonality, effect of external shocks, impact on society, etc.)
Pág.: 3 de 11 PART 2. FIRMS ANALYSIS AND STRATEGY SELECTION Topic 2. Firm s external analysis 2.1 General competitive environment 2.2 Specific competitive environment: Porter s five-forces framework 2.3 Limitations of Porter s five-forces framework 2.4 Specific competitive environment: Market segmentation and strategic groups 2.5 Scanning the business environment: concept, approaches (outside-in, inside-out) 2.6 SWOT analysis 2.7 Competitors analysis Topic 3. Firm s internal analysis 3.1 Competitive advantage: definition 3.2 Firm s resources as a source of competitive advantage 3.3 Firm s capabilities (competences) as a source of competitive advantage 3.4. Value chain analysis 3.5. Maintaining competitive advantage Topic 4.Cultural and political context of a strategy 4.1 Corporate government 4.2 Stakeholder analysis 4.3 Cultural influences 4.4 Organizational purposes within cultural and political context Topic 5. Search and selection of competitive advantage 4.1 Where to search for competitive advantage (SWOT, value chain, benchmarking) 4.2 Alternative strategies screening tools (ranking, decision trees, scenario analysis, sensitivity analysis) 4.3 Alternative strategies evaluation tools (acceptability, feasibility, appropriateness, return, risk...) 4.4 Example from practice: Accessing hotel investments risk PART 3. STRATEGIC OPTIONS Topic 6. Specific strategies 5.1 Generic strategies 5.1.1 Cost leadership 5.1.2 Differentiation 5.1. 3 Segmentation 5.2 Strategy clock framework 5.3 Poon s framework for travel and tourism 5.3 Portfolio management (BCG, Mc Kinsey) 5.4 Strategies according to firm s lifecycle 5.5 Strategies according to sector lifecycle Topic 7. Strategic Corporate Social Responsibility
Pág.: 4 de 11 6.1 Theoretical bases of the strategic approach to CSR (Porter) 6.2 Case study: CSR in the hotel sector Topic 8. Growth strategies 6.1 Ansoff growth matrix 6.2 Internal and external growth 6.4 Diversification strategies 6.4.1 Horizontal integration 6.4.2 Vertical integration 6.4.3 Conglomerate 6.6 International and global strategies 6.6.1 Reasons and risks 6.6.2 Types of strategies 6.7 Cooperation strategies 6.7.1Types of cooperation (strategic alliances, franchising, management contracts, joint ventures etc) 6.7.2 Clusters 6.7.3 Alliances in the hospitality industry PART4. STRATEGY IMPLEMENTATION Topic 9. Company structure and design 7.1 Relationship between strategy and structure 7.2 Structural types 7.3Centralization versus decentralization Topic 10. Resource allocation and control 4.1 Resources allocation through Critical Success Factors 4.2. Strategic management control systems: Balanced Scorecard System Topic 11. Managing strategic change 11.1 Identifying the need for change 11.2 Barriers for change 11.3 Types of strategic change 11.4 Managing the strategic change process PART 5. STRATEGY IN TOURISM Topic 12. Innovation in the hospitality sector 12.1 Characteristics of the innovation process in hospitality sector 12.2 Approaches to innovation applicable to hospitality industry 12.3 The case of Qbic hotels Topic 13. Strategy in tourism firms 13.1 Travel 2015: An overview of the sector s trends 13.2 Competitive methods of multinational hotel companies in the new millennium
Pág.: 5 de 11 Topic 14. Strategy development in tourism destinations 14.1 Assessment of the destination s competitiveness 14.2 Competitors identification and scanning of the competitive environment 14.3 Setting a vision, goals, objectives and core strategies 14.4 Action plan elaboration 6.- Teaching method Theoretical concepts learnt by the students during the lectures will be revised, analyzed and discussed during the practical classes. Moreover, for the practical classes the students will be required to analyze a reading or a short case-study taken from real business, most of them from the tourism sector. The readings/small case-studies should be analyzed individually or in either small or medium-sized groups, submitted in the written form before the practical class and then presented and discussed during the practical classes. At the end of each of the five parts of the syllabus, a comprehensive case-study will be proposed. These will be assessed. 6.1 In-class activities Type of activity Method Group size Description Theoretical classes Practical classes Lectures Revision of the lecture contents Large Large Presentation of the theoretical concepts and their practical applications by the lecturer. To facilitate the understanding of the material the students will be given lecture notes and also recommended readings to complete and deepen the knowledge. Revision, analysis and discussion of the theoretical concepts learnt by the students during the lectures. Practical classes Case study Medium/Large Final evaluation Exam Large Analysis and discussion of the readings or small case-studies to apply theoretical concepts to real-world situations. An exam containing short and/or multiple choice questions to evaluate student s understanding of the theoretical grounds and main concepts of Strategic Management course and a case study to evaluate the capacity to apply theory to practice. 6.2 Actividades de trabajo no presencial Type of activity Title Description Individual work Lectures revision The students will revise the concepts learnt during the lectures using lecture notes and
Pág.: 6 de 11 Individual work A reading/small case study recommended basic readings. The students will analyze individually a reading or a short case related to the contents of the lecture. The work has to be delivered to the professor in written form. Group work Extensive case study The students will analyze a case study in groups of two or three and present the analysis by the end of the course. Individual work Preparation for the written exam The students will need to review the contents of the lectures and assimilate additional readings proposed by the professor to successfully pass the exam. 7.- Estimated work load Type Name Hours ECTS % In-class activities 48 1.92 32 Theoretical Lectures 30 1.2 20 classes Practical classes Revision and case study 15 0.6 10 Final assessment Written exam 3 0.12 2 Self-study activities 102 4.08 68 Individual work Lectures revision 30 1.2 20 Individual work Reading/Case study analysis 45 1.8 30 Group work Case study 7 0.68 11 Individual work Exam preparation 10 0.4 7 Total 150 6 100 8.- Plan de trabajo o cronograma Week CLASSROOM ACTIVITIES SELF-STUDY ACTIVITIES Lecture Hours Practical class Hours Individual work Hours Group work Hours 1 Topic 1. Strategy 2 2 Topic 2. Firm s external analysis 2
Pág.: 7 de 11 3 Topic 3. Firm s internal analysis 2 4 Topic 4.Cultural and political context 2 5 Topic 5. Search and selection of CA 2 6 Topic 6. Specific strategies 2 7 Topic 7. Strategic CSR 2 8 Topic 8. Growth strategies 2 9 Topic 8. Growth strategies 2 Case study 5 10 Topic 9. Company structure and design 2 11 Topic 10. Resource allocation & control 2 12 Topic 11. Managing strategic change 2 Case study 5 13 Topic 12. Innovation 2 14 Topic 13. Strategy in tourism firms 2 15 Topic 14. Tourism destinations 2 Case study 7 16 Exam preparation 10 17 Final exam 3 HOURS 33 15 85 17
Pág.: 8 de 11 TOTAL HOURS 150
Pág.: 9 de 11 9.- Evaluación del aprendizaje Assessment procedure Type Assessment criteria Case-study analysis (individual work) (5 case studies) Case-study analysis (group work) R NR The work will be assessed based on the following criteria: 1) knowledge of relevant concepts and issues, 2) depth of the analysis, 3) logical organization and linking of ideas (coherence) 4) creativeness of analysis (approach, examples) and 5) clarity of expression. The work will be assessed based on the following: 1) knowledge of relevant concepts and issues, 2) depth of the analysis, 3) logical organization and linking of ideas (coherence) 4) creativeness of analysis (approach, examples) 5) clarity of expression. Path weighting A B 30 30 20 Attitude evaluation NR The overall attitude of the student will be assessed based on his/her participation during the classes. Pertinent questions, participative and proactive attitude will be valued. 10 Final exam R Written exam with short and/or multiple choice questions to evaluate student s understanding of the theoretical grounds and main concepts of Strategic Management Case study to evaluate the capacity to apply theory to practice. The work will be assessed based on the following criteria: 1) knowledge of relevant concepts and issues, 2) depth of the analysis, 3) logical organization and linking of ideas (coherence), 4) creativeness of analysis (approach; examples) and 5) clarity of expression. 40 40 Final exam R: Recuperable NR: No Recuperable R 30 Candidates who do not pass the subject in the ordinary period of assessment will sit for a retake exam covering the activities designated as recoverable (R). Unless otherwise specified, the retake exam will include the following: - Theoretical exam; - Case study analysis. NOTICE: Without prejudice to the provisions in Art. 32 of the Academic Regulation of UIB (ACUERDO NORMATIVO del día 14 de mayo de 2012 por el que se modifica el Acuerdo normativo 9094/2009, de 5 de junio, por el que se aprueba el Reglamento académico de la Universidad), any sort of fraud in the assessment and, in particular any
Pág.: 10 de 11 sort of plagiarism (i.e. the deliberate use of a third party s text without acknowledging its source) in the preparation of the assignments and projects suggested will be penalised with a direct fail on the exercise where the fraud had been detected. 10.- Bibliography, resources and complementary materials. 10.1 Basic bibliography Johnson, G. & Scholes, K. (1993). Exploring corporate strategy. New York : Prentice Hall. Johnson, G. & Scholes, K. (2001). Dirección estratégica. Madrid: Prentice Hall. Evans, N, Campbell, D. and Stonehouse, G. (2003). Strategic Management for travel and tourism. Oxford : Butterworth Heinemann Casanueva Rocha, C. & Gallego Águeda, M.A. (2012). Direccion estratégica de organizaciones turísticas. Madrid: Piramide Olsen, M.D. and Jinlin, Zh. (2008). Handbook of hospitality strategic Management. Oxford : Butterworth Heinemann 10.2 Complementary bibliography Besanko, D., Dranove, D., Shanley, M. and Schaefer, S. (2013). Economics of strategy (6 th ed.). Hoboken, N.J : John Wiley & Sons. Porter, M.E. (1991). La Ventaja Competitiva de las Naciones. Barcelona: Plaza y Janés. Porter, M.E. (2000). Estrategia Competitiva. México: CECSA 10.3 Internet sites Hosteltur. http://www.hosteltur.com United Nations World Tourism Organization (UNWTO). http://www2.unwto.org
CONTRATO DOCENTE Strategic Management / Dirección estratégica Pág.: 11 de 11 DATOS DEL ALUMNO Contrato docente APELLIDOS Nombre DNI Curso 3º Fecha de nacimiento Población Domicilio Teléfono Correo-e: DATOS DE LA ASIGNATURA Asignatura _Strategic Management Código 29127_ Profesor/a responsable Dra. Maria Razumova Itinerarios de evaluación propuestos: Actividades (*) Recuperación (marcad) Recuperable (R) No recuperable (NR) Porcentaje de puntuación Itinerario A Itinerario B Case-study analysis (individual work) R 30 30 Case-study analysis (group work) NR 20 - Attitude evaluation NR 10 - Final exam R 40 40 Final exam R - 30 Total: 100 100 El itinerario por defecto será el A. Aquellos alumnos que por motivos justificados deseen acogerse a uno de los otros itinerarios propuestos, deberán firmar este contrato docente. Itinerario seleccionado por el estudiante (marcad): Itinerario A - Itinerario B (*) La descripción de las actividades de evaluación se encuentra en el guía docente de la asignatura. CONTRATO ENTRE PROFESOR Y ALUMNO Los abajo firmantes acuerdan que para obtener la calificación de la asignatura, el alumno será evaluado de las actividades integradas en el itinerario seleccionado. La firma de este contrato implica el compromiso de realizar todas las actividades incluidas en el itinerario seleccionado. (Firma del alumno) (Firma del profesor/a) Palma, de de 2