Strategic Tourism and Hospitality Management

This presentation provides an overview of strategic management in the tourism and hospitality industry. It covers topics such as business review, strengths and weaknesses, opportunities and threats, key stakeholders, and conclusion. The presentation aims to help students understand the importance of effective strategies and unique services in developing and competing in the market.

Strategic Tourism and Hospitality
Management

Table of Content
• Introduction
• Business Review
• Strengths and Weakness
• Opportunities and Threats
• Key Stakeholders
• Conclusion
• References

Introduction
The tourism sector has been increasing from past few
decades which is contributing a vital role in the economy of
a nation. The major reason of the development of this sector
is the evolution and advancement in the technology and
other transportation system of the country. There are various
organisation which are developing the facilities of tourism
and hospitality in the entire industry

Business Review
Origin and Development
The company is a chain of fast food of United Kingdom which was
formed by Henry Dimblebey and John Vincent on the name of
their father Leon along with the company of Chef Allegra
MCEvedy. They have initiated their business in streets of
Carnabyin the year 2004. It was announced as the Great Britain’s
best new restaurants for the new strategies of fast food production
of going more naturals for facilitating good the health of people.

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Recent Evolution and Future Strategies
The Co-founder of the fast food chain up-market, LEON,
John Vincent have teared the fast food market with the new
innovative and creative idea of natural fast food services
which is furiously emerging in the hospitality industry. This
has become the favour of tourists as well as popularizing
everyday more and more. They formed their business in
2004 which was announced as “the best emerging Great
Britain Food” just after the month of opening.

Strength and Weakness
Strengths
The major strengths of Leon is that the restaurant
provides a proper training to their staff which enables their
employee to provide the excellent training to the consumers.
Weakness
The things which contain some strength consist of some
weakness as well. LEON includes various weaknesses as
well in their organization.

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Models of Internal Analysis
1) SWOT Analysis: This is a
high level model which is
majorly used for evaluation
of the strengths and
weakness of an organization
as well as threats and
opportunities.

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2) Gap Planning: This refers to the analysis of need gap,
Strategic planning gap and need assessments.
3) Micro analysis: In this, investigation of all factors of
micro environment of an organisation is made which
affect the business directly and indirectly.

Opportunities and Threats
Opportunities
The major opportunity which the LEON hotels have after
the Brexit is development of new and small business. Threats
The competitive market of food industry is the major treat
which Leon is facing in the large hospitality and food industry.
The rivals have more powerful and entertaining recognition in
the industry and have the large consumer base.

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Models of External Analysis
1) SWOT Analysis: This refers to the evaluation of the factors
which determines the opportunities, strengthens, weaknesses and
threats
2) PEST Analysis: The elements of SWOT is acronym with
PESTEL analysis of a company
3) Blue Ocean Strategy: This model aid in developing the market
which is uncontested despite of the market which is saturated and
developed.

Key Stakeholders
Stakeholder refer to those individuals which are involved
with the activities of company and operations directly and
indirectly and affected by the outcomes of the entire
processes, projects and programs. There are various types
of stakeholder of an organization so as Leon which they
have to manage and control for the development and
provide the benefit of engagement.

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Internal Stakeholder:
These types of stakeholder includes those people, groups
or individuals which influences the activities or operations
of LEON on daily basis and often have link with the
activities which are inside the enterprise.
Employees
Chefs /Managers
Directors /Shareholder

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External Stakeholder
The stakeholder which is situated in outside of an
organisation and affects the operations and activities which
is functioned by the internal stakeholders.
Suppliers
Consumers
Government

Conclusion
From the above report it can be summarized that the
organizations can develop in the competitive market with the
effective strategies as well as great or unique services. Leon
restaurants have been developing in the nation market which is
planning to emerge in the international market as well. For tat
it is require analysing the internal and external market which
can help in managing the negative aspects of it.

References
 Sigala, M., Christou, E. and Gretzel, U. eds., 2012. Social media in
travel, tourism and hospitality: Theory, practice and cases. Ashgate
Publishing, Ltd..
 Tsang, N. K. and Hsu, C. H., 2011. Thirty years of research on tourism
and hospitality management in China: A review and analysis of
journal publications. International Journal of Hospitality
Management. 30(4). pp.886-896.
 Yang, J. T., Wan, C. S. and Fu, Y. J., 2012. Qualitative examination of
employee turnover and retention strategies in international tourist
hotels in Taiwan. International Journal of Hospitality Management.
31(3). pp.837-848.
 Buhalis, D. and Crotts, J., 2013. Global alliances in tourism and
hospitality management. Routledge.

References
 Evans, N., Stonehouse, G. and Campbell, D., 2012. Strategic
management for travel and tourism. Taylor & Francis.
 Gröschl, S., 2011. Diversity management strategies of global
hotel groups: a corporate web site based exploration.
International Journal of Contemporary Hospitality
Management. 23(2). pp.224-240.
 Mok, C., Sparks, B. and Kadampully, J., 2013. Service quality
management in hospitality, tourism, and leisure. Routledge.
 Moutinho, L. ed., 2011. Strategic management in tourism. Cabi.
 Sainaghi, R., Phillips, P. and Corti, V., 2013. Measuring hotel
performance: Using a balanced scorecard perspectives’
approach. International Journal of Hospitality Management. 34.
pp.150-159.

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