Understanding External Environment: Tourism & Hospitality Blog

This blog post discusses the importance of understanding the external environment as a necessary attribute for modern tourism and hospitality managers. It highlights the influence of factors such as competition, social aspects, national economic considerations, political influence, technological advancements, ethical considerations, and legal practices. The post emphasizes that the tourism and hospitality sector's success depends on adapting to these external elements and leveraging them to enhance customer service, satisfaction, and overall business strategies. This resource is available on Desklib, where students can find more solved assignments.

Understanding the External Environment is a Necessary Attribute of the Modern Tourism and
Hospitality Manager

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In the contemporary scenario, tourism and hospitality sector has gained enormous market
progress. The ever-growing market of the following segment is potentially dependent on various
factors as it is relatively associated with consumer relationships and management. The foremost
factor influencing externally is the degree of competition faced by the tourism and hospitality
market. As the following industry is swiftly evolving, the rate of competition is also mounting at
a rapid rate. Therefore, the external influence of the fierce competition faced from other business
ventures plays a crucial role in tourism and hospitality manager (Wang, Chen and Chen, 2012).
Besides, some social aspects also persuade this sector externally. The target customer,
communities and their perception play an imperative role in deciding the business ventures of
tourism and hospitality manager. Affirmative involvement and belief from the customer’s part
can potentially facilitate the overall development and apposite execution of the proposed
strategies. Even more, the national economic consideration plays a significant role in tourism and
hospitality sector. Tax regulations, government spending, inflation rate, currency exchange rates,
general demand, interest rates and other economic relations are perceived as prospective factors,
which decide the financial layout of modern tourism and hospitality management (Lundberg,
Gudmundson and Andersson, 2009).
BLOG-2
Tourism and hospitality management is a potential sector in the modern-day world due to
diverse business opportunities and rapidly growing market values possessed by it. The central
orientation of this business is aligned to provide service and assistance to customers. As business
never functions in a vacuum, the proposed industry has a significant influence on various factors,

which are internal as well as external. Most importantly, the political influence of the area in
which the business is operational plays a crucial role in determining the policies. Subsidy
deliberation and taxation on tourism relatively comes under the political forum (Christensen
Hughes and Rog, 2008).
In addition to this, technological influence is also momentous for tourism and hospitality
management. Incorporation of advanced technology in the operational process could help the
organization in providing better services to the customers. Furthermore, it will also facilitate
customer relationship management and customer satisfaction. Besides, ethical contemplation,
which analyzes business ventures on an ethical basis, justifies its influence on tourism and
hospitality management. In addition to this, legal practices and regulations is also a potential
external factor contributing to this industry. Moving to different locations with diverse culture
makes it necessary to understand the legal guidelines (Law, Buhalis and Cobanoglu, 2014).

References
Christensen Hughes, J. and Rog, E., 2008. Talent management: A strategy for improving
employee recruitment, retention and engagement within hospitality
organizations. International Journal of Contemporary Hospitality Management, 20(7),
pp.743-757.
Law, R., Buhalis, D. and Cobanoglu, C., 2014. Progress on information and communication
technologies in hospitality and tourism. International Journal of Contemporary
Hospitality Management, 26(5), pp.727-750.
Lundberg, C., Gudmundson, A. and Andersson, T.D., 2009. Herzberg's Two-Factor Theory of
work motivation tested empirically on seasonal workers in hospitality and
tourism. Tourism management, 30(6), pp.890-899.
Wang, C.H., Chen, K.Y. and Chen, S.C., 2012. Total quality management, market orientation
and hotel performance: The moderating effects of external environmental
factors. International Journal of Hospitality Management, 31(1), pp.119-129.