Understanding the Internal Environment in Tourism and Hospitality

This discussion board post examines the critical role of the internal environment in modern tourism and hospitality management. Drawing from a business article on tourism and hotel competitiveness, the post emphasizes the significance of understanding internal factors for achieving competitiveness. The article highlights the need to assess a destination's ability to provide a high living standard, its market positioning, and key performance indicators such as visitor numbers, expenditure, and market share. The post concludes that effective management of a destination's resources, considering economic, ecological, cultural, social, and political factors, is essential for creating well-being for residents and ensuring a successful tourism and hospitality service. The assignment is a blog post, part of a community blog assessment, requiring the student to analyze the topic and engage in online discussion with peers.

Running Head: UNDERSTANDING THE INTERNAL ENVIRONMENT IS A
NECESSARY ATTRIBUTE OF A MODERN TOURISM AND HOSPITALITY
MANAGER
UNDERSTANDING THE INTERNAL ENVIRONMENT IS A NECESSARY ATTRIBUTE
OF A MODERN TOURISM AND HOSPITALITY MANAGER
Name of the Student
Name of the University
Author Note

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UNDERSTANDING THE INTERNAL ENVIRONMENT IS A NECESSARY ATTRIBUTE
OF A MODERN TOURISM AND HOSPITALITY MANAGER
Part 2:
Business Article: Tourism and Hotel Competitiveness Research
Website: www.tandfonline.com
Author: Taylor & Francis
Date: 2019
Discussion Topic: “Understanding the internal environment is a necessary attribute of a
modern tourism and hospitality manager”
In this business article, published on www.tandfonline.com, the article focuses on the
aspect of competitiveness that has been a major subject of study in the sector of tourism and
hospitality since the phase of liberalization economic policies, being accepted worldwide.
This article looks at the various other published articles and reviews these to learn about the
destinations and competitiveness in the hotel chains with critiques, pointing out at the future
directions in the field of hotel competitiveness and tourism. It aims to provide a free and fair
market to serve the international markets. It also analyses the role of these hotels and their
management in determining the level of national competitiveness. The internal factors
involve the following factors that need to be considered:
 Crouch and Ritchie suggest that the ability held by a destination in order to provide a
comparatively high living standard for residents of that destination is a guiding factor.
 The ability of the destination to ascertain its market position as well as increase the
market positioning of itself over time besides integrating the same over time.
 An assessment based on the number of guests or visitors, the expenditure or budget of
the tourist, the market share, employment and the value added by the tourism

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UNDERSTANDING THE INTERNAL ENVIRONMENT IS A NECESSARY ATTRIBUTE
OF A MODERN TOURISM AND HOSPITALITY MANAGER
industry, besides measuring the variables of ‘richness of heritage and culture’, ‘value
of the tourism experience,’ and so on.
However, in analyzing the competitiveness of this industry, it is essential that a proper
management is required to enhance experience of the guests as well as not affect the
situation of the residents. Thus, it is concluded that a tourism and hospitality service that
creates well-being for its residents is a successful one. This requires an efficient
management of the destination’s resources, which is not just economically but also
ecologically, culturally, socially and politically viable.

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UNDERSTANDING THE INTERNAL ENVIRONMENT IS A NECESSARY ATTRIBUTE
OF A MODERN TOURISM AND HOSPITALITY MANAGER
References
Taylor & Francis (2019). TOURISM AND HOTEL COMPETITIVENESS RESEARCH.
[online] Taylor & Francis. Available at:
https://www.tandfonline.com/doi/full/10.1080/10548400903163079 [Accessed 3 Sep. 2019].
Crouch, G.I. and Ritchie, J.B., 2005. Application of the analytic hierarchy process to tourism
choice and decision making: A review and illustration applied to destination competitiveness.
Tourism Analysis, 10(1), pp.17-25.