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Relevant bibliographies by topics / Hotel management. Strategic planning

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Academic literature on the topic 'Hotel management. Strategic planning'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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Journal articles on the topic "Hotel management. Strategic planning"

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Shriver, Stephen J. "Strategic planning for hotel operations." Quality Management in Health Care 1, no. 4 (1993): 43–50. http://dx.doi.org/10.1097/00019514-199322000-00006.

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Shriver, Stephen J. "Strategic planning for hotel operations." Quality Management in Health Care 1, no. 4 (1993): 43–50. http://dx.doi.org/10.1097/00019514-199301040-00006.

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Bryindzia, Zinoviy, and Andrii Kulyk. "Pragmatics of improving planning and management in the hotel and restaurant business." INNOVATIVE ECONOMY, no. 7-8 (2020): 56–64. http://dx.doi.org/10.37332/2309-1533.2020.7-8.8.

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Purpose. The aim of the article is substantiation of expediency of strategic planning of activity of hotel and restaurant business and formation of model of strategic management that will allow to activate potential of subjects of managing and to provide their stable development in strategic perspective. Methodology of research. The authors used empirical, statistical and questionnaire research methods to identify the factors influencing the activities of hotel and restaurant business. It allowed substantiating the stages of business planning and describing their implementation, the formation of an improved model of strategic management, development of proposals for baseline indicators. It is expedient to make decisions on the basis of indicators concerning directions and the purpose of development of business on rendering of services in this sphere. Findings. The reasons for the imbalance of the hotel and restaurant business are analysed and the need for strategic planning and management in this area is substantiated. The stages of planning of hotel and restaurant business are defined taking into account current and strategic factors of its development that will allow to form balance between the realized services and their needs in the market. A model of strategic management of the hotel and restaurant business has been developed, which is focused on the existing social and economic level achieved in this area, resource potential and assessment of the initial conditions and opportunities for development. The main problems of the hotel and restaurant business have been identified, taking into account which will allow to achieve a positive result in the long run and to form a sufficient level of competitiveness of business entities. Originality. The organizational and methodological bases of formation of effective management of hotel and restaurant business which are based on theories of sustainable, competitive and innovative development that will allow to develop various scenarios of business development taking into account current and strategic factors are deepened. Practical value. The obtained results form an important methodological basis for improving the mechanisms of strategic planning and management of hotel and restaurant business entities, as well as allow to form competitive and functional strategies for their development in the long run. Key words: hotel and restaurant business, model of strategic management, stages of planning, business plan, current factors, strategic factors.

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Presutti, Manuela, Marco Savioli, and Vincenza Odorici. "Strategic orientation of hotels: Evidence from a contingent approach." Tourism Economics 26, no. 7 (August 19, 2019): 1212–30. http://dx.doi.org/10.1177/1354816619868886.

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Strategic orientation (SO) – a necessary condition to achieve and maintain a competitive advantage – should particularly be considered in the tourism industry, given the high competition and rapidly changing environment. This article investigates whether the different dimensions of SO (entrepreneurial orientation (EO), learning orientation (LO) and market orientation (MO)) have a direct effect on hotel performance and whether the relationship between SO and hotel performance is contingent on various hotel-specific characteristics. The hypotheses are tested against a sample of 120 small hotels operating in a mature Italian tourist destination. The results show that EO and MO are positive drivers of hotel performance, and LO is not important. Additionally, the intensity of the relationship between SO and performance is contingent on internal firm-related moderators (size and quality). Both the number of rooms and the star classification reinforce the performance achievement of innovative and customer-oriented hotels.

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Arbelo, Antonio, Pilar Pérez-Gómez, and Marta Arbelo-Pérez. "Cost efficiency and its determinants in the hotel industry." Tourism Economics 23, no. 5 (July 1, 2016): 1056–68. http://dx.doi.org/10.1177/1354816616656419.

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This study employs a stochastic frontier model to estimate cost efficiency and its determinants in the hotel industry in Spain between 2008 and 2012. Measuring cost efficiency provides useful information on the performance of hotels to management, shareholders and, in general, to all stakeholders. Cost control is an issue managers are particularly concerned about, as it gives a competitive advantage that allows hotels to perform better. The results indicate that the inefficiency in average costs for the sample considered is 32.44% and is time invariant. The results also show that labour productivity, the accumulation of knowledge and location are factors that largely determine the differences in efficiency between hotels. These findings have important implications for public policymakers and hotel management, specifically, policies aimed at improving the skills of hotels’ human resources should be encouraged. Likewise, both location and the accumulation of knowledge are strategic resources that hotel management must include in their competitive strategies to increase efficiency.

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Abu Talib, Alyaa Afifah, Nor Rima Muhamad Ariff, Mohd Hafiz Hanafiah, and Mohamad Sufian Hasim. "Positioning Strategic Sustainable Facilities Management (SFM) for Hotel Industry in Malaysia." Asian Journal of Quality of Life 4, no. 17 (January 15, 2020): 49–62. http://dx.doi.org/10.21834/ajqol.v4i17.200.

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Sustainability issues in the hotel industry are significantly distressing matter. It has been expressed as a constituent interest to a negative impact on the environment. However, the sustainability management concept is yet to be established by the Malaysian hotel industry. The aim is to study Sustainable Facilities Management (SFM) practices in the hotel industry. This conceptual paper encompasses on evolution theory of SFM. Meta-analysis was conducted focusing on developing trends of SFM globally. The findings revealed that 9 out of 15 sustainable initiatives have been commonly practised. These initiatives are essential to gain holistic SFM practices in the hotel industry. Keywords: Sustainable; Sustainability Facilities Management (SFM); Hotel. 2398-4279 © 2019 The Authors. Published for AMER ABRA CE-Bs by E-International Publishing House, Ltd., UK. This is an open-access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer-review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia. DOI: https://doi.org/10.21834/ajqol.v4i17.200

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Zhang, Lu, Pei-Jou Kuo, and Michael McCall. "Microcelebrity: The Impact of Information Source, Hotel Type, and Misleading Photos on Consumers’ Responses." Cornell Hospitality Quarterly 60, no. 4 (May 31, 2019): 285–97. http://dx.doi.org/10.1177/1938965519851461.

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In this research, the effects of microcelebrity endorsements on customers’ attitude and booking intentions toward hotels are examined. Specifically, Study 1 manipulated the effect of information source (hotel official website vs. microcelebrity) and hotel type (chain vs. independent). Results indicated that microcelebrity endorsements yielded more positive attitude toward independent hotels. This effect was investigated further in Study 2 where the moderating effect of misleading photos on the relationship between information source and consumers’ trust and repurchase intentions was examined. Results demonstrated that when participants were shown misleading photos, there was a higher level of trust toward the hotel when the information source was microcelebrity. When the photos were nonmisleading, the level of trust toward the hotel was unaffected by the source of the information. Taken together, these data contribute to the growing social media literature as well as the influence of microcelebrities on consumers’ responses. Hospitality managers might also consider the potential benefits of including microcelebrities into their strategic planning.

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Novel, Ibnu, and Bambang Moertono. "PERENCANAAN STRATEGI BISNIS HOTEL GRAND KEISHA YOGYAKARTA." Kepariwisataan: Jurnal Ilmiah 13, no. 03 (September 30, 2019): 59–76. http://dx.doi.org/10.47256/kepariwisataan.v13i03.32.

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Tight competition among hotels in Special Region of Yogyakarta requires each hotel to implement its best business strategy to guarantee their business goals as targeted. The hotels, therefore, needs to manage their strategy. Strategy management is a science that learn how to manage a company in a comprehensive and integrated way; it provides reasons what make some companies achieve their glorious time and some companies do not. This research aims to formulate Business Strategic Planning for Hotel Grand Keisha in order to win competition. This research employs analytical methodology of PESTLE (Politic, Economic, Social, Technology, Legal and Environment), SWOT (Strengths, Weakness, Opportunity, Threats) by using EFAS (External Factor Analysis Summary) matrix, IFAS (Internal Factor Analysis Summary) matrix, SWOT matrix, and Grand Strategy matrix. This is qualitative descriptive research. Data collection is conducted through observation, interviews, documentation, triangulation, and literature study. Quality and rating of this research is gained through Focused Group Discussion. This research shows that Hotel Grand Keisha obtains 2.56 of EFAS – 2.52 of IFAS and place Hotel Grand Keisha on Quadrant 1 with alternative strategies of market penetration, market development, and product development. Keywords: PESTLE Analysis, SWOT Analysis, SWOT Matrix, Grand Strategy Matrix

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Phillips, Paul, and Kwaku Appiah-Adu. "Benchmarking to Improve the Strategic Planning Process in the Hotel Sector." Service Industries Journal 18, no. 1 (January 1998): 1–17. http://dx.doi.org/10.1080/02642069800000001.

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Serafim, Gerdina Handa, and José Manuel Cristóvão Veríssimo. "The Relationship between Strategic Orientation, Service Innovation, and Performance in Hotels in Angola." Sustainability 13, no. 11 (June 1, 2021): 6256. http://dx.doi.org/10.3390/su13116256.

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This paper aims to investigate the impacts of customer orientation, competitor orientation, learning orientation, technology orientation, and entrepreneurial orientation on hotel innovation and performance. Data from 69 hotels in four Angolan provinces were analyzed using the partial least squares (PLS) approach and multi group analysis. The results show that learning and entrepreneurial orientations have a positive impact on hotel innovation. As anticipated, innovation has a positive impact on performance. According to the multigroup analysis, only the hotel category has a moderating effect on performance. Results suggest that hotels in developing countries could add value to both customers and shareholders by promoting new services and exploring new business opportunities. To the best of our knowledge, this is one of the few studies that has researched the impact of strategic orientation on hotel innovation and financial performance in developing countries.

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Dissertations / Theses on the topic "Hotel management. Strategic planning"

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Simon, Charles Edward. "Build it and they will come /." Online version of thesis, 1992. http://hdl.handle.net/1850/10852.

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Costa, Jorge. "A study of strategic planning and environmental scanning in the multi-unit Portugese hotel sector." Thesis, University of Surrey, 1997. http://epubs.surrey.ac.uk/836/.

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This study addresses the strategic planning and environmental scanning activities of the hotel chains operating in Portugal, and compares attitudes towards planning and scanning activities by companies where strategy is formalised through a formal written strategic plan (intenders) and those companies where strategy is informally developed through a 'vision' or 'informal plan' (realisers). The main challenges facing Portuguese hoteliers as identified by the representatives of the Portuguese government, hotel associations and hotel chains inform the development of the study. The aims of the research derive from these challenges faced by the Portuguese hoteliers and their need for a more proactive attitude towards strategic planning, as well as from the literature on strategic planning and environmental scanning. The study is exploratory and descriptive based on a qualitative and inductive approach. This methodology is used to elicit and represent the existing practices as well as managers' perceptions towards strategic planning and environmental scanning. The fmdings reveal a lack of formal continuous environmental scanning by both formal and informal planning chains and a significant number of similarities in terms of the scanning methods and sources used by these two types of organisations. A grounded theory methodology is used to identif' the core themes emerging and to develop theory on the planning and scanning activities of hotel chains. The use of this methodology also allows a better understanding of the relationship between strategic planning and environmental scanning by hotel chains where strategy is intended (existence of a formal written strategic planning) and by those where strategy is realised (no existence of a formal written strategic planning). A cognitive mapping technique is used for the analysis of respondents' perceptions towards the development of a formal environmental scanning process. This technique is also applied in the identification of the relevance and structure of a formal environmental scanning process, in the assessment of the barriers to the development of this process as well as possible actions to overcome them. The study also finds that the existing differences amongst intenders and realisers rely essentially on aspects of content rather than on aspects of process, and that keeping a high degree of flexibility in the decision making process is considered of premium importance. The preponderance of similarities as opposed to differences lead to the development of a series of output propositions common to all four comparison groups. These propositions, together with other recommendations suggested in the literature, are used to identify the necessary conditions for the development and implementation of a continuous environmental scanning process by formal and informal planning hotel chains and develop a theoretical model of environmental scanning.

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Murthy, Bvsan. "Measurement of the strategy construct in the lodging industry, and the strategy-performance relationship." Diss., This resource online, 1994. http://scholar.lib.vt.edu/theses/available/etd-10022007-145428/.

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Fletcher, Louise Maree 1975. "Enhancing international strategic predisposition and organisational culture for the effective management of human resources in Australian multinational hotels." Monash University, Dept. of Management, 2005. http://arrow.monash.edu.au/hdl/1959.1/5137.

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Aryee, Susan. "HOTEL MAINTENANCE MANAGEMENT : Strategic practices in hotel operation." Thesis, KTH, Bygg- och fastighetsekonomi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-48230.

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Purpose The purpose is to identify responsibility of owners and operators for maintenance of assets, fixtures and fittings, to identify maintenance management strategies adopted for the efficient operation of hotels and to find out difficulties faced by operators in implementing these strategies. Methodology Four interviews provided supplementary data for the main data collection phase involving administration of 64 questionnaires to hotel operators and maintenance managers. Findings The hotel owner and operator have individual and joint responsibility for asset maintenance. Outsourcing is a maintenance strategy used to minimise operating costs, an important factor that guides this decision is time constraint required to deliver work. In house maintenance it is also influenced by the strategic value of the service and the availability of the resource in the market. In maintenance practice an important challenge is maintaining energy efficiency because of the increasing electronic equipment and high volume of lights.

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Wilkes, Christopher. "Strategic management and strategic planning at Ruskin College." Thesis, University of Leicester, 2006. http://hdl.handle.net/2381/8812.

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The thesis explores strategic management and strategic planning at Ruskin College, an adult education college with a long history of contributing to lifelong learning and social inclusion. It has been written during a period of turbulence in the college - the collapse of a property strategy, the departure of a Principal, a failed inspection, the appointment of a new Principal and a successful re-inspection. Turbulence is a theme of the thesis and underpins some of the models for understanding strategy provided in the literature- The thesis reviews the literature, particularly that relating to further and higher education, on strategic thinking, strategic planning, strategic intent, organisational culture, mission and vision, governance, quality and inspection and how these relate to strategic management. These themes generate the research questions, which are explored using a triangulation of methods - documentary analysis, questionnaires, semi-structured interviews and observations - and respondent triangulation, involving all levels of staff and governors. The research findings show the strategy development process operates within a strong cultural dimension, but is subject to strong external forces. Internal and external perspectives of the college's experience of strategic planning are largely negative. Staff and governors take a cultural perspective on strategy and recognise how concepts of strategic management, such as strategic thinking and strategic conversations, might link to vision and mission. The culture of the governing body and its' changing role in strategic management are identified as significant. The research shows that the relationship between quality and strategic management is unclear and varies according to the definitions of these concepts. It shows that the inspectorate has sought to influence strategic management but the inspection framework does not recognise culture. The conclusion proposes a way forward for strategic processes and approaches in the college as well as for future research on strategic leadership.

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Morrison, Alison J. "Small firm strategic alliances : the UK hotel industry." Thesis, University of Strathclyde, 1995. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21315.

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The central objective of this thesis was to advance knowledge of the processes leading to the creation of small firm strategic alliance relationships, and the issues involved in their development and management. This has been recognised by the author as an underdeveloped area of research. Moreover, research analyses and evaluates the contribution of strategic alliances to the small firm operating within the sector in general and within the hotel industiy specifically. Literature research identified that strategic management through co-operative networks represented an appropriate business practice. Thus, empirical research activity focused on a specific form of partial network, that of a strategic alliance. A strategic alliance, Scotland's Commended Hotels and its member small hotel firms was selected as the subjects for empirical research. This strategic alliance is an example of small firms voluntarily co-operating, seeking to add to their competencies by combining marketing resources with those of their partners, in order to safeguard and improve their market and competitive position. This organisation was researched over a period of nine months using a multimethod approach combining qualitative and quantitative techniques in a planned systematic manner. The significant contribution of the research has been to advance knowledge in respect to developing a comprehensive understanding of the dynamics involved in the creation, development and management of relationships, within the context of small firms, linked into resource constrained strategic alliances. Specifically, findings emphasised the interrelationship of: management practices and procedures; member characteristics and behaviour; strategy and structure; and organisational learning. It is only when all these components interlock, in appropriate measures, that the strategic alliance will be durable and productive over time. Moreover, the foundation stone of this proposition is the relationship between management and members. It was concluded that the concept of small firm strategic alliances has the potential to provide support for the small firm, enhance performance, and enable the retention of independence of ownership. Moreover, it has the possibility to perform a nurturing, incubator role. However, it was emphasised that a strategic alliance should not be simplisticly regarded as a panacea for the resolution of the strategic imperatives facing small firms. It is unlikely that blind subscription to the concept, without due understanding of the operating logic, and evaluation of the degree of strategic fit, will achieve positive outcomes for the member, or the core organisation. Moreover, owner/managers must understand that it is only with time, commitment, energy, compromise and strategic awareness that mutual enhanced business performance outcomes will be achieved through strategic alliance relationships. The significant contribution of the research has been to advance knowledge in respect to developing a comprehensive understanding of the dynamics involved in the creation small firms, linked into resource constrained strategic alliances. Specifically, findings emphasised the interrelationship of: management practices and procedures; member characteristics and behaviour; strategy and structure; and organisational learning. It is only when all these components interlock, in appropriate measures, that the strategic alliance will be durable and productive over time. Moreover, the foundation stone of this proposition is the relationship between management and members. It was concluded that the concept of small firm strategic alliances has the potential to provide support for the small firm, enhance performance, and enable the retention of independence of ownership. Moreover, it has the possibility to perform a nurturing, incubator role. However, it was emphasised that a strategic alliance should not be simplisticly regarded as a panacea for the resolution of the strategic imperatives facing small firms. It is unlikely that blind subscription to the concept, without due understanding of the operating logic, and evaluation of the degree of strategic fit, will achieve positive outcomes for the member, or the core organisation. Moreover, owner/managers must understand that it is only with time, commitment, energy, compromise and strategic awareness that mutual enhanced business performance outcomes will be achieved through strategic alliance relationships. The significant contribution of the research has been to advance knowledge in respect to developing a comprehensive understanding of the dynamics involved in the creation, development and management of relationships, within the context of small firms, linked into resource constrained strategic alliances. Specifically, findings emphasised the interrelationship of: management practices and procedures; member characteristics and behaviour; strategy and structure; and organisational learning. It is only when all these components interlock, in appropriate measures,that the strategic alliance will be durable and productive over time. Moreover, the foundation stone of this proposition is the relationship between management and members. It was concluded that the concept of small firm strategic alliances has the potential to provide support for the small firm, enhance performance, and enable the retention of independence of ownership. Moreover, it has the possibility to perform a nurturing, incubator role. However, it was emphasised that a strategic alliance should not be simplisticly regarded as a panacea for the resolution of the strategic imperatives facing small firms. It is unlikely that blind subscription to the concept, without due understanding of the operating logic, and evaluation of the degree of strategic fit, will achieve positive outcomes for the member, or the core organisation. Moreover, owner/managers must understand that it is only with time, commitment, energy, compromise and strategic awareness that mutual enhanced business performance outcomes will be achieved through strategic alliance relationships.

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Brands, Christian. "Scenario-based strategic planning and strategic management in family firms." Doctoral thesis, Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2013. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-125931.

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This cumulative dissertation covers the concepts of scenario-based strategic planning and strategic management in family firms over five articles. The first article gives an overview of the cumulative dissertation explaining the research gap, approach and contribution of the dissertation. The paper highlights the two research areas covered by the dissertation with two articles focusing on scenario-based strategic planning and two on strategic management in family firms. The second article is the first of two focusing on scenario-based strategic planning. It introduces and describes a set of six tools facilitating the implementation of scenario-based strategic planning in corporate practice. The third paper adapts these tools to the financial management and controlling context in private companies highlighting the tools’ flexibility in managing uncertain and volatile environments. The fourth article is the first of two focusing on strategic management in family firms. It analyzes organizational ambidexterity as a factor explaining family firm performance. The article shows that a high level of organizational ambidexterity in family firms leads to a higher family firm performance. The final paper concludes the dissertation examining the tendency of family firms to focus on capability exploration or resource exploitation over different generations managing the family firm.

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Elijah, J. J. "A strategic financial planning model." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/49669.

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Thesis (MBA)--Stellenbosch University, 2000.
ENGLISH ABSTRACT: This report contains a strategic management model to assess the impact on the EVA тм of the individual business units and the consolidated group total of a Company, when manipulating any of the key business drivers. The model has been designed to deliver a solution to the end-user that is simple to operate and presents graphical outputs to enhance understanding and interpretation. The sensitivity analysis, the EVA тм tree and the financial statements are presented in Excel. A simulation technique is used to forecast NOPAT values from a set of key drivers. The theories used to construct the model are explained and a hypothetical example is provided. The appendices also provide the concept of EVA тм, simulation techniques, list of assumptions and model instructions. The report is comprehensive enough to allow the reader to develop, implement and test a model of this nature. Opportunities for further research are also provided.
AFRIKAANSE OPSOMMING: Hierdie studie bevat 'n strategiese bestuursmodel om die impak van individuele besigheidseenhede op ekonomiese waardetoevoeging (Engels: EVA тм) en die gekonsolideerde groeptotaal van 'n maatskappy, wanneer enige een van die sleutel besigheidsdrywers gemanipuleer word, te bepaal. Die model is ontwerp om 'n eenvoudige oplossing vir die eindgebruiker te verskaf en verskaf grafiese uiteensettings om verstaanbaarheid en interpretasie te vergemaklik. Die sensitiwiteitsanalise, ekonomiese waardetoevoegingsontleding en die finansiële state word in Excel weergee. 'n Simulasie tegniek is gebruik om NOPAT waardes van 'n stel sleutel drywers te voorspel. Die teorieë wat gebruik is om die model saam te stel, word aan die hand van 'n hipotetiese voorbeeld wat voorsien word, verduidelik. Die aanhangsels voorsien die konsep EVA тм, simulasie tegnieke, 'n lys van aannames en instruksies vir die model. Die verslag is volledig genoeg om die leser in staat te stel om 'n model van hierdie aard te ontwikkel, te toets en te implementer. Voorstelle vir verdere navorsing word voorsien.

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James, Hakeem Kolawole. "Strategic planning : theory and practice." Thesis, University of Manchester, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.282936.

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Books on the topic "Hotel management. Strategic planning"

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1956-, Enz Cathy A., and Cornell University, eds. The Cornell School of hotel administration handbook of applied hospitality strategy. Thousand Oaks: Sage Publications, 2010.

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L, Lynch Richard, ed. Strategic management. 5th ed. Harlow, England: Prentice Hall / Financial Times, 2009.

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Strategic management. 6th ed. Harlow, England: Prentice Hall, 2012.

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Jeffs, Chris. Strategic management. Los Angeles: SAGE, 2008.

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Strategic management. New York, N.Y: Dk Pub, 2009.

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Strategic management. London: Dorling Kindersley, 2009.

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Saloner, Garth. Strategic management. New York: John Wiley, 2001.

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M, Singleton Timothy, ed. Strategic management. Columbus: Merrill Pub. Co., 1987.

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Strategic management. New York: Palgrave Macmillan, 2004.

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Wheelen, Thomas L. Strategic management. 3rd ed. Reading, Mass: Addison-Wesley, 1990.

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Book chapters on the topic "Hotel management. Strategic planning"

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March, Chris. "Strategic planning." In Construction Management, 365–75. Abingdon, Oxon : Routledge, 2017. |: Routledge, 2017. http://dx.doi.org/10.4324/9781315528175-27.

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Sargeant, Adrian, and Jayne George. "Strategic planning." In Fundraising Management, 108–34. 4th ed. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003097433-5.

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Valenstein, Paul. "Strategic Planning." In Clinical Laboratory Management, 573–88. Washington, DC, USA: ASM Press, 2014. http://dx.doi.org/10.1128/9781555817282.ch31.

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Chaston, Ian. "Strategic Planning." In Public Sector Management, 85–104. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34494-5_5.

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Grover, Kenneth C. "Strategic Planning." In Foundations of Business Telecommunications Management, 107–8. Boston, MA: Springer US, 1986. http://dx.doi.org/10.1007/978-1-4613-2193-4_24.

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Floyd, Steven W., and Carola Wolf. "Strategic Planning." In The Palgrave Encyclopedia of Strategic Management, 1–4. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_567-1.

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Floyd, Steven W., and Carola Wolf. "Strategic Planning." In The Palgrave Encyclopedia of Strategic Management, 1647–50. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_567.

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Chaston, Ian. "Strategic Planning Tools." In Public Sector Management, 123–42. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34494-5_7.

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Schmitt, Heinz-Ulrich. "Strategic Management." In Effective Model Building for Strategic Planning, 19–42. Wiesbaden: Deutscher Universitätsverlag, 1996. http://dx.doi.org/10.1007/978-3-322-99897-2_2.

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Ansoff, H. Igor, Daniel Kipley, A. O. Lewis, Roxanne Helm-Stevens, and Rick Ansoff. "From Strategic Planning to Strategic Management." In Implanting Strategic Management, 41–52. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-99599-1_4.

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Conference papers on the topic "Hotel management. Strategic planning"

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Alencar, Eliete Alves de Brito, Leonardo Fabris Lugoboni, and Marcus Vinicius Moreira Zittei. "Strategic Alignment between Strategic Planning and Management Information System, in Third Sector Companies with Hotel Activity." In 14th CONTECSI International Conference on Information Systems and Technology Management. TECSI, 2017. http://dx.doi.org/10.5748/9788599693131-14contecsi/rf-4888.

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Hung, Ying-Hsun, Seng-Cho T. Chou, and Gwo-Hshiung Tzeng. "Knowledge Management Strategic Planning." In 2007 IEEE International Conference on Information Reuse and Integration. IEEE, 2007. http://dx.doi.org/10.1109/iri.2007.4296626.

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Curtis, A. J. "What is strategic management planning?" In IEE Half-Day Colloquium on Systems Engineering in Strategic Management Planning. IEE, 1997. http://dx.doi.org/10.1049/ic:19970778.

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Liu, Na, and Xue-yuan Wang. "The research on the hypercycle-based hotel product strategic orientation." In 2014 International Conference on Management Science and Engineering (ICMSE). IEEE, 2014. http://dx.doi.org/10.1109/icmse.2014.6930293.

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Celebi, Alper, and Alper Alsan. "Technology Performance Criteria in Strategic Planning: Case of Dynamic Strategic Planning System." In PICMET '07 - 2007 Portland International Conference on Management of Engineering & Technology. IEEE, 2007. http://dx.doi.org/10.1109/picmet.2007.4349496.

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Jurgens, Jeff, Sean Casey, Jeffrey Clements, and Jeong Woo. "Infrastructure Asset Management for Strategic Planning." In 34th International Symposium on Automation and Robotics in Construction. International Association for Automation and Robotics in Construction (IAARC), 2018. http://dx.doi.org/10.22260/isarc2018/0092.

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Alsan, A., A. Celebi, O. Kalan, and A. S. Siemens. "The Role of Technology for Strategic Planning Systems: The Case of Dynamic Strategic Planning System." In Proceedings of PICMET 2006-Technology Management for the Global Future. IEEE, 2006. http://dx.doi.org/10.1109/picmet.2006.296556.

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Cranor, B., and J. Crain. "57. OHS Management Systems and Strategic Planning." In AIHce 2005. AIHA, 2005. http://dx.doi.org/10.3320/1.2758646.

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Soetanto, Robby, and Andrew R. J. Dainty. "Integrating Uncertainty Management in Strategic Planning Practice." In Construction Research Congress 2009. Reston, VA: American Society of Civil Engineers, 2009. http://dx.doi.org/10.1061/41020(339)32.

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Pitriantini, Deden, and Johar Permana. "Strategic Planning on the School Quality." In 4th International Conference on Research of Educational Administration and Management (ICREAM 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210212.008.

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Reports on the topic "Hotel management. Strategic planning"

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Rosen, Stanley. Strategic Planning and Management in Defense Systems Acquisition. Fort Belvoir, VA: Defense Technical Information Center, April 2014. http://dx.doi.org/10.21236/ada624709.

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Joyce, Charles L. The National Study of Water Management During Drought; The New England Drought Study: Trigger Planning: Intergrating Strategic, Tactical, and Emergency Planning into a Single Water Resources Management Process. Fort Belvoir, VA: Defense Technical Information Center, October 1994. http://dx.doi.org/10.21236/ada336662.

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Poelina, Anne, J. Alexander, N. Samnakay, and I. Perdrisat. A Conservation and Management Plan for the National Heritage Listed Fitzroy River Catchment Estate (No. 1). Edited by A. Hayes and K. S. Taylor. Martuwarra Fitzroy River Council; Nulungu Research Institute, The University of Notre Dame Australia., 2020. http://dx.doi.org/10.32613/nrp/2020.4.

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Abstract:

The Martuwarra Fitzroy River Council (Martuwarra Council) has prepared this document to engage widely and to articulate its ambitions and obligations to First Law, customary law and their guardianship authority and fiduciary duty to protect the Martuwarra’s natural and cultural heritage. This document outlines a strategic approach to Heritage Conservation and Management Planning, communicating to a wide audience, the planning principles, key initiatives, and aspirations of the Martuwarra Traditional Owners to protect their culture, identity and deep connection to living waters and land. Finer granularity of action items required to give effect to this Conservation and Management Plan for the National Heritage Listed Fitzroy River Catchment Estate are outlined in section 7 and which will be more fully explored by the Martuwarra Council in the coming months and years.

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Innovative Solutions to Human-Wildlife Conflicts: National Wildlife Research Center Accomplishments, 2009. U.S. Department of Agriculture, Animal and Plant Health Inspection Service, July 2010. http://dx.doi.org/10.32747/2010.7206796.aphis.

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As the research arm of Wildlife Services (WS) program within the U.S. Department of Agriculture's (USDA) Animal and Plant Health Inspection Service, NWRC develops methods and information to address human-wildlife conflicts related to agriculture, human health and safety, property damage, invasive species, and threatened and endangered species. NWRC is the only Federal research facility in the United States devoted entirely to the development of methods for effective wildlife damage management. NWRS's research authority comes from the Animal Damage Control Act of 1931.The Center is committed to helping resolve the ever-expanding and changing issues associated with human-wildlife conflicts management and remains well positioned to address new issues through proactive efforts and strategic planning activities.

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Innovative Solutions to Human-Wildlife Conflicts: National Wildlife Research Center Accomplishments, 2010. U.S. Department of Agriculture, Animal and Plant Health Inspection Service, April 2011. http://dx.doi.org/10.32747/2011.7291310.aphis.

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As the research arm of Wildlife Services, a program within the U.S. Department of Agriculture’s (USDA) Animal and Plant Health Inspection Service (APHIS), NWRC develops methods and information to address human-wildlife conflicts related to agriculture, human health and safety, property damage, invasive species, and threatened and endangered species. The NWRC is the only Federal research facility in the United States devoted entirely to the development of methods for effective wildlife damage management, and it’s research authority comes from the Animal Damage Control Act of 1931. The NWRC’s research priorities are based on nationwide research needs assessments, congressional directives, APHIS Wildlife Services program needs, and stakeholder input. The Center is committed to helping resolve the ever-expanding and changing issues associated with human-wildlife conflict management and remains well positioned to address new issues through proactive efforts and strategic planning activities. NWRC research falls under four principal areas that reflect APHIS’ commitment to “protecting agricultural and natural resources from agricultural animal and plant health threats, zoonotic diseases, invasive species, and wildlife conflicts and diseases”. In addition to the four main research areas, the NWRC maintains support functions related to animal care, administration, information transfer, archives, quality assurance, facility development, and legislative and public affairs.

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