Strategic Planning in hospitality

BRIEF COURSE DESCRIPTION T
o manage a company effectively, it is essential to know the external and internal factors that can affect the choice of the overall corporate strategy and the organizational structure of the company. Such decision must take into consideration the current processes of globalization, technological changes and macroeconomic and political conditions. This subject enables reflection on the contents learned in other subjects to be used to define, design and implement strategies to address the real problems of the tourism sector. It is a practical subject, based on case analysis so that students can analyze the highest number of situations and the different strategies to deal with them.

LEARNING OBJECTIVES
1. Develop skills related to the planning, organization and management of the operations of hotel establishments.
2. Know the different variables that can influence the creation of the organizational structure of a tourist establishment.
3. Know the basic principles of hotel management.
4. Plan the specific objectives of each department, necessary human and material resources, including the study of costs and results of the planned actions.
5. Organize the tasks, functions, schedules and shifts of the staff assigned to each department according to the defined strategic plan.
6. Prepare and analyse the items that make up a hotel budget, specified in specific areas or departments.
7. Prepare reports assessing the trend of the results obtained and the evolution and expectations of service prices, according to internal economic information and market needs. 8. Interpret the most important ratios of the real estate.

ACADEMIC CONTENTS
1. Introduction to the strategy concept and strategy management
1.1. Vision, mission and company values
1.2. Strategy
1.3. Strategy management and strategic process
1.4. Business models
1.5. Business Case
1 2. Analysis of the external environment
2.1. The Environment within the strategic position
2.2. The macro environment 2.3. Industry analysis. The 5 forces
2.4. Analysis of competitors
2.5. Business Case 2 (part 1)
3. Analysis of the internal resources
3.1. Own capabilities within the strategic position
3.2. Competitive advantage
3.3. Sustainable competitive advantage. Dynamic capabilities
3.4. Diagnosing strategic capability
3.5. Tools to diagnose internal and strategic capabilities
3.6. Managing strategic capability
3.7. Business Case 2 (part 2)
4. Development of management strategies
4.1. Development of strategies and strategic choice
4.2. Business-level strategy. Competitive moves
4.3. Corporate-level and international strategies
4.4. Strategies to grow / to change (portfolio planning, Ansoff matrix, blue ocean)
4.5. Business Case 3 (part 1)
5. Implementation of strategies
5.1. Planning, Implementation and Control
5.2. Structures, Processes and Relationship
5.3. Assessing organizational performance: Balanced Scorecard
5.4. Managing Strategic Change
5.5. Business Case 3 (part 2)

LEARNING METHODOLOGY
The learning methodologies planned for the subject combine a number of processes being the most remarkable the cognitive methods related to the comprehension of the principles of tourism and the global tourism system as well as the inclusion of a set of skills, mainly technical. The activities and methodologies -both group and individual- designed for this subject are the following:
• Lectures
• Case studies
Guided discussions
• Practical exercises
• Problem-based learning

ASSESSMENT SYSTEM