Planning for Change in Tourism Hospitality,规划旅游服务业的变革

发表于:2022-08-17 17:40:05 范文

Table of Contents 目录

Introduction    目录

Strategic analysis/planning tools    战略分析/规划工具

PESTEL analysis    鼠疫分析

Porter’s Five Force model    波特五力模型

SWOT analysis    SWOT分析

Recommendations for the future development strategies    对未来发展战略的建议Conclusion    结论

Reference List    参考清单

Introduction 介绍

The tourism, hospitality and events industry is one of the most competitive and dynamic industries across the globe. This industry is made up of different micro-sectors including transportation, travel organisers, destination organisations, accommodation, events and tourist attract sites among others (Hudson and Louise 2017). In its 2018 report, the World Travel & Tourism Report (2018) pointed out that the tourism, hospitality and events industry accounted for approximately 10.4 percent of the global GDP, and contributed to 9.9 percent of the overall global employment in 2017. Beeton and Morrison (2018) further project that by 2027, this industry will account for 11.1 percent of the total global employment. This implies this sector cannot be ignored in any way since it plays a critical role in the global economy.

旅游、酒店和活动行业是全球更具竞争力和活力的行业之一。该行业由不同的微观部门组成,包括交通、旅游组织者、目的地组织、住宿、活动和旅游景点等(哈德逊和路易丝2017)。《世界旅游与旅游报告》(2018)在其2018年的报告中指出,旅游、酒店和活动行业约占全球GDP的10.4%,占2017年全球总就业人数的9.9%。Beeton and Morrison(2018)进一步预测,到2027年,该行业将占全球总就业人数的11.1%。这意味着这一部门无论如何都不能被忽视,因为它在全球经济中发挥着关键作用。

Despite its contribution to the global economy, the tourism, hospitality and events sectors have in the past 10 years faced numerous challenges that have threatened its growth as an industry. According to Kapiki (2012), one of the greatest challenges that this industry has encountered in the last decade is the effects of the global financial crisis of 2007/08. Kapiki (2012) argues that external threat such as taxation, currency fluctuations and recession, and internal challenges such as declining revenues and rising costs were and still are the main challenges that threaten this sector. With this in mind, firms in this sector need to focus on maintaining a dynamic approach in the development of their strategies. This paper evaluates the usefulness of three strategic analysis/planning tools that organisations in the tourism, hospitality and events sector can rely upon to plan for change in the light of Brexit.