Chapter 9

Chapter 9 Strategic Management Model Long-term Objectives Performance Measure Action Plan Resources Needed Evaluation Timetable Responsibility Accountability Rational Strengths and Weakness Analysis of Core Competencies Functional analysis Financial position Visioning competencies Physical assets Structure Production Service Branding Short-term Objectives Evaluation

Conceptual Map of the Structure Construct Action Analysis Implementation A framework for analysis of core competencies Firm Structure Aligning CM and CC Strengths and weaknesses analysis

Competency Model of the Hospitality Enterprise Peripheral Competencies Human Resource Systems Financial Management Systems Environment Scanning Systems Business Development Systems Core Competencies Business Operating Systems Production Systems The Product/Service Transaction P S Cultural and Behavioral Systems Sales & Marketing Systems Exchange Processes

Resources and Capabilities Model of the Hospitality Enterprise Competitive Method A Sample list of core competencies for competitive advantage Superior execution Quality control Behavioral performance skills Service training programs Information exchange skills Transaction cost efficiencies Speed of transaction Employee competency Workflow uncertainty management Management competency S P Exchange Processes

The System Model of Product Feedback loop Input Output Transformation processes Raw materials Capital Labor Demand Functional capabilities Equipment Information Quality products Convenience Timing Price/value Production systems Quality control systems Production management systems Process improvement systems Maintenance systems Engineering systems Storage and inventory control systems Product distribution and handling

Organizational Structure Formalization Standardization Policies chart Procedures Rules Performance reviews channels Controls systems Resource allocation systems Employee handbooks Policy manuals Operating instructions Communication Management info Budgets

Organizational Structure Centralization Locus of control Power Authority Accountability

Organizational Structure Complexity Number of occupational specialties Number of different functional areas Number of positions Number of distribution channels Number of segments competing in Number of levels of customer service Geographic dispersion Divisional integration Matrix structure

Organizational Structure Configuration Locus of decision making Corporate Divisional Unit Stratification Delegation Power Control Responsibility Accountability

Organizational Structure Flexibility Core Processes of Transformation in Service Delivery