1. Part 1 Unit 1 Introduction and Overview Risk Management and Strategic Planning

2. Module Aims The aim of the module is to provide an opportunity for students to understand, apply and critically evaluate risk management and strategic analysis for tourism organisations and destinations. The examination and analysis of particular tourist organisations and destinations will provide a basis for understanding and critically evaluating the factors that can contribute to successful strategy. Students will be able to evaluate strategies, their appropriateness and the issues that will determine whether or not they are successful.

3. Module Outcomes  Intended Learning Outcomes On successful completion of this module the students will be able to:  understand the theory and practice of strategy in tourism  develop appropriate strategies based on critical situational analysis  provide an evaluation of the strategies pursued in different tourist contexts  identify and evaluate the critical success factors

4. Schedule for Day  Four sessions of lectures / tasks / discussions  Group tasks: Task 1: Prepare Vision, mission and objectives for your organisation Task 2: Prepare a SWOT analysis for your organisation Task 3: Prepare a strategic statement for your organisation with directions and methods Task 4: Prepare key tasks for successful implementation of your strategy

5. Timetable Session 109.15-10.45 Session 211.15-12.45 Lunch12.45-13.45 Session 313.45-15.15 Session 415.45-17.00

6. There are 4 parts to this module  Part 1 Strategic Purpose  Introduction to strategy  Mission and purpose  Culture and strategy  Part 2 Strategic Analysis  The external environment: PEST  The external environment: Competition  The internal environment: Capability  Part 3 Strategic Choice  Strategic options  Strategic direction and methods  Strategic evaluation  Part 4 Strategic Implementation  Organising and resourcing  Managing and monitoring  Strategy in action

7. Reading BookCh Tribe, J, (2010) Strategy for Tourism, Goodfellow Publishers, Oxford. 1 Capon, C. (2008) Understanding Strategic Management, Prentice Hall: Hemel Hempstead. 1 Tribe, J. (2005) The Economics of Recreation, Leisure and Tourism, Butterworth Heinemann, Oxford. - Johnson, G., Scholes, K., and Whittington, R. (2008) Exploring Corporate Strategy, Prentice Hall: Hemel Hempstead. 1

8. Part 1: Introduction  Unit 1 provides an introduction to the subject and introduces a framework for examining the whole strategy process based around four key component parts of the strategic process: strategic purpose strategic analysis strategic choice strategic implementation  These four areas in turn provide the headings for the four parts of this book.  Unit 2 examines in detail the concept of strategic mission. It analyses the aims and purposes of tourism entities and introduces the idea of stakeholders.  The relationship between culture and strategy is investigated in Unit 3

9. Unit 1 Objectives  After studying this unit and related materials you should be able to understand: the meaning of strategy the process of strategy  and critically evaluate, explain and apply the above concepts.

11. Discussion Point  What is Risk?  What is strategy?

12. Case Study 1: The Tourism Strategy for New Zealand

13.  The New Zealand Tourism Strategy 2015 is guided by its vision statement: “In 2015, tourism is valued as the leading contributor to a sustainable New Zealand economy”.  But a vision needs unpacking into more specific outcomes and for NZTS 2015 these are: “New Zealand delivers a world-class visitor experience New Zealand’s tourism sector is prosperous and attracts ongoing investment The tourism sector takes a leading role in protecting and enhancing the environment The tourism sector and communities work together for mutual benefit”

14. Strategic Planning: The Elements  There are four key elements of corporate strategy: Strategic purpose Strategic analysis Strategic choice, and, Strategic implementation

15. Strategic Purpose  This is often defined by an organisation’s mission which includes: what the organisation is trying to achieve what its purpose or aim is where it is trying to head for in the medium to long term.  Mission is influenced by stakeholders culture nature of business

16. NZTS 2015  In the case of NZTS 2015 the mission (in this case called vision) is that: “In 2015, tourism is valued as the leading contributor to a sustainable New Zealand economy” (p. 5)  Key contributors to NZTS 2015 The Tourism Industry Association The Ministry of Tourism Tourism New Zealand

17. Strategic Analysis  This involves consideration of the major influences upon the organisation's success in terms of Resources (capability), and Operating environment  Strategic analysis is concerned with analysing the strengths and weaknesses of an organisation’s internal resources and the opportunities and threats posed by its external operating environment.

18. NZTS 2015  NZTS 2015 identifies four significant threats in its external environment. The impact of travel on climate change. The greater use of IT by consumers. The trend towards higher fuel prices. The the highly competitive nature of tourism destinations

19. Strategic Choice  This is concerned with generation of strategic options evaluation of strategic options, and, selection of strategy

20. NZTS 2015  The strategic option favoured by NZTS has moved from mass tourism (where price is a major consideration) to quality / differentiated tourism (where visitor and host experience is a major consideration).  The “100% Pure New Zealand” brand (p. 10) remains a central part of the strategy The following link shows the TV “100% Pure” for New Zealand http://www.youtube.com/watch?v=9sEZ-wdFegU

21. Strategic Implementation  This is concerned with: resource planning organisational structure logistics and implementation timetable timetable for implementation monitoring and review

22. NZTS 2015 Performance Targets  “Increasing visitor satisfaction TARGET: Increase by four percentage points the number of international travellers who rate their overall experience of New Zealand as eight or more on a 10–point scale…  Increasing the amount visitors spend TARGET: Increase the average amount that visitors spend per night from $130 to $160 by 2015.  Reducing seasonality TARGET: Increase the number of international visitors who arrive in the shoulder season … at a rate that is 25% faster than the overall annual forecast growth rate every year between now and 2015…  Delivering environmental best practice We must develop ways of measuring the amount of carbon emitted by the tourism sector … We must develop ways of measuring how satisfied visitors are with New Zealand’s environment performance.  Creating positive community outcomes We must develop ways of measuring how local government accommodates and promotes tourism and how residents feel about the tourism activities taking place in their communities.”

23. What is strategy? Some definitions: 1  "Strategy is the direction and scope of an organisation over the long term: ideally, which matches its resources to its changing environment, and in particular its markets, customers or clients so as to meet stakeholder expectations." (Johnson and Scholes, 2008)

24. What is strategy? Some definitions: 2  " A strategy is the pattern or plan that integrates an organisation's major goals, policies and action sequences into a cohesive whole." (Quinn, 1998)  "Five definitions of strategy are presented... - as plan, ploy, pattern, position and perspective." (Mintzberg, 1998)

25. What is strategy? Some questions  A strategy needs to address the following questions: where are we trying to go? how can we get there? how do we know if we've got there?  Working definition of strategy: "the planning of a desirable future and the design and testing of suitable ways of bringing it about".

26. Characteristics of strategic decisions  They are: are complex rather than simple are integrated rather than isolated are long term rather than short term are proactive rather than reactive have an impact on the whole rather than a part of the organisation involve major rather than minor change involve grand design rather than marginal tinkering are made by those in positions of power in the organisation rather than subordinates

27. Unit 1 Introduction and Overview The End Risk Management and Strategic Planning