Bachelor Degree in Tourism and Hospitality Management Academic Year: 2015-2016

Teaching guide

Area: Business Strategies Subject: Business policies & CSR Period: Semester 8

Lecturers: Dr. Mónica Cerdán Chiscano

Publication for the exclusive use of the School of Tourism and Hospitality Management Sant Ignasi (Ramon Llull University). Total or partial reproduction is prohibited.

MODULE: INTERNATIONAL TOURISM AND HOSPITALITY MANAGEMENT AREA: BUSINESS STRATEGIES SUBJECT: BUSINESS POLICIES & CSR CODE: OB8BST-III LANGUAGE: ENGLISH YEAR: 4 PERIOD: SEMESTER 8 CREDITS: 4 ECTS

1. Subject objectives Business Policies deals with strategic challenges confronting managers and organizations competing internationally. An organization's strategy is its theory of how to gain competitive advantage and compete successfully in the marketplace. Strategic management applied to the tourism field, is the process that managers, especially executives, use to develop and implement an organization's strategy. Our objective is to gain an enhanced understanding of the most fundamental question in strategic management: What determines the international success and failure of organizations. The aim of this course will be: (i) an enhanced understanding of what determines the international success and failure of tourism organizations competing around the globe; (ii) an awareness of and interest in how competition applied to the tourism field unfold in and out of emerging economies, etc We will achieve these aims through close analysis of case studies, readings, theory and study-group discussion applied to the tourism field. Specifically: We have two major blocks. Block 1 (theory and examples, Quiz and group assignments) Block 2 (case study and proposal)

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2. Competencies developed Basic B01 - Be able to acquire, understand and structure knowledge. B02 - Be able to apply knowledge. B03 - Be able to search for and manage information in order to solve problems, transmit reflective judgements and/or make decisions. B04 - Be able to communicate information and/or knowledge in one´s mother tongue, as well as in at least two foreign languages.

General G07 - Team work and collaboration: Cooperates actively and jointly in achieving common objectives. G08 - Conflict management: be able to negotiate and resolve disagreements. G09 - Sensitivity and intercultural awareness: understands and interprets the influence of culture on the values and behaviours of individuals and organizations. G11 - Planning and organization: reflects a constant concern for minimizing uncertainty in the environment and comply with established quality parameters.

Specific E12 - Define objectives, strategies and marketing policies. E18 - Know the objectives, strategy and public planning instruments. E19 - Convert an empirical problem into research and draw conclusions.

3. Content Week 1 Introduction Course Overview Theme 1.Theory: what is the strategic management? Introduction to the course: objectives, program, assessments, evaluation. A start with the theory: the dimensions of the strategy management process. The strategic management in the Hospitality industry. - Review of Basic Strategic management Concepts - Strategizing Around the Globe . Related material: Article 1: What is Strategy (Porter) Case study 1 (with in class exercise): Cirque du Soleil case study

Week 2 Theme 2. Strategic Direction Creating a Strategic Direction Mission Statements Organizational Vision. Organizational Values Various models, aspects and examples of the experience economy and co-

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creation. . Related material: Cases study (with in class exercise): Case study 2: McDonalds

Week 3 Theme 3.Theory: External environment and stakeholders Assessment of the broad environment and managing the operational environment. Article 2: The Five Competitive Forces That Shape Strategy (Porter) Article 3: Semi-globalization and Strategy (Ghemawat) Analysis of the external stakeholders. Case study (with in class exercise): Pescatourism in France case. . Related material: Case 3: Global Wine War 2009: New World versus Old

Week 4 Theme 4. Theory: Organizational Resources and Competitive Advantage Exploring the Internal Environment of Strategy Value Creation and Innovation - Leveraging Resources and Capabilities Activities - Blue Ocean Strategies - Value Curve Global Value Chain Analysis . Related material: Article 4: Blue Ocean Strategy (Kim and Mauborgne) Case 4: Even a Clown Can Do It: Cirque du Soleil Recreates Live Entertainment)

Week 5 Theme 5. Theory: Strategy formulation I : Corporate-Level Strategy and Restructuring Diversifying, Acquiring, and Restructuring - Related and Unrelated Diversification - Divestiture - Mergers Acquisitions - Conglomerates and Business Groups . Related material: Article 5: The Core Competence of the Corporation (Prahalad and Hamel) Case 5: Boston Lyric Opera

Week 6 Theme 5. Theory: Strategy formulation II : Corporate-Level Strategy and Restructuring Diversifying, Acquiring, and Restructuring - Related and Unrelated Diversification - Divestiture - Mergers Acquisitions - Conglomerates and Business Groups . Related material: Article 6: Using the Balanced Scorecard as a Strategic Management System (Kaplan and Norton)

Week 7 Theme 6. Theory: Strategy implementation I Making Strategic Alliances and Network Work Understanding Strategic Alliances - Cooperative Strategy - Coopetition . Related material: Case 6: Starbucks and Conservation International (HBS 303-055)

Week 8 Theme 6. Theory: Strategy implementation II Making Strategic Alliances and Network Work Understanding Strategic Alliances - Cooperative Strategy - Coopetition Theme 6. Theory: Strategy implementation III Making Strategic Alliances and Network Work - Understanding Strategic Alliances -

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Cooperative Strategy - Coopetition . Related material: Case 6: Starbucks and Conservation International (HBS 303-055)

Week 9 Block 2: Case Study on Franchising systems: Hilton Hotels & Resorts Theory. Introduction to the case study General presentation (venue TBC) RS, DF, MC. Business policies and International hospitality management subjects . Related material: Class handout and power points

Week 10 Block 2: Case Study on Franchising systems: Hilton Hotels & Resorts 8:30-12:30 Theory. Hotels Franchised introduction Guest lecture by Mr. Bruno Hallé, Founding Magma Consulting. (venue TFC) . Related material: Class handout and power points

Week 11 Block 2: Case Study on Franchising systems: Hilton Hotels & Resorts 8:30-12:30 Theory: Hilton franchising system Guest lecture by Mr. Carlos Miró, Business Development Manager Hilton Hotels & Resorts (venue TBC) . Related material: Class handout and power points

Week 12 Block 2: Case Study on Franchising systems: Hilton Hotels & Resorts 8:30-12:30 Visit Alexandra Barcelona Hotel . Related material: Class handout and power points

Week 13 Blocks I, II Case study preparation . Related material: Class handout and power points

4. Teaching methodology Plenary Lectures. Theoretical fundaments Finding information and preparation and organization of material. Hilton Case Study Supervides project Case Studies. In class (each session) Self-study or Study Groups. After class, theoretical fonaments Supervised Projects. Hilton Case Study Supervides project Working individually or in groups. Preparing weekly quizzes and case studies

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5. Assessment activities Regular examination call • Weekly Quizzes Partial exam (Individual - 20%) Evaluated competences: B01, B02, B04 • Weekly resolution of cases studies in-class Case analysis (Group - 15%) Evaluated competences: B03, G07, G08, G09, G11, E12, E18 • Final exam (case study) Final exam (Individual - 25%) Evaluated competences: B01, B02, B04 • Hilton case study Supervised project (Individual - 40%) Evaluated competences: B03, G07, G08, G09, G11, E12, E18, E19

The grades of Assessment activities 1, 2 and 3 will be averaged only if the total mark of each activity type is marked 5,0 or higher. If this is not the case, the resit conditions are applicable and individual improvements should be presented at the resit examination call. Quizzes will be carried out in class. You are asked to bring your laptop. In case needed, request one at the university. Those assessments or Quizzes that are not handed-in or carried out on time will be graded with a 0 and will be averaged with the other grades. A minimum of 6 quizzes and 6 case studies are required to get graded. For all assessments the HTSI referencing guidelines, cover page, format and lay-out instructions should be used appropriately. Late submission: permission to submit an assessment late may be granted by the lecturer. Permission is dependent upon valid reasons and may be refused. Valid reasons are, for example, an extended illness or unforeseen personal difficulties. If a late submission is approved, you will be given written confirmation of the alternative submission date. The maximum extension to any submission deadline is normally 2 weeks. Unless the reason for lateness makes this impossible, permission for late submission must be sought at least 4 days in advance of the Submissiondeadline. Where late submission is requested on medical grounds, a medical certificate must be provided.

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Resit examination call • Supervised project (Individual - 30%) Evaluated competences: B03, G07, G08, G09, G11, E12, E18, E19 • Theoretical and applied exam Final exam (Individual - 70%) Evaluated competences: B01, B02, B04

Minimim mark 5

Repeating students without attendance: regular examination call • Supervised project (Individual - 30%) Evaluated competences: B03, G07, G08, G09, G11, E12, E18, E19 • Final exam (Individual - 70%) Evaluated competences: B01, B02, B04

Repeating students without attendance: resit examination call • Supervised project (Individual - 30%) Evaluated competences: B03, G07, G08, G09, G11, E12, E18, E19 • Final exam (Individual - 70%) Evaluated competences: B01, B02, B04,

Follow-up meetings Week 3 (Feb, 02/2016), 11:00 Week 7 (Mar, 03/2016), 11:00 Week 13 (Mar, 19/2016), 11:00

6. Bibliography

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Mandatory readings Porter, M. (2008), The Five competitive forces that shape strategy. Harvard Business Review. 1-18.See chapters/pages1 Creating Shared Value at Nestlé. MIT Sloan Management Review. Hans Joehr (Nestlé), interviewed by Nina Kruschwitz (2013)See chapters/pages1 Chan, K, W and Renée. M (2009). Blue Ocean Strategy. Leadership Excellence; May 2009; 26, 5; ProQuest Central pg. 4 See chapters/pages1 Porter, M. (1996). What is strategy? Harvard Business Review, Volum 74, Número 6, pàg. 61-82See chapters/pages1 Brandenburger, A. M. and Nalebuff (1995). The right game: Use game theory to shape strategy. Harvard Business Review 73 (4), 57?71.See chapters/pages1

Recommended readings Peng, M. W. (2013) Global Strategic Management, International Edition, 3rd Edition. South-Western Cengage Learning.See chapters/pages1 Dunning, J. (2008). Multinational Enterprises and the Global Economy. 2nd Edition. Addison-Wesley. See chapters/pages1 Ghemawat, P. (2007). Redefining Global Strategy: Crossing Border in a World Where Differences Still Matter. Harvard Business School Publishing. See chapters/pages1

7. Lecturer/s Dr. Mónica Cerdán Chiscano (Head lecturer) - [email protected] Contact hour: Mondays from 14 to 15 Mònica Cerdán received her Ph.D at Polytechnic University of Barcelona 2009 investigating the innovation and new ventures process field. She has a Bachelor in Business Administration in Social Sciences with honours from the University of Hertfordshire (U.K.) and a Bachelor in Marketing from the University of Barcelona. After graduating in 2005 she became the Head of Innovation and New Ventures Creation at the UAB?s Research Park foundation, and has been associated professor at the Economic department of diverse academic institutions (UB, UPF, ESCI-UPF, UIC). Currently is holding the position of lecturer and Academic Master Coordinator at the HTSI.

8. Observations * Information on the academic calendar, exam timetables, and room assignment will be posted on the virtual campus and on the faculty´s web site once it is available. * Academic norms and regulations is an obligation for all the members of the academic community in the faculty.

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Block 2 Case Study on franchising systems: Hilton Hotels & Resorts is aligned with International Hospitality Management. The multidisciplinary approach enriches the content for both subjects.

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