International Hospitality and Tourism Management

The aim of this module is to provide students with the knowledge and skills to critically analyse the contemporary hospitality marketing landscape. This will be achieved by exploring technological innovations, marketing practice and consumer behaviour.

INDICATIVE CONTENT

The module will be divided into three interlinked sections, content will include;

• The 7 P's, demographics, branding, CRM, marketing planning and contemporary approaches to marketing strategy.
• The role of critical marketing in terms of understanding the consumer, their motivations their behaviour etc. Additionally this will explore the impact of globalisation on consumers, the impact of culture on marketing practices, as well as CSR and sustainable/ethical marketing approaches.
• Strategic modes of operation in the Global Environment: ICT impact

This module aims to develop a critical awareness of the range of issues facing destinations, the tourism and hospitality industry and the tourist in a contemporary context. It will combine theoretical and practical perspectives on current global issues and foster an analytical approach to problem-solving and strategic responses to current issues in tourism. The module will draw on research and specific expertise in the teaching team and create a culture of awareness, enquiry and reflection with respect to current issues that affect the broad tourism spectrum and can be adopted as part of lifelong learning.

INDICATIVE CONTENT

The very fact that this module relates to ‘contemporary’ issues means that the content of the module will vary from year to year. However, a range of conceptual themes can be identified.

• Political issues - Changing political structures leading to widening accessibility; political unrest; terrorism and the threat of terrorism; tourism as a tool for peace;
• Environmental issues - changing climate, pollution, natural disasters;
• Social change - changing demographics; importance of gay tourism;
• Technology - transport and the shrinking world; challenges and opportunities linked to the use of the internet, social media and apps;
• Business challenges - striving to be different in a competitive market.- the growth of niche markets - adventure/extreme sports/ dark tourism; and
• Sustainability of large scale tourism operations

The module will focus on a small number of issues each year in order to gain the depth required at this level.

The purpose of this module is to enable students to critically evaluate the principles and practices of destination marketing, providing them with the insights and analytical tools to understand and contextualise the key considerations in the marketing of tourism destinations and the work of DMOs.

INDICATIVE CONTENT

This module provides students with the analytical tools to develop their understanding of, and insights into, the marketing of destinations. The module will incorporate a range of ‘real world’ case study material, both from secondary and primary sources, including guest speakers/site visit. The module explores, inter alia:

• definitions and conceptualisations of destinations;
• the main theoretical perspectives by which academics and practitioners seek to explain and otherwise account for destination marketing; these perspectives or 'ways of seeing' are commonly referred to as paradigms;
• destination marketing principles and associated practices e.g. destination branding, resource audits, segmentation, positioning and so forth;
• the role of DMOs (destination marketing organisations), and also of other 'place marketers';
• the nature, scope and scale of DMOs, including structure, governance and funding
• the practice of destination marketing (advertising & promotions, media & travel trade relations, sporting & cultural events, conventions, and print, web & visitor servicing);
• the rise of online intermediaries;
• the evaluation of marketing activities and destination performance management;
• the principal marketing challenges that destinations, and their DMOs, face.

The aim of the module is to develop the students' understanding of the concept of service excellence and how this can be applied to hospitality organisations, critiquing current practice and proposing practical solutions that enhance strategic goals and service values.

INDICATIVE CONTENT

• Service values and positioning strategies
• Service encounter and design
• Process design
• Layout design
• Resource planning
• Controlling the service encounter and service quality
• Service recovery
• Service improvement
• Managing service excellence
• Managing multi-site service excellence

The aim of the module is to allow students to critically analyse the management of events using the foundation disciplines of Events Studies. To critically investigate the relevant policies and frameworks relating to International Cultural Events. To apply research skills to the development of a case study.

INDICATIVE CONTENT

• Definitions of culture are discussed (the definition used by Arts Council England which includes arts, culture and heritage is used for this module);
• Review of the work of government, non-government agencies, commercial and not of profit in the development of International Cultural Industries;
• Case studies of international cultural events such as the European Capital of Culture; UK City of Culture; International Film Festivals and Culture and Heritage Events are considered in the context of the academic area of Events Studies;
• Considerations of current developments of key management areas are considered;
• Review and application of research methods in the development of case study.

The aim of this module is to explore and develop the skills required of leaders and managers in the hospitality and tourism industries.

INDICATIVE CONTENT

Leadership and management skills (inc for example)

• Personality
• Motivation
• Emotional intelligence
• Team Management/ Group dynamics
• Conflict management
• Decision making/Problem solving
• Cross culture working
• Communication skills
• Networking

Self-awareness

Personal development and career development

Staff development

Organisational Development

In a small group you will create a successful live event experience for a client, and the events participants, through effectual implementation of outcome-driven and creative event design and delivery. In order to be successful, you will need to apply the knowledge and skills you have learnt throughout your course. The overall aim is to further your development toward that of an effective and professional event manager through a clearly defined experiential learning process.

Indicative content

• Research, design and execution of a successful marketing campaign for a live event that meets client specifications
• Devise and deliver professional and feasible event proposals
• Project manage a live event including creative event design aspects and also more operational concerns such as; human, financial and other resources and processes
• If appropriate, negotiate and communicate with stakeholders, venues, suppliers and other organisations
• Develop and implement an evaluation of the event and critically assess the success of the event linked to the achievement of appropriate objectives and outcomes
• The module will be block delivered through seminars and group consultations with tutors and the client organisation.

To provide students with the intellectual skills and competencies to critically analyse and evaluate the strategies adopted and legacy outcomes achieved in the staging of major events.

INDICATIVE CONTENT

• An important part of this module is a visit/field trip to a city that has been responsible for the recent hosting of a major event, or will stage a major event in the near future. In this way the students will have the opportunity to assess the infrastructure which supports mega/major events and meet key stakeholders who have been involved in the planning/staging and evaluation of the event     
• Case studies of major events and the timescale and significance of the different stages in the ‘processing’ of major events: bidding – planning - monitoring – feedback - legacy
• Learning and evaluation theory in the context of major events and its relationship to continuous improvement. The importance of post event evaluation 
• Impact analysis – the significance of major events in relation to the wider social/cultural/political/environmental/economic agenda  
• The political significance of major events

The aim of the module is to understand and develop knowledge of the current and future issues within Food and Beverage (F&B) Operations Management through taught, innovative and experiential learning.

INDICATIVE CONTENT

• Is F&B Management an Art or a Science and Is Food an Art Form?
• F&B Markets;
• The Meal Experience and the Consumer;
• Innovation in F&B Operations;
• Differentiation and Standardisation – good or bad?
• Media influence and reviews – impact on profitability;
• Understanding F&B Productivity;
• Culture and Cuisine in the Global Marketplace;
• Lessons from History – are they to be repeated?
• Field Trip.

Within the global hotel industry there is a distinct separation between hotel owners and hotel operators, giving rise to the need for dedicated asset managers who can act as intermediaries between the operating and investment disciplines. This module aims to examine the role of the asset manager in this context, introducing students to some of the key considerations these managers make when advising operators and owners.

INDICATIVE CONTENT

• History of the 1980's/1990's changes in the global hotel sector.
• Management contract and franchise agreements.
• Types of investors into hotel property.
• Operational and financial asset management strategies.
• Operator and owner performance measures.
• Risk management.
• Balance of power between owners and operators.
• Skills required for Asset Managers
• Benchmarking
• Managing data

This module will enable students to identify and analyse the key safety and security issues in the tourism industry and critically examine how the various sectors of the tourism industry manage such issues. The module includes the following areas of study: 

• overview of safety and security issues in the tourism industry
• safety deficiencies, hazards, risks and consequences
• risk assessment and management
• safety management system
• security policies and procedures
• emergency planning and procedures
• crisis management and communication strategy

The aim of the module is to enable students to understand the principles of revenue management and its application within the hospitality and tourism industry. Provide students with an appreciation of how to make strategic pricing decisions using relevant data. Develop students' knowledge of strategic sales techniques and account revenue maximisation. Encourage an appreciation of the links between the sales and revenue functions within hospitality and tourism organisations.

INDICATIVE CONTENT

• Revenue and yield management strategies and applications
• Application of revenue management at the operations level
• Non-traditional applications of revenue management
• Analysing revenue, sales and competitor information
• Strategic sales processes and techniques
• Account management and account revenue maximisation
• Problems with revenue management
• Relationships between sales and revenue departments
• Business performance
• Making ethical and sustainable business decisions

This module requires students to critically explore the complexity of managing within these environments, synthesising their knowledge from other modules and presenting a holistic approach to the management of these properties. By engaging successfully with this module a student will be able to evaluate the diversity and complexity of managing resort hotels. To critically evaluate and synthesize the various revenue centres and their management. To explore the strategic importance of measuring performance. To understand the challenges of managing luxury properties and the requirements of the individual.

INDICATIVE CONTENT

Hotels and Resorts comprise of a mixture of revenue generating areas, a diverse workforce and a highly customised and exclusive offer. Successful management within this industry requires the understanding of the complexity and the strategic foresights that enable the manager improve the effectiveness and efficiency of the business. The concept of the resort has grown over the years and can now be regarded as a separate asset class within hotels in general.

• Examine contemporary issues in hotels and resorts
• Managing resort hotels as part of fractional ownership chains
• Revenue centres and their management
• Reservations (CRMs and online), contracts with TAs and TOs, Online feedback sites
• Measuring performance within resorts
• Strategies for internal revenue maximisation in resorts
• The complexity of vacation ownership, sale and leaseback homes
• The challenges of managing luxury properties
• Spa management
• Refurbishment and design strategies in resorts
• Hotel and Resort facilities management

These are the aims of the module are to understand the need for sustainable development and sustainable tourism and hospitality. To examine different philosophies of sustainable tourism in order to assess their relevance for tourism and hospitality management. Critically assess how the principles of sustainable tourism can operate in practice in tourism and hospitality businesses and destinations. Analyse the market for sustainable tourism and hospitality and how obstacles to implementation can be overcome.

INDICATIVE CONTENT

• Tourism and sustainable development: a contested concept and changing principles
• Sustainability in local and global tourism and hospitality developments
• Tourism and Hospitality industry action for sustainability in the 21^st century
• Demand issues: Green consumerism and changing lifestyles - the 'new tourist'
• Demand Issues: Sustainability and mass tourist markets
• Community involvement in the development of sustainable tourism and hospitality
• Niche tourism and hospitality: complimentary or conflicting products
• Ecotourism and hospitality as sustainable tourism and hospitality: Eco-ethics or eco-sell
• Sustainability and mass tourism and hospitality: a neglected consideration
• Theory into practice. Destination study in practice

The aim of this module is to explore and develop the management of talent, and labour markets, in Hospitality and Tourism organisations in a global industry.

INDICATIVE CONTENT

• Talent pipelines- Recruiting, retaining and rewarding talent
• Internal and external Labour market
• CSR
• Diversity
• International management development
• Graduate development programmes
• The role of education

The aim of the module is to develop an understanding of contrasting perspectives on the globalisation concept. Develop a critical view of tourism development and its operation at a global scale through the application of theoretical approaches to the concept of globalisation. Consider the implications of globalisation for the destination, the tourists and the tourism industry; and explore actual and potential conflicts which occur due to the global operations of the tourism industry and assess responses by the destinations, the industry and tourists.

INDICATIVE CONTENT

• Approaches to the study of globalisation
• The link between globalisation and tourism
• Tourism and the interconnection between countries in a global world-system
• The political economy of tourism in a global environment
• The role of global organisations in the development of tourism
• The impacts of globalisation for tourism destinations
• Global culture(s) and tourism
• Global strategies for tourism businesses
• The 'global' consumer

Culture has long been part of tourism, for example as represented in the societies of destinations, in a range of cultural and heritage attractions, art forms and events. However, there are controversies around the identification, exploitation and interpretation of cultures as tourist products. This module aims to examine the dynamic and complex relationships between tourism, cultures and societies and to explore the nature of these changing relationships through social science perspectives.

INDICATIVE CONTENT

• Sociological, anthropological and cultural studies perspectives on the study of tourism
• The nature and scope of cultural tourism
• The complex cultural and social contexts in which tourism take place
• Key contemporary trends and issues in the relationships between tourism, culture and society

It is important for tourism managers to appreciate the diverse and often conflicting political, commercial, social and environmental influences affecting tourism planning and tourism development. You will examine the approaches to and processes of tourism planning and development widely used in the industry. The module also illustrates how tourism development leads to various impacts that need to be understood by tourism developers and managers at the destination level. Learning is supported through the use of worldwide case studies and examples.

• The nature of tourism planning and development
• Democracy, power and stakeholders in tourism development
• Partnerships in tourism policy-making and planning
• Tourism planning processes
• Tourism growth management
• Tourism planning and development for different destinations including rural, urban, coastal and islands destinations

The module aims to allow students to develop a comprehensive understanding of the nature of the visitor attractions sector and its management. To develop a critical appreciation of the issues involved in planning, developing and managing successful visitor attractions. Develop an extensive understanding of the commercial considerations and managerial skills involved in the successful management of visitor attractions. Develop a fundamental appreciation of issues relating to the visitor experience, including the role of technology and visitor management. Develop a critical awareness of key issues affecting the future of visitor attractions.

INDICATIVE CONTENT

Nature of the visitor attraction product

• definitions, typologies, variety and scope, the role/purpose of visitor attractions

Key issues in the planning, development and management of visitor attractions

• designing visitor attractions
• the development process and feasibility studies
• visitor management
• the visitor experience
• commercial considerations
• failure/success factors
• future of visitor attractions

Topical issues in visitor attractions management

• ITC and interpretation
• ethical challenges