Strategic Management

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20 Credits

Academic Year 2023-24

Academic Partner: International Institute of

Hospitality Management

Copyright © 2023 University of West London

Permission granted to reproduce solely for the purpose of teaching and learning at the University of West
London and its approved academic partners.

You are provided with study materials for your personal use only. You must not share these with others or
upload them to websites. Any student who is found to have shared materials, particularly for personal gain,
will be subject to disciplinary action if appropriate.
Table of contents

1 Key team contact details 3

2 Module content 3
3 Learning materials 4
4 Maintaining Academic Honesty and Integrity 4
5 Meeting Deadlines 5
6 Getting Support 5
7 Preparing for your Assessment 5
8 Summative Assessments 6
Summative Assessment 1 ................................................................................................... 6
Summative Assessment 2 ................................................................................................... 8
9 Glossary and Acronyms 11

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1 Key team contact details

Module Leader Keiron Coogan

Email Keiron.coogan@uwl.ac.uk
External Examiner Lynthon Musamadya, University of East London
Academic Partner Link Tutor
Keiron Coogan
(APLT)

2 Module content

2.1 Introduction

Developing and maintaining competitive advantage is critical for the success of organisations. The
need for organisations to understand the existing strategy or strategies they are following is also
vital, along with what their options are for developing future strategies to bridge any gap between
where the organisation is currently and where it needs to be to succeed. To enable and enhance
understanding and application of this, the module will define strategy and strategic management in
the context of organisations in the Hospitality, Events, Aviation and Tourism (HEAT) industries. The
module will also determine and investigate how to analyse the external and internal environments
of organisations in the HEAT industries. This is through the application of strategic management
tools and frameworks, along with evaluating and interpreting the findings from the analysis. Through
this, organisations can determine how they are currently gaining competitive advantage and what
they need to do to maintain and enhance this. Alongside this, theories of strategic direction are
explored and evaluated, together with how they can be used to generate recommendations for future
company strategies. Key concepts in strategic formulation, development and implementation are
also integral to the module, recognising the importance of the process and practice of strategy and
strategic leadership. Students can gain insight and understanding into the importance of determining
what informs the current success of organisations, together with the importance of analysing and
evaluating strategic options for organisations to select and implement to be successful moving
forward.

2.1 Module summary, content and aims

The module aims to enable students to develop themselves as strategic thinkers and equip them
with the knowledge and skills necessary to critically analyse the strategic position of a company. It
achieves this through the exploration of the theory and practice of strategic management within the
context of tourism, hospitality and events organisations. It will cover the following topics:

• Analysing the internal and external environment

• Strategic choice and evaluation
• Organizational structures and governance
• Strategic leadership and the development of strategy
• The implementation of strategy and strategic practice

Learning outcomes to be assessed

At the end of this module students should be able to:

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 1. LO1: Analyse the internal and external environments of a company using
established tools of strategic management.
2. LO2: Apply theoretical concepts of strategic direction and method in order to
generate recommendations for organisations.
3. LO3: Demonstrate theoretical understanding of strategy development,
implementation and the practice of strategy.
4. LO4: Evaluate the impact that strategic and change management can have within
organisations.

The Course Handbook will provide a detailed outline of how the module forms part of your
programme of study.

3 Learning materials
Your module reading list is available on Blackboard in the module area and online by searching
readinglists. This shows real-time availability of books in the library and provides direct links to
digital items, recommended by your lecturer.

Remember to log into Blackboard daily to receive all the latest news and support available
at your module sites!

Subject guides (libraryguides) are also available to help you find relevant information for
assignments, with contact details of the Subject Librarian for your School.

Core Textbook:
The core textbook for this module is detailed below. The purpose of a core text is to develop your
basic knowledge of topics covered in class and provide a gateway to other more advanced texts
and journals. The more you understand the basic concepts, the more time we can spend in class
analysing and discussing (not just describing the contents of the book).: Evans, N. (2023).
Strategic Management for Tourism, Hospitality and Events, 4th edition, Routledge:
Abingdon, UK.
Useful textbooks:
Please check the Reading List for the module, which contains a range of texts which are relevant
to the subject. The following is a list of some of the textbooks available:
Clegg, S: Schweitzer, J; Whittle and Pitelis, L (2022) Strategy: Theory and Practice, 4th edition,
SAGE: Los Angeles
Whittington, R; Regner, P; Angwin, D; Johnson, G and Scholes, K (2022) Exploring Strategy: text
and cases, 13th edition, Pearson: Harlow
Lynch, R (2022) Strategic Management, 9th edition, SAGE: London
Core Journals:
One of the most important resources you will need to access for your studies are academic journal
papers. These are primarily found by using the online journal databases, via the Library web pages.
There are dozens of journals that are useful for this module. In addition to the sector specific
journals with which you should already be familiar, there are many journals dedicated to the study
of strategy.

4 Maintaining Academic Honesty and Integrity

Academic Integrity means avoiding plagiarism and cheating and owning your own work, the use of
essay mills and AI content is also considered academic misconduct. This is when you submit a piece

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of work which is not completely your own, but which you are presenting as your own without
acknowledging the author or properly referencing the original source. All your work must
demonstrate Academic Integrity; it must be an honest and fair submission, complying with all the
requirements of the assessment. Failure to meet these standards of behaviour and practice is
academic misconduct, which can result in penalties being applied under the Academic Offences
Regulations.

5 Meeting Deadlines
You should always try your best to submit your work on time. You can submit coursework up to 10
calendar days late without penalty if you request an extension before the submission deadline.
Without an extension, the maximum mark you will be able to get for that work will be the pass mark.

6. Getting Support
There may be times when you experience circumstances outside of your control and talking to
your Module Leader and other support services available to you will help keep you on track with
your studies.

If your circumstances mean that you are not able to submit at all or are unable to attend an in-
person assessment like an exam or in-class test, then you can request mitigation for the
assessment. Approved mitigation means that you can have another attempt without penalty if you
fail an assessment or do not submit.

To apply for an Extension or Mitigation: All applications for Extensions and Mitigation will be
dealt with within your campus. The necessary forms will be available from your course leader
or campus director. Do contact your course leader on campus should you have any
additional questions on the above.

7 Preparing for your Assessment

A key part of your learning will be preparation for your summative assessment. You will be provided
feedback on your formative assessments, and this will help you to better understand what is required
of you when you submit your summative assessment. Please see below guidance on your formative
assessment and how to access your feedback.

Feedback will be given on a formative basis to develop understanding and knowledge of strategic
management and how strategic options available to organisations can be analysed and evaluated.
There will also be feedback on each week’s topics, including analysis of the external and internal
environments of organisations, along with the application of strategic management tools and
frameworks. This will be ongoing and can then be applied to the preparation and completion of the
summative assessments. Seminars provide an opportunity to obtain feedback through completion
of a range of seminar activities. This provides an opportunity to access and obtain formative
feedback which can then assist with completion of the summative assessment. Feedback will be
available in the individual journals, blogs and discussion boards which can be completed as part of
the learning activities for each week. This is available on the module’s blackboard site. Alternately
feedback can be given on request by e mail.

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8 Summative Assessments

Summative Assessment 1

Assessment title Written assignment - Individual Report

Submission date and time Week 7 – To be confirmed
Word Count (or equivalent) 2000 words
Where to submit Online via Turn It In
Feedback date To be confirmed
Assessment Weighting 60%

The Individual Report should be uploaded on Turn It In no later than 5pm IST on Friday of week 7
(This is to be confirmed). Feedback will be provided via Turn It In, and this should be available by
15 working days after submission.

Main objectives of the Assessment

Main objectives of the Assessment

Organisations in the Hospitality, Events, Aviation and Tourism (HEAT) industries need to maintain
and develop competitive advantage to remain successful and differentiate themselves from their
competitors. To do this, organisations need to analyse their internal and external environments to
determine how they currently gain competitive advantage. From this, organisations can then analyse
and evaluate what is required to be successful moving forward.

As a middle manager within an organisation in the Hospitality, Events, Aviation and Tourism (HEAT)
industries, you have been tasked by the senior management to write a 2000 word report regarding
how to maintain and develop competitive advantage. This will require application of strategic
management tools and frameworks to critically analyse and evaluate how the organisation currently
gains competitive advantage. Data and relevant examples should be used to inform and support the
critical arguments being made in the report. From the report’s findings, you have been asked to
critically evaluate and determine strategic options for the organisation’s future success. This
includes generating conclusions and making recommendations on future strategy for the
organisation. The report should be written in business report format.

To produce the report, you need to:

• Identify and select an organisation from within the HEAT industries. The
organisation will need to be researched using a range of relevant sources of academic quality.
Relevant information and data produced by the organisation should be included to support
the points being made, along with reference sources of academic quality. It is important that
you check there is sufficient information available on the organisation you have selected.
• Use a relevant and current strategic management tool or range of strategic
management tools to help critically analyse and assess the internal environment of the
organisation, along with the external environment in which the organisation operates.
• Evaluate the findings from your analysis and research to generate and inform
conclusions that will help the senior management team to determine the best strategic option
for the organisation’s future success.
• Present the information in the report in a concise and professional way.

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The evidence from your research should be critically appraised to create and inform a line of
argument. This will then enable your research findings to be critically evaluated to enhance the
recommendations and conclusions made. It is important the report is proofread to enhance clarity
and coherence, whilst ensuring grammar, presentation and structure are of a professional standard.
Artificial Intelligence (AI) must not be used to prepare or write the assignment and will be
considered an academic offence if used.

Use standard professional report conventions in formatting your report. The report should include
numbered headings. You may also add additional levels of headings to the ones outlined below.
Write the report in a critical rather than descriptive style. A clear and concise style of writing is also
required, demonstrating a consistent and direct professional style. Aerial font size 12 should be
used, with paragraphs left- or fully justified and 1.5 or double spacing. Format reference sources
according to the Harvard style of referencing. The following structure for the report should be
adopted:

• Title or cover page*

• Executive summary*
• Contents page*
• Introduction
• Assessment of the internal environment
• Assessment of the external environment
• Conclusions and evaluation
• References*
• Appendices (if required) *

*These do not contribute towards the word count of 2000 words

No. Learning Outcome Marking Criteria

1 Analyse the internal and external Assessment of the internal environment:
environments of a company using 25% (Applies to LO2)
established tools of strategic management
Assessment of the external environment:
25% (Applies to LO2)

Research and References: 10% (Applies to

LO2 and LO4)

Writing and Presentation: 10% (Applies to

LO2 and LO4)
2 Apply theoretical concepts of strategic Assessment of the internal environment:
direction and method in order to generate 25% (Applies to LO1)
recommendations for organisations.
Assessment of the external environment:
25% (Applies to LO1)

Conclusion and Evaluation: 30% (Applies to

LO4)

Research and References: 10% (Applies to

LO1 and LO4)

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 Writing and Presentation: 10% (Applies to
LO1 and LO4)
4 Evaluate the impact that strategic and Conclusion and Evaluation: 30% (Applies to
change management can have within LO2)
organisations.
Research and References: 10% (Applies to
LO1 and LO2)

Writing and Presentation: 10% (Applies to

LO1 and LO2)

Your work will be assessed against the following criteria:

Your work will be assessed against the following criteria:

• Assessment of the internal environment – 25%

The extent to which the document shows a strong critical application and understanding of tools
which analyse the internal environment.

• Assessment of the external environment – 25%

The extent to which the document shows a strong critical application and understanding of tools
which analyse the external environment.

Conclusions and evaluation – 30%

The ability to use evidence to generate logical conclusions and recommendations.

• Research and references – 10%

The quality and evaluation of the sources used and ability to reference using the Harvard style.

• Writing and presentation – 10%

Demonstration of effective professional writing and word processing skills.

Summative Assessment 2

Assessment title Oral assignment - Group Presentation

Submission date and time Week 13 – To be confirmed with presentations on campus in week
14 and 15 – To be confirmed
Word Count (or equivalent) 15 slides plus a title slide and a reference slide
Where to submit Online via Turn It In
Feedback date 15 Working days after submission – To be confirmed
Assessment Weighting 40%

Submitting, feedback & grades online using Blackboard

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One presentation file per group should be uploaded on Turn It In no later than 23.59 on Saturday
13th January 2024. Feedback will be provided via Turn It In, and this should be available by 6pm
on 09 February 2024.

Main objectives of the Assessment

Assessment Brief:
Organisations in the Hospitality, Events, Aviation and Tourism (HEAT) industries need to analyse
and evaluate how they derive competitive advantage and analyse and evaluate what is required to
maintain and develop and maintain competitive advantage. This will require not only identification
of strategic options for future success, but also how the selected strategic choice can be
implemented. Critical to this will be use of data and current examples, along with identification of
stakeholders and how stakeholders can influence the successful implementation of strategic
change.
As a middle manager in an organisation in the HEAT industries, you have been asked to work with
colleagues to prepare a 20-minute presentation to determine what are the strategic options for the
organisation to develop competitive advantage for future success. This will require critical analysis
of the organisation’s internal and external environment and critical evaluation of the findings from
this. The evaluation should then be used to make recommendations on strategic choice and options
for the organisation's future success. It is important the presentation also identifies stakeholders and
their influence on the organisation's strategic options, along with an implementation plan to put in
place the proposed strategy. Data and relevant examples should be included to support the analysis,
evaluation and recommendations.
The presentation should include c.15 slides plus a title slide and a reference slide. Reference
sources should be cited within the presentation slides. This needs to be in accordance with Harvard
Referencing.
The group size for the presentation will be 4 – 6 students. Presentations will be at the St Marys Road
campus and will be scheduled in week 14 and week 15.
For the presentation:
Identify and select an organisation in the HEAT industries. It is important that the organisation
selected is one where data and current information is available to inform the presentation.
Critically analyse the organisation’s current strategy and critically evaluate what the findings from
this. Recommendations should then be made on the strategic options available for future strategy.

Produce an implementation plan for the proposed strategy. Identification and analysis of key
stakeholders is also required, as well as a timeline for implementing strategic change. Artificial
Intelligence (AI) must not be used to prepare or write the assignment and will be
considered an academic offence if used.

• Students who do not present and submit their PowerPoint slides via Turnitin, on the
date and time specified, will be considered as not having met the requirements of the
assessment task, therefore will be failed and graded 0% (no work submitted). Use of
prompts when delivering the presentation is permissible, whilst the use of scripts is not
and will be reflected in the marking.

• One PowerPoint file of the group’s slides is required to be uploaded to Turn It

In. Only one PowerPoint file per group should be uploaded. This should include a title
slide and a reference slide. Include the student ID number of each student within your
group. This should be in the title slide, as well as in the Submission Title box on Turn It

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 In. Student names should not be visible on the work. There should be c.15 Power Point
slides, as well as a title slide and a reference slide.

• A written narrative should be included using the slide notes. Each student
should therefore include a written narrative for their relevant slides. One group member
is required to consolidate the slides into one power point file to include the written
narrative and upload the file to Turn It In. The groups should therefore agree who will
upload the PowerPoint file.

It is essential that critical analysis and appraisal of the research is demonstrated, with relevant
current data and examples to support the presentation. The presentation should have a professional
structure and be proofread for accuracy, clarity and coherence.

No. Learning Outcome Marking Criteria

2 Apply theoretical concepts of strategic Knowledge and understanding: 30% (applies
direction and method in order to generate to LO 3 and 4)
recommendations for organisations.
Analysis and evaluation: 30% (Applies to LO3
and 4)

Research and enquiry: 25% (Applies to LO3

and 4)

Presentation: 15% (Applies to LO3 and 4) 

3 Demonstrate theoretical understanding of Knowledge and understanding: 30% (applies
strategy development, implementation and to LO 3 and 4)
the practice of strategy
Analysis and evaluation: 30% (Applies to LO3
and 4)

Research and enquiry: 25% (Applies to LO2

and 4)

Presentation: 15% (Applies to LO2 and 4)

4 Evaluate the impact that strategic and Knowledge and understanding: 30% (applies
change management can have within to LO 2 and 3)
organisations.
Analysis and evaluation: 30% (Applies to LO2
and 30

Research and enquiry: 25% (Applies to LO2

and 3)

Presentation: 15% (Applies to LO2 and 3)

Assessment Criteria

Your work will be assessed against the following criteria:

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 • Knowledge and understanding – 30%

The extent to which the presentation demonstrates strong knowledge and understanding of
relevant academic concepts.

• Analysis and evaluation – 30%

The extent to which the presentation demonstrates critical analytical skills, and the quality
of the conclusions generated.

• Research and enquiry – 25%

The quality and evaluation of the sources used and ability to reference using the Harvard
style.

• Presentation – 15%

Demonstration of effective presentation skills and ability to produce high quality supporting
material.

5. Glossary and Acronyms

Terms and definitions

PESTLE factors: Political, Economic, Socio cultural, Technological and Environmental

BCG Matrix: Boston Consulting Group Matrix

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