HTM 490 Strategic Management in HTM
Dr. Mark R. Testa – Fall 15
“Without a strategy the organization is like a ship without a rudder, going around in circles.”
Ross & Kami
Instructor:
Mark R. Testa, Ph.D.
Office: PSFA 443
Phone: 594-6642
Email: mtesta@mindspring.com
Office Hours: Tuesday-8:30-9:30, Thursday- 8:30-9:30 and by appointment
Course Meeting Times and Place:
Tue/Thur 12:30- 1:45 M-245
Required Reading:
Readings listed on schedule
*Additional web-based and case readings are listed on the course schedule. Other readings
may be added at my discretion. See list at the end of the syllabus for other references.
I. Course Description:
This course is designed to explore strategic issues in the hospitality and tourism industry. This
course addresses problems and issues of strategic planning in hospitality and tourism businesses
including methods, techniques, and models used to identify strategic issues and generate futureoriented action plans to implement change. In addition, this course will help to develop students’
ability to think strategically through a variety of experiential exercises.
Objective
Assessment
1.
Analyze and explain the hospitality industry as an
integrated system.
2.
Apply theories and concepts of contemporary
systems and strategic thinking.
3.
Effectively write and orally present persuasively in
the business setting.
4.
Effectively create and manage a large team.
Course Project
Class Discussion
Case Analysis
Course Project
Exam
Case Analysis
Course Project
One-Page Write Ups
Case Analysis
Course Project
Team Tools
5
Apply course tools to a real-world strategic
problem.
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Course Project
II. Kaleidoscope Competencies:
Planning
Creative Decision-Making
Number-Wise
Interpersonal Communication
Professionalism
Self-Development
Time Management
Spirit of Optimism
Professionalism
III. Overall Course Grade
A combination of assessments will be used to calculate your final grade. The course balances
individual and group work to address a variety of student needs. There will be no set quota of
“A”s, “B”s, etc., which will be given out; I don’t believe in forced bell curves. This is done to
reduce stress and dysfunctional competition within the class. My assumption is that you are all “A”
students until you prove otherwise. Please see below:
Assignment
Distribution
Contribution (See note)
Exam
Group Presentation 1
Group Presentation 2
Executive Summary
Total:
15%
25%
20%
25%
15%
100%
IV. Contribution:
An essential element in the adult education setting is active participation. That includes
attending class, doing homework assignments, preparing for class, participating in exercises,
volunteering for exercises, sharing your experiences, etc. Keep in mind that strategic
management is a topic that has few “right” or “wrong” answers and it may merely be your opinion
that is asked for. Consideration of multiple perspectives is essential for student learning.
Class members are expected to attend each class on time and engage in
discussions/exercises and to invite others to participate. Attendance at case discussions is
mandatory and participation in those discussions will be scored by the instructor. Each class
member will have two excused absences. Each subsequent absence will result in a decrease in
the contribution grade. In addition, several one-page write-ups will be required after each
reading or case. Class members will turn in these summaries at the beginning of class as listed on
the schedule. “A” level students are those who role model professionalism and a spirit of
optimism, please consider this for each class meeting.
Finally, because we will work closely with industry on your project, I’ll ask you to be as flexible as
possible. The schedule may change 2-3 times over the semester based on the schedule of our
industry partner. I’ll give you as much advance warning as possible about these changes.
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V. Developmental Activities:
To maximize your learning experience as well as your contribution to the class, the following
activities are suggested over the semester:
1. Begin reading the Wall Street Journal at least once per week to keep abreast of global
business changes affecting the HTM industry
2. Begin listening to National Public Radio (FM 89.5) at least once per week to keep abreast of
political and societal changes impacting the HTM industry.
3. Watch a dedicated news program such as CNN or MSNBC for 1 hour per week.
4. Subscribe to one publication in the industry area you are most interested in (i.e., Nation’s
Restaurant News, Lodging News, etc.)
5. Add one industry related web site to your “favorites” menu such as
http://www.hospitalitynet.org and visit it weekly. Visit
http://dmoz.org/Business/Hospitality/Travel/Resources/ for other examples.
VI. Exams:
One comprehensive exam will be given during the semester. They will be based discussion in
class, articles and cases looked at over the semester. If you are not in class, your chances of doing
well on the exams greatly diminish.
VII. Group Presentations/Executive Summary/Leadership Assessment:
The major project for this course is the application of the tools we will use over the semester to a
“real world” problem facing the industry. We will act as consultants for an organization in the local
San Diego area. You will work in one of 3-4 teams and will analyze the external and internal
environments of this organization and apply the concepts discussed in class. Each team will
conduct two formal presentations, write an executive summary of the analysis and each team
member will fill out a leadership assessment as part of the process. The project guidelines are
available on Blackboard and explain the project in detail.
VIII. Best/Worst Practices Presentation:
As a formal method of having you contribute in class, you will group into teams of 3-4 and present
on a selected service organization. Your goal will be to identify best or worst practices of the
company in a 10 minutes presentation. Some of you will focus on companies that have done very
well and others will focus on those that have made significant mistakes. The presentation should
include:
 A short company profile?
 What they look for in new hires?
 Specific strategies/practices they have implemented that are Positive (Best) or negative
(Worst). Please be specific. Ex. “Consistently strives to improve shareholder profit” vs.
“Conducts a yearly efficiency audit to identify specific areas of waste.” Don’t just tell us
what they do, tell us how they do it!
 Application of one class tool-Brief
 Summary sentence or two about what makes them successful
 Email to me with slides and 3 medium difficulty test questions. These questions should NOT
be shared with other students as they will be used on your exam. This is considered
cheating.
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IX. Other information:

To receive full credit for assignments, they must be submitted on time in a complete and
error-free fashion. All assignments must be typed, conform to 1” margins, in 12-point font,
and double-spaced. All assignments are due at the beginning of class on the due date
specified in the attached course schedule. The equivalent of one full letter grade will be
deducted from an assignment each day (24 hours) that it is late. If you are certain that your
paper will be far better given another day’s preparation, it may be worth it to accept the
penalty and write the better paper. Remember that anything you turn in is representing
you. . . make it look good.

I will be available to discuss papers with you before they are due. I can be used as a
“sounding board” for your ideas and outlines and, as time allows, I can read rough drafts and
make suggestions.

All papers will be graded based on Content (how deeply you have thought about the topic,
integration of your experiences with course concepts, communication of insights, accuracy of
concept application, etc.) and Presentation (organization, grammar, spelling, style, etc.).
Remember, you will be evaluated on both what you say and how you say it.
X. Additional Class Policies:
1. No make up exams will be given after the fact. If you know for certain you cannot make an
exam, please see me prior to the test day.
2. Violations of academic integrity in any form will not be tolerated. This includes cheating,
plagiarism, copying others’ work, allowing others to copy your work,
inappropriately sharing information, etc. Students will not be allowed to receive
assistance from sources other than those pre-specified by me. Violating the academic integrity
code is grounds for removal from any industry-based projects, group or paired
activities where grades are interdependent or failing the course with a record of the
offense possibly placed in your permanent transcript. Please refer to your student handbook
for the academic integrity policy. The values of the HTM program are clear as they relate to
ethical behavior as listed in the Pathways to Excellence document. I urge you to review this
document so you are clear on the standards that will be enforced in this class.
3. All student disabilities and religious holidays will be eagerly accommodated. If you have a
condition (e.g., pregnancy, learning disability, etc.) or holiday that needs accommodation,
please see me early in the semester so that we can take the appropriate steps.
4. Please inform me if any special circumstances arise for you during the semester. That is, if you
are having difficulty in class due to extenuating outside circumstances, please talk to me as
soon as possible so we can minimize the effects of these circumstances.
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XI. HTM 490 Schedule
Module 1
Introduction to
Strategic &
Systems
Thinking
Module 2
Where Are We
Now?
Where Do We
Want To Be?
Day
Date
T
8/25
Course & Topic Introduction
Grading/Policies/Projects
Th
8/27
Robin Hood Case (In Class)
Intro to Strategy, Types, SWOT
Best/Worst Topics Assigned
T
9/1
SWOT TOWS Overview
Top 20 Trends
Th
9/3
TOWS Assignment- Work as a Team
T
9/8
TOWS Assignment Presentations
Th
9/10
T
9/15
Paradigm Shifting- Joel Barker Video
Intro to Systems Thinking
Systems Thinking Tools- 5 Whys, Expanding
Circles, Causal Loops
Th
9/17
T
9/22
Th
9/24
T
9/29
Th
Module 3
How Do We
Get There?
Strategy
Development
10/1
Topic
Applying Systems Thinking to Services 1
Success in Service Companies
Determine Project Teams
Assessing External Environmental
Factors
The Global HTM Environment
SWOT & External Environment
Analyzing the Industry Environment 1
Porter’s Five Forces
Analyzing Resources & Capabilities
Applying VIRO Analysis
Reading & Assignments Due
Consider potential group members
Pick up all cases. Read syllabus
thoroughly!
Read Porter essay over viewing
strategy:
http://www.fastcompany.com/magazine/
44/porter.html
Read Developing a Business Strategy
for terminology at
http://www.planware.org/strategy.htm
*Single Page Write Up Due: Overview
of strategy based on readings.
Prepare as an exam study tool.
Complete It’s All About Change Ex.:
Download from BB, complete and bring
to class.
Review tools and SWOT concepts at
http://rapidbi.com/created/SWOTanalysi
s/#SWOTtemplate2
Please plan on presenting your TOWS
analysis
BP Presentation1
BP Presentation 2
In Class Activity
Read: A Systems Approach to Service
Quality on BB.
BP Presentation 3
BP Presentation 4
BP Presentation 5
BP Presentation 6 Read five forces
article on Blackboard (Porters-five-forces
Article.pdf)
Optional: More advanced summary at:
http://www.quickmba.com/strategy/porter.sht
ml
*Single Page Write Up on Porter Due:
Summarize the five forces. Prepare as an
exam study tool.
BP Presentation 7
Starbucks Case & Write up: Why is
Starbucks successful?
(Case No. 9-801-361)
http://hbr.org/product/howard-schultz-andstarbucks-coffee-company/an/801361-PDF-ENG
T
10/6
Complete Starbucks Case
Developing Competitive Advantage
5
BP Presentation 8
Read Summary at:
http://www.quickmba.com/strategy/gene
ric.shtml
Module 4
Strategy
Implementation
Module 5
How Do We
Know We Got
There?
BP Presentation 9
Southwest Case & Write up: How
does SW keep its cost advantage?
(Case No. 9-602-065 )
http://harvardbusinessonline.hbsp.harva
rd.edu/b01/en/common/item_detail.jhtml
?id=602065
BP Presentation 10
BP Presentation 11
Th
10/8
Analysis of Competitive Advantage 1
Cost Leadership
T
10/13
Complete Southwest Case
Th
10/15
Analysis of Competitive Advantage 2
Alternate Forms: Operational Excellence,
Cust. Responsiveness, Performance
Superiority
(Possible Team Meeting Day)
T
10/20
Evaluation Meetings
Meet me in the HTM office
Th
10/22
Individual Team Meetings
T
10/27
Th
10/29
Bridging Theory & Practice:
First Presentations Overview
Analysis of Competitive Advantage 3
Differentiation
Developing a Strategic Plan
T
11/3
Exam 1
Th
11/5
Individual Team Meetings
T
11/10
Veteran’s Day No Classes
Th
11/12
Individual Team Meetings
Meet as a team on your own
T
11/17
BP Presentation 14
Th
11/19
Strategy Implementation 2
The Role of Organizational Culture
Evaluation Meeting
T
11/24
Individual Team Meetings
Meet as a team on your own
Th
11/26
Thanksgiving
T
12/1
Evaluation Meeting
Meet me in HTM office
Th
12/3
Individual Team Meetings
Meet as a team on your own
T
12/8
Th
12/10
Bridging Theory & Practice:
Second Presentations
Debrief
Team Presentations
Executive Summary Due
*Peer Evaluations Due
Team Presentations
Assess your favorite luxury brand
Look at Online Planner at:
http://www.planware.org/strategy.htm
BP Presentation 12
BP Presentation 13
Meet as a team on your own
Meet me in HTM Offices
Note: This is a tentative course schedule and may shift at my discretion according to class needs,
availability of guest speakers, and the like. Additional readings and assignments will be given in class.
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XII. Best/Worst Practices:
**Groups of 3 (30 Class) 4-5 (50 Class)- Please be specific in describing the strategies
implemented by the company
No. Names
Company (Best)
Date
1
Marriott
2
Cheese Cake Factory
3
Trader Joes
4
FedEx
5
McDonalds
6
Four Seasons
7
Disney
8
Singapore Airlines
9
Costco
10
Yum Brands
Company (Worst)
11
TCBY
12
Home Depot
13
Six Flags
14
Sbarro
7
J. Willard and Alice S. Marriott Student
Center for Professional Development
Pathways to Excellence
Behaviors
Attitudes
We Expect You. . .
We Promise . . .
To strive for excellence
To be honest- live honor and integrity
To practice self-reliance- take responsibility
To be engaged in your education
To have realistic expectations
To be prepared
To demonstrate good manners
To practice punctuality- being on time is
being late
To wear professional attire
To practice professional communication
To have a plan
To not over commit
To put you first
To challenge you
To make learning fun
To provide opportunity
To be honest with you
Going Above and Beyond
Stay
informed
Study/work
abroad
Seek
scholarships
8
Be active in
associations
Volunteer