STRATEGIC HOSPITALITY

MANAGEMENT
 TABLE OF CONTENT
Introduction

Cultural Web & Value Chain Analysis: Internal Analysis

PESTLE and Porter’s Five Forces: External Analysis

SWOT ANALYSIS

Stakeholder Mapping
 TABLE OF CONTENT

SAF MODEL

Porters generic strategy

FORCE FIELD ANALYSYS.

Drift Model

Conclusion

References
 INTRODUCTION
Strategic management refers to the process of setting up of goals, procedures and
objectives in order to make sure that the company gain a competitive edge in the market.
Through the process of strategic management, the company deploys staff in the process
so that they can improve the productivity and attain the required goals and objectives in
the business. In this report, Center parcs is taken which is a European network that deals
with in the hospitality sector. This report revolves around the internal analysis, external
analysis, stakeholders mapping and further the future growth prospects of Center parcs.
 CULTURAL WEB ANALYSIS
• Stories: The stories and myths associated with
centre parc are the Dutch background of the
company and growth of the company from a
sports equipment facility to a holiday
park enterprise.

• Rituals and Symbols: In context of Centre Parc,

the symbol associated with the company is the
blue green and red logo of the company with a leaf
shaped bird symbol.
 CULTURAL WEB ANALYSIS
• Organizational Structure: In case of Centre Parc,
the organisational structure adopted by the
company is hierarchical organisational structure.

• Control Systems: The focus of the respective to

increase the diversity, quality and inclusivity.

• Power Structures: In case of Centre Pacr, power

is and unequally divided as highest power is
given to a single individual, CEO Mark Dolby.
 INTERNAL ANALYSIS
• Value chain analysis

• Inbound Logistics:

• In is of centre Parc, this involves inventory control and

stock requisitions and back of the house storage and
distribution in different holiday parks.

• Operations:

• The daily activities conducted at Centre Parc. the daily

operations conducted at different resorts of the company
include housekeeping, food and beverage preparation
along with consumer service.
 INTERNAL ANALYSIS
• Outbound logistics:

• In context of centre parc, Outbound logistics

of the company involve transportation of
goods to different resorts along with final
delivery of services to consumers of different
resorts.

• Marketing and Sales:

• Marketing and sales activities conducted at

the centre parc include social media marketing
and search engine optimization.
 INTERNAL ANALYSIS
• Services:

• In case of, Centre Parc, services offered by the company

include concierge services along with other consumer
support services to provide guests the best experience.

• Human Resources:

• In context of Centre Parc, the human resource activities

completed by the company involved providing
employees training and development and
constructing employers brand image build a skilled
workforce.
 INTERNAL ANALYSIS
• Strengths- The major strength that the
business reflects helps them in creating a
model that can create good profitability in
the business.

• Weakness- The major weakness of the

respective company is that they hike their
prices on a very frequent basis and hence
they are quite expensive. Therefore, many
people are unable to afford the services
that are offered by Center parcs.
 INTERNAL ANALYSIS
• Opportunities- The major
opportunity of Center parcs is
that they have good scope in
the hospitality and tourism
sector.

• Threats- The threats that the

company faces are due to the
competition that the company
faces in the hospitality sector.
 EXTERNAL ANALYSIS
• Political factor

• Brexit is the primary political factor

affecting Hospitality industry as it
will influence revenue generation
ability of Hotels.

• Economical Factor

• The downward economic

conditions In UK affect
profitability of Centre Parc.
 EXTERNAL ANALYSIS
• Social Factor

• The increasing impact of social

media reviews on consumer
decision making in finding a
hospitality organization
affects the Centre parc.

• Technological factor

• The increasing usage of Virtual

and augmented reality in
hospitality functions.
 EXTERNAL ANALYSIS
• Environmental factor

• Consumer across the globe are demanding sustainable

travel experience which positively affects the
community of the region and the environment. This
affects Central Parc due to rising concern of
sustainability.

• Legal Factor

• The primary legal factor affecting the company is the

legislations which need to be followed in different
countries to manage Holiday Park operations.
 EXTERNAL ANALYSIS
• Porter’s five forces analysis

• Intensity of competition

• In context oof hospitality industry, the intensity of competition is high. the reason behind this
is that there are different luxury as well as normal hospitality establishments who offer
similar experiences to the consumers. In addition to this the launch of Airbnb and rental
tourism has also enhanced competition for centre parc.

• Consumer’s Power

• The purchasing power of the consumer in case of the hospitality industry is high. the reason
for this is that consumers have different options and alternatives from which they can choose
their holiday destination and accommodations.
 EXTERNAL ANALYSIS
• Suppliers Power

• In context of the Centre Parc the buying power of the suppliers is low. This is because
of the abundance of suppliers of high-quality raw materials to prepare services of
interior products. This enables the company to gain high quality products at
reasonable prices.

• Threat of new entrants

• In this context there are various barriers that arise in front of new businesses
considering the need of capital taxation government policies and so on. In ccontext of
the hospitality industry with head of new entrances low because high investment is
required along with global marketing.
 EXTERNAL ANALYSIS
• Threat of substitute

• The main substitute in case of the holiday park companies is Airbnb, which is an
accommodation online marketplace.

• This is not a perfect substitute for holiday parks offered by Central Parc because
additional services suggest spa and free Wi-Fi are also offered by the company.
However, Airbnb is a popular affordable accommodation alternative.

• This makes it look substitution moderate.

 STAKEHOLDER MAPPING

high
Owners/
Government
Workforce

Power
.

Suppliers Consumers

low

low high
Interest
 SAF MODEL CURRENT STRATEGY
(SUSTAINABILITY AND LOCAL TOURISM)

Suitability Acceptability Feasibility

The current strategy of In context of Centre Parc In case of current strategy of

Centre Parc is suitable restaurant the strategy to Centre Parc, the company
because it focuses on local focus on building local has financial resources and
tourism and sustainability. tourism and sustainability network of holiday parks to
has low risk and will implement this strategy
provide high return because effectively.
pandemic has affected
growth of global tourism.
 ANSOFF MATRIX
• Market Development:

• The advantage of using this strategy for centre parc expect it will help the company
gain global leadership while the disadvantage is that it can lead to compromise in
productivity or quality due to lack of resources.

• Market Penetration:

• The advantage of this strategy for Centre Parc is that it will help the company gain
industry leadership in a specific market while the disadvantage is that it increases
dependence of the company on a specific market and its business cycle.
 ANSOFF MATRIX
• Product Development:

• The advantage of this strategy is that it can help Centre Parc adopt to changing trends
in the hospitality industry while it is advantages that it is a risky strategy due to
introduction of new product.

• Diversification:

• The advantage of this strategy is that it helps the company expand consumer base
through innovative products. The disadvantage of this strategy for Centre Parc is that
it requires high financial and time investment in research and development.
 SAF MODEL FUTURE STRATEGY

Suitability Acceptability Feasibility

The strategy is suitable for Product development strategy will The product
Centre Parc because it will provide high returns to the development strategy
help the company attain respective organisation because it will is feasible for the
current business goals and create differentiated brand image of the company because it
recover from the loss caused company. This strategy also has lower requires limited
by the pandemic. In addition risk compared to other strategies research and
to this it will also prepared because it deals with the existing development and can
organisation for future of the market of the company. this makes the provide huge
hospitality sector. product development strategy profitability.
acceptable for growth of Centre Parc.
 FORCE FIELD ANALYSIS

Factors in favor
Factors in
against
Maximum Consumer
satisfaction

Increase in consumer base

Staff dissatisfaction

Adaption to changing
Product
environment
Development
High Investment
Potential for increase in
revenue.

Differentiated brand Time taking

image
DRIFT MODEL
Centre
Parc
 CONCLUSION
From the above report it can be concluded that strategic planning is one of the major
component. The organisation is required to conduct an internal and external analysis so
that the company can make strategies accordingly. Further the business can make several
strategies based on the different models such as Ansoff matrix which helps the company
in making growth strategies. The current strategies of the company can be advanced so
that the business can make further changes which will open growth prospects for the
business.
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