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Failure-Avoidance in the Implementation of Tourism and Hospitality Strategies

Failure-Avoidance in the Implementation of Tourism and Hospitality Strategies

Reza Aboutalebi
Copyright: © 2016 |Pages: 20
ISBN13: 9781466697614|ISBN10: 146669761X|EISBN13: 9781466697621
DOI: 10.4018/978-1-4666-9761-4.ch005
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MLA

Aboutalebi, Reza. "Failure-Avoidance in the Implementation of Tourism and Hospitality Strategies." Strategic Tools and Methods for Promoting Hospitality and Tourism Services, edited by Alexandru-Mircea Nedelea, et al., IGI Global, 2016, pp. 89-108. https://doi.org/10.4018/978-1-4666-9761-4.ch005

APA

Aboutalebi, R. (2016). Failure-Avoidance in the Implementation of Tourism and Hospitality Strategies. In A. Nedelea, M. Korstanje, & B. George (Eds.), Strategic Tools and Methods for Promoting Hospitality and Tourism Services (pp. 89-108). IGI Global. https://doi.org/10.4018/978-1-4666-9761-4.ch005

Chicago

Aboutalebi, Reza. "Failure-Avoidance in the Implementation of Tourism and Hospitality Strategies." In Strategic Tools and Methods for Promoting Hospitality and Tourism Services, edited by Alexandru-Mircea Nedelea, Maximiliano Korstanje, and Babu George, 89-108. Hershey, PA: IGI Global, 2016. https://doi.org/10.4018/978-1-4666-9761-4.ch005

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Abstract

One of the key factors for the effectiveness and success of tourism promotional methods is having the right strategy for each promotional technique and implementing those strategies properly. The problem with current tourism and hospitality literature is a lack of wide-scope and strategic perspective on the reasons for strategy fatality that can compile and categorize all major causes of strategy failure. A meta-analysis technique is used to systematically analyze existing related literature in the top eight related journals and all Amazon books that include one or more of the six strategy failure related keywords. The taxonomy of causes of strategy failure has emerged after systematic combination of the principal causes of strategy failure (absent, present, incompatible) and approximation of influential environments that contribute to failure of strategies (near, middle, far). The taxonomy of causes of strategy failure has nine sets of strategy-crashing factors.

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