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Books > Business & Economics > Industry & industrial studies > Service industries > General
This joint publication explores how big data and digitalization can
support sustainable tourism development and help revitalize and
reshape the sector as it emerges from the pandemic. The report,
co-published with the World Tourism Organization, examines trends,
challenges and opportunities in the use of big data in tourism. It
highlights the need for investment in big data systems,
partnerships with private and public sector big data providers, the
adoption of proven measurement systems for sustainable tourism, and
regional policy cooperation. Case studies from Asia and the Pacific
illustrate ways of tapping big data in tourism development.
Foodservice industry operators today must concern themselves with
the evolution of food preparation and service and attempt to
anticipate demands and related industry changes such as the supply
chain and resource acquisition to not only meet patrons' demands
but also to keep their competitive advantage. From a marketing
standpoint, the trend toward a more demanding and sophisticated
patron will continue to grow through various factors including the
promotion of diverse food preparation through celebrity chefs, mass
media, and the effect of globalization. From an operational
standpoint, managing and controlling the business continues to
serve as a critical success factor. Maintaining an appropriate
balance between food costs and labor costs, managing employee
turnover, and focusing on food/service quality and consistency are
fundamental elements of restaurant management and are necessary but
not necessarily sufficient elements of success. This increasing
demand in all areas will challenge foodservice operators to adapt
to new technologies, to new business communication and delivery
systems, and to new management systems to stay ahead of the
changes. Strategic International Restaurant Development: From
Concept to Production explains the world of the food and beverage
service industry as well as industry definitions, history, and the
status quo with a look towards current challenges and future
solutions that can be undertaken when developing strategic plans
for restaurants. It highlights trends and explains the logistics of
management and its operation. It introduces the basic principles
for strategies and competitive advantage in the international
context. It discusses the food and beverage management philosophy
and introduces the concept of food and beverage service
entrepreneurship, restaurant viability, and critical success
factors involved in a foodservice business venture. Finally, it
touches on the much-discussed topic of the food and beverage
service industry and sustainable development. This book is ideal
for restaurateurs, managers, entrepreneurs, executives,
practitioners, stakeholders, researchers, academicians, and
students interested in the methods, tools, and techniques to
successfully manage, develop, and run a restaurant in the modern
international restaurant industry.
This book - written for those holding, preparing for, or aspiring
to managerial-level and above leadership positions within
healthcare organizations - promotes a new, forward-thinking
framework for leadership, a model that innovates upon the current
paradigm directing leadership thinking, integrating the best
business and social concepts, strategies, and practices with
healthcare. Like its namesake, this integrated leadership model is
about bringing the best leadership assumptions and practices
together so that their weaknesses amidst shifting environments are
buoyed by the others' strengths. Prior to detailing the integrated
leadership model, however, readers will find out how ""organized
medicine"" has changed over the decades (Chapter 1), what
innovation really means (Chapter 2), and how to think clearly about
strategic management and its constituent parts (strategic thinking,
strategy development, and strategic planning) (Chapter 3). Then,
the other models which helped contribute conceptually to the
development of the integrated leadership model, along with the
model itself, are discussed (Chapter 4). The chapters that follow
(Chapters 5-7) explore each of the three primary modes of
leadership behavior (anticipatory, strategic, and administrative)
that keep an organization focused and refreshed throughout its
various innovation-minded, effectiveness-establishing, and
efficiency-building pursuits. For those wondering about integrating
the model into their leadership habits (or scaling it for their
organizations), Chapter 8 includes a short story about a healthcare
organization in which the model is not spoken of, though its
existence should be clearly perceived. The imaginary organization
will illustrate ways in which the theory that undergirds the model
and the practices which bring it to life can have a home in your
organization.
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