Global Tourism & Hospitality Management I｜Kyoto University OpenCourseWare

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Global Tourism & Hospitality Management I
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Numbering Code		Year/Term	2022 ・ First semester
Number of Credits	2	Course Type	Lecture
Target Year		Target Student
Language	English	Day/Period	Thu.1・2
Instructor name	MAEGAWA YOSHIKAZU (Graduate School of Management Program-Specific Professor) TAYLOR, David Welles (Part-time Lecturer)
Outline and Purpose of the Course	The course provides students with a deeper understanding of factors, forces and issues that shape the global tourism and hospitality management environment, particularly with a focus on Japan. Until recently, foreign visitors to Japan exceeded expectations due in part to Asia's economic growth, an emerging middle class, the weaker yen and the lead up to the 2020-21 Tokyo Olympics. Now, due to the coronavirus pandemic, the global tourism and hospitality management environment has changed dramatically - inside and outside Japan. With the postponement of the Tokyo 2020 Olympics, tourist flows have dried up and many hospitality-related businesses around the world are struggling to survive. Together, we will examine the tourism and hospitality industry environment and consider from a global-managerial decision-making perspective, who will be the "winners" and "losers" during this unique and uncertain time in history. With the current global health crisis serving as context, we will analyze and discuss critical issues such as shifts in consumer preferences, the impact of digital transformation, the growing importance of revenue management and the path forward for special events such as the postponed Tokyo Olympics and the future role of Integrated Resorts in driving destination development in Japan.
Course Goals	Through this discussion-based course, students will: 1) expand their knowledge of global tourism and hospitality management (inside and outside Japan), 2) strengthen their communication, analytical and problem-solving skills as well as 3) managerial decision-making skills.
Schedule and Contents	Lecturer: David Taylor, PhD Tentative Schedule Week 1 (Thu, 4/14) 1.1 Welcome and Syllabus Deconstruction: Course Expectations, Roadmap, Assignments and Assessment; Learning Team Formation 1.2 The Corona Virus: Impact Inside and Outside Japan; Preview Assignment 1 "Winners and Losers" (Thu, 4/21 - 8:45 - 10:15) Week 2 (Thu, 4/21) 2.1 Discussion 1: The Corona Virus Impact Inside and Outside Japan "Winners and Losers" 2.2 Consumer Behavior: Building Transformative Customer Relationships; Preview Assignment 2 "Winners and Losers" (Thu, 4/28 - 8:45 - 10:15) Week 3 (Thu, 4/28) 3.1 Discussion 2: Building Transformative Customer Relationships and Lifetime Value "Winners and Losers" 3.2 Brand Building: Heritage Tourism and Building a Heritage Hospitality Brand; Preview Final Presentation Assignment (Thu, 5/12 - 10:30 - 12noon) Week 4 (Thu, 5/12) 4.1 Learning Team Mid-Term Update: Final Presentation Tentative Topic(s), Questions & Concerns; Digital Transformation Inside & Outside of GTHM 4.2 Revenue Management: Fundamentals, A Strategic Profit Perspective & Covid 19; Preview Guest Speaker & Assignment - TBA (Thu, 5/19 - 8:45 - 10:15) Week 5 (Thu, 5/19) 5.1 Revenue Management: Guest Speaker - Michael Koller, Executive Director, Casino Marketing Strategy & Analytics, MGM Resorts International 5.2 Revenue Management/Guest Speaker Debrief: "Lessons Learned"; Preview Assignment 3 "Winners and Losers" (Thu, 5/26 - 8:45 - 10:15) Week 6 (Thu, 5/26) 6.1 Discussion 3: The 2021 Tokyo Olympics "Winners and Losers" 6.2 Integrated Resorts and Destination Development; Preview Guest Speaker & Assignment - TBA (Thu, 6/2 - 8:45 - 10:15) Week 7 (Thu, 6/2) 7.1 Integrated Resort Development: Guest Speaker - Jiro Kawakami, VP & Chief of Staff, MGM Resorts Japan LLC (9 - 12) 7.2 Final Team Presentations: Building the Kyoto Heritage Hospitality Brand (*Followed by short awards ceremony for best presentations)
Evaluation Methods and Policy	Tentative Grading Policy - 30% : contribution on assignments - 15% : contribution on in-class discussions - 40% : mid- and final- presentations - 15% : peer evaluation in group work We are living through an unprecedented crisis in history. Out of crisis, often winners and losers emerge in business. During the 2008 financial crisis, hospitality industry leader AirBNB was founded as a cheaper customer alternative to hotels. And, for people who had an extra room and needed money, AirBNB offered a powerful platform to create and capture value through a simple and straightforward solution. In brief, for smart and agile managers and visionary leaders, difficult times can create business opportunity. Air BNB is built on individual initiative, teamwork and leadership collaboration and so is this class. Your grade links to individual initiative (chat & discussion) and teamwork (final presentation & peer evaluation).
Course Requirements	None
Study outside of Class (preparation and review)	The professor understands that most students are non-native English speakers. To facilitate 1) class discussion, 2) note-taking and 3) assignment preparation, all readings and assignments will be provided to students well in advance to help strengthen learning and retention. Lecture notes and powerpoints will also be posted to PandA. For preparation and review, please review these notes and check PandA and your email regularly for updates and announcements.
Textbooks	Textbooks/References	No textbook is required for this discussion-based seminar. However, required case studies, articles and reports will be distributed electronically. Please note reading deadlines below.
References, etc.	Weekly readings (and podcast), to be completed before class, are: Before Session 1.1 & 1.2: World Tourism and Economic Impact (2019) / Tourism and Covid-19 (2020) / EIR2021 Global Infographic (2021) Before Session 2.1 & 2.2: Drivers of Change (2019) / Motivation Behind Japanese Behaviors* (2019) Before Session 3.1 & 3.2: Neemrama Hotels: Building a Heritage Hospitality Brand (2020) Before Session 4.1 & 4.2: Why Some Platforms Thrive And Others Don't (2019) Accor & Space Tourism Cases (2018): Japan Digital Agenda 2030* (2021) Before Session 5.1 & 5.2: Pricing & Revenue Management (2008) / 9 Months of Covid: Advice from Global Hotel Industry(2021) / MGM Case Study (TBA) Before 6.1 & 6.2: Tokyo and Beijing Olympics Readings (TBA) . Before Session 7.1 & 7.2: - Integrated Resort/MGM Japan Readings (TBA)