What are the main problems encountered during the formation of alliances? Assess the importance of effective partner selection in this process

This paper will comprehensive tackle the following areas:
- general introduction of strategic alliances, rationale for formation and common challenges
- detailed discussion on the formation stages and challenges faced
- use of relevant theories on the same including stakeholder theory, game theory, resource based view and others
- deep research citing cases from alliances across the world

The paper shall be in report format and in harvard style. Length of paper: 3900
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Quality references: Contemporary issues in the hospitality industry

Adams, A., 1995. Food safety: the final solution for the hotel and catering industry? British Food Journal, 97(4), pp. 19-23

Adams, A., Morrell, S., 1999. Food safety enforcement and the hospitality industry. Nutrition and Food Science. 99(1), pp. 37-41

Aksoydan, E., 2007. Hygiene factors influencing customers’ choice of dining-out units. Journal of Food Safety, 27, pp. 300-316

Almanza, B.A., Nesmith, M.S., 2004. Food safety certification regulations in the United States. Journal of Environmental Health, 66(9), pp. 10-14

Chow, A.J., Alonso, A.D., 2010. Exploring open kitchens impact on cleanliness perceptions. Journal of Retail and Leisure Property, 9, pp. 93-104

Dearlove, J.V., Bialous, S.A., Glantz, S.A., 2002. Tobacco industry manipulation of the hospitality industry to maintain smoking in public places, Tobacco Control, 11, pp. 94-104

Goh, C.L., Law, R., 2007. Applying the cloak of invisibility technology to security and privacy in the hotel industry. International Journal of Contemporary Hospitality Management, 19(7), 600-605

Groenenboom, K., Jones, P., 2003. Issues of security in hotels. International Journal of Contemporary Hospitality Management, 15(1), pp. 14-19

Hemmington, N., 2007. From service to experience: understanding and defining the hospitality business. The Service Industries Journal, 27(6), pp. 1-19

Knowles, T., Hartwell, H.., 2002. Food safety in the hospitality industry. Food Service Technology, 2(3), pp. 151-152

McNabb, J., Hearns, N., 2005. The smoking ban in hospitality: a cross-border perspective from Ireland.  International Journal of Contemporary Hospitality Management. 17(2), pp. 181-190

Nagelhout, G.E., Willemsen, M.C., Vries, H., 2010. The population impact of smoke-free workplace and hospitality industry legislation on smoking behaviour. Findings from a national population survey. Addiction. 106(4), pp. 816-823

Pragle, A., Harding, A., Mack, J., 2007. Food workers’ perspectives on hand-washing behaviours and barriers in the restaurant environment. Journal of Environmental Health, 69(10), pp. 27-32

Schmidt, C.W., 2007. A change in the air: smoking bans gain momentum worldwide. Environmental Health Perspectives. 115(8), pp. 412-415

Tomlin, J.T., 2009. The impact of Smoking bans on the Hospitality Industry: New Evidence from Stock Market Returns, The B.E Journal of Economic Analysis and Policy, 9(1)
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Quality references: marketing plan

African Development Bank, 2011. The middle of the pyramid: dynamics of the middle class in Africa. (Online) Available at: http://www.afdb.org/fileadmin/uploads/afdb/Documents/Publications/The%20Middle%20of%20the%20Pyramid_The%20Middle%20of%20the%20Pyramid.pdf (Accessed 12 November 2012)

Barkan, D.J., 2012. Kenya: assessing risks to stability. (Online) Available at: http://csis.org/files/publication/110706_Barkan_Kenya_Web.pdf (Accessed 12 November 2012)

Bettiol, M., Di Maria, E., Finotto, V., 2012. Marketing in SMEs: the role of entrepreneurial sensemaking. International Entrepreneurship and Management Journal, 8(2), pp. 223-248

Cifci, S., Kocak, A., 2012. The impact of brand positivity on the relationship between corporate image consumers’ attitudes toward brand extension in service businesses. Corporate Reputation Review, 15(2), pp. 105-118

GBS Kenya, 2012. GBS Tv Home Shopping.  (Online) Available at: http://gbstvhomeshopping.com/ (Accessed 12 November 2012)

Greg, B., 2007. Marketing and sales strategy. New York: the McGraw Hill Companies Inc

Himmelspach, J., 2008. The essentials of social media marketing. Grand Rapids Business Journal, 26(5), p. 4

Johnston, M., Tennens, M., 2005. The challenges of implementing a marketing strategy: a practitioner’s view. Journal of Medical Marketing, 5(1), pp. 44-56

Kenya National Bureau of Statistics, 2012. 2009 Population and Housing Census Results. (Online) Available at: http://www.knbs.or.ke/Census%20Results/Presentation%20by%20Minister%20for%20Planning%20revised.pdf (Accessed 12 November 2012)

Kotler, P., 2009. A framework for marketing management. Upper Saddle River, NJ: Pearson Prentice Hall

Paswan, A.K., Blankson, S., Guzman, F., 2011. Relationalism in marketing channels and marketing strategy. European Journal of Marketing, 45(3), pp. 311-333

Perreault, W.D., McCarthy, E.J., 2003. Essentials of marketing. NY: Irwin McGraw Hill

Pollach, I., Johansen, T., Nielsen, A.E., Thomsen, C., 2012. The integration of CSR into corporate communication in large European companies. Journal of Communication Management, 16(2), pp. 204-216

Pope, N., Hume, W., 2003. Strategic internet marketing. European Journal of Marketing. 37(3/7), pp. 614-616
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Current trends in the hotel industry

The pressure for hotels to be more innovative in their service provision has been higher in the last five years than at any other point in history. This has been as a result the changes in the basic characteristics of the main consumers of hotel services. Current trends in the hotel industry are in line with the characteristics of the modern day consumer who is better informed and always looking out for unique experiences. The definition of ‘leisure’ is quickly acquiring a new meaning with many customers appearing to go for extraordinary experiences that are aligned to their tastes and preferences. What was previously a preserve of the lifestyle hotels is quickly becoming a basic necessity for all the players in the hotel industry. 
In line with this development, hotel managers are turning towards innovation as their tool the achievement of a competitive advantage. This is being done with the cooperation of employees who are increasingly becoming effective in the collection of useful information from clients regarding their preferences. The information is then shared for the hotels to create services and avail facilities that would provide their clients with the ‘extraordinary’ experiences desired. Statistics indicate that the demand for value added leisure services is on a steady increase as the level of income in the middle class increases enabling them to make a bigger budgetary allocation to luxury products and services. Customers are also becoming increasingly aware of the environment with a larger majority expressing a certain liking for scenery that are more reflective of nature. With this in mind, a general trend has been observed where hotels with substantial pieces of land striving to landscape their compounds professionally to bring out various natural settings. Even among the hotels with smaller pieces of land, there have been efforts to create live albeit small gardens where customers can relax during their stay in the hotels. Current trends in the hotel industry globally are an indication that hotels are aware of the needs of their clientele and are keen to do whatever it takes to keep them interested in their organizations.
As strategic management experts would observe, every organization must conduct a realistic audit of its resources and create a way of using the resources to create a competitive advantage for itself. This view is in line with the resource based view of the organization. The most strategic resource at the disposal of the hotels has been and will always be their human resource. They interact extensively with their clients and are therefore in a very strong position to influence their level of satisfaction in their service provision. It therefore doesn’t come as a surprise to observe that current trends in the hotel industry are increasingly leaning on placing a greater emphasis on the employee capabilities and how such capabilities can be harnessed for the benefit of the whole organization. Focus on knowledge sharing and teamwork is largely being emphasized with many hotels employing professionals to help them develop effective and reliable knowledge sharing systems. This has been identified as most effective way of promoting innovation in the industry. 

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Trading in theatre tickets

The business of trading in tickets is one that entrepreneurial individuals have been keen to embrace from time immemorial. It involves the purchase of tickets and then selling them later at a premium. Like any other business, this venture has its own risks. However, a calculating businessman should be able to sell off all their tickets and realise a good return. One of the most important factors to consider when choosing the tickets to trade in is the venue. Venues such as Oporto Coliseum are vey popular and their tickets tend to be very popular. Oporto Coliseum is one of the most strategic venues and people investing in their tickets are more than likely to realise a good return.

The second things that one must consider when trading in the Oporto Coliseum tickets is the fact that its popularity has also attracted many other entrepreneurs that may want to capitalise on its popularity. This brings to the fore the issue of pricing and marketing. Putting an excessive premium on the ticket prices could see one easily lose to the competition. The pricing should therefore be done only after one has conducted a thorough research on the prevailing competitor prices and having their prices placed at competitive levels. One can either choose to price competitively and realise their returns in advance or wait out the competition until they run out of stocks then release their tickets at a premium rate. The latter method may however be risky as there is no assurance that the tickets can all get sold out in the remaining time.

The other approach that one can take is the use of marketing. Most people who visit theatres are not first time visitors. They tend to be people who have a habit of doing so. An entrepreneur can identify such individuals and be keen to keep them informed of the shows at the venues and also provide the assurance that such clients would never have to hustle in the search for venue tickets whenever there is a good event at the venues. 

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The future of M-Commerce in the UK

Current trends indicate that there are high growth prospects for M-commerce in sectors such as electronics, grocery retail, and personal care. Also notable is the growing popularity for online shopping among customers of luxury products. Some of the media expected to dominate M-commerce are tabloid and mobile phones. In fact, it is estimated that the level of consumer spending through M-commerce in the UK should reach an equivalent of $30 billion by the year 2020. This is a sharp rise from the current estimates which place the customer spending through M-commerce in the UK at $ 2 billion.

So, why are there positive predictions on the future of M-commerce in the UK? The answer is pretty simple: Convenience! The idea of accessing what one needs at the click of button is simply intriguing. With M-commerce, the time consuming shopping routines are quickly done away with and the shopper can make their transactions from the comfort of their homes or offices. Market researchers observe that the enabling environment for M-commerce in the UK has been at its best in decades. The infrastructure to allow for cost effective online and electronic payments is well developed and ready for exploitation by the rising number of customers exhibiting a phenomenal unwillingness to spend their already limited time on the streets shopping for products.
Statistics indicate that the growth estimates in the M-commerce sector are much higher than that of the physical stores with the growth rates for both sectors standing at 55% and 1.6% respectively over the next two years. In the grocery retail sector, proceeds from M-commerce in the UK stand at an estimate of $450. It is estimated that such proceeds will hit the $8 billion mark by the year 2020. As strategic management consultants would hold, every business intending to withstand market rivalry in the future must be keen to develop its systems to facilitate effective online operations. M-commerce allows organizations to extend their presence in the market beyond the restrictions of physical space. It therefore presents itself as a less costly tool for business expansion. With the increased access to the internet in the UK and the reduced charges on electronic and online transactions, one can only predict rapid growth in the M-commerce sector in the UK with more and more of the sectors embracing this medium of trade.
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