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This subject introduces you to theories of entrepreneurship, value creation, and innovation. Hospitality is a highly competitive industry that seeks new ways to achieve performance and unique personalized customer experiences. Value creation through innovation in business is important because it has the capacity to transform the hospitality industry. You will collaborate in a small team to develop and pitch a feasible business case proposal for investment or approval

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What does it take to create a game-changing idea in the competitive world of hospitality? How can innovation transform guest experiences and drive business success? In this subject, you will explore the foundations of entrepreneurship, value creation, and innovation while examining their impact on the hospitality industry. Working in small teams, you will develop and pitch a creative and feasible business case for investment or approval, using real-world strategies to stand out in a crowded marketplace. This practice-led experience will challenge you to think critically, collaborate effectively, and turn innovative ideas into actionable solutions.

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Task 1: Opportunity Analysis Interactive Oral (30%)

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Task 1: Opportunity Analysis Interactive Oral (30%)

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Students participate in a 10-minute interactive oral assessment where they present a hospitality industry challenge or gap, analyze it using entrepreneurial theories, and propose an opportunity for value creation. Examiners (or peers) ask follow-up questions to test their ability to defend and refine their ideas

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Task 2 Collaborative Business Case Pitch and Panel Discussion (40%)

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Task 2 Collaborative Business Case Pitch and Panel Discussion (40%)

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Teams develop an innovative hospitality business proposal and deliver it as a 10-minute interactive pitch to a panel (instructors, peers, or industry professionals). The panel engages with the team in a Q&A format, simulating real-world investor or stakeholder discussions.

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Task 3: Reflective Podcast on Team Innovation Journey (30%)

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Task 3: Reflective Podcast on Team Innovation Journey (30%)

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Individually, students create a 5-minute reflective podcast discussing their team’s collaboration process, challenges, and lessons learned during the innovation journey. They connect this to entrepreneurial theories and Tuckman’s group development stages.

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1. Analyse entrepreneurial theories and value creation principles to identify opportunities for innovation in the hospitality industry

2. Design a creative and feasible business case proposal that addresses industry challenges and creates value in a hospitality context

3. Collaborate effectively within a team to research, develop, and present innovative business solutions for the hospitality industry

4. Evaluate the feasibility and impact of an innovative business proposal, considering key stakeholder and industry needs

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In a knowledge-driven and technologically mediated business environment where practices are constantly evolving, it is important for managers to have the necessary capabilities to access and interpret technical knowledge to initiate change. This is certainly the case in the very competitive and ever-changing hospitality industry. Managers must be able to critically think and analyse circumstances to make the best strategic management decisions.

The goal of this subject will be to immerse you in a hotel business simulation that

willreinforce andreward strategicand critical thinking. You will compete in groups within the Hotel Operations, Tactics and Strategy Simulation (HOTS) where you will be challenged to exercise judgement and optimise organisational outcomes as you run a hotel. Furthermore, you will study key theories and concepts underpinning revenue and yield management to develop strategic plans within the context of

contemporaryhotelandhospitalitymanagement.

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How do managers navigate the fast-paced and ever-changing world of hospitality? What does it take to make strategic decisions that drive success in a competitive market? In this subject, you will step into the role of a hotel manager through the immersive Hotel Operations, Tactics, and Strategy Simulation (HOTS). Working in teams, you will face real-world challenges, exercise judgement, and optimise organizational outcomes as you run a virtual hotel. Along the way, you will explore key theories and concepts of revenue and yield management, using them to develop strategic plans tailored to contemporary hospitality management. This practice-led experience will sharpen your critical thinking, analytical skills, and abiity to make impactful decisions in a dynamic business environment.

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1. Apply strategic decision-making skills to analyse dynamic business scenarios and optimise revenue, yield, and operational outcomes within a competitive hotel management simulation.

2. Collaborate effectively in teams to solve complex problems, develop innovative strategies, and achieve organisational goals in a simulated hospitality environment.

3. Implement key concepts of revenue and yield management to design and execute data-driven strategies that enhance hotel performance and customer satisfaction.

4. Reflect on team-based decision-making processes to identify areas for improvement, demonstrate critical thinking and articulate insights for future applications in hospitality management.

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Task 1: Team-Based Simulation Performance (40%)

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Task 1: Team-Based Simulation Performance (40%)

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Students collaborate in the HOTS simulation, making strategic decisions over multiple rounds.

SLOs Assessed: 1 (strategic decision-making), 2 (collaboration), 3 (revenue management).

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Students write reflections on their decision-making process, team dynamics, and lessons learned.

SLOs Assessed: 4 (reflection), 2 (collaboration).

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Task 3: Revenue and Yield Management Plan (40%)

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Task 3: Revenue and Yield Management Plan (40%)

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Based on the simulation, students design and present a strategic plan to optimise hotel revenue and operational performance.

SLOs Assessed: 3 (revenue management), 1 (strategic decision-making).

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Leadership can define the success of an organisation. Leaders inspire, motivate, support and engage their teams and others not only to achieve shared goals, but also to drive the entire organisation forward through an ever-changing business environment. You will review multiple concepts of leadership qualities and styles, and reflect on your own leadership style and behaviour through a blend of experiential activities, and a robust critical approach to leadership in practice in contemporary real cases, with a focus on hotel and resort organisations.

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What makes a leader inspire teams and drive success in a fast-paced hospitality environment? In this subject, you will explore leadership qualities and styles through real-world examples and reflect on your own leadership potential. Drawing on contemporary cases from hotel and resort organisations, you will analyse how effective leaders motivate, engage, and navigate their teams through dynamic challenges. Through hands-on activities and critical reflection, you’ll develop practical strategies to lead with confidence and impact in the ever-evolving hospitality industry

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1. Analyse leadership qualities and styles in driving team performance and organisational success in hotels and resorts (Abstract Conceptualisation - students engage with theories and leadership styles.)

2. Reflect on personal leadership style and its alignment with effective team development in hospitality contexts (Reflective Observation; perhaps include VELSOFT materials on leadership and the SmartSkills quiz as the basis of self-reflection)

3. Demonstrate effective collaboration in addressing leadership challenges in hospitality teams (Concrete Experience; participate in group activities)

4. Propose strategies to address leadership challenges and improve organisational outcomes inhospitality management (Active Experimentation; students develop actionable strategies from experiences and self-reflection)

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Students create a 5-minute video where they evaluate a leadership challenge in a hospitality context (e.g., crisis management) and pitch their innovative solution, supported by leadership theory.

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Task 2: Digital Leadership Portfolio (30%)

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Task 2: Digital Leadership Portfolio (30%)

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Students develop an interactive portfolio using tools like Canva or a simple website, showcasing their leadership reflections, a personal leadership development plan, and evidence of growth (e.g., peer feedback, activity outcomes).

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Task 3: Leadership Escape Room Challenge (30%)

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Task 3: Leadership Escape Room Challenge (30%)

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Students participate in a digital or physical "Leadership Escape Room" simulation, solving team-based leadership challenges. Teams document their decision-making process, present their outcomes, and reflect on their collaboration in a short debrief video.

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This subject reviews specific ethical frameworks for making decisions in complex situations, with particular reference to hotels and resorts. You will connect with themes you have been introduced to, such as broad aspects of sustainable development, corporate responsibility, stakeholder thinking, corporate governance and accountability for diverse stakeholders - employees, guests, community as well as the environment. How do organisations measure the impact of their decisions and how do they make decisions that aim to minimise adverse impacts of their operations on their stakeholders and local communities? You will engage in reflection of contemporary case studies and group debate as you explore ethical dilemmas in the hotel and resort industry.

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What would you do if a resort’s expansion project promised economic growth but risked damaging a local marine ecosystem? In this subject, you’ll step into the shoes of hospitality leaders grappling with real-world ethical dilemmas like this. Through case studies, such as resorts balancing luxury experiences with environmental sustainability, you’ll explore ethical frameworks and strategies for addressing complex challenges. Key themes include sustainable development, corporate responsibility, and stakeholder accountability. Engaging in group debates and reflective discussions, you’ll develop the critical skills needed to make ethical decisions that benefit both people and the planet.

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a) Evaluate and apply ethical frameworks to analyse complex decision-making scenarios in hotel and resort management.

b) Examine the broader social, environmental, and economic impacts of management decisions on stakeholders in the hospitality industry.

c) Collaborate in teams to assess and propose actionable solutions for complex ethical dilemmas in hotel and resort management.

d) Critically evaluate the impact of management decisions on stakeholder relationships and organisational outcomes in hospitality contexts.

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Students analyse a real-world ethical dilemma (e.g., resort expansion vs. environmental impact) and apply ethical frameworks to propose actionable solutions.

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Task 2 Reflective Journal – Curated News and Opinion Piece (30%)

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Task 2 Reflective Journal – Curated News and Opinion Piece (30%)

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Students curate relevant news stories about ethical issues in hospitality, draft an opinion piece, and reflect on how the stories connect to broader ethical principles and frameworks.

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Task 3 Four Corners Ethical Debate and Position Report (30%)

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Task 3 Four Corners Ethical Debate and Position Report (30%)

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Students participate in a Four Corners activity focusing on ethical dilemmas related to entrepreneurship and innovation (e.g., launching a new eco-tourism product or using AI to replace human interactions). They debate and collaboratively develop a position report. The position report must include stakeholder analysis and reflect on the impact of proposed solutions on organizational outcomes.