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In this chapter, we aim to analyse the role and benefits of a strategic approach to business partnerships and suggest suitable forms and strategies. Thus, the chapter’s purpose is to present the methods and models for business venturing applied in the tourism-related industries.

This chapter takes a perspective of the small business/prospective entrepreneur and analyses how the collaborative methods can contribute towards the business venture’s development and success. Literature review was conducted on issues and aspects of collaboration. Examples of best practices are used to illustrate the collaborative forms.

This chapter builds on extant bibliography to discuss the relevance of collaboration as well as its contribution within the tourism business environment. The study provides practical guidance and recommendations for the critical importance of adopting and implementing collaborative forms and strategies. Cooperation and collaborating could make a significant contribution in designing, managing and marketing services and experiences.

This study is explorative in nature because the discussion is based on a literature review. It takes more entrepreneurial/practical than academic approach.

Entrepreneurs should carefully consider the various collaborative options at the initial stage of their business venture in order to increase the probabilities of success. By entering into a business venture, tourism providers can also provide appealing experience opportunities and extra customer value. However, some key issues need to be considered and resolved in order to realise the potential benefits.

This chapter offers prospective entrepreneurs practical guidance of and insights in collaborative forms and strategies.

The aim of this chapter is twofold: (i) to explore the issue of experience within the context of the hotel industry and (ii) to analyze the contribution of collaboration between businesses in providing valuable experiences in hotel settings.

Extensive literature reviews have been done on dimensions and outcomes of tourist experiences and on collaboration/business venture’s contribution in providing memorable experiences in the hotel industry. A case study is then used to illustrate how hotel operations are collaborating to provide tourism experience opportunities.

(i) Collaboration between hotel operations makes a significant contribution in providing special guest experiences; (ii) Investment in business ventures is a good investment because it constitutes a potential source of competitive advantage; (iii) A collaborative platform wisely designed creates a series of business benefits.

This study is explorative in nature. Based on a single case study of a business network, the suggestions are indicative rather than conclusive. Thus, more empirical studies and analyses are needed to fully validate the chapter’s suggestions.

The collaborative approach is a requirement for hotel businesses in providing valuable tourism experiences and in overcoming the issues and challenges arising within the context of experiential tourism. This collaboration offers a way of enriching and deepening guests’ experiences, based on endogenous resources and meeting the tourists’ requirements.

Offers insights on tourism providers’ collaborations in offering attractive experience opportunities to their customers.

The aim of this chapter is twofold: (i) to perform a synthesis of the academic research regarding the changes of tourist consumer behavior brought about by social media; and (ii) to suggest a set of strategies for tourism businesses to address resulting challenges.

Extensive literature reviews have been executed on the motivating factors and the effects of online reviews.

This analysis of the related research identified three main topics, namely: (1) the antecedents, the factors motivating tourists to write online reviews; (2) the impact of eWOM on providers of tourism services (business perspective); and (3) the influence of online reviews on consumers’ behavior (demand perspective). This chapter focuses on the impact of online reviews on tourism businesses and suggests suitable strategies.

This study is based on a literature review and implications indicated by previous studies; hence the suggestions are indicative rather than conclusive. A need exists for empirical studies to fully validate the chapter’s suggestions.

This chapter outlines a series of adequate strategies formulated for business practitioners divided into two fields, namely managerial and marketing activities.

This study provides practical recommendations/suggestions for tourism businesses in addressing the challenges and opportunities raised within the online context.

In this chapter we aim to consider human resources (HR) within the context of tourism experiences. Specifically, our intention is to analyze and highlight the importance of a strategic approach to human resources management (HRM) and suggest suitable tools and strategies.

Extensive literature reviews were conducted on issues and aspects of HRM. Micro-cases and examples are used to illustrate efficient HRM tools and practices.

(i) HR have a significant contribution to make in overcoming the challenge of creating and managing experiences to meet customer expectations and achieve tourism business aims. (ii) The strategic management approach to HR is indispensable because consumption experience has shifted from the servicescape to the experiencescape environment. (iii) This evolution implies that tourism staff need to develop a new skills set.

This study is explorative in nature, based on a literature review. Thus, more research-based knowledge and more empirical studies are needed to fully validate the chapter’s suggestions.

Strategic HRM is a requirement for tourism businesses that aim to provide valuable tourism experiences. There is a need for experiential intelligence and a bundle of skills to fulfill the customized requirements and personal aspirations of contemporary tourists. The related strategies are also discussed.

The study offers insights into aspects of HRM in the context of tourism experiences and highlights the necessity of developing an extended bundle of skills.

This chapter identifies issues in the development and marketing of culinary tourism experiences with the goal of determining the value of collaborative forms of product development and marketing.

A literature review examines approaches to marketing of culinary experiences identifying a gap in the study of collaborative approaches such as networking, partnering, and alliances. A case study investigates these themes.

Through the analysis of an in-depth case study of an experiential culinary tourism event in a small city in Eastern Canada (a Restaurant Week) it is determined that informal collaboration in the form of partnership is essential to building and marketing collaborative culinary tourism products and experiences.

This investigation has value for academics studying culinary tourism development and for practitioners implementing collaborative forms of the development and marketing of such tourism offerings and experience.

In the context of culinary tourism, a case study illustrates the value of collaboration in developing and marketing experiential culinary products. Findings indicate informal collaborative partnerships are essential to building and marketing culinary tourism products and experiences, addressing a gap in the literature and providing value for practitioners.

This chapter’s aim is to outline and highlight the components of strategic planning and management framework, as well as the value and utility of strategic analysis and competitor analysis.

Extensive literature review was conducted on conceptual issues and management aspects of human resources management. A practical approach has been adopted and implemented to illustrate the value of strategic analytical tools.

This chapter provides a description and an understanding of how the analyses and tools of strategic planning and management could be used to plan and implement a business venture better. It discusses the tools enhancing the analysis of the business environment in the field of tourism.

This study is explorative in nature because the discussion is mostly based on a literature review. It takes more entrepreneurial/practical than academic approach.

The analyses of the business environment and of the competition in an industry are tasks of critical importance. If these analyses are adequately performed, the probability of success may increase. This chapter discusses the purpose, the process and the implementation of tools of strategic analysis and competitor analysis. Practical recommendations and steps are also provided.

The analytical frameworks, tools and techniques discussed in this chapter should enhance prospective entrepreneurs to adequately perform their task of analysing the tourism business environment.

The purpose of this chapter is to present the key issues and main aspects of financial management, which also constitute the main concerns of a prospective entrepreneur.

This chapter takes a perspective of the small business/prospective entrepreneur and analyses how the methods, tools and techniques of financial management can be helpful in operating the business venture. Literature review was conducted on main issues and aspects of financial management.

This chapter builds on extant bibliography to discuss the key issues and main methods of financial management. For any business, irrespective of size, to carry on its operations and achieve its objectives, financial resources are required, and such resources must be managed efficiently and effectively.

This study is explorative in nature because the discussion is mostly based on a literature review. It takes more entrepreneurial/practical than academic approach.

To contribute to the successful and sustainable operation of a tourism venture, this chapter outlines the key financial issues and presents in a practical way the main methods and techniques used when making operational and investment decisions.

This chapter attempts to equip a prospective entrepreneur with the background knowledge (main competencies), as well as the principal methods and techniques (skills) for managing the financial resources of a venture.

The aim of this chapter is to discuss and highlight the importance of entrepreneurship and entrepreneurs in tourism in order to engage the reader in the central topic of the handbook.

A literature review was conducted on conceptual issues and practical aspects of entrepreneurs and entrepreneurship. Case studies are included to illustrate the role and contribution of entrepreneurs in the tourism field.

This chapter highlights (1) practical definitions of the terms entrepreneurs and entrepreneurship; (2) main features of tourism entrepreneurs; and (3) the role of entrepreneurs in tourism activities and their contribution to the development of a tourism destination.

This chapter is explorative in nature, because the discussion is mostly based on a literature review. Thus, more research-based knowledge and more empirical studies are needed in this field.

The chapter presents the main features and characteristics of individuals involved in entrepreneurship, as well as the need for developing the appropriate skills for successful business ventures.

This chapter deals with the question of why tourism entrepreneurship is so important in the contemporary context and in the business environment of tourism. The practical and entrepreneurial approach of the book is also discussed.