Strategic Clusters and Strategic Space: The Case of the Short Break Market

Abstract

Short breaks are one important segment of the overall tourism market. They provide a distinct market sector with, it appears, special competitive strategies. While the growth and value of this market sector is undisputed, little attention has been paid to the strategic nature of short break provision, or the potential of movement in strategic space. Using data gathered from personal interviews and applying the concept of strategic group clusters and strategic space, explores strategy and performance differences of companies operating in the UK short break market. Examines correlation between structural variables of market scope, company size; and sources of competitive advantage in relation to prime strategies adopted. Draws conclusions with regard to shifts in strategic space for performance enhancement, and potential future market developments.

Citation

Edgar, D.A., Litteljohn, D.L. and Allardyce, M.L. (1994), "Strategic Clusters and Strategic Space: The Case of the Short Break Market", International Journal of Contemporary Hospitality Management, Vol. 6 No. 5, pp. 20-26. https://doi.org/10.1108/09596119410065923