INTERNATIONAL JOURNAL OF TOURISM, TRAVEL AND HOSPITALITY LAW us. In Mintzberg’s words, “human nature insists on a definition for all concepts. The domain of strategic management cannot afford to rely on only one definition of strategy, since the word has, over time, been implicitly used in many senses, despite being traditionally defined only in one”12. Strategic thinking is often presented as from the radical changes to which the environment is subjected, imposing on organizations the need to seek new practical forms of survival. These changes translate into a philosophy that presents as main assumptions an ambitious long-term vision and the development of the organization based on its own resources and competences so as to promote, whenever possible, changes in the competitive environment that may benefit the one that promotes them. Thus, the key objective of strategy is not the adaptation to the conditions defined by the competition, but its transformation and renewal, based on the idea that the competition game is not an absolute and irremovable fact, but rather a situation over which organizations can exert influence and change facts. Within this context, it is increasingly assumed that every competitive advantage is temporary, strategy is diversified, emerging and complex, one must reinvent, i.e., live the present supported on past resources and projecting the future, impose the pace of change, develop the strategy as of the terrain that constitutes the domain of activity and coherently recombine the various fields of activity. Several authors13 have diverged as to the number of schools of strategic thought, but there is reasonable convergence that strategy, although there are earlier references to it, arose after the Second World War and that, as of the sixties and seventies of the last century, with the interest academia showed in the theme, it really developed. More often than not, it will be through the happy combination of these factors that a prosperous, sustainable and efficient company will emerge. It is therefore important to trace a path through the most important things that have been said in this domain so as to finally focus on the concepts and resources that enable us to fully explain the object of our study. Thus, Igor Ansoff14, suggested a matrix with four strategies (market penetration, product development, market development and diversification) that quickly gained acceptance in the market and in the academic world, usually called the “Ansoff matrix”. In fact, even today, many of the strategies implemented find their genesis in the teachings of this author. 12 Mintzberg, 1988, pag. 1-67. 13 Ansoff, 1991; Mintzberg, 1991. 14 Ansof, 1965.
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