Strategic clusters and strategic space: The case of the sho

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, strategy and performance differences of companies operating in the UK short break market are explored. Correlation between structural variables of market scope and company size is examined, as well as sources of competitive advantage in relation to prime strategies adopted. Conclusions are drawn with regard to shifts in strategic space for performance enhancement and potential future market developments.