Academic programs need to ensure relevance, competitiveness and responsiveness to industry demands, and therefore, they critically require strategic direction to those effects. Using the Internal–External (IE) Matrix Analysis, this study examined the strengths, weaknesses, opportunities and threats and the need for development of a corporate strategy for a hospitality management program . Many university level institutions provide hospitality programs, but no correspondence exists between academic strategy and institutional capabilities and environmental opportunities and threats. The main purpose of this research is to derive a suitable corporate strategy that matches the internal strengths and weaknesses of the hospitality management program with the external opportunities and threats and to maximize strengths, and utilize opportunities in the key areas of: program administration, faculty, curriculum, and instruction, laboratory, library, community extension services, and physical plant and facilities. The study used quantitative descriptive method and utilized the Internal Factor Evaluation (IFE) and External Factor Evaluation (EFE) matrixes to determine strategic position of the program. It is found that the hospitality management program is in Cell I of the IE Matrix and, therefore, a "grow and build" strategy is recommended, which includes intensive strategies such as market penetration, market development and product development. According to these findings, the program should extend its offerings, explore new markets, and improve curriculum development in order to increase its relevance to institutions and competitive advantage. These strategic recommendations help academic leaders maintain and continue to elevate the performance of the program in a more dynamic educational environment.