Decisions in Paradise One
The purpose of this paper will be to analyze preliminary considerations for the development of a new Wyndham Resort on the South Pacific island of Kava. Development of a new resort on Kava will further establish “Wyndham Worldwide as one of the world's largest hospitality companies across six continents” (Wyndham, para. 2, 2011). The paper will examine potential issues that could hinder the establishment of Wyndham’s presence in Kava. Wyndham’s mission is to “be the global leader in travel accommodations welcoming our guests to iconic brands and vacation destinations through our signature Count on Me! service” (Wyndham, para. 1, 2011). Decision-making and analysis pertaining to Wyndham’s presence in Kava must be sensitive in context to internal and external stakeholders needs. Wyndham is a very profitable company. On August 11, 2011, Wyndham Worldwide Corporation announced $500 Million increase in their Share Repurchase Program (Wyndham, 2011). Kava is one of many strands of islands in the South Pacific Ocean. Neighboring destinations such as Fiji, Cook Islands, Tonga, Samoa, and Vanuatu attract many tourists in search of island paradise. Kava’s population consist of an ethnic mix of native South Pacific tribes, Spanish, French, Asian, African, and an increasing number of Americans. Local inhabitants speak various languages including French, English, Spanish, and indigenous dialect. The downside of Kava’s populations is over 50% of the residents are under 15. Kava’s economic sector gains income from coffee, cocoa, spices, petroleum, sugar, bananas, tourism, fishing, and natural gas as well as cheap, quality labor. Increased tourism potential is well established in accordance with Kava’s location and accessibility.
“Good decision-making starts from the right place and keeps the purpose of a decision

simple” (Langdon, 2001, p. 19). Consideration of potential problems, impediments, and investment returns must be considered to analyze Wyndham’s potential presence. Kava location in the South Pacific makes the island susceptible to many natural disasters. Environmental forces such as tidal waves, hurricanes, typhoons, and floods can several impact tourism and business profits. Kava is home to several volcanoes as well. Precise location of the Wyndham’s resort will be vital against the threat of volcanic eruptions. An operational contingency plan is necessary to secure Wyndham’s presence in the event of damage from a natural disaster.

Alex and I, used practical brainstorming techniques to devise probable solution to many of the obstacles present in Kava. Through critical thinking and soft modeling techniques, Alex, and I were able to identify all the potential stakeholders. Support from Kava’s government, localities, residents, and businesses have created strong encouragement for the development of Wyndham’s resort. Support from local, state, and national organizations provides aid and helps secure Wyndham’s investment in Kava. Support from national military and government agencies is available in the event of a disaster. Wyndham’s Worldwide also retains insurance policies that protect their investments from natural disasters, fires, and other cataclysmic events.
Wyndham Worldwide strives to “cultivate a global workforce where individuals from a wide array of backgrounds, with different experiences and viewpoints, are valued” (Wyndham, para. 6, 2011). The development of a Kava resort will positively influence Kava’s diverse population by providing jobs to many of the island residents. Alex and I, encourage the development of a Wyndham’s new resort. Kava’s potential economic revenue is steadily growing thanks to demands in petroleum, tourism, and the islands natural resources. Capitalizing on support from Kava’s sponsors promotes the success of the Kava project. Many inhabitants lose makeshift homes during natural disasters. Chris Morales belief in giving back to the community could allow Wyndham resorts to act as a refuge in the event of a natural disaster. The possibility of financial support from governments during times of need will contribute to sustainability of Wyndham’s resort in Kava. Marketing Wyndham’s new resort will be crucial to recruiting potential employees and attracting tourists. Failure to establish Wyndham’s new resort as a premium vacation destination will reduce profitability and contribute to project failure. Providing customers with superior satisfaction accustomed to Wyndham resorts will be necessary for success. The development of a new Wyndham’s resort in Kava can be determined by actively question potential barriers. “Thinking about and discussing the roles of stakeholder provided insight into the decision-makers objectives and key uncertainties” (French, p. 2, 2003). Alex and I, used numerous soft modeling techniques such as Strengths, Weaknesses, Opportunities, and Threats analysis, dimensional plotting, mapping, and scenario planning during analyzes of the Kava project. “Wyndham Worldwide embraces diversity in its regular course of business. The people behind our company are as diverse as the broad suite of products and services we offer to leisure and business travelers. Diversity enriches our performance and services, the communities where we live and work, and the lives of our employees and customers” (Wyndham, para 1, 2011). The development and growth of the Kava project promotes, motivates, and enriches Kava’s economic condition. References
French, S. (2003). Soft Modeling and Problem Formulation. Retrieved August 15, 2011, from http://www.sal.hut.fi/TED/slides/Soft_modelling.pdf
Wyndham Worldwide (2011). Corporate Responsibility. Retrieved August 15, 2011, from http://www.wyndhamworldwide.com/about/corporate-responsibility.cfm
Wyndham Worldwide (2011). Wyndham Worldwide Press Release. Retrieved August 15, 2011, from http://www.wyndhamworldwide.com/investors

Langdon, K. (2001). Smart things to know about decision making (1st ed.). Oxford: Capstone

Wyndham Worldwide (2011). Diversity. Retrieved August 15, 2011 from http://www.wyndhamworldwide.com/about-wyndham-worldwide/global-diversity-inclusion/letter-from-our-chairman