Coral Divers Resort
Introduction
Coral Divers Resort is a small scuba diving resort, which has a comfortable niche in the scuba diving industry. The owner of the coral diving resort, Jonathan Greywell with his promotional strategy had been enhanced by the resort (Beamish & Neupert, 2008). According to the case study “Coral Divers Resort (Revised)” (Beamish & Neupert, 2008), over the years, Greywell had established a solid reputation for the Coral Divers Resort as a safe and knowledgeable scuba diving resort. Coral Diver Resort offered not only a divers wild renege selection of diving activities, but also a beachfront location. As a small well regarded all round dive resort in the Bahamas, however, many divers had come to prefer coral diving resort over the other crowded tourists resort in the Caribbean" (Beamish & Neupert, 2008).
However, Greywell was able to found this niche by creating short weekend and mid-week diving ventures, which was a service that attracted the public. Furthermore, Coral Divers Resort has targeted both the aficionado divers and the tyro; as a matter of fact, both of them want maximum diving pleasure at a minimum expense.
Jonathan Greywell, the owner of a small scuba diving operation in the Bahamas is reassessing his strategic direction in the light of declining revenues (Beamish & Neupert, 2008). Among the changes being considered are shark diving, family diving, exit, and shifting operations to another Caribbean location. The owner want to know how changes in strategy will impact his organization.
Based on the information on “Coral Divers Resort”, there is need to develop a proper strategic business plan that will increase Coral Divers Resort activities and revenue of the resort. In developing the plan, however, there will be need for a comprehensive evaluation of the external environment in line with an extensive review of company's internal resources. By the end of this project, a strategic business plan and recommendations will be delivered.
Present Company Situation
Jonathon Greywell, the owner of Coral Divers Resort is faced with a loss in revenues over the past three years and he needed to do something to increase the business before the situation get worse (Beamish & Neupert, 2008). He was indecisive on whether he should add specialized features that would help distinguish his resort from others, relocate, or focus on another type of diving or family oriented vacation resort which will result in additions and investments to current operations.
Coral Divers Resort has provided fulfilled enjoyment of the vacation site that was known to the divers as one of the safest and knowledgeable scuba diving resort located in the Bahamas. The company also has well known instructors that provides proper lessons and safe dive, which makes Coral Divers Resort (CDR) more preferable to tourists.
While Bahamas scuba diving industry is expected to grow, however, it increases the high level of competition which has led to Greywell to an indecision situation, either to expand his business, relocate or exit the business.
A travel company called Rascals in Paradise which specializes in family diving vacations has offered to convert CDR to a more family oriented resort, by showing Greywell demographics of the area and what needs to be done in order to accommodate children, the cost, and also an advice on how the plan would be implemented (Beamish & Neupert, 2008).
Furthermore, relocating the resort or exiting the business is another option Greywell is considering. The company has built a very strong reputation over the past ten years, however, the owner is considering to leave the new providence and relocate elsewhere, or sell the resort, but does not know how much he would be able to recover if it is sold.
Problem Definition
Coral divers resort is facing a number of challenges that are summarized as follows:
External factors * Bleaching impact of climate change in the coral reefs * Cost of required equipment * Decrease in air travel due to September 11, 2001
Finance
* Revenues were negative $(5,174) in the year 2008 * Profits only being in the two percent range * Renovating four of the six units cost them a lot of money * Buying power of the divers * Insurance not covering accidents that were scuba-related
Marketing
* Only offering a few different types of dives * No strong identity that distinguished themselves from the other diving and resort operators * Located on the quieter side of new providence island (Southside) * Minimal package deals on their pricing guide. * Services or products weren’t differentiated * Lack of promotion and programs
Operations
* Many professional dive operations located in the same area * One of the smaller resorts on the island * No select target market * Space in the resort wasn’t being used
Human Resources * Small staff of 11 * Junior divers being able to earn certification at the age of 10 * Other diving instructors not having certifications or proper backgrounds. * Resort guests could ride and dive free of charge if enough paying divers were signed up
Technology
* Small boat size * Increase risk of nitrogen narcosis and an oxygen toxicity

Project Purpose And Scope
Objectives
The purpose of this proposal is to develop a Business Opportunity Document for Coral Divers Resort. This document will be consider as a business plan designed to increase the company's revenues which will be develop from the alternatives presented to the resort owner Greywell. Scope
As currently proposed, this project will involve the completion of two documents; the Business Opportunity Document and Strategic Business Plan.
These documents will give the company the strength to improve on their investment capital in the short term, identify, explore and develop possible alternative business module to improve company's overall profitability, and to follow a strategic roadmap in the longer term. It will also include an assessment of the present competitive landscape, which will include what services other resort in the scuba diving industry in Bahamas are pursuing, and the different available substitutes.
The scope will not include specific sales strategy or marking plan, implementations for any partnership plan, and any technical service development responsibilities.
Approach and methodology
Approach
The project will implement the following programs: * Set-up project * Internal and secondary data review * Detailed SWOT analysis * Review of financial statement, projections and sensitivity analysis with company accountants * Analysis of results * Results presentation

Methodology * Develop a research plan to gather date/information relative to identified problems and future initiatives * Secondary research - review sources of published industry data relative to existing * Staff/management interviews- RRU ethical review guidelines to be followed * Internal data gathering and review * Descriptive research on the three alternatives and competitor’s evaluation * Data processing and analysis to form the basis of the draft business model plan and strategic business plan
Project Schedule and Milestone Dates * Set-up project By April 8th * Internal and secondary data review By April 12th * SWOT analysis By April 15th * Draft report and presentation By April 19th * Final revisions By April 22nd * Submit final report (sing off by client, adviser and RRU) By April 25th
Timing and Cost Estimates
The final project is estimated to take a period of 3 months which will require a minimum of 36 hours of work per month. However, expenses will be limited to UCW printing and e-copy submission (Turnitin). The final deliverables will be submitted as required by the course professor. Total expenses for the project will not exceed $1260.00.
There are no consulting fees attached to this project. However, it is being completed as part of the UCW MBA program requirement.
Anticipated Outcomes and Benefits
The project will provide Coral Diver Resort with: * A compressed business model analysis that will help the Coral Diver Resort to identify best alternative. * A concise strategic business plan which provides an insight evaluation and good description of the company's growth strategy throughout the next five years.
Summary of Project Deliverables * Business model analysis 2 copies and 12 slide PowerPoint * Strategic business plan 2 copies, which will include short term and long term recommended implementation plan.

Consultants Credentials/Contact Information
I got my Bachelor of Engineering (B. Eng.) degree from Anambra State University in 2011. I have 5 years working experience as resort developer in the coast area of Nigeria. I was enrolled into MBA program in march 2015 at University Canada West. However, having spent 5 semesters in school, I have successful completed the necessary courses that was required in the program that will enable me to work with clients in order to explore prospective business concerns, analyze finding issues and deliver best possible solutions.
It is always my pressure working directly with my clients in order to provide them with the necessary tools, information and develop best alternative solutions that will merge my clients specific business needs.

References
Neupert, K. E., Beamish, P. W., & Richard Ivey School of Business. (2005). Coral Divers Resort. London, Ont., Canada: Richard Ivey School of Business, The University of Western Ontario.

Olsen, E. (2010). Internal & External Analysis. Retrieved April 18, 2016, from http://onstrategyhq.com/resources/internal-and-external-analysis/