...Marcus Thigpen Grand Champions Resort is a new trend setting resort that will take vacation spots and family tourism to a whole new level. The property will be trend setting and state of the art for anything of its quality. The property will be a 5 star resort with 300 rooms and will 24 hour service. The property will be like any other 5 star properties as far as department make up, with all the departments that are essential in making a hotel hold a 5 star rate. In addition to our room revenue we will have dining options in the hotel that are unique in different ways so our clients will have a choice of a wide array food and beverage. Some of the bar options will include two bars, a wine bar named Eno and Sports Bar and a bar named Champions Lounge. Choices we will have two bars one wine bar called Eno and Sports bar called Champions Lounge. The dining options will include Gibson’s Steak House and Shaw’s Crab House. We will have several different rooms with different layout so we are able to satisfy everyone taste. There will be an assortment of rooms with different styles that will satisfy everyone's individual tastes. Grand Champions Resort anticipates room revenue of $150,000 a year. The room revenue will be used to calculate the Average Daily Rate (ADR), which is the room revenue divided by the number of rooms occupied during the year in the hotel (Investing Answer, 2012). The ADR basically tells you what the average amount paid for a room over the...
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...Vail Resorts, Inc. (NYSC: MTN) June 22, 2014 Securities Analysis Vail Resorts, Inc. (MTN) Company Background (Life Cycle Analysis) Vail Resorts, Inc. is a Premium Luxury Resort company that resides around the mountains and their product would be the great outdoors. The outdoors activity is what brings people to the resort. Their mission statement is “Experience of a Life Time”. Vail Resorts, Inc. considers themselves to have 5 different stakeholders, first is the guest, second is their employees, third is the community, forth is nature and the environment and the fifth is the shareholders. All 5 stakeholders are very important to Vail Resorts, Inc. and are part of every thought when growing the company. The foundation of the company was established in the mid 1950’s by some skiers (Pete Seibert and Earl Eaton) that had a dream to build a ski resort like no other. Vail Resorts, Inc. falls into three different areas which are the mountain, lodging, and real estate. The company is known for their mountain resorts which is Vail, Beaver Creek, Breckenridge and Keystone that is in Colorado; Heavenly, North star and Kirkwood in the Lake Tahoe area in California and Nevada; Canyons in Park City; Afton Alps in Minnesota and Mt. Brighton in Michigan. Vail Resorts, Inc. Hospitality which is the lodging division that owns and operates hotels, condos and private residences located in the area. The lodging division of the company includes five Rock Resorts luxury hotels...
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.... ~ HarvardBusinessSchool 9-395-019 Rev. January 24, 1997 Steamboat Ski & Resort Corporation As Charlie Mayfield, vice president of Marketing for Steamboat Ski & Resort Corporation (SSRC) in Steamboat Springs, Colorado, looked out of bis office and saw the lines at the ticket windows on a warm, sunny day in March 1993, he smiled to himself. SSRCwas having its best year ever and had maintained its position as one of the premier North American ski resorts. SSRCwas not, however, immune to the difficulties faced by the ski industry. First, Mayfield was concerned about the trend among customers of coming to Steamboat and other ski resorts and spending fewer of their vacation days skiing on the mountain, preferring instead to participate in other wintertime activities such as snowmobiling. Second, while skier days1 had continued to increase in Colorado over the last several years, the number of skier days in the entire United States had actually decreased. Furthermore, Steamboat's share of the Colorado skier market had steadily decreased since 1990. FinaIly, Mayfield was concerned about Steamboat's low percentage, relative to other resorts, of visitors who intended to make a repeat visit to the resort. In the 1991-92season, the percentage of Steamboat destination skiers intending to make a repeat visit to Steamboat declined to 55%; other resorts, such as the group of Disney Resorts, claimed as high as a 90% repeat visit rate. These trends, combined with Steamboat management's...
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...2. What would you recommend to Rosewood Hotels & Resorts? Rosewood Hotels and Resorts’ management is considering a new brand strategy. They are hoping this will strengthen customer awareness of Rosewood Hotels and Resorts' other luxury hotel and make the brand more present in advertising. That is, until now they have kept the ‘Rosewood’ name out of all marketing and advertising at all their luxury hotels. In order to make a shift they need to create an implementation plan that is going to be effective but must be very calculated in its way of doing so. Rosewood’s management envisions great potential in this branding, for instance, they will be able to build awareness of their other properties and boost sales in the process. If part of the marketing team, I would make the following recommendations: 1. Increase awareness of Rosewood Hotels and Resorts to their current customers. There are few current customers that know Rosewood Hotel and Resorts exists and manages other properties. We are provided instances in which guests have never heard of the Rosewood Brand unless expressly told by their travel agents. Incorporating a Rosewood Logo would alleviate this and solve this problem. The manner in which is done will need to be in line with the hotel’s ‘luxury’ appeal. 2. Educating current customers of Rosewood’s other ‘luxury’ hotel locations. If these customers are happy with their accommodations at hotels such as Jumby Bay in the Caribbean they will be more likely...
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...BUS/475 Balderman Island Resorts Balderman Island Resorts is a self-contained, all-inclusive resort destination, which is in experience all within itself. Balderman Island is a place of relaxation, indulgence, and a place where you have every need taken care. Balderman Island prides themselves with their fine dining, surrounding hotels, Oasis Spa, William C. Martin Botanical Gardens, and many additional amenities. These amenities designed to take care of the patron, but they been designed to create an experience the patrons will never forget. Balderman Island’s all-inclusive resort realizes the importance of each individual experience, functioning and performing as a whole to accomplish the task of taken care of the needs of the patrons. To create an experience that is pleasing and satisfactory to the patrons Baderman Island’s separate amenities each work towards achieving a specific goal. Team C will review Baderman Island’s mission, vision, values, and goals revealing the primary reason for the organization existence, analyze the organizational structure identifying key positions that support the structure, identify and explain the collaboration process, identify the lateral and vertical collaboration within the organization, identify the key stakeholders and their roles. The Balderman Island Resort established to carry on a profitable enterprise with the different amenities. Located on the Balderman Island, the Balderman Island Resort’s primary...
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...Resorts and Climate Change Name: Institution: Date: Resorts and Climate Change Introduction Resort business is affected greatly by different climatic conditions. The purpose of this report is to identify and discuss the potential impact of climate change on beach resorts and destination resort marinas. The report will: evaluate the fundamental issues and trends that relate to developing, managing, and operating beach resorts and destination resort marinas; outline the internal and external factors influencing the market position of property; review the social, environmental, and economic issues that relate to planning and development process of resorts; and lastly, critique sustainable practices and policies related to resorts. Wherever appropriate, particular reference will be made on resort sector particularly in Western Australia and across other coastal areas in Australia. For example, Perth is popular for beach resorts and destination marina resorts owing to its proximity to the coastline. Indeed, the region is an attractive site for tourists. According to Pham, Simmons and Spurr (2010), tourism contributes significantly the total GDP and resort business is a major economic activity in Western Australia. Development, management and operation of beach resorts and destination marina resorts: key issues and trends Most resorts in Australia are in situated in regional zones. In Australia, major development...
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...Case Study 2: Rosewood Hotels & Resorts Problem Definition Rosewood Hotels & Resorts, a private hotel management company, wants to build a global reputation with its iconic luxury hotels such as The Mansion on Turtle Creek in Dallas, Texas and The Carlyle in New York. These properties, among others, currently thrive on their own name and the marketing of it. They currently do not have any “corporate” association nor have they ever. Each of these properties is so distinct that there is very little that ties them together. In early 2004, John Scott, Rosewood’s president and CEO, and Robert Boulogne, vice president of sales and marketing, were considering ways to associate all of Rosewood’s properties together under one brand. They think that tying them together under one corporate umbrella would make it easier to encourage guests to stay at one of their other hotels. They believe that if guests knew that all of the Rosewood properties were owned by Rosewood and part of the Rosewood group that they would likely return to another Rosewood property and would help build brand loyalty. Putting all of these distinct properties, each with unique histories under one brand has become more difficult that originally thought. If these changes were to take place they will need to be done carefully so that each of the unique hotels didn’t lose value on its own brand. They must also be able to convince the current co-op owners that it’s a good idea. Currently they do not...
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...Drowling Mountain Resort Situation Drowling Mountain is a community resort, situated 45minutes away from Syracuse, New York, one of the larger cities in New York, with a population of 145,170 people in 2010. Drowling Mountain was also located near some surrounding communities in Onondaga County, which has a population of 321,830 people. Drowling Mountain offers snow related activities such as snowboarding and skiing, along with operating a full service chalet, which has equipment rentals, food and beverage for sale, ski instructions and lodging rentals available for overnight guests. Drowling Mountain has a close connection with the city of Syracuse and its local businesses, however, over the past couple of years, Drowling has been struggling to cover its fixed assets and operational costs, which is a reflection of their lower top-line revenue sources. Being a community resort, they find themselves competing against the other 34 resorts inside the state of New York and they need to establish some points of differentiation, “only here” type of activities and services that would make them unique and sustainable against the other rivaling resorts in the state. Objective Drowling Mountain needs to develop a new marketing plan, which is focused on top ling growth for the company. Increasing sales and having new pricing schemes would be very beneficial for the company, as they attempt to lower their financial debt and increase their cash flow on hand. Analysis Environment: ...
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...Case Study 1 Wynn Resorts LTD. Sean Brockert Palm Beach State College History 1967 complete renovation of Golden Nugget. 1989 complete renovation of Mirage. 1993 complete renovation of Treasure Island. 1998 complete renovation of Bellagio Mirage becomes part of MGM ($6.4 million) April 2005 Wynn Las Vegas resorts open. September 2006 doors open Wynn Macau. December 2007 2nd phase complete Wynn Macau. 2009 expected completion of encore Las Vegas. Internal Strengths and Weakness Strengths Brand Name recognition (Wynn 30 years experience in Vegas). Management team highly experienced and very successful in tourism. U.S. population living longer (retirees are more incline to spend money traveling, leisure activities and gambling). Strategic development of its product. Continuous promotion of brand part of company strategy. Direct marketing to high end customer * B. Weaknesses. 1. Too reliant on CEO Steve Wynn (many lines of credit as direct reflect of Wynn maintain CEO position). 2. Increase in terrorist activity lead to tourism worldwide decrease. 3. Rising gas prices has lead to direct increase in airfares which consequently leads to decrease in travel and tourism. 4. Many competing properties in both Las Vegas and Asia. 5. Sole marketing executive in strategic global location not sufficient to conduct through market research and adjust product according. Nature of external environments Risk of Entry by potential competitors ...
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...Turnover at Green Mountain Resort Matthew J. Riley Colorado State University – Global Online Campus Which of the six change images discussed in this chapter can be identified in the assumptions about managing turnover that were held by; Gunter: I believe Gunter took more of an image of change as a director in the beginning. Acting as a director, he immediately identified vast turnover as a problem at Green Mountain Resort and set a goal to fix the “problem” he realized. As Gunter enlisted help from a consultant he also became a mentor for the staff to change the turnover problem. As he worked with the consultant Gunter continued to be mentor but also became a coach within the organization. As Gunter and the consultant dug into the problem, they found the resort was setting the standard in training for the hospitality industry. This new found information was the shift in looking at turnover as a good thing instead of a problem. The hospitality literature: I believe the literature took on the role of a navigator. It identified the turnover as a major problem which needed to be addressed in the hospitality industry. The literature also makes several suggestions on how an individual can help to reduce or eliminate the effects of the problem. The consultant: In taking the role as the interpreter, the consultant interpreted the problem of turnover to Gunter and was able to change his perspective in a manner which actually helped solve the problem. Gunter now looked at turnover...
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...organizational manager of Green Mountain Resort, contemplated over various issues that were hindering the growth process of his employee’s high turnover problem. As the developers begin planning the implementation of the facilities, the developers did not predict or foresee Green Mountain Resort staying in business for a long time (Palmer, Dunford & Akin, 2009). In the beginning Mr. Gunter was taking more of an image of change as a Director as he identified turnover as a problem and attempted to problem solve around this issue. As the story progressed Mr. Gunter also became a mentor for began to change with the help of the consultant to more of a Coaching role as his resort became the training ground that other resorts looked for when hiring associates. He also became a mentor for others who were seeking training in providing excellent service in the hospitality industry The hospitality literature: The literature played a role of navigator as it identified turnover as a chronic problem that the industry endures and made several suggestions on how one can help reduce the effects The consultant: In taking the role as the interpreter, the consultant interpreted the problem of turnover to Gunter and was able to change his perspective in a manner which actually helped solve the problem. Gunter now looked at turnover as a good thing because of image the resort had in the hospitality industry as a great place to get training for the bigger resorts. This was a great example of turning...
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...SKI RESORTS IN THE USA CASE STUDY [pic] TABLE OF CONTENTS: 1. Abstract……………………………………………………………………...3 3. Question 1…………………….……………………………………………4-6 4. Question 2……………….…………………………………………………6-8 5. Question 3…………………….……………………………………………8-9 6. Question 4….…………………………………….…………………..……9-10 7. Conclution…..………….………………………………………………….…10 8. References……..………………………………………………………….11-12 Abstract This case study focuses on the problem of how management is becoming more and more important in many different fields of life. In this case, how good management can contribute to ski resorts. It observes and answers to the four important questions: In the first part it is explained what are the mainly changes in the business environment that have occurred 30 years ago, and how they effected ski resorts. The next part shows why management becomes more and more important for the survival and success of the ski resorts comparing it to 30 years ago. How competition from Europe has influenced ski resorts in the USA, and the discussion about the competition between the Colorado resorts and the other resorts from the east is made. In the last part the focus is on the predictions in the future, how will environment and future of the ski resorts change. Question 1: What are the most important changes in the environment that have contributed to the drop in revenues? From the period of 1970’s...
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...Vail Resorts is “the premier mountain resort company in the world and a leader in luxury, destination-based travel at iconic locations”. (Vail Resorts A) Vail resorts started over 59 years ago when work began in January of 1962 on their first ski area in Vail Colorado. By December 1962 Vail Mountain opens for skiing with two chairlifts, one gondola and only a $5 lift ticket for the day. In the first season of business the mountain recorded 55,000 skiers. Since 1962 Vail Resorts has grown tremendously. They own and/or manage 29 properties. This number grew greatly with the purchase of Rock Resorts in December 2001; Rock Resorts was started in 1956 by Laurence S Rockefeller. With the purchase of Rock Resorts this expanded Vail Resorts from just a skiing mountain resorts to having destinations all across the country and into the Caribbean. Vail Resorts does not just own hotels and ski areas. They now have outlets in retail, transportation, real estate & development, and even media. (Appendix A) Vail Resorts states that their mission is very simple “Experience of a Lifetime” (Vail Resorts B). One of Vail Resorts Master Development Plans for the current fiscal year is for a complete redevelopment in Breckenridge at the base area of Peak 8. Since Breckenridge is the number one ski destination in the world (Vail Resorts) Vail Resorts and the town of Breckenridge want to update the older buildings to create a newer more modern mountain base. This includes new restaurants...
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...Rosewood Hotels & Resorts: Branding to Increase Customer Profitability and Lifetime Value Nature of Situation Rosewood Hotels and Resorts is a privately held hotel management company. Rosewood is the corporate entity behind many popular luxury hotels such as The Mansion on Turtle Creek and the Carlyle. Rosewood developed the luxury properties based on their concept of “A Sense of Place”. “A Sense of Place” incorporated the unique features-characteristics-culture of the location with the hotel to create a unique hotel at each location. In order to maintain the uniqueness of each individual hotel, Rosewood has kept the corporate company hidden from the boutique hotels. The strategy has allowed Rosewood to become a success and remain separate from some of their chain competitors. The differentiation of each hotel has created iconic hotels with no brand recognition amongst them. The following data demonstrates the importance of having brand loyalty in the luxury hotel business. 2003 report showed majority of customers did not know the Rosewood Brand. In 2004, John Scott, Rosewood President and CEO, and Robert Boulogne, vice president, were working to boost the growth and sales of the company. They looked to a competitor, AmanResorts, who had clientele that would seek out their hotels: Rosewood wanted to create the same clientele awareness. Rosewood was also collecting more data from their guests by using its central reservation system (CRS). The database is currently...
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...TITLE: Villa Pena Resort Reservation System Introduction: “Due to the enormous increase in tourism worldwide during the last decades of the 20th century, standards, especially those of smaller establishments, have improved considerably. For the sake of greater comparability, systems have been introduced.” Technology in the form of computers, communication devices and laborsaving mechanical equipment has had and will have a major effect on the way in which hotels are managed and operated. The speed with information is accumulated, stored, manipulated and transferred is such that today most travelers expect that the hotel rooms they rent will allow them to be as productive as they are in the office or at home. Moreover, the legal and regulatory environment are increasingly important to all business managers , and hotel operators no exception. The management task for a hotel consists of a number of processes like room reservation, room services , front desk , lodging, transport, food and beverages , security , staff management etc. these processes involve a lot of information which is created and shared between them and it is only imperative that there should exist a centralized information management system to effectively facilitate this information sharing for the smooth functioning of the hotel business. This system will indeed help the hotel management and the esteemed staff members to manage and steer the hotel’s functionality and transactions...
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