Abstract This paper explains that the Shades of Green Resort, formerly known as the Golf Resort and The Disney Inn, is for U.S. military personnel only in conjunction with a 100-year leasing agreement between Disney and the U.S. Department of Defense; however, the resort's world-class golf course is open to the general public. The author points out that this is the only family resort in the continental United States that offers low prices to military personnel, who are on R&R, and it is close to Disneyworld and many other popular attractions. The paper stresses that this hotel has the highest occupancy rate of any hotel in the United States, which is an essential component in determining the amount of money that an investor would offer for this resort; the resort has undergone a $94 million renovation and expansion, which added more revenue generating assets to the resort's property. Table.
Table of Contents
Introduction
Project Purpose
Brief History
Type of Business
Customers
Factual Summary
Revenue and Non- Revenue Asset of This Resort
Levels of Service Compared with Market Position
Dominant Market Position
Revenue Producing Departments in Order of Priority
Lodging
Food and Beverage
Recreational Activities
Entertainment
Gift Shop/Souvenir Items
Rentals/Services
Cost Areas
Twelve Major Attractions within 1 Hour Radius
Disneyworld Universal Studios
Sea World
Kennedy Space Center
Cypress Gardens
Magic Kingdom Park
Epcot
Disney's Animal Kingdom
Orlando Museum of Art
Gatorland
Shopping Facilities
Activities at the Resort Including Special Events
Describe Types of Food and Beverage Outlets
Occupancy Broken Down by Room Rates
Average Daily Rate and Rooms Revenue
Total Resort Revenue and Estimated Net Operating Income
Cap Rate
Recommendations
Amount Investor Would Offer
From the Paper "As it relates to this particular resort, the recreational activities that are able to generate revenue is extremely important. In particular, the money that can be generated for the golf courses is essential to the success of the resort. Therefore, the resort must maintain the championship courts. Just as with many of the other assets that the resort has, it must also maintain the golf course because there is a great deal of competition in the area as it pertains to prestigious courses. This also means that the prices must be reasonable. The resort also has an opportunity to make substantial revenue from this asset because it is open to the general public."
Abstract This paper examines the life and career of Michael Eisner, the chief executive officer of Disney. The author studies Eisner's meteoric career rise, from a $65-a-week clerk at NBC in 1964 to the youngest CEO of Disney in 1984, a position he still holds today. The paper discusses Eisner's views on leadership, negotiation, competition and the movie industry, citing examples from actions he has taken at Disney. The paper also includes a review of Eisner's autobiography "Work in Progress", from which the author quotes liberally.
From the Paper "By the time he was 34 years old, Michael Eisner's imagination and sense of adventure, as well as an uncanny knack for knowing what people will buy, earned him a reputation as one of Hollywood's youngest whiz kids who was destined for big things. His successes at ABC and Paramount Pictures ultimately led him to his career at Disney. Michael Eisner is currently the chairman and chief executive officer of The Walt Disney Company and, according to his biography, lives in Los Angeles with his wife, Jane, and their three sons. This paper will provide a brief overview of Eisner's career and the impact he has had on the Disney empire in particular and the entertainment industry in general."
Tags: business, mogul, Work, in, Progress, empire, entertainment, Hollywood, movies, disneyworld, disneyland, walt, disney
Abstract The paper discusses how DisneyWorld in Orlando, Florida is attracting more UK and European families than EuroDisney. The paper details the many business mistakes in developing EuroDisney and claims that they can be traced to ethnocentrism and arrogance and overly optimistic assumptions of growth. The paper presents insights from some of the world's leading experts in cross-cultural communication, global business development, international business and marketing. Finally, the paper offers solutions for reforming the situation at EuroDisney.
Outline:
Introduction
The Problem
History
Alternatives
Solutions
Conclusion
From the Paper "During the initial planning phases for EuroDisney, sites in Great Britain, Italy, Spain and France were all considered. Due to the British Pound being highly inflated as a global currency and the lack of a large enough flat expanse of land, Great Britain was taken out of consideration. Italy, Spain and France were all in the running as host nations, with France being the most aggressive in the use of incentives to win the contract. France also would eventually under-write the development of the park and provide a government subsidy to keep the park running."
