| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "SANDALS RESORTS COMPANY": |
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The Sandals Resorts Company, 2007.
This paper evaluates the Sandals Resorts company and their business strategies.
1,713 words (approx. 6.9 pages), 2 sources, MLA, $ 55.95
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Abstract
The paper describes Sandals Resorts as the largest operator of luxury, ultra-inclusive resorts in the Caribbean. The paper discusses the aims and proposed business plans of Sandals. The paper explains that Sandals has redefined the all-inclusive concept to include every imaginable amenity and every conceivable luxury. The paper concludes that in order to remain number one, Sandals and Beaches must be recognizable to anybody looking for a Caribbean vacation. The paper points out that an increase in awareness is the first step to increase the profit margin.
Outline:
Mission, Vision & Values
SWOT Analysis
Strategies
Target Audience
Main Objective
Promotion Examples
Timeline Example
Evaluation and Assessment
Summary
From the Paper
"Sandals Properties are a diverse collection of 12 of the earth's most tranquil all-inclusive resorts. Sandals resorts are uniquely romantic vacation for couples in love -looking to get away from it all and to just be with one another. Moreover, because the best of everything is already included in simple up-front price, you will get to be pampered like royalty without having to worry about the budget. Features included are luxurious accommodations, all meals, water sports, round trip airport transfers, golf, all hotel taxes, and all alcoholic and non-alcoholic refreshments. Even the tips are already included."
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Disney Parks and Resorts: Marketing, 2004.
Examines the international marketing strategies of Disney Parks and Resorts.
3,325 words (approx. 13.3 pages), 16 sources, MLA, $ 94.95
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Abstract
Disney?s Parks and Resorts business was built on the premise that theme parks, which brought the Disney magic to life, would be a tremendous experience and opportunity for children and their families to have fun. This paper analyzes the international marketing strategy of Disney Parks and Resorts. Disney Co. has recently begun facing financial problems, with lower attendance and occupancy rates, both in its U.S. and Paris locations. As this analysis proceeds, it examines the root causes of Disney?s declining Parks and Resorts' business and develops a set of recommendations. The paper includes tables.
From the Paper
"Standardization and transference of the American culture worked beautifully in Japan, turning it into a highly profitable venture, which continues to grow, leading to the opening of a second resort, Tokyo DisneySea. Indeed, Disney?s success in Japan is evidenced by the fact that it is the only resort to contribute higher earnings (royalties) to The Walt Disney Company in the fiscal year 2003 (Disney 2003 Annual Report, p. 59). Euro Disney is, however, an altogether different story, and not a very happy one at that. Established in 1992, the venture was plagued with problems right from the outset, beginning with Disney?s lack of understanding of European and French culture, which led to several errors in product and service design:..."
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Canadian Pacific Hotels and Resorts, 2002.
An analysis of the company Canadian Pacific Hotels and Resorts.
2,900 words (approx. 11.6 pages), 3 sources, $ 106.95
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Abstract
A SWOT analysis that examines the potential internal strengths and weaknesses as well as the potential environmental opportunities and threats to Canadian Pacific Hotels and Resorts (CPHR). The analysis concludes that CPHR has an essentially sound strategy that should operations into Europe in order to tap into unrealized operational income and to absorb potential reduction in North American income.
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Brazilian Sandals, 2002.
A marketing plan for importing V-thong sandals from Brazil.
2,956 words (approx. 11.8 pages), 8 sources, MLA, $ 87.95
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Abstract
This paper examines how exporting from footwear from Brazil is a challenging and risky prospect for an importer who must be familiar with local customs and laws, international shipping, customs and the intricacies of the footwear industry. He must also be prepared for the worst-case scenario when dealing with a country that has a historically volatile economy. It also looks at how another challenge is obtaining orders from retailers since the American footwear industry is a tight-knit community.
Outline
Product
Country Information
Business Culture
Brazilian Shoe Industry
Target Market
Suppliers
Distribution
Freight Forwarders
Financing
The Life Cycle of a Sandal from Brazil
Pricing
Conclusion
From the Paper
"As a buying agent for a mass-marketer, it is crucial to create relationships with the factory owners in Brazil. As mentioned before, most of the shoe manufacturers are the southern Brazil. Larger well known manufacturers such as Havaiana's factory Alpargatas, or Azaleia are not accessible to the new buying agent. Production schedules are filled months in advance with established buyers and production of their own name brand. In order to identify or get a foot in the door, the U.S./Brazil Chamber of Commerce and the Porto Alegre Chamber of Commerce are good starting points for finding the smaller factories that will manufacture for export. It is always a good idea to have relationships with several factories and have several contingency plans in place. Smaller factories often over-schedule and make promises that are impossible for them to keep."
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Spas, Health and Fitness Resorts, 2002.
An overview of the history of different types of fitness and health clubs with a focus on particular places in the U.S. and Canada.
5,150 words (approx. 20.6 pages), 26 sources, $ 187.95
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Abstract
This paper looks at the history of spas, provides examples of the different types of downtown fitness and health clubs, covers the different programs at health a fitness resorts, outlines the types of therapy available, explains spa terminology and the different types of spa treatments. Selected fitness resorts/spas in Ontario, Canada, California, Florida and the Caribbean are described. Particular health clubs in Toronto are also discussed in terms of their history, location, and economic and social impact on the community. The future of the spas, fitness and health resorts and clubs in Canada and abroad is then addressed.
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Time-sharing in Resorts, 2007.
A research analysis of how many students in the Swiss Hospitality School are aware of timeshares, the source of their awareness and their interest in timeshare education.
9,339 words (approx. 37.4 pages), 33 sources, MLA, $ 192.95
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Abstract
This paper discusses time-sharing, particularly how many students in the Swiss Hospitality School are aware of timeshares, the source of their awareness and their interest in timeshare education. It presents a general overview of time-sharing and then describes the four largest timeshare developers, along with the advantages of time-sharing. The paper concludes with recommendations for future research on the topic of time-sharing and makes recommendations for hospitality schools.
Table of Contents:
I. Introduction
A Holiday and a Vacation?
Background
Present Issues
Summary of the Structure of the Industry Paper
Objectives
Statement of Problem
II. Literature Review
History of Hospitality
Hotels
Types of Hotels
Resorts
Types of Resorts
Timeshare
Beginning of Timeshare
Types of Timeshare
Timeshare developers
Demand/Season
Timeshare Stats
Advantages of Time-sharing
Marketing of timeshare relates to Customer Satisfaction
III. Methodology
Research Framework & Survey
Data collection
Data analysis
Findings
Reliability of the Survey Demographic Profile of the Students
Interest of students in Lodging Operations
Perception of Timeshares
Relations and Comparison Between Variables
IV. Analysis
Conclusion
Limitations
Problems and How to Deal with Them
V. Results
Reliability of the survey
Demographic profile of the students
Interest of Students in Lodging Operations
Future Research Recommendations/Recommendations for Hospitality Schools
From the Paper
"In the UK, 1.25 million time ownerships are secured by residents, with this number increasing by more than 10% a year. More UK residents have timesharing holidays than travel on skiing trips or take cruises. (HIGV, 2005) According to World Tourism Organization, there are 5,791 timeshare resorts and just over 1,700 are located in North America. Europe hosts 25 percent, with Spain offering over 500 timeshare resorts. Latin America includes another 16 percent of the global total, led by Mexico with approximately 40 percent of the resorts in the regions. Upcoming Asia offers 14 percent. All in all, these resorts provide about 325,000 accommodation units worldwide. More than 40% are in the United States, where timeshare resorts tend to be largest; averaging more than 80 units each."
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Resorts, 1992.
Discusses history, types, features, occupancy, seasonality, chains, amenities, marketing, family appeal, travel packages and pricing.
2,700 words (approx. 10.8 pages), 12 sources, $ 95.95
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From the Paper
"Resort hotels outperformed standard hotels during 1990 in terms of occupancy levels, room rates and operating profits. During that year, occupancy levels exceeded standard hotels by 11 percent in the United States and elsewhere, and the average room rate in a resort was 80 percent higher than at standard hotels. This translates to an average occupancy rate of 75 percent for resorts and 64 percent for standard hotels (Blum, 18). Recognizing that resorts compose a unique and lucrative component of the hotel market, this research seeks to understand the different types of resorts and the occupancy problems that are associated with each. In addition, methods of increasing the occupancy rate are examined. The scope of the research is limited to the United States.
Resorts are hotels that are destinations in and of ..."
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The Shades of Green Resort, 2005.
This paper is a feasibility study to investigate the price an investor will pay to purchase the Shades of Green Resort in Orlando, Florida.
3,665 words (approx. 14.7 pages), 10 sources, MLA, $ 101.95
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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."
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The Ski Resort Industry, 2008.
This report characterizes the market for the ski resort industry and related products/services and assesses the attractiveness of this market to potential producers/marketers.
2,780 words (approx. 11.1 pages), 15 sources, APA, $ 82.95
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Abstract
This paper explains that, although skiing is one of Americans' favorite sports and leisure activities, ski areas throughout North America are facing many problems. The author points out that fewer people visit U.S. ski areas now than ten or twenty years ago. The paper also relates that the high seasonality of demand, the potential negative effects of climate change and issues surrounding environmentally sustainable management practices present major challenges to the ski industry. The author underscores that the barriers to market entry include large amounts of initial capital, high maintenance costs, dependability on weather and human resources management. The paper reports that successful resorts respond to these challenges through continued diversification and effective customer relationship management programs. The author concludes that the ski resort industry is not an attractive candidate for potential market entrants.
Table of Contents:
List of Figures
Executive Summary
Purposes of the Report
Sources and Methods of Data Collection
Interpretations and Conclusions
Introduction
Industry Assessment
Industry Landscape
Market Demand
Seasonality of Demand
Factors Influencing Future Demand
Climate Change
Environmentally Sustainable Management
Barriers to Entry
Staying Ahead of the Competition
Summary
From the Paper
"Seasonality of demand in the ski resort industry refers to the fluctuations in demand during different months of the year. Statistics reflecting the number of visits or the frequency of ski resort visitations per season is not readily available, making it difficult to quantify seasonality of demand. However, one can draw a parallel between the seasonality of demand in the ski resort industry and the seasonality of demand for skis and related equipment. According to AuctionBytes.com (2007), the independent trade publication for online merchants, demand for snow skis seems to concentrate around Christmas holidays."
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Resort Planning, 2002.
The Marlow Heights Resort and the PASOLP odel for tourism planning.
5,400 words (approx. 21.6 pages), 15 sources, $ 196.95
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Abstract
This paper examines tourism in Costa Rica according to a model of tourism planning and the use of the fictional Marlow Heights Resort to illustrate the application of the model
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Coral Divers Resort, 2002.
A business case study of Coral Divers Resort.
1,400 words (approx. 5.6 pages), 1 source, $ 53.95
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Abstract
This paper is a business case study of Coral Divers Resort. Revenues and bookings have declined for three years. It has suffered losses for the last two years after generating about 2% profit ($11,800) on $554,000 in revenue.
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Coral Divers Resort, 1999.
Strategic marketing analysis, recommendations for the owner, strengths and weaknesses, competition, alternatives and finances. Provides a balance sheet.
1,589 words (approx. 6.4 pages), 3 sources, $ 79.95
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Abstract
Scuba diving is a rapidly growing sport, and one that is beginning to involve the entire family. Coral Divers Resort had a comfortable niche in that industry, one that had been enhanced by its owner, Jonathan Greywell's promotional strategy. According to the case study, "over the years, Greywell had established a solid reputation for the Coral Divers Resort as a safe and knowledgeable scuba diving resort. It offered not only diving, but a beachfront location.
From the Paper
"CORAL DIVERS RESORT
Introduction
Scuba diving is a rapidly growing sport, and one that is beginning to involve the entire family. Coral Divers Resort had a comfortable niche in that industry, one that had been enhanced by its owner, Jonathan Greywell's promotional strategy. According to the case study, "over the years, Greywell had established a solid reputation for the Coral Divers Resort as a safe and knowledgeable scuba diving resort. It offered not only diving, but a beachfront location. As a small but well-regarded all-around dive resort in the Bahamas, many divers had come to prefer his resort to other, crowded tourists resorts in the Caribbean."
Greywell found this niche by creating short weekend and midweek diving ventures ..."
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Colorado, 2002.
An examination of the effects of a bad Colorado economy on small Colorado resorts.
1,200 words (approx. 4.8 pages), 3 sources, MLA, $ 41.95
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Abstract
This paper examines how tourism has always been one of Colorado's leading industries, employing more than 200,000 Colorado workers and attracting a variety of tourists. It looks at how in 2001, Colorado?s booming economic growth came to a halt, mainly because of the same factors that caused the current U.S. recession and how today, the state is experiencing a stagnant economy and the weakest employment performance in decades. As a result, many industries, including travel and tourism, are sluggish.
Outline
Introduction
Current Resources and Methods of Staying Afloat
Recommendations for Small Colorado Resorts
Conclusion
From the Paper
"In 2002, Colorado's $1.7 billion ski industry was hit with an unprecedented meltdown as many skiers chose to say home during the winter (Thredgold, 2002). As a result of many economic factors, including an increased fear of flying, economic uncertainty and a lack of early-season snow, many smaller ski resorts are in danger of going out of business. In addition, a sagging economy, high-profile forest fires and one of the worst droughts in recent history, in general, hurt the tourism industry. To make matters worse, fear of terrorist attacks and the current war has further increased consumer anxiety about air travel and airport security delays this year. As a result, there are more locals hitting the resorts and fewer tourists."
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Recreation Report, 2006.
This paper suggests the implementation of an ice-fishing program to increase revenues at a recreation resort.
675 words (approx. 2.7 pages), 1 source, $ 26.95
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Abstract
In this article, the writer proposes the development of an ice-fishing program at a northern resort. The writer explains that presently, the Ultimate Resort and Spa is mainly a three season resort providing sports and leisure activities that fall into the warmer months. The writer believes that by adding an ice-fishing program and taking advantage of the resorts proximity to close and well-stocked fishing lakes, numbers could be increased during the winter months.
From the Paper
"Presently, the Ultimate Resort and Spa is mainly a three season resort providing sports and leisure activities that fall into the warmer months. However, this leaves the resort rather empty during the months between December and mid March, but still require us to provide full services to guests who generally are only present on site during the early mornings and after dark."
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Total Quality Management and Strategic Planning, 2006.
A discussion regarding the Boardman Management Group (BMG), total quality management (TQM) and the Baderman Island Resort.
675 words (approx. 2.7 pages), 2 sources, $ 26.95
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Abstract
This document discusses the Baderman Island Resort and its property management firm, the Boardman Management Group (BMG). BMG is intending on expanding Baderman Island's resort facilities and capacity as well as the full spectrum of its services. According to the paper, this expansion involves the simultaneous implementation of numerous projects and oversight thereof. BMG feels that total quality management (TQM) is a an effective strategic management model that can properly monitor and manage these numerous projects as well as provide a high quality and consistency of service metrics upon which Baderman Island relies.
From the Paper
"The Boardman Management Group (BMG) which manages the Baderman Island Resort began as a small property management company that only worked with smaller properties and local community hotels (Baderman, 2006). Beginning in 2004 BMG began managing the Baderman Island Resort in collaboration with the local Chamber of Commerce and the Baderman family who own the property and for whom it is named after. In an effort to improve quality of service metrics and operating efficiencies, BMG has implemented a total quality management (TQM) program to oversee these processes. TQM has been designated as the type of comprehensive strategic management structure that can effectively guide the organization forward in its expansion strategy. Vision."
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