Canyon Ranch

Here are some reasons that the government should make Providence Canyon a national park. The first reason I think they should make it a national park is because it could help students learn more about it and it could help them in the future. Another reason is that people could go there to see the amazing sites and to be entertained. The last reason I think the government should make the Providence Canyon a national park is because it is very historical and it needs to be shown off to the world.

Way far out east of where you are right now is a mountain ridge. A mountain ridge that traverses over two states along the East coast. It’s the same place where the “Last Battle of the Cherokees” occurred. Even the civil war was not to far away from the mountain ridge. One might even have a flashback to US history in the 8th grade if they were told that this was the location of The Battle of Lookout Mountain. Most people are used to seeing waterfalls, well above ground at least. Usually when one sees a waterfall their neck tends to bend backwards so they can look up towards it. Is there a possibility of a waterfall being below the surface level of the earth? Under ground waterfalls can be a very beautiful and natural

To truly experience the beauty of Oahu, visitors have to check out Kualoa Ranch. At the ranch, you can enjoy a one-hour horseback riding tour before you criss-cross eight ziplines. From unsurpassed views to experienced staff, this tour is designed to give you the best amenities that the area has to offer. Each tour starts with a ride deep through the Ka'a'awa Valley where Jurassic and Lost were once filmed. As you ride, you will go across the Kualoa Mountains and see World War II bunkers that still exist on the ranch.

Customers are the backbone of every business which is why building a solid relationship is essential to the success of every business. In order to remain competitive companies must be able to meet the needs and wants of their customers. With new hotels and casinos on the rise in the Caribbean, the hotels and casinos operated under Diamond Cluster Entertainment are struggling to remain competitive. Their competitors are making themselves known via social media and other online marketing strategies. This company is ignoring the importance of social media which is why they are struggling to remain competitive and build a solid relationship with their loyal customers. Their competitors are also investing in loyalty programs that offer customers free rooms, room upgrades, casino credits, and other perks.

This information would automatically be accessible to Canyon Ranch’s managers and staff so that they know instantly when a customer arrives the type of luxurious experience they expect. This would dramatically reduce the room for error, frustration, and disappointment. The organization could also use this information to create customized packages for customers, potentially with discounts to entice the consumer to want to come back and spend more money. At the current moment, it appears that Canyon Ranch is heavily dependent upon word-of-mouth referrals and big business partnerships. This drastically reduces the amount of people who are privy to all of the beneficial services this company has to offer. Canyon Ranch definitely needs to work on mass marketing and promotional strategies in an era filled with fierce competition by hiring some marketing consultants. By increasing Canyon Ranch’s advertising approach, the company could control the information and images that are projected, it would allow an opportunity for inquiries to be addressed and questions to be answered, which would ultimately allow for an enhanced and hopefully a positive customer relations experience.

* With the help of CRM along with recognition of the customer providing personal services was also possible. This helps in tailoring the experience according to customer needs and creating a long term relationship. For eg. Rooms can be pre-assigned and prepared according to customer preferences.

Ans.  To Canyon Ranch, customer information is must in order to implement their business model successfully. The value that it gives to the business is that it understands customer’s unique wants and give alternatives that will allow each guest to rach their individual goals. This is essential for Canyon Ranch to reach its mission to “inspire people to make healthy living, turning hopes and live into the highest enjoyment of life”. By gathering and sharing guests’ information, Canyon Ranch can assimilate it to “know and understand their customers, provides loyalty, and cross-sell its offerings” all of which are highly critical to

Canyon Ranch’s strategy should include the full integration of the CLS and Guestware systems to give the managers on duty access to consolidated information so they can take any required actions immediately. POS software should be installed in the restaurants and salons. They should also consider online options for customer bookings and completion of health questionnaires. Customers should be able to book an entire stay online, chat with a customer representative online, as well as complete then submit their health questionnaires online if they opt to.

Maverick Lodging is a hotel management company that manages the day-to-day operations of third party franchisees of the Marriott Corporation. The company has recently implemented a balanced scorecard in an effort to align company strategy, structure, performance measurements, and incentives. The organization strategy involves growth in revenue and customer base with the use of differentiation. Issues with the current scorecard and its measures have been identified. Alternative solutions have been researched. A recommended course of action is presented that will allow Maverick Lodging to achieve its strategic goals and objectives.

In order to deal with ways to sustain Wyndham’s competitive advantage built by the ByRequest initiative, we first need to get acquainted with its business values; Wyndham’s ByRequest program created a comfortable and memorable upscale guest experience and shaped recognition in the industry from a customer service standpoint. Being still a relatively new program, the company was limiting its focus on analysis and thus conducted limited historical study and no collection of a typical demographic data like age, income etc. But while its impact on revenues was still small, it was a success in defining Wyndham’s brand. In order to keep and even extend this current competitive advantage over time, the company needs to leverage its growing

The role of Wyndham’s internal resources (IR) is in the strategic quadrant. Because Wyndham relies

Hilton Hotels is one of the biggest players in the hospitality industry with over 2900 (as of September 2007) hotels worldwide consisting of numerous brands and products. The hospitality industry is service centered and highly competitive. The challenge for Hilton is to create and deliver value better than its competitors. Hilton understand that it is important to improve customer experience and build strong relationships with the customers. Hilton Hotels adopted a Customer Really Matter (CRM) strategy out of necessity to cater for

Dave Sinclair, vice-president of human resources at Blue Mountain Resort (BMR), was considering his options concerning the company's service quality program. He gathered together a team of 25 BMR managers to identify opportunities to improve service quality. They had provided Dave with a number of specific proposals he wanted to evaluate and decide on a course of action. From all, Dave identified three proposals that required careful consideration: costumer flow, speed of service and information technology (IT).

Despite Cabo San Viejo’s (CSV) start in the late 1970s as a “fat farm,” catering primarily to women, the resort is now operating in a more niche and exclusive market, providing for guests who are largely affluent with high expectations for the service. In terms of pure demographics, the business welcomes 3,500 new guests each year. Between new and repeat customers, 70% to 80% are female. In the high seasons of winter, spring and fall, the average household income (AHI) exceeds $150,000 for 82% of guests; in the summer an AHI greater than $150,000 applies to 59% of guests. Most customers live in California and the West coast region and are in their 40s or 50s. It is interesting and should be pointed out that between 1992 and 2004, CSV’s average customer age has increased by 10 years of age, from 47 to 57. Behaviorally, up to 70% of new guests became aware of CSV via word of mouth, while 30% visited as a result of travel agent referrals. The most common reasons for patronizing CSV (regardless of frequency) are rest, a healthy vacation option, fitness vacation option and spa activities and offerings. The average guest takes 3 to 4 vacations per year and first time guests returned to the resort within six years at a rate of 32% and 62% of initial return visitors returned again within 6 years. The two most common reasons for customers returning are health benefits (35%) and a great overall vacation (30%). CSV

As a primary worldwide provider of travel-related services such as rentals, lodging, conference facilities, and timeshare exchange, Wyndham Worldwide has overcome inconsistent branding strategy, unstable mergers, and acquisitions, as well as the 2008 economic recession to retain its top position in the industry. An internal and external analysis of the company, opportunities, and threats faced by the firm, its competitive advantage, and a strategic focus reveal the issues that need to be addressed henceforth for it to remain relevant in an increasingly competitive global market. The paper provides a problem statement, alternatives, and recommendations that Wyndham Worldwide can engage.