Case Study On Revenue Management : Crags Oceanside Golf Resort

The issue that Coral Divers Resort (CDR) is facing is that it has been unable to distinguish itself from other resorts in the New Providence, Bahamas region and has been experiencing declining revenues and unprofitability for the past three years as a result. Other resorts that have been able to specialize in certain segments of the diving industry have been doing well over the past years as the industry continues to grow. CDR must look for opportunities in the diving industry to find a unique niche and gain a competitive edge that will lead to an increase its revenues. The SWOT analysis (Exhibit 1) looks at the current state of CDR and the environment it is operating in.

Information technology serves as the mainstay of any company, and the golf industry is no exception. A website is akin to an unpaid employee that works on behalf of the business 24 hours a day, seven days a week. This means that Mr. Kirby can be earning money even when the golf course is closed by offering online shopping and the ability to book tee times. Data is king for any golf club who is looking to market the business, and a website needs to work hard when it comes to gathering customer data, their habits and make it easy for the business owner to use. ("Your Website - England Golf," 2016). Mr. Kirby has indicated the need for CRM; therefore, his website needs to be fully

The hotel increases it revenue through offering its catering services to conferences, meetings, events and weddings. The outside catering segment of the business has enabled the hotel to cover its expenses and generate adequate revenue for the business. The hotel has acquired transportation facilities and outside catering equipment to ensure that the business continues to attract new customers. The mobile catering unit is advertised using the media and posters about the company in the market. The hotel has also employed sales agents to market the company in the local market. The agents are paid on commission basis making the organization save on basic pay (Markman, 2010).

Among these five companies, Vail Resorts gained the highest revenue, $1,254.65 million, last year with their exceptional Product (Service) Differentiation Strategy and Multi Related-industries Strategy. Unlike other four businesses, Vail Resorts always pay more attention to provide unique service for each kind of customers and develop their ancillary businesses. These ensure Vail Resorts to meet varying needs of their customers, and the revenue coming from their ancillary businesses has exceeded half of mountain revenue. Flanigan 's Enterprises Inc. gained the lowest revenue ($89.8 million) among those 5 companies. This might because Flanigan 's Enterprises Inc.’s scale of operation is smaller than other 4 companies.

The defining business and economic characteristics of the golf equipment industry can be measured by looking at the makeup of the industry itself. The case states that there are approximately 26 million Americans who play golf. 5.4 million play at least twice a month. These numbers are expected to grow by 1 to 2 percent a year until at least 2010. Of the U.S. golfers, 25% are seniors, 5.7 are women, and 2.1 million are juniors. The typical golfer is a 39 year old man who earns about $66,000 annually. Golf has also started to expand globally with 16 million and 2 million golfers in Asia and Europe respectfully. In 1999, the golf equipment industry took in about $2.7 billion in wholesale sales (2nd only to

This research paper consist of many awesome facts and history of these famous golf course. There is different facts about every course and how the course came about. The courses that will be mentioned in this paper are Augusta National, Royal County Down, and Pine Valley. Some of the golf courses around the world are magnificent and incredible to be able to play on these courses. Three courses that will be stated are personally three of my favorite golf courses and they were named top three by golf digest. In this paper there are many facts on not just the course but on how they were built and who created these awesome courses. Many different facts about golf and how you should approach these course are in this research paper. Different opinions

Unfortunately, a primary reason that this massive golf course’s long historic run as a recreational, sporting related business came to a close was an overall lack of revenue. As the years past, the golf course’s revenue

New learners visit the golf course to learn how to play the game. At the golf courses, there are tutors with skills to train new members. They take the trainees through the training process in a professional manner to ensure that they understand everything. The golf courses make money through charging for these lessons. They make sure the learners acquire the skills. If they are satisfied, they refer their friends to that ground. The process maximizes the profit of the course making it a productive investment.

The main aim for the first step, was to find the organizations for these events, as well to set up the example of invitation letters to the organizations.

“Viable Vision: Transforming Total Sales into Net Profits is a book for anyone responsible for increasing the profitability of their business. Gerry Kendall combines the theory with real life examples of its power to transform complex problems into clear, common sense executables that will increase the profitability of your business. If you think the complexities restrict the future success of your business, then you’re about to be enlightened.” —Patrick J. Bennett, Executive Vice President Covad Communications “As senior managers we seek but seldom find the silver bullets that will lead to exponential growth for our companies. In Viable Vision, the author wonderfully presents proven tools with actual business cases that

Owners of golf courses are currently facing challenges which threaten their very existence. Whether it is from a dwindling participation rate, water shortages, or environmental concerns due to fertilizer and pesticide runoff, courses must adapt their strategy for a new reality. It is clear from statistics that participation in golf is dwindling which will threaten the existence of golf courses. Coupled with an increased awareness of the impact on the environment, this could prove to be an insurmountable obstacle if golf courses are not quick to adapt. In states such as California and Texas, drought conditions have forced communities to look at the significant water usage of golf courses in order to reduce unnecessary consumption. Another significant cause for concern is the effect of pesticide and fertilizer runoff on the local watershed. Clearly there are very real and sometimes devastating effects when the pesticides and fertilizers used by golf courses find their way into unintended areas such as lakes, rivers and ponds. However, it is not all bad news for golf courses. There are positive environmental impacts such as preserving a home for birds and other animals, reducing urban sprawl, and the growth of vegetation and trees. These challenges facing golf course owners are very real, and in order to continue to attract players and avoid costly legislation, golf courses must embrace water conservation efforts, reduce their release of

Dr. Mohan Rao’s business publication “From a Black Hole to a Hole-in-One” provided insights on how to decipher the correlation between any business’ productivity and its profitability. In this research paper, the implementation of the APC model of performance management allowed Dr. Rao to provide strategies on how to improve profitability for Ebony Hills Golf Course of Edinburg, TX. Attributable to the notoriety of golfers like Tiger Woods and Michelle Wie, the interest in golfing has risen over the years. In fact, the paper mentions that interest in golf has grown, for the number of golfers has increased by 14% since 1990. Nevertheless, the new allure of the sport initiated an increase in the number of golf courses and facilities, but the number of rounds played per facility decreased because of overcapacity. For golf facilities and courses in the Texas Valley area, much of the revenues come during the winter months when Winter Texans arrive to the area. Dr. Rao utilized the APC model to discover gaps in productivity and profitability for the golf course. After compiling data of the municipal’s revenues and costs of inputs, the APC model revealed an overall negative performance of productivity. The damaging losses were a result of low labor productivity. Ebony Hills Golf Course

Club IT’s website is the key to progress. Customers want convenience and the ability to conduct transactions on their PDAs, Blackberry’s or laptops therefore developing a link on the clubs website to purchase tickets to concerts or live bands will allow these quick purchases. The current website is not updated frequently and does not offer an accurate description of the club or its promotions. Ruben and Lisa need to ensure that their customers have an overwhelming great experience, which will keep them coming back. The implementation of a few simple m-commerce functions can help them accomplish this; mass e-mails announcing new bands or mid-week promotions, drink or food specials and advance ticket purchases will draw clients to the clubs website and create a following. This will lower personnel requirements, lowering overhead because clients are able to complete their own transactions on the club’s website; purchase and print tickets to an event of their choosing. However, this will not be an inexpensive undertaking and may take several months before the cost-effectiveness of the investment is fully noticeable. Leasing the systems and applications may be an alternative for Ruben and Lisa to consider. Once

Giscard d’Estaing is currently repositioning Club Med as an ‘upscale, friendly and multicultural’ tour operator. Having spent around EUR 1bn since 2004, this strategic turnaround had revived customers’ satisfaction toward Club Med’s tour experience. Unfortunately, revenue performance is still poor. Estaing is in need of a concrete strategy to increase Club Med’s revenue by 5 times by 2020 from 2010. The formation of the strategy is driven by Club Med’s 1) Strength - Strong and established brand name in Europe with acceptable balance sheet for funding flexibility , 2) Weakness – Concentration risk in the Eurozone experiencing sluggish economic growth, 3) Opportunity – Diversification into new growth geographies

The aim of this assignment is to analyse a selected yield/revenue management enterprise and to use the knowledge of revenue management in hospitality industry to develop an appropriate case study by applying appropriate yield management theory and concepts. In order to present it as a business report I will explore the applications of revenue management techniques and strategies in hotel revenue management operations and how it is used in order to maximise the revenue from the limited number of products e.g. Rooms, facilities etc. in different times in a year.