...Olmedo, Asucina T. BSA 1I Case Study: Halina Mountain Resort (B) Time Context September 1981 Abstract Halina Mountain Resort, a family owned business, had been picking up during 1980 though it suffered a net loss of P335, 499.69 as shown in the financial performance of Blue Heights Realty and Development Corporation. Halina Mountain Resort is manage by Jun Herrera, son of the owner Victor Herrera together with his cousin Benjamin Estacio that acts as resort manager. Majority of the 32 permanent personnel are relatives of Herrera which reside in Calamba or in nearby towns. The family as a whole had been working together, thus creating a good team for the business. Halina Mountain Resort is in a good location, has first class facilities, observed cleanliness and has a cohesive personnel that make them outstanding and competitive among other resorts. Not all months of the year have the same operation level, during June, July and August are the low level, September, November, January, and February are in normal operation, while the peak season are the month of March, April, May, October, and December. I. STATEMENT OF THE OBJECTIVE 1. Short-range Objectives: To ensure Halina’s continuous growth and increased popularity. To make up for the decreased income during “low months”. 2. Long-range Objectives: To be able to sustain Halina Mountain Resort’s growth even if it is no longer new to the public. II. CENTRAL PROBLEM How...
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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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...Green Mountain Resort Green Mountain Resort Organizational crisis is a common occurrence in today’s society. Change is always needed, and it is never a straight forward process. If it was, businesses would always be able to meet their goals. If each and every corporation does not keep up with the changes they will not survive. Change, whether big or small can be extremely challenging and requires a well thought out plan, clever ideas, patience and good leadership. No single method of change management fits every company, but there is a set of practices, tools, and techniques that can be adapted to a variety of situations to (Jones, J, Aguirre, D, Calderone, M, 2004) Change management initiatives are mainly focused at improving organizations effectiveness. This in turn, helps in ensuring the well being of the organization’s employees, customers and stakeholders. A company has to remain competitive in the tough business climate after all. Organizations quite often believe that change can only be managed through six images of managing changing (Drazen, 2011). Each and every image for managing changes has its own particular kind of pattern and formula of implementing the change which is different from one to another. Change image concepts impact an organization according to the person who implements these images. Naturally image concepts show a manager how change should be managed. Furthermore it gives the manager an overview of their role as a manager of...
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...Lyceum of the Philippines University Batangas City College of International Tourism and Hospitality Management Narrative Report on Room Division Tagaytay Highlands Tagaytay-Calamba Road, Tagaytay, Cavite January 20, 2015 – March 16, 2015 In Partial fulfillment of the requirement for the course HRA 10B For the degree in Bachelor of Science in International Tourism and Hospitality Management Specialized in Hotel and Restaurant Administration Submitted by: Aira O. Mugas Submitted to: Mrs. Rhea Mejia ACKNOWLEDGEMENT I want to give an overwhelming thanks to all people who helped me in accomplishing my On-the-Job training and with all gratefulness; this piece of work is dedicated to the following person. A special thanks to my Internship Coordinator, Mrs Sarah Macanas-Tengco for the assurance of the document needed for the internship. To my family, thank you for your financial support, trust, love and care to me. Who serve as an inspiration to me, who keep encouraging me to always make best out of everything and for their being proud and ever supporting family to me. I would like to take this opportunity to thank my training manager, Mrs. Christine Anacay, to my training supervisor Mrs. Rhoda De Los Reyes lastly to my trainer Mr. Arnie Anacay. I’ve learned a lot from them on how to perform housekeeping operations, how to be a responsible OJT students trainee, and from helping me a lot in performing...
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...ownership and will need only minor repair (see plan). I would like to provide a homey vacation atmosphere for the outdoor enthusiasts enjoying all seasons in the Adirondacks. The State of NY has awarded the Pharaoh region almost 10 percent of development dollars, which will roughly be around $7.1 million dollars. It was stated and recognized that this area is well known and frequently visited by travelers due to its many diverse hiking trails, pond and lake clusters, and skiing slopes. The Pharaoh region already has multiple chain hotels and a handful of small Inn’s, I want to offer a unique combination of hotel and Bed and Breakfast feel. With the hotels 50 accommodating rooms, convention room and private pub, I will be able to turn it into a successful Inn. Shopping and hospitals are located about 15-20 miles from the property for those who enjoy a shopping experience or for those who might be in need of medical assistance. I will offer and serve breakfast which will be complimentary and dinner at extra charges. Kayak and ski rentals will be available upon request as well as a local trained and certified hiking guide for those guests who are not familiar or comfortable venturing the mountains alone. With the State revenue coming in and my managerial background, this hotel will be successful. I invite you, the reader, to stay there a weekend and understand why it is such a popular place to visit. I promise you will not forget...
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...Accenture Inc. Aecon Group Inc. Agriculture Financial Services Corporation Agrium Inc. Air Canada Alberta-Pacific Forest Industries Inc. Bank of Canada Bayer Canada BC Public Service BDC / Business Development Bank of Canada Bennett Jones LLP Cameco Corporation Canadian National Railway Company / CN Canadian Security Intelligence Service Cape Breton District Health Authority Carswell, a division of Thomson Reuters Canada Limited Catholic Children's Aid Society of Toronto Cementation Canada Inc. Ceridian Canada Ltd. CIBC College of Physicians and Surgeons of British Columbia ConocoPhillips Canada Dalhousie University Deeley Harley-Davidson Canada Deloitte LLP Department of Finance Canada Desjardins Group / Mouvement des caisses Desjardins DIALOG Diavik Diamond Mines Inc. EllisDon Corporation Enbridge Inc. ERM Rescan Fairmont Hotels & Resorts General Electric Canada / GE General Motors of Canada Limited Georgian College Golder Associates Ltd. Great Little Box Company Ltd. Hospital for Sick Children, The HP Advanced Solutions Inc. ISM Canada Ivanhoé Cambridge Inc. Knight Piésold Ltd. KPMG LLP L'Oréal Canada Inc. Labatt Breweries of Canada Loblaw Companies Limited Lundbeck Canada Inc. Manitoba Hydro Manulife Financial Corporation Mars Canada Inc. McCarthy Tétrault LLP Medtronic of Canada Ltd. Merck Canada Inc. Monsanto Canada Inc. Mosaic Company, The Mountain Equipment Co-op National Ballet of Canada, The National Energy...
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...product development process. Headquartered in Burlington, Vermont with international offices in Innsbruck, Austria and Tokyo, Japan, Burton has lead the snowboard industry for 26 years. By supporting a Global Team of the world’s top riders, Burton Snowboards has fueled the growth of snowboarding worldwide. Their support and development of successful programs like Learn To Ride (LTR), The Chill Foundation, Free the Snow and the US Open Snowboarding Championships has also contributed to snowboarding’s tremendous growth and exposure over the years. Jake Burton, founder and owner of Burton Snowboards, has dedicated the past 26 years of his life to snowboarding. In 1977, Jake founded Burton Snowboards in South Londonderry, Vermont. Through the years, he’s played a vital role in transitioning snowboarding from a backyard hobby to a world-class sport. Deemed the ‘Pioneer of Snowboarding’, Jake just sees himself as someone who loves to ride. Just like everybody else who works at Burton, Jake comes to the office, snowboards as much as possible and brings his dog to work if he feels like it. Burton employees play hard and work even harder. Working for Burton is a 24/7 job – you work and live snowboarding everyday, before work, after work, on the weekends and during many late nights at the office. Working long hours during snowboarding season is the norm – but that doesn’t keep Burton employees from riding. All Burton employees receive free season passes to Stowe Mountain Resort in Vermont...
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...MGMT 436 Larry Dudley Group 3 Rocky Mountain Chocolate Factory Inc. Audit Karla Schaapveld, Jeremy Smith, Mark Bourgoin, Matt Misitano, Diego Elizalde, Jeff Stanton, and Reilly Kindred CASE 22 Rocky Mountain Chocolate Factory Inc. Jeremy Smith I. CURRENT SITUATION A. Current Performance * 329 Franchised and 5 Company owned stores * Increasing revenues year to year with $16.7 Million in 2008 * Sales have slowed due to economic downturn but the company is in an excellent financial position to withstand the recession B. Strategic Posture 1. Mission * Quality, Taste, Value, and Variety of products * Quality of the product is the number one factor 2. Objectives * Manage money carefully during economic downturn * Slowed expansion and elimination of debt * Maintain a good relationship with employees as well as franchisees 3. Strategies * Adding stores in resort, tourist, street front, and entertainment-oriented locations * RMCF is repurchasing stock as it felt it was undervalued * Owns 8 refrigerated trucks to move products from factory to stores * New line of sugar free candies for the health conscious and those with special dietary requirements * Each store is setup to make product where customers can view and smell the end result 4. Policies * Trucks are sent out from the factories with product for stores but return with ingredients to make more product making the trips...
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...Luana Bulseco Professor Joseph G. Smith MGMT 3100 May 2, 2013 Green Mountain Coffee Roasters: A Good Cup of Java In the beautiful mountains of Vermont, you will find the home of Green Mountain Coffee Roasters, Inc. (GMCR). In 1981, Robert Stiller, the company founder, while vacationing at a ski resort in Waitsfield, VT found a cup of coffee so good that he bought the company. At the time, Green Mountain was a small, specialty coffee store, and nobody would have imagined that GMCR would become one of the world's leading specialty coffee makers. Today GMCR is recognized for its award-winning coffees, innovative brewing technology, and socially responsible business practices. Reaching this point, however, was not easy and forced GMCR to master their marketing strategies in order to survive the competition. In a time and age when 'environmentally responsible' has become the latest buzzword in social and environmental responsibility is not a trendy marketing move. It is a key concept that has been part of the company's core commitment and values from the time when it was housed in a tiny storefront cafe. In fact, Green Mountain has been named one of the Top 100 Most Socially Conscious Corporations by Business, Inc. for two years running. The company's production plant has been certified organic since 1997, and they remain committed to offering high quality, completely organically grown coffee as a major part of their offerings. In addition to their commitment to organically...
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...Research Paper It’s more fun in CAVITE Table of Contents Focus Topic: The promotional practices/strategies in promoting tourism industry in Cavite Thesis Statement: Promoting the tourism industry can enhance/improve the increase the number of tourist. Statement of Problem: What is the history about Cavite? What is the basic facts about Cavite? What is the different tourist spot in Cavite? Why you should not go to Cavite? Why you should go to Cavite? What is the different things you should try in Cavite? CAVITE I. INTRODUCTION The province of Cavite abounds with historic sites and landmarks; museums, world class golf courses, outstanding gardens and facilities for leisure. It is the birthplace of a number of Filipino heroes and it has an interesting range of sites associated with the Philippine Revolution. Found in the province is the residence of the first president of the Republic, Gen Emilio Aguinaldo, which was also the site of the proclamation of independence from Spain on June 12, 1898. Cavite teems with natural resources and unique landscapes. It is home to Tagaytay City, which is situated 2,500 feet above sea level and a popular summer and holiday destination. The highway drive offers a breathtaking sight of the world-famous Taal Volcano and Lake which is a crater within...
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...Play Philippines One-Stop Action Destination Play Philippines One-Stop Action Destination Acknowledgement Promoting “Play Philippines” to the world requires a united effort and a dedicated service of all concerned citizens of this beautiful country. This 2009 Philippine Index of Sports Tourism Sites and Destination will not materialize without the many articles, pictures, images, notes and insights of people and institutions used or borrowed for the purpose of selflessly projecting the Philippines to the world as a one-stop-action destination where sports from A to Z (Angling to Zip Lines) can be learned, experienced and played anywhere across the Philippines. We deeply express our gratitude to all those whose work of art, books, publications and literature have been used to make this initial databank effort worthy of guiding those that seek information for the advancement of Philippine tourism and of our country’s tourism (business) industry. This effort is made to praise God for the blessings of topography that He has endowed to this country. CYNTHIA L CARRION Undersecretary, Sports and Wellness Tourism Play Philippines One-Stop Action Destination SITES/FACILITIES National Capital Region PHILIPPINE SPORTS COMMISSION City of Manila ELORDE BOXING GYM Paranaque City ELORDE BOXING GYM AT ROCKWELL CENTER Makati City ELORDE BOXING GYM AT GOLD‟S GYM Quezon City ELORDE BOXING GYM AT GILMORE QC Quezon City ELORDE BOXING GYM AT KATIPUNAN Quezon City ELORDE BOXING GYM...
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...a vision to build a cool climate holiday resort on a mountain for local Malaysians to escape the tropical heat. At that moment, it was an impossible wild dream. Nevertheless he took the plunge against all odds proving his farsighted vision will eventually be one of Malaysia top holiday destinations, attracting approximately 19 million visitors annually in the last five years (Genting Malaysia 2012). This self-made magnate is no other than Malaysia’s highly praised Tan Sri Lim Goh Tong. Goh Tong’s humble take on life and strong entrepreneurial qualities is the epitome of a true rag to riches story. Today’s his multinational empire is worth at RM $23 billion (AUD $7 billion) as of 31st December 2011, making it one of Malaysia largest and most respectful listed company (Genting Malaysia 2012). Goh Tong’s diverse business empire thrived slowly year by year because he believed in the simple approach of success through determination, perseverance, hard work and self-conviction (Lim 2004). His entrepreneurial qualities bloomed from a tender age of 16 and evidently the qualities became more apparent with age and experience (Lim 2004). His admirable qualities and success prompted Malaysia then Prime Minister, Mahathir Mohamad to correlate the country’s economic development during the economic boom of Southeast Asia to the success of Goh Tong’s story. Mahathir implied entrepreneurs such as Goh Tong will benefit the country’s economic development and growth in a long run, encouraging more...
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...Chapter Five Ecotourism and Green Productivity in Bangladesh Ruby Afroze Part B Selected Country Papers Introduction Bangladesh is a country of vast, largely unknown and unspoiled natural beauty and reserves, which are simply unique and fascinating. These natural phenomena are composed of hills and vales, forests, rivers, lakes, sea and beaches, and the evergreen landscape embracing the country. Bangladesh emerged as an independent country in 1971 after a nine-month war of liberation. It was previously called Bengal. The country, comprising an area of 144 000 km2, is situated in the northeastern side of the South Asia sub-continent. The topography is mainly flat alluvial plain, criss-crossed by the world’s three mighty river systems, the Padma (Ganges), the Jamuna and the Meghna and their innumerable tributaries. The east and the northeast of the country joins India, and the southeastern part, adjoining Myanmar, is mainly hilly with dense forest. This area comprises Chittagong and the three Hilly Districts (as they are known) of Rangamati, Bandarban and Khagrachari, with an average elevation of 610 m. These folded ranges run parallel to each other in the north–south direction and the hill slopes are generally enveloped by dense virgin forest. In the south and southwest, alongside the coast of the Bay of Bengal, lies the Sundarbans, better known as a swampy tropical mangrove forest, the home of the Royal Bengal Tiger. These areas are all ideal for...
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...transportation allowed people to travel in masses, resulting in mass production and mass consumption in that period, simply put, the movement caused the birth of mass tourism. Overtime the impacts of mass tourism, both positive and negative, to the destination start to surface; sustainable tourism is introduced to manage the impacts of mass tourism. Development of Mass Tourism Mass tourism is said to consist of various elements but the principle lies with the participation of large numbers of people (Fink, 1970). It is a distinct form of tourism that can be separated from the others base on it linkage to mass production, mass consumption and mass tourist destination (Vainikka, 2013) and these mass consumption took place with the lack of consideration by the tourist towards the locals, their norms, culture and the environment of the destination (Poon, 1993) With the increase affluent and technology after the Second World War, people’s attitude towards travelling have changed and the demand for travelling trigger the development of mass tourism, adding on, the leisure needs of working classes also facilitated the development of mass...
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...reproduction, storage or transmittal without its written permission. This material is not covered under authorization from CanCopy or any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 1996, Ivey Management Services and Samsung HRDC Version: (A) 2002-11-22 In October 1994, Her Tae-Hak, President of Samsung’s Joong-Ang Development Company was driving to his office, past the “Yongin Farmland” (Farmland), an amusement complex sprawling over 3,700 acres in the Yongin valley. Her was spearheading a major drive within the company to position the theme park as one of the world’s leading vacation resort towns. His master plan called for an investment of about US$300 million over the next five years, to be internally funded by the Samsung Group. Despite the booming Korean economy and the increasing demands for leisure attractions, the global competitive environment of the theme park industry raised several concerns. Should Samsung invest in such an aggressive expansion plan for Farmland? Was this an attractive industry for investment? Her was...
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