这是一个商科代写的Case Study代写案例
Task 1: Conducting background research
1.1.This case is set in a resort hotel located in the West Indies. In order to acquire more contextual clues, work in groups and agree on the answers to the following questions. Use the Internet to find out more information.
a) What is a resort hotel?
b) Where is the Caribbean?
c) What is the origin of the name“WestIndies”?
d) Why do people choose to holiday in the Caribbean?
e) What kinds of activities does a West Indian resort hotel offer?
1.2 Work in groups of four or five. Visit the following websites of resort hotels in the Caribbean, and decide which one you would prefer to stay in, and why.
The Sands at Grace Bay
www.thesandstc.com
Peter Island Resort
www.pi-resort.com
Coconut Grove
www.coconutgrovebvi.com
Guana Island Resort
www.guana.com
Necker Island
www.neckerisland.com
You can use the following questions to guide you in deciding your preference, or you can set your own criteria.
- Would you prefer a resort which is easily accessible by air or by sea?
- Would you prefer a resort with many rooms or few rooms?
- Would you stay at the resort for only two or three days or perhaps a week
or more?
- Would price be a major factor in your decision?
- What would the most important considerations in choosing one of the
resorts be?
1.3 Work in groups of four or five. Imagine you are working for a large international hotel chain. You have an opportunity to be stationed in a Caribbean resort hotel for an initial term of two years. Would you welcome it? Why and why not? What are some issues you think you might have to tackle when working in an unfamiliar culture?
Task 2: Acquiring vocabulary
2.1 Describing business seasons
a) In the case, some BVI labour market laws and regulations are cited which posed challenges to resort hotels. One challenge was the inability to lay off staff when the occupancy rate goes down. Indeed, one would expect the occupancy rate of a resort hotel to fluctuate over the calendar year.
Read the following excerpt and underline the various terms ascribed to periods of time when particular business performances are expected. The first one has been done for you as an example.
Second, organizations were not permitted to lay off staff during slow seasons. This created significant challenges for resorts like WIYCR that ran at nearly 100 percent occupancy during the peak season (December through May) and as low as 40 percent during the off season (June through November). Especially hurt by this were luxury resorts that required high staffing levels to provide the services that guests expected during the peak months but were then left overstaffed during the off-season periods. (Page 404)
Find more examples of such terms.
2.2 Good management practices
In the business case, there are a couple of paragraphs about West Indies Yacht Club Resort’s former owner, Armin Dubois, who was described as “eccentric”.
Read the following excerpt, and in a group decide whether the label “eccentric” is justified or not.
Under Dubois’ management, an old diesel generator supplied lighting, and water was collected on the roofs and stored in cisterns that doubled as cottage foundations. The pub and restaurant served mariners when Dubois felt like it. Dubois established his own protocol. Mariners blew foghorns just off the main dock, and Dubois responded as to whether or not he was open for business. Even after being invited ashore, guests were unsure as to how long the hospitality would last. Dubois was notorious for turning off the generator to let guests know that they had outstayed their welcome. (Page 404)
Dubois’ style apparently goes against modern-day hotel management practice. What, in your opinion, are good hotel management practices?
2.3 Describing leadership styles
You may have heard of different expressions for describing “leadership styles”. Name a few.
Below is an excerpt from the case about the leadership style of Kent Mawhinney. Read it and then in a group (a) decide what exactly his leadership style is, and (b) discuss whether he would meet with success in the context of the West Indies Yacht Club Resort.
The property manager was generally the second in command at the WIYCR and was responsible for implementing the general manager’s plans and monitoring the results. Kent Mawhinney, the 40-year-old property manager from the United States, was hired by Johnson in 1992 and has an impressive background that included working on the management staff for 6 years at Caneel Bay, a Rockefeller Resort located on nearby St. John (in the U.S. Virgin Islands). Mawhinney was a hands-on manager who believed that “management by walking around” was needed in the Caribbean. Resort employees knew Mawhinney as a manager who was willing to get his hands dirty, and they gradually appreciated this attitude. (Page 408)