resort‚ residences and spa industry and provide naturally-luxurious‚ ecological‚ culture-sensitive experiences. Manage 25 resorts and hotels‚ 68 spas‚ 65 retail galleries‚ and two golf courses in 55locations in 23countries Rewarded: • • • • • • “Best Resort Hotel in Asia-Pacific” 2002 “Seychelles’ Best Resort” & “Seychelles’ Best Spa” 2003 “Best Hotel for Room” 2006 “Best Hotel (Luxury)” 2007 “PATA Gold Award – Ecotourism Project Category” 2008 “Favorite Overseas Hotel Spa – Winner” 2010 1
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Partnership with Hotel Schools 8 3.3 Expansion of Spa Academy to Resort Branch 9 3.4 Spa Business Partnership 10 3.5 Creating a Sub-brand “Business Tree” 10 4. Decision Criteria and Evaluation 11 4.1 Flagship Resorts 11 4.2 Strategic Partnership with Hotel Schools 13 4.3 Expansion of Spa Academy to Resort Branch 13 4.4 Spa Partnership 14 4.5 Creating a Sub-brand “Business Tree” 14 5. Implementation and Recommendation 15 5.1 Spa Partnership 16 5.2 Strategic Partnership with
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leader in the destination segment of the spa industry. However‚ due to increasing competitive forces in the market‚ Canyon Ranch must address ways to sustain its business by maintaining its competitive advantage and further growing the business. 2. SWOT Analysis: STRENGTHS: • Proven market leader o 25 years in the business o Widely recognized as gold standard in spa industry • High attention to service with a 2.5:1 staff-to-guest ratio • Multiple spa services and a heath and healing component
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ORGTIONIZATIONAL CHART [pic] MAIN POWER PLANNING | |POST |QUALIFICATION |RECOURCES | |NAME | | | | | |General Manager |Degree
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ANALYSIS CLAYTON INDUSTRIES A Case Analysis Table of Contents Executive Summary 1 Company Background 3 Problem Statement 5 Internal Factors 5 External Factors 6 Analysis 7 Industry 7 SWOT 7 Alternatives 9 Revitalize Clayton SpA 9 Absorption Chillers 11 Recommendations 13 Considerations of Peter Arnell 13 Reduce Capital Use 14 Reduce Costs 14 Rationalize Product Line 15 Align for Growth 16 Conclusion 18 References 19 Appendix 20 Executive Summary In
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A STUDY OF CUSTOMERS SATISFACTION ON HOTEL SERVICES OF WORA BURA HUA HIN RESORT AND SPA By Ajchara Chairit A Thesis Submitted in Partial Fulfillment of the Requirements for the Degree MASTER OF ARTS Program of Public and Political Management Graduate School SILPAKORN UNIVERSITY 2010 A STUDY OF CUSTOMERS SATISFACTION ON HOTEL SERVICES OF WORA BURA HUA HIN RESORT AND SPA By Ajchara Chairit A Thesis Submitted in Partial Fulfillment of the Requirements for the Degree MASTER
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had lots of money to spare and the GT car market was still open for new things‚ money could still be made by building high speed‚ well finished cars‚ so it is more likely this persuaded Lamborghini to start his own company. Automobili Lamborghini SpA was founded in early 1963‚ Ferruccio bought a green-field site of 90‚000 square metres near Bologna‚ in SantAgata Bologna and work on his brand new factory started immediately. The building was erected in only eight months. This was a very modern factory
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1-History of formation: Shangri-La’s Barr Al Jissah Resort and Spa‚ Sultanate of Oman is one of the “Top Five Resorts in the Middle East.” The competition is always tough‚ as the awards recognise the very best in luxury travel. Shangri-La’s Barr Al Jissah Resort and Spa‚ Sultanate of Oman was up against many of the region’s top resorts and is the only resort in Oman that made it to the list. Shangri-La’s Barr Al Jissah Resort and Spa‚ Sultanate of Oman is a three-hotel luxury resort that opened
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Analysis of possible course of action from point of view of Peter Arnell Issue: Peter Arnell is in a tough situation and faces difficult challenges to revive Clayton SpA‚ Italian subsidiary of US based Clayton Industries Inc. Clayton SpA has recorded 3 consecutive years of losses and hence gathered attention from its senior management. As the economy struggles to come out of recession‚ Peter Arnell faces 3 possible courses of development to swing the Italian subsidiary out of red. Peter’s problems
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will compete in the environment within which its product offerings can be located. It includes the strategy‚ and how to implement these strategies to gain competitive advantage. Below is the marketing plan of Monique Beauty and Spa Executive Summary Monique Beauty and Spa is a company that has created a brand concept consisting of both skin care and athletic apparel utilizing multiple channels of distribution. The plan that follows explains our market‚ our value proposition and our market segmentation
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