A case study on West Indies Yacht Club Resort

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its the case study on WIcYR
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  • A case study on West Indies Yacht Club Resort

    1. 1. WELCOME TO THE PRESENTATION
    2. 2. A CASE STUDY ON WEST INDIES YACHT CLUB RESORT: WHEN CULTURES COLLIDE PRESENTED BY MD. RAJIB HOSSAIN (MBA-090302) HOSSAIN AHMAD (MBA-090310) MD. SAIFUL ISLAM (MBA-090311)
    3. 3. SITUATIONAL OVERVIEW <ul><li>Head office located in chicago </li></ul><ul><li>Competitive advantage – largest boat fleet </li></ul><ul><li>The resort is in highly competitive virgin island </li></ul><ul><li>Staff comprised of expatriate management and local employees </li></ul><ul><li>Difficulties in cross cutural communications has caused strained performance </li></ul>
    4. 4. Problems <ul><li>High expatriate turnover </li></ul><ul><li>Rising tension between expatriate and local staff making the organization experience cultural myopia </li></ul><ul><li>Rising number of guest complaints and Low employee motivation </li></ul>
    5. 5. BRITISH VIRGIN ISLAND’S TOURISM MARKET <ul><li>36 islands- 16 inhabited </li></ul><ul><li>Area 59 sq mile </li></ul><ul><li>Planned and restricted growth ensured by government </li></ul><ul><li>Bareboat chartering introduced in 1970 </li></ul><ul><li>Main attractions - rich natural beauty and intrigueing history </li></ul>
    6. 6. UPSCALE HOTELS IN BRITISH VIRGIN ISLANDS Piter Island Yacht Club 50 rooms. $395-$525
    7. 7. 34 rooms $395-$695 One restaurant. 3 tennis court A private beach with a bar. A small marina. Several miles of natural trails . 12 rooms A beachfront restaurant A protected anchorage for charter boat. Sandy beach. $400-$600 98 rooms . $480-$1000 A fine-dining restaurant. Small boats(Sunfish,Lasers) Waretskiing ,day excursions Diving sites for guests. 95 rooms. $390-$595 (with meal & access to all water sports equipment)
    8. 9. BVI Labor Market Laws and Regulation and its Impact on Success of WIYCR <ul><li>First, expatriate work permits are granted only on the basis of the total number of employees working at a resort and the availability of locals who possessed these skills requisite for the position </li></ul><ul><li>Second, organizations are not permitted to lay off staff during slow seasons. </li></ul>
    9. 10. <ul><li>Third, policies restricting the conditions under which an employee could be fired severely limited an organization’s ability to retain only the best workers and </li></ul><ul><li>Finally, organizations were under extreme pressure to promote BVI locals into management positions whenever possible </li></ul>BVI Labor Market Laws and Regulation and its Impact on Success of WIYCR
    10. 11. The organization in the eye of different employees <ul><li>Dave Pickering </li></ul><ul><li>Fake Compensation System </li></ul><ul><li>Not interested in tips </li></ul><ul><li>Difficult to convey message to top management </li></ul><ul><li>Hard to make relationship with locals </li></ul>
    11. 12. The organization in the eye of different employees <ul><li>Kent Mawhinney </li></ul><ul><li>Worst problem: Getting plans to be executed </li></ul><ul><li>Employees not motivated by advancement </li></ul><ul><li>They know- local employment law guaranteed jobs </li></ul><ul><li>They don’t prefer added responsibility </li></ul>
    12. 13. The organization in the eye of different employees <ul><li>Steve Lucas </li></ul><ul><li>No planning </li></ul><ul><li>No commitment </li></ul><ul><li>No enthusiasm </li></ul>
    13. 14. The organization in the eye of different employees <ul><li>Kristin Singiser </li></ul><ul><li>Mismanagement </li></ul><ul><li>Overbooking by Chicago Office </li></ul><ul><li>Declaration of telling guest to stay on board </li></ul><ul><li>Children and parents in opposite extreme </li></ul><ul><li>Continuous mismanagement </li></ul><ul><li>Staffs </li></ul><ul><li>Local staffs are not motivated by money or advancement </li></ul>
    14. 15. Dowd’s Observation <ul><li>Locals are motivated by personal relationship </li></ul><ul><li>Some employees hide from work for lack of proper guideline </li></ul><ul><li>Staffs are not courteous </li></ul><ul><li>Mumbles to answer queries of the guests </li></ul><ul><li>High turnover made locals reluctant to make friendship with expatriates </li></ul>
    15. 16. High Expatriate Turnover <ul><li>Expatriates find it difficult to adopt to local culture </li></ul><ul><li>Increased stress and tension </li></ul>Low Motivation of Employees Task not completed well Unable to meet expectations Quit Job
    16. 17. Rising tension between Expatriate and Local Staff <ul><li>Growing gap between Local and Expatriate Staff </li></ul><ul><li>Causes : </li></ul><ul><li>Lacking direct management </li></ul><ul><li>Management style does not suit local </li></ul><ul><li>Communication problem </li></ul>
    17. 18. Low employee motivation <ul><li>Senior staff are as lazy as the junior staff </li></ul><ul><li>Tips are not attractive </li></ul><ul><li>Only serve close customers sincerely </li></ul><ul><li>Cultural difference: </li></ul>Foreign staff: Achievement Local staff: Nurturing
    18. 19. Rising Number of Guest Complaints <ul><li>There is a decline in the service provided to guests by the West Indies Yacht Club Resort </li></ul><ul><li>Causes: </li></ul><ul><li>Lack of training </li></ul><ul><li>Lack of communication </li></ul><ul><li>Lack of motivation </li></ul><ul><li>Local culture </li></ul>
    19. 20. Analyzing Opportunities and Threats Declining customer service may decline standard of service Targeting families and catering to their needs Extensive water-sport facilities Competition/ Consumer Cultural difference may tap vast to cope with Cultural diversity promoted Social Lack of proper transportation hinders growth Established Industry provides job security Economical Strict Government regulation dissuaded developers Strict Government regulation ensure local jobs Political Threats Opportunities
    20. 21. Analyzing Opportunities and Threats Hourly salary-costs are variable Lower wages for local employees Accounting Division between HO and resort management Seeks professional help Management Demographics are changing Strong marketing director, successful recent campaign Marketing Threats Opportunities
    21. 22. Solutions <ul><li>Short Term </li></ul><ul><li>Organize a holiday party prior to the peak week </li></ul><ul><li>Partner with Commisionary, the local bar </li></ul><ul><li>Encourage staff to become friends and to respect each other as people and to look outside titles </li></ul><ul><li>Create a slogan or pamphlet to hand out to guests upon arrival, in which local culture is explained as well as embraced </li></ul>
    22. 23. Solutions <ul><li>Long Term </li></ul><ul><li>Establish a WIYCR management training program </li></ul><ul><li>encourage employees and managers to have an open dialogue </li></ul><ul><li>In the off season, establish a social interaction committee </li></ul><ul><li>Implement a self service food and beverage sector </li></ul><ul><li>Develop evaluations based on a cross cultural training program </li></ul>
    23. 24. Building Strong Leadership <ul><li>It should be controlled and employees should be motivated by a authority figure present in the resort </li></ul><ul><li>Managers should delegate authority to subordinates </li></ul>
    24. 25. Increased Communication- Building Brust <ul><li>Managers and employees </li></ul><ul><li>Managers should have cultural training </li></ul><ul><li>Mix private and business life </li></ul><ul><ul><li>Formal meeting and informal gathering </li></ul></ul><ul><li>Resort and headquarters </li></ul><ul><li>Regular meeting to discuss progress, concerns and promotions </li></ul>
    25. 26. Improving the team <ul><li>Retain employees in groups </li></ul><ul><li>Motivation </li></ul><ul><ul><ul><ul><li>Direction </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Intensity </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Persistence </li></ul></ul></ul></ul><ul><li>Implementing job rotation </li></ul><ul><ul><ul><ul><li>Increase job satisfaction </li></ul></ul></ul></ul>
    26. 27. Effective performance measures <ul><li>Motivation-Pay for performance and collective achievement </li></ul><ul><li>Have informal reviews-Group meeting </li></ul><ul><li>Emphasize on win-win relationship </li></ul>
    27. 28. Wrap Up <ul><li>By improving the organizational culture WIYCR can concentrate on its core competencies and work to regain industry leadership status </li></ul>
    28. 29. Alternative Solution <ul><li>Replace existing team and management with locals </li></ul><ul><li>Replace existing team and management with expatriates </li></ul><ul><li>Change the mindset- create new organizational culture </li></ul>
    29. 30. Thanks………

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