a case study of resort management

Hidden Factors: Operations Management Implications for the Hayman Island Resort

First Online: 05 January 2022

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Zdenka Gabrielova 6 &
Marcela Fang 6

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The tourism sector greatly contributes to Australia’s national economy and plays a significant role in most regional economies, including the Whitsundays region in Northern Queensland, Australia. Aiming to be known as one of the world’s leading tropical island and marine leisure holiday destinations, the Whitsundays tourism operators need to flexibly adapt to the changing and sometimes chaotic conditions of the region’s natural environment to help attain this goal. The location-based socio-economic and physical factors and the climate challenge the business operations and management strategies of all businesses, including luxury tourism resorts. This case study presents the key external factors, which can challenge sustainable performance of resort operations located in tropical island destinations in Whitsundays. The case presents information to enable students to apply different theories and concepts from the field of operations management. This will enable students to recommend operations management strategies to optimise sustainable performance of tourism resorts impacted by climate change.

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‘InterContinental’ trademark is owned by IHG.

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William Angliss Institute, Melbourne, VIC, Australia

Zdenka Gabrielova & Marcela Fang

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Correspondence to Marcela Fang .

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Department of Business Administration, University of Piraeus, Piraeus, Greece

Marianna Sigala

Strategy and Operations Discipline, Kaplan Business School, Brisbane, QLD, Australia

Anastasia Yeark

Blue Mountains International Hotel Management School, Torrens University, Sydney, NSW, Australia

Rajka Presbury

Faculty of Higher Education, William Angliss Institute, Melbourne, VIC, Australia

Marcela Fang

Wellington School of Business and Government, Victoria University of Wellington, Wellington, New Zealand

Karen A. Smith

Teaching Note

Case summary.

Most tourism resorts in coastal and island destinations face increased challenges associated with changing and sometimes chaotic location and climate factors. The key learning objective for students is to understand and critically assess the various tourism destination factors (e.g., socio-economic, physical and climate) that might affect the success and survival of resortoperations, and develop suitable strategies to facilitate order in both, the complex tourism resort and tourism destination system. This research-based case study offers opportunities for students to apply different theories and concepts from the field of operations management and encourages students to conduct additional research to present a comprehensive set of suitable recommendations.

Teaching and Learning Objectives

Identify and critically assess the key tourism destination factors, which may impact effective operations of tourism resorts

Develop a suite of operations management strategies to facilitate order in tourism resorts and tourism destinations

Critically discuss the role of professional responsibility and leadership, which destination stakeholders (e.g., managers, staff, business owners, government etc.) need to showcase to foster and enable resilient and sustainable development of tourism resort destinations

Target Audience

This case study is designed for both undergraduate and postgraduate students of management, and specifically suitable for students on hotel/tourism management courses. The case study encourages students to explore not only the organisational context but also the context of the broader tourism destination system. While both cohorts are asked to explore the complexity of the tourism destination resort context, masters students can explore to a deeper level the complex and sometimes chaotic nature of the Whitsundays’ tourism destination system, including the events that escalated in chaos and progress in the destination. Specifically, they need to explore how such knowledge could inform more effective functioning of the destination, the tourism organisations, and the Hayman Island Resort. Effective operations management knowledge and professional competencies (e.g., written and oral communication, collaboration, critical thinking, problem solving, professional responsibility) are highly sought after by hotel/tourism industry practitioners globally, and this case study presents a good opportunity for the students to develop or strengthen these skills.

Teaching Approach

This case study will suit subjects, which focus on operations management of hotels/resorts. It offers a general overview of the tourism destination and resort context in the Whitsundays, which sets the foundation for critical thinking, discussions and further research. An application of various operations management concepts (e.g., location factors, effective management and leadership practices, corporate social responsibility, facilities and product design practices, input-process-outcome etc.) is recommended so that students can formulate effective and sustainable operations strategies.

Indicative answers:

Is the Whitsundays region still attractive enough to attract investment in tourism resorts?

The case study identifies various elements that may support/limit the attractiveness of the destination; all in all, the current state indicates that there are more attractors rather than limiting drivers, which appeals to those wishing to invest in the region (e.g., tourism operators, hotel/resort investors, entrepreneurs etc.). Considering the resort is for those customers who seek the ‘sun, sea and sand’ experience in a luxury environment with close proximity to the Great Barrier Reef and other natural, cultural and man-made attractions, the destination is seen as very attractive.

The accommodation data show that the region has been resilient over the past several years, despite some of the catastrophic events that hit the region on several occasions. ADRs and Occupancy remained at consistent levels throughout the years.

The region (e.g., government and local council) seems to continually invest in resources to grow the tourism and other industries. It creates an ideal environment to attract investors.

Students should further research the socio-economic factors and physical factors to better support their views and arguments.

What are the key external forces that may significantly affect, positively and negatively, the operations of the new InterContinental Hayman Island Resort ? Some examples include climate, travel demand, economy, social-cultural factors, government policies etc. Students should discuss possible consequences of each force on the operations of the Hayman Island resort.

How important is location to the Hayman Island Resort’s success?

Resort location is very important to Hayman Island resort as it depends on high value customers looking for the secluded natural environment, pleasant climate, and luxury resort products, services and experiences. The location has been seen for many years as a unique and popular tourism destination, and the tourism demand for the greater Whitsundays region has been growing steadily, despite the issues associated with climate change. Having good infrastructure network and access to the key inputs (e.g., raw material, staff, customers etc.) means that the resort is positioned to take advantage of these destination resources. However, change associated with any of these resources could significantly compromise the efficient and effective functioning of the resort operation.

What factors influenced the size and class of the Hayman Island Resort ?

The anticipated output (e.g., how many customers can access the island during high season so the natural environment could be effectively managed). The size of the facility was also determined by external stakeholders/agencies. The selection of class (luxury category) was influenced by location-based factors, the state of the accommodation market (e.g., the current supply of luxury, upper upscale, upscale, upper midscale, midscale, economy properties and rooms), and the tourism demand (domestic and international) to the region.

What might be the key operations-based issues faced by the Hayman Island Resort? Some issues: deciding where to source raw material (all inputs into the operations); how to manage human resources (e.g., local and international sources); how to manage chaos/crisis, organising the workforce/departments to achieve orderly and efficient production and customer service; managing recreational activities and resources; maintaining facilities; supporting stakeholders, and so on.

As operations management is concerned with the transformation of resources through various business processes, what behaviours should the resort managers show to model sustainable practices?

Managers should engage in effective and continuous communication of the organisation’s CSR values, model the right behaviour to deliver on such values, and encourage all employees to do the same in their daily practices. The demonstration of the right behaviour may include effective use of resources (inputs), design and development of efficient processes (transformation of inputs), and responsible delivery of products/services (use, re-use and disposal of outputs – reducing the social and environmental impact), while also producing economic impact.

Why does this case study suggest that resort managers should adopt a mindset that fosters agility, creativity, cooperation and collaboration, and sustainable leadership? Many hotels/resorts would be structured and organised for maximum efficiency and effectiveness to minimise costs and maximise profitability. However, considering the changing environment and the complex nature of the tourism destination and resort systems, today’s managers need to be more agile to make effective decisions under the increasingly changing conditions. Creativity can better support timely decisions, especially when new situations, challenges and problems are encountered. Resort managers need to also encourage and support other employees (all levels) to take responsibility and engage in behaviour that will support the development of positive organisational culture and great customer service. Resort managers need to be also visible in their community and engage in strategic decision making/stakeholder engagement to foster the development of suitable conditions in the region, which may mutually benefit the different stakeholders, including the resort business. All hotels and resorts are expected to demonstrate CSR responsibility; thus, resort managers should practice leadership that will model and drive better sustainable practices and create a culture of innovation.

Use the 4Vs model to describe the Hayman Island Resort . How could a change in any of the Vs affect the operations of the resort? The four Vs are volume, variety, variation, and variability.

Volume refers to size or scale of the output (e.g., restaurant output, recreational activities output, accommodation output) – the number of meals/drinks, customers are served in a specified time period.

Variety refers to the size of the product range or number of services/experiences offered. For example, the number of resort activities offered or accommodation style (e.g., glamping, adventure).

Variation describes how the level of demand changes over time and therefore affects the volume of inputs and outputs. This may be hourly, daily, monthly etc.

Variability refers to the extent to which each product, service and experience can be customised.

Change in any of the 4Vs can have minor to significant consequences on the operational costs the resort may incur, and the experience the resort guests receive/perceive. For example, the resort manager’s decision to close down several recreational activities during a low season may negatively impact the guests’ level of satisfaction during this time. Thus, managers and staff must pay attention to the internal changes proposed/made in all departments to outline the consequences that these can have on other departments or the overall resort system.

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Gabrielova, Z., Fang, M. (2022). Hidden Factors: Operations Management Implications for the Hayman Island Resort. In: Sigala, M., Yeark, A., Presbury, R., Fang, M., Smith, K.A. (eds) Case Based Research in Tourism, Travel, Hospitality and Events. Springer, Singapore. https://doi.org/10.1007/978-981-16-4671-3_8

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HBS Case Collection

Aman Resorts

Format: Print
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| Pages: 14

About The Author

Eugene F. Soltes

Related work.

Faculty Research

Aman Resorts (B)

Aman resorts and aman resorts (b) (tn).

Aman Resorts (B) By: Eugene Soltes and Aldo Sesia
Aman Resorts and Aman Resorts (B) (TN) By: Eugene Soltes
Aman Resorts By: Eugene Soltes and Aldo Sesia

Taking three icons from subpar to successful.

Advisory Services
Asset Management
Development & Project Management

Resurrecting one legendary resort is a heavy lift. But three?

Enter the KSL Resorts team.

Our in-depth strategic planning and budget process along with intensive monthly financial reviews uncovered hidden potential. By poring over every detail, we were able to generate millions through revenue management, reservations, and ancillary channels like golf, membership, retail, and spa.

KSL Resorts also worked with the ownership group and brand in developing a strategic capital plan. We were subsequently awarded project management overseeing more than $120mm of investment, including the renovation of 2,000 rooms, plus lobbies, clubhouses, restaurants, meeting facilities and more.

Additionally, our engagement with regional and brand headquarters created support and buy-in for new initiatives. Thus, we were granted latitude from the usual brand restrictions.

“Three historic resorts were suffering from a number of factors. Enter the KSL Resorts team. By poring over every detail, we were able to uncover hidden potential.”

Successes were reflected in the numbers.

Increased EBITDA over 80% from 2012 to 2017
Significant gains in RevPAR index
EBITDA margin improvement
Substantial savings from labor efficiency initiatives

Beyond the comeback, and even greater than the turnaround, KSL Resorts has now set these three legendary resorts on a course of continued, sustainable success.

SPECIFIC METRICS BY PROPERTY

La Quinta Resort & Club and PGA WEST

Generated incremental room rate for Starlight Suites
Added incremental revenue through clubhouse renovation
Increased ADR by 17%
Created substantial annual savings from time and motion study
Led member negotiations, protecting multimillion-dollar dues line

Arizona Biltmore

Renovated historic cottages, from lowest ADR room type to highest
Increased ADR by 32%
Increased banquet spend per occupied group room by over 25%

Grand Wailea

Several million in annual savings from time and motion study
Created significant savings by intervening in collective bargaining negotiations
Corrected flawed revenue management practices
Converted rooms to suites yielding higher revenue

LET'S WORK TOGETHER

The first step is a discussion. Let's see how KSL Resorts' strategies and advisory services can improve your property.

Healthcare & Wellness

Case study challenge invites students, alumni, and hospitality experts to weigh in

Professor chekitan dev’s co-authored case examines options for expansion of a luxury resort. how did the industry respond.

erial photo of a tropical island with a few anchored boats and people standing on the beach.

Creating a luxury villa resort brand—what kind of resort would you build for Beach Enclave?

Imagine you’re the CEO of Beach Enclave , a company that operates a luxury resort on Turks and Caicos Islands. You’ve just purchased three acres of beachfront property to expand your resort. With three possible choices of how to proceed, how do you ensure your decision makes sense financially and aligns with your existing branding strategy?

This is the scenario co-authors Chekitan Dev, professor of marketing at the School of Hotel Administration (SHA), and Laure Stroock, research associate, propose in their new case study challenge: “ Beach Enclave Turks & Caicos: Creating a Luxury Villa Resort Brand .”

The business case, posted to the Scholarly Commons in early June 2020, was shared with Center for Hospitality Research subscribers, students, alumni, and other hospitality industry professionals with an invitation to submit their response to the challenge. Since its release, the case study challenge has been downloaded more than 500 times, viewed nearly 3,000 times on social media, and has garnered responses from all over the United States and other countries, including Canada, Mexico, Belize, the United Kingdom, Dubai, India, and Nepal. Respondents work at all levels of small and large companies and many are Cornell graduates. Notably, we received ten individual responses from students at Christ University in India.

Readers consider three resort expansion options

Readers were given three options and asked to send in their responses, which would ultimately be compared with the solution of the real-life case protagonists, Vasco Borges and Annie Lee Borges ’10, Beach Enclave’s CEO and revenue manager, respectively.

Option A: Villa Collection

Beach Enclave Long Bay (BELB) would add three, five- to seven-bedroom luxury villas for sale and rental while maintaining the present model of luxury private villas with a dedicated butler and amenities provided mostly in-villa.

Option B: Villa Resort

BELB would add six, two to three bedroom beach cottages for sale and mandatory rental. A concierge would be shared across three or four beach cottages. The resort would include a Club Lounge with a full bar/restaurant, event space, and children’s program, as well as upgraded sports facilities and new tennis courts.

Option C: Villas and Suites Resort

BELB would add four, two to three bedroom beach cottages for sale and mandatory rental, plus a 24-suite hotel. Beach Enclave would retain ownership of half of the suites; the other half would be converted into six condominiums for sale (two- to three-bedroom condo units). BELB would become a full-amenity resort with a rooftop wellness spa, multiple restaurants and bars, common pools and decks, and a sports area.

Hospitality industry leaders weigh in

Select reader responses for each option, along with Vasco and Annie’s solution, are presented below. (Responses were minimally edited for formatting.)

Bob Alter ’73 Chairman Emeritus, Sunstone Hotel Investors, California

“I consider it the least risky solution. Most brands in the hospitality space have had the most success when they have stayed true to the brand. Any variance dilutes the brand’s value. As the world of wealthy people has grown, it has evolved into the uber wealthy, so finding three clients to snap up the five- to seven-bedroom villas should be successful. The brand would stay pure and the opportunity to expand to other islands would be greater. The opportunity to profit from the sales would be great. The excel model might show differently but reality (MIF: money in first) will prove correct.” Read more about Bob Alter ’73 , who serves on several SHA advisory boards.

Abhay Bakaya, MMH ’09 VP of Development, SH Hotels & Resorts, New York

“I recommend Option B, but suggest building the cottages in sets of two or four (as duplex or adjoining structures) to generate additional scale and to give Annie more bandwidth to price her product. A small hotel development leads to added construction risk and layers of operating expense and also causes brand dilution. In the mid/long term, BE can create a platform to centralize their amenity experiences across the three properties. This could ultimately lead to a membership structure with stable revenues, where individuals buy into the option to stay at any of BE’s properties across the Caribbean.”

Carmen Lam Principal, Crikx & Co, Hong Kong

“Highest IRR [internal rate of return]. Positive EBITDA [earnings before interest, taxes, depreciation, and amortization] by year three. Debt free by year four. Offer still in line with current brand positioning while catering to needs of current customers with families looking for smaller villas with more activity options. Demand—unexplained, but RPV [revenue per visitor] trend after opening of Long Bay could be an indication that customers are looking for more ex-villa amenities and activities than what Long Bay could offer, so Option A will not be able to cater to that. In addition, to capture lifetime value of customers, smaller units are needed, which means Option B has higher potential for BE to leverage demand from existing customers. Risk— Option C requires and carries higher debt load, more selling and operating risks. Adding F&B will require additional competence beyond the current team and will reposition the brand into the ‘resort with villa’ category. That means a different competitive set and it may not appeal to the current customer base.”

Jacqueline Nunley, Head of Hospitality, Salesforce, Texas

Option C: Villa and Suites Resort

“Diversifying the portfolio is key. It may be a larger investment up front but pays off in the long run where you have EBITDA at $2.5 million. The hotel rooms will allow them to create a base business and it’s more accessible for couples and smaller traveling parties. The product at five- to seven-bed villas presents a problem for return business/occupancy. Large parties typically will do something different every year. When other options are available (separate property) the villas could access/utilize the amenities of the ‘hotel’ as an attraction. The brand could focus on attracting destination audiences that typically travel in smaller groups/couples.”

Martin Pinsker ’08 Commercial Real Estate Investments, Canada

“A mix of resort suites and 2-3 bedroom beach cottages would provide the most operational flexibility for sales with a skilled revenue manager, and could capture new group business and weddings with more predictable F&B. Unlike Option B, the combination of an all-suite resort and smaller homes would also provide flexibility to individual guests seeking privacy; they could still play host at their beach cottages for meals but retire separately. Finally, Option C may capture guests lost to Beach Enclave’s competitive set properties with hotel / resort / clubhouse amenities. Thoughtful site planning and landscaping can ensure privacy for the existing villa owners and guests. On the residential sell-out side, retaining ownership of the 24-suite hotel past stabilization may be less risky than selling individual homes, given the market’s volatility and new supply. The hotel also generates solid proforma returns.”

Sabita Chettri Finance Controller, KLA, California

“The resort is already at the top position (re: Trip Advisor) on the island. Since their occupancy is seasonal, if they provide half of the resorts for sale then it can stabilize seasonality and increase revenue by adding amenities and offering personalized experiences to create value. Having a wellness spa, multiple restaurants, and bars and sports area will provide services and activities for the current consumer needs. The revenue is expected to be higher and the expenses can be minimized. IRR is lesser, which can be improved, but the NPV [net present value] shows the strength that investors can rely on to invest.”

Tension 1: Branding

Maintaining the current brand position to focus the firm’s efforts and put all eggs in one basket, or
Broaden the ‘footprint’ for the brand, taking it into additional ‘sweet spots’ to diversify risk, but risk losing the brand’s raison d’être;

Tension 2: Operational

Cashing-in on already accumulated ‘experiential capital’ by doing more of what has worked well for the firm in the past and selling to more of the same kind of owners and guests, or
Venture beyond the ‘tried and true’ to newer pastures to expand the scope and scale of the firm to attract a broader profile of third-party developers, buyers and guests; and

Tension 3: Financial

Options that offer very different financial returns, and
The most ‘diversified’ option offering the highest return.”

What option did Beach Enclave choose?

Vasco borges, ceo, beach enclave annie lee borges ’10, revenue manager, beach enclave.

“We chose Villas & Suites for two main reasons: stand-alone and portfolio. As a stand-alone option, it provides the best financial returns, together with a wider diversification of real estate and hospitality profitability drivers; allows for full range of amenities while keeping a boutique, low-density feel; and the disadvantage of only having larger villas is solved by bringing the main Beach Enclave design ethos and signatures into a vertical development. Condos will be oversized, all master bedrooms and common living areas will face the ocean, each with ample outdoor space. Competitively, Beach Enclave Grace Bay is pure villas, Beach Enclave North Shore is being expanded with a collection of one- to three-bedroom cottages plus a club lounge, and so Beach Enclave Long Bay will be differentiated by becoming a full-service resort. As a portfolio, the Villas & Suites option creates a new ‘proof of concept’ for the company. The three-property model (villas, cottages, suites) creates multiple opportunities for Beach Enclave to expand as different property models might be better suited for different locations.”

Professor Dev and Ms. Stroock deeply appreciate the efforts of all those who took the time to send in their thoughtful responses. Their solutions made it clear that hospitality branding decisions can be complicated, and a careful consideration of multiple factors is needed to rank the available options and pick the “right”’ solution. Please contact the Center for Hospitality Research if you would like to engage with us on more case studies.

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Eco-Friendly Beach Resorts: A Case Study of Sustainability

Case Study-Beach Vacations

Key Takeaways:

Eco-friendly beach resorts prioritize sustainability by implementing practices that minimize their environmental impact.
These resorts often utilize renewable energy sources such as solar power or wind turbines to reduce reliance on fossil fuels.
Efforts are made to conserve water through the use of low-flow fixtures, rainwater harvesting systems, and wastewater treatment technologies.
Beach resorts committed to sustainability prioritize waste management by implementing recycling programs, composting organic waste, and reducing single-use plastics.
Community engagement and education play a crucial role in eco-friendly beach resorts, as they strive to raise awareness about environmental issues and promote responsible tourism practices among guests and staff.

Evolution of Eco-Friendly Beach Resorts: Advancements in Sustainability Practices

Eco-friendly beach resorts have come a long way in terms of sustainability practices. In the past, these resorts focused primarily on reducing waste and conserving energy. However, as environmental concerns have become more pressing, beach resorts have evolved to incorporate a wider range of sustainable practices.

One key advancement is the use of green building materials and design principles. Many eco-friendly beach resorts now prioritize using renewable and recycled materials for construction. They also implement energy-efficient features such as solar panels, natural ventilation systems, and rainwater harvesting systems. These measures not only reduce the resort’s carbon footprint but also create a healthier and more comfortable environment for guests.

Related Travels

Luxury Travel and Education and Learning

Another important aspect of sustainability that has gained prominence in recent years is biodiversity conservation. Eco-friendly beach resorts are now taking steps to protect and restore local ecosystems by implementing measures such as reforestation projects, creating wildlife habitats, and supporting local conservation organizations. This not only benefits the environment but also enhances the overall guest experience by providing opportunities for nature exploration and education.

Advancements in Sustainability Practices:

Use of green building materials
Incorporation of energy-efficient features
Biodiversity conservation initiatives

Key Factors for Creating an Eco-Friendly and Sustainable Beach Resort

Creating an eco-friendly and sustainable beach resort requires careful planning and consideration of several key factors. One crucial factor is location selection. Choosing a site that is already environmentally rich or has potential for restoration allows the resort to have a positive impact on the surrounding ecosystem.

The design and construction phase also play a significant role in creating a sustainable beach resort. Utilizing environmentally friendly building materials, implementing energy-efficient systems, and incorporating sustainable design principles can greatly reduce the resort’s environmental footprint. Additionally, considering the local climate and natural features can help optimize energy usage and minimize resource consumption.

Another essential factor is waste management. Implementing a comprehensive waste management system that includes recycling, composting, and proper disposal of hazardous materials is crucial for minimizing the resort’s impact on the environment. Educating staff and guests about the importance of waste reduction and responsible disposal practices is also key to ensuring the success of these initiatives.

Key Factors for Creating an Eco-Friendly and Sustainable Beach Resort:

Location selection
Sustainable design and construction
Comprehensive waste management

Incorporating Renewable Energy Sources: How Eco-Friendly Beach Resorts Reduce Their Carbon Footprint

Utilizing solar power.

Eco-friendly beach resorts are increasingly turning to solar power as a sustainable energy source. By installing solar panels on their rooftops or in nearby fields, these resorts can harness the power of the sun to generate electricity. This not only reduces their reliance on fossil fuels but also helps to lower their carbon footprint. Solar power is a clean and renewable energy source that produces no greenhouse gas emissions during operation, making it an ideal choice for eco-friendly beach resorts.

Implementing Wind Turbines

In addition to solar power, some eco-friendly beach resorts are incorporating wind turbines into their energy systems. These large structures capture the kinetic energy of the wind and convert it into electricity. By strategically placing wind turbines in areas with consistent winds, resorts can generate a significant amount of clean energy. Wind power is another renewable energy source that helps reduce carbon emissions and promote sustainability.

Benefits of Renewable Energy Sources

Reduces reliance on fossil fuels
Lowers carbon footprint
Promotes sustainability
Decreases greenhouse gas emissions
Saves money on energy costs in the long run

Examples of Eco-Friendly Beach Resorts Incorporating Renewable Energy Sources:

The Green Wave Resort in California has installed solar panels on its rooftops, providing a significant portion of its electricity needs.
The Windy Shores Resort in Oregon utilizes wind turbines to generate clean energy for its operations.

Water Conservation at Eco-Friendly Beach Resorts: Promoting Efficiency and Responsible Usage

Installing water-saving fixtures.

Eco-friendly beach resorts prioritize water conservation by installing water-saving fixtures throughout their properties. Low-flow showerheads, faucets, and toilets help reduce water consumption without compromising guest comfort. These fixtures use less water per minute or flush, resulting in significant water savings over time.

Implementing Greywater Systems

Greywater systems are another method used by eco-friendly beach resorts to conserve water. These systems collect and treat wastewater from sinks, showers, and laundry facilities for reuse in irrigation or toilet flushing. By repurposing greywater instead of using fresh water for non-potable purposes, resorts can significantly reduce their overall water usage.

Benefits of Water Conservation at Eco-Friendly Beach Resorts

Preserves local water resources
Reduces strain on municipal water supply
Lowers operating costs associated with water usage
Promotes responsible and sustainable water management
Saves money on utility bills in the long run

Examples of Eco-Friendly Beach Resorts Implementing Water Conservation Measures:

The Aqua Paradise Resort in Hawaii has installed low-flow fixtures in all guest rooms and uses a greywater system for landscape irrigation.
The Ocean Breeze Resort in Florida has implemented a comprehensive water conservation program that includes guest education on responsible usage and the use of greywater for toilet flushing.

(Note: The remaining subheadings will be continued in separate responses due to character limitations.)

Managing Waste and Recycling: Strategies Implemented by Eco-Friendly Beach Resorts

Implementing comprehensive recycling programs.

Eco-friendly beach resorts understand the importance of proper waste management and have implemented comprehensive recycling programs. These programs involve sorting waste into different categories such as plastic, glass, paper, and organic waste. The resorts provide designated recycling bins throughout their premises to encourage guests and staff to participate in recycling efforts. Additionally, they collaborate with local recycling facilities to ensure that the collected recyclables are properly processed.

Reducing Single-Use Plastics

To minimize their environmental impact, eco-friendly beach resorts prioritize reducing single-use plastics. They have replaced plastic straws with biodegradable alternatives or eliminated them altogether. In-room amenities such as toiletries are provided in refillable containers instead of single-use plastic bottles. Some resorts even offer reusable water bottles to guests, encouraging them to avoid purchasing bottled water during their stay.

Prioritizing Local Sourcing and Community Support: How Eco-Friendly Beach Resorts Make a Difference

Sourcing locally produced food.

One way eco-friendly beach resorts support local communities is by sourcing food from local farmers and producers. By prioritizing locally grown or produced ingredients for their restaurants, these resorts reduce their carbon footprint associated with transportation while also supporting the local economy. Guests can enjoy fresh and sustainable meals made from seasonal produce sourced directly from nearby farms.

Engaging in Community Outreach Programs

Eco-friendly beach resorts actively engage in community outreach programs to make a positive impact on the local community. They may organize beach clean-up events where both staff and guests participate in removing litter from the shoreline. Additionally, some resorts collaborate with local schools or organizations to educate children about environmental conservation through workshops or interactive activities.

Educating and Engaging Guests: Sustainable Practices at Eco-Friendly Beach Resorts

Providing environmental education materials.

Eco-friendly beach resorts understand the importance of educating their guests about sustainable practices. They provide informational materials in guest rooms, such as brochures or pamphlets, that highlight the resort’s commitment to environmental conservation and offer tips on how guests can contribute during their stay. These materials may include information on energy-saving practices, water conservation, and responsible waste management.

Organizing Sustainability Workshops and Activities

To further engage guests in sustainable practices, eco-friendly beach resorts organize workshops and activities focused on environmental conservation. These may include guided nature walks, snorkeling trips to explore marine ecosystems, or workshops on upcycling or composting. By actively involving guests in these activities, resorts aim to raise awareness and inspire them to adopt more sustainable habits even after leaving the resort.

Innovative Technologies for Environmental Conservation: Initiatives by Eco-Friendly Beach Resorts

Solar power and energy efficiency.

Eco-friendly beach resorts embrace innovative technologies to reduce their energy consumption and reliance on fossil fuels. They install solar panels to generate renewable energy for powering various facilities within the resort. Additionally, they prioritize energy-efficient appliances and lighting systems throughout their premises to minimize electricity usage.

Water Conservation Systems

To conserve water resources, eco-friendly beach resorts implement advanced water conservation systems. This includes installing low-flow showerheads and faucets in guest rooms, as well as utilizing rainwater harvesting techniques for irrigation purposes. Some resorts also treat wastewater onsite using eco-friendly methods before reusing it for non-potable purposes such as landscape irrigation.

The Economic Benefits of Embracing Sustainability: Short-Term and Long-Term Gains for Beach Resorts

Cost savings through energy efficiency.

By embracing sustainability practices, eco-friendly beach resorts can achieve significant cost savings through improved energy efficiency. Energy-efficient appliances and lighting systems reduce electricity bills, while solar power installations can offset a portion of the resort’s energy consumption. These cost savings contribute to the financial viability of the resort in both the short-term and long-term.

Enhanced Reputation and Customer Loyalty

Embracing sustainability not only benefits the environment but also enhances the reputation of eco-friendly beach resorts. Guests are increasingly conscious of their environmental impact, and choosing a sustainable resort aligns with their values. By prioritizing sustainability, these resorts attract environmentally conscious travelers who appreciate their efforts. This leads to increased customer loyalty, positive reviews, and word-of-mouth recommendations, ultimately driving more business to the resort.

In conclusion, the case study on eco-friendly beach resorts highlights the importance of sustainability in the hospitality industry. These resorts serve as a prime example of how businesses can successfully integrate environmentally friendly practices into their operations, while still providing guests with an enjoyable and luxurious experience. By prioritizing sustainability, these resorts not only contribute to the preservation of natural resources and ecosystems but also set a positive precedent for other establishments to follow suit.

What makes a resort eco-friendly?

An environmentally-friendly hotel is a hotel that is dedicated to minimizing its impact on the environment. This is achieved through various sustainable practices such as using solar panels, minimizing waste, using non-toxic and biodegradable cleaning products, and reducing energy and water usage.

What is the difference between a resort and an eco resort?

An eco-resort is a tourist resort that is designed to have minimal negative effects on the local environment and communities. Unlike regular resorts, eco-resorts prioritize sustainability and the well-being of the surrounding area.

What is eco resort architecture?

The term “eco-resort” is used to describe a type of tourist accommodation that is designed to have the least possible impact on the natural environment it is located in.

Why is sustainability important in resorts?

Implementing sustainable practices in the hotel industry has dual advantages of environmental benefits and cost savings for your business. You can reduce the use of single-use plastic items such as disposable straws, cups, and cutlery and instead opt for recyclable or reusable alternatives like bamboo or metal straws.

How can resorts be more sustainable?

Hotels that prioritize sustainability can appeal to environmentally-conscious travelers by implementing energy-efficient strategies in their operations. This can involve the use of energy-saving LED lighting, motion sensors to control lighting in empty areas, and smart thermostats for optimized climate control.

What are the four 4 classifications of resorts?

There are four main types of resorts: golf resorts and beach resorts, island resorts and lake resorts, mountain resorts and ski resorts, and spa resorts.

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How Wyndham Hotels & Resorts improved their data capabilities to get to know their guests better

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Hospitality and leisure

We helped modernize Wyndham’s data architecture for better guest insights

Amazon Web Services

Running one hotel isn’t easy - running 9,000 hotels across 80 countries is a challenge on a different scale

In 2020, Wyndham Hotels and Resorts, a franchisor which operates brands ranging from Super 8 to Wyndham Grand, was four years into a “cloud first” strategy and migration that had seen some early successes. Still, opportunities remained. Like many hospitality enterprises, Wyndham has grown in large part by acquisition to become a major international hotelier spanning 20 separate brands processing more than a million reservations a day.

Wyndham knew that data could provide a better understanding of guests, their stays and their preferences at Wyndham properties—and thus help positively impact the overall guest experience and loyalty. In 2016, the company undertook a large-scale data architecture overhaul as a first step. However, despite the years of investment, Wyndham still had opportunities for maximizing the potential of its data assets and to derive further benefits from investments already made.

Redesigning Wyndham’s data architecture with an eye toward a more efficient future and better guest experiences

The goal: Manage the Wyndham business more effectively by redesigning the data landscape to glean further insights and connect with guests in a personalized manner.

Wyndham had already implemented Amazon Web Services (AWS) as the basis for a new, cloud-based back end for data processing. However it was still relying on legacy platforms to ingest, move and process data. The first step was to help Wyndham more fully utilize AWS tools and services, while standardizing the methods by which data was transferred between its core systems. Specifically, Wyndham’s move to a more robust, scalable cloud environment provided improved quality checks, better error controls and better overall accuracy of its guest data.

One significant challenge was revamping the way that Wyndham handled data, including reviews for data integrity requiring manual review of each error—a painstakingly, slow and costly process. In the new data architecture, numerous AWS Platform as a Service (PaaS) tools were used, such as Amazon Kinesis, SFTP, Amazon API Gateway, to make sure that Wyndham’s data was streamlined, automated and moved to the new AWS environment securely. From an operational standpoint, tools such as Amazon CloudWatch, Amazon Elasticsearch and Amazon QuickSight enabled Wyndham to quickly visualize guest and property metrics through interactive dashboards. In aggregate, the newly established architecture – packaged using AWS Serverless Application Model (SAM) - allowed Wyndham to access guest insights at a depth and speed which they had never experienced before.

Dramatic improvements in efficiency and accuracy , using the features of AWS

Before PwC entered the engagement, a single piece of data would travel an average of nine system steps to get from its point of creation to Wyndham’s central database, an error-fraught trip which would take up to two-and-a-half days to complete. Today, that number of steps has been reduced to four, and the journey now takes as little as five minutes. The quality of data has also been improved because it has been so effectively centralized, reducing the likelihood of inconsistencies and conflicts.

Wyndham has also seen an estimated 40 percent decrease in the time spent on managing its computing environment, thanks to being able to fully leverage the serverless architecture enabled through AWS. This in turn has helped reduce cost for the company, while now allowing Wyndham’s properties and corporate team to develop a fuller, more accurate understanding of its guests and their needs.

While the COVID-19 pandemic has slowed the travel industry in general, Wyndham is well-positioned for the impending recovery, thanks to a more efficient and accurate data architecture, rewarding the hotelier to help its owners spend more time focusing on their guests and less time investigating root causes behind data anomalies or inconsistencies.

“From better error handling to improved performance, we’re seeing a huge improvement in our technological capabilities which is positively impacting numerous areas of our business - and allowing us to focus on what matters most: our guests.”

Scott Strickland CIO, Wyndham Hotels & Resorts

“The underpinnings Wyndham had in place helped us redesign their data landscape to use AWS to its fullest potential - with a lens on protecting the integrity of Wyndham’s information and improving the accuracy of their guest data.”

Ali Abidi Principal, PwC

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The right data at the right time can make all the difference. Learn how PwC and AWS helped Wyndham Hotels modernize their data…and level up their guest experience.

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Revenue Management
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About Xotels

2018 Revenue Management Challenges & Checklist for Hotels and Resorts

OK, so last year we sold 1.836.117 rooms at Xotels. Not bad. To be honest I am even impressed by these kind of numbers myself. But how did our team of hotel strategy experts maximize revenue and profit for these? We have put together 4 hotel revenue management and marketing challenges, with their case studies and checklists highlighting our best practices and proven techniques.

Case Studies for Hotels & Resorts:

Revenue management case study 1: hotel qbic amsterdam wtc, 1. profile of the hotel:.

Modern Budget city property with very high occupancy (94%-95% every year.) The hotel is located in the business district called the South Acis, inside the World Trade Center. It is a real hub in the city. The property has a podstyle hotel with cool and functional design, located inside an office building.

2. The Revenue Management challenges:

Xotels has been running this property since 2010. After 8 years of successful performance the revenue management challenge of this hotel case study is to keep growing the generated revenue. And with occupancies always in the mid 90%, ARR increase is the only way to go … Ah yeah and of course to replace OTA business with Direct bookings .

3. Revenue Management Strategies proposed and implemented by Xotels:

Revising room-type supplements
Overbooking room-types strategically in low demand periods
Restrictions on OTAs on MLOS and room categories on high demand periods
Inventory micro-management to optimize conversion on stay through availability
Increasing conversion levels for low / mid demand periods with competitive offers
Driving ARR for high demand periods
Trademark protection
Meta-search with a strategic selective approach, favoring high value stays over blanket volume bidding
Conversion stimulation via persuasive pop-ups
Subscription based discount and promotional codes prominently positioned on website
Post stay emailing to gain loyalty and improve reputation score
Focus on Best Price Guarantee on website and in Booking funnel
Fixed corporate rates to used to drive demand on low season
Yield opportunities, driving ADR on weekends and special events with a longer lead time
Deeper and better analysis of segmentation and booking pace, micro managing yielding for a 13 month window

4. The results: Revenue Management KPI’s to measure the success of the hotel

After having this hotel at our Revenue Management portfolio for many years, and as result of the revenue management strategies implemented, the KPIs are as follows:

RevPAR : 30% increase on the last 3 years
Net RevPAR : 32.3% increase on the last 3 years

Revenue Management Case Study 2: San Domenico Palace Hotel *****

A 5 star Leading Hotel of the World, set in an ancient Dominican monastery on the cliffs of Taormina, Sicily. The prestigious and luxury hotel features a 2 star Michelin restaurant and attracts a note worthy high end clientele. The G7 was also hosted by the hotel this year.

Xotels started running strategies for this seasonal property as of January 2017. The hotel was suffering over-production of lower priced segments and distribution partners.

3. Revenue Management Actions proposed and implemented by Xotels:

Limiting production of lower rated tour operator contracts
Freeing up inventory across all room categories to sell via premium travel agents
Changing price positioning from a seasonal approach to a daily yield grid
Repricing of room supplements, based on daily demand patterns (dynamic supplements)
Managing room type availability at a per segment and per channel basis, based on daily revenue potential
Opening up lower room types to a wider distribution spectrum
Using room type availability management as a dynamic yield tool over simply selling physical room product

The results we achieved at this resort hotel speak for itself:

Average Daily Rate, ADR , increase of 24%
RevPAR increase of 40% year on year (2017 vs 2016)

Revenue Management Case Study 3: Hotel GRUMS Barcelona

Modern 78 room Boutique hotel in Barcelona, at a central location near the old port and cruise terminal. Guests say in their reviews this hotel has some of the best beds in Barcelona to sleep in!

When we took the revenue management of this hotel in 2013 the hotel was positioned as another generic hotel with no clear differentiation versus the multitude of competitors in the market. The property had been commoditized by 3rd party distribution channels.

3. Revenue Management Strategies proposed and implemented by Xotels:

The hotel was positioned as an independent boutique hotel
A focus was added incorporating the guest review feedback about the amazing beds
Creating categories that offer a clear value proposition
A multitude of room types with small supplements allowing for easy self-upselling by guests
Creating yield levers beyond rate management
Launching several dedicated SEO landing pages on the hotel website, targeting different client profiles
Personalizing room product descriptions to match the needs of the various target markets
Meta-search with a strategic selective approach, favoring high value stays over blanket volume bidding
Post stay emails to increase loyalty and online reputation
Uncoupling supplements of room types of single / double occupancy from higher occupancy room types
Analyzing lead time per room category and adjusting pricing strategy individually
Discrimination of 3rd party channels favoring direct sales over high demand periods, by differentiating room type availability and MLOS restrictions
Close monitoring of competitor activity, identifying their strategic weaknesses and taking advantage

Again I am excited to share the results with you:

2016: +10% RevPAR increase 2016 versus 2015
2017: in May, June and August 2017 the revenue was 25% higher that in 2016

(unfortunately politics in Barcelona has put the market under pressure since then, but we are holding a top spot in RGI performance)

Revenue Management Case Study 4: Es Molí

1. profile of the resort:.

A luxury 4 star summer resort hotel, located on the cliffs of Tramuntana coast of Mallorca, in the picturesque village of Deia. The rooms of this boutique resort offer amazing views over the crystal blue water of the Mediterranean sea.

This property used to sell the resort hotel via traditional tour operators mainly. And clientele target market was limited to an older age group from only a few countries.

By adding a broader mix of distribution channels, both online and offline, a wider range of target markets could be reached
Pre and post season promotional campaigns were used to expand brand exposure
A fully dynamic rate strategy was implemented, moving away from a seasonal structure
Rates were now manage fully flexible on a daily basis based on demand curves, pace and revenue potential
Producing a clear value proposition
Creating additional yield leverage tools
Artificially yielding on tour operator fix contract pricing through room type availability management
Room type availability discrimination on 3rd party channels to stimulate direct sales

Yes, it works like a charm the best practices we have developed for seasonal resort hotels. Just check out these results:

Since 2010 the occupancy has been increased +23%, the ARR +27%, and the revenue +93%, meaning +1.973.213€
Profitability increased with even higher % due to a shift in segment production. Take a look at the change in business mix from 2010 versus 2017:


Direct	41%	Direct	48%
Online	9%	Online	32%
TTOO	50%	TOO	17%
		Travel Agencies	1%
		Groups	2%

The Final Word

It is always exciting to see the results we are achieving in our hotels. Even for after 12 years it remains a fun challenge identifying the revenue potential and turning a property around.

I hope these case studies provide you with a checklist on hotel revenue management and online marketing action steps to implement . And if you need some more marketing tips, check out our Hotel Marketing Plan .

To find your opportunity for growth, you have to take a step back and look at your business objectively without any preconceptions. Once you have identified weaknesses, it takes rolling up sleeves and getting into the details. A methodical and structured approach is key.

And remember, no matter how good your financial performance is already… there is always room for improvement.

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About the author:, related posts, how to really make money with a hotel: maximizing hotel profit, occupancy vs adr, the never ending discussion in revenue management.

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Hotel Propeller Blog

The Best Hospitality Case Studies You Can Learn From

In our digital age, it’s so easy to see what other guests thought of their stay at your property, and hopefully your Google and Facebook reviews are top notch.

You’ll find that the overall guest experience is vital to your success in the hospitality arena. It’s up to you and your staff to make your guests as comfortable as possible and treat them like they were in their own home.

We find it’s often good to learn from others and those who are doing it right or turned things around. Let’s take a look at the best hospitality case studies you can learn from.

The Taj Mumbai

According to the Harvard Business Review , the Taj Mumbai is one of the world’s top hotels. Not only is it known for its beauty, but it is known for having the most well-trained employees who are always willing to go the extra mile.

They even note that many of them have worked at the hotel for decades. There is never any question about the job to be done and how to meet the needs of the guests.

While the Taj Mumbai is known for their excellent customer service, they took it to a new level during several terrorist attacks a decade ago.

The employees never left their posts and made it their duty to protect their guests. They were quick thinking and thought of the safety of the guests before their own. Many of them even lost their lives.

So, you can see that the Taj Mumbai has created a customer-centered culture. Their employees know the customers come first, and they seem to enjoy this culture of service.

Experts tend to agree that the recruiting system employed by the hotel has helped them find the most ideal candidates to provide this extraordinary culture of service.

The Hiring System of the Taj Mumbai

Instead of looking to the metropolitan areas for new hires, they head out to the smaller towns. This is because they find employees with more traditional, old-school values. These include a respect for teachers and their elders, a humble spirit, discipline, honesty, and an empathetic nature.

This also helps them find loyal staff members who truly care about the hotel’s many guests.

Often recruiting younger people, the hotel sends new team members to a certification center where they live room and board free for 18 months to learn how to be the best employees they can be.

They also look to schools for their management teams and again spend a great deal of time (18 months is the norm even for management staff) and money training them.

The prospective employees are also trained in a very different manner. They are not told to look out for the hotel’s interests, but they are told to put the guest’s first. They should always put the guest’s needs before those of the hotel.

This not only empowers employees to take the right action at the right time, but it engenders loyalty in both the employee and the customer.

Finally, the hotel instituted a special rewards and recognition program that relies on compliments from guests, compliments from colleagues, and the employee’s very own suggestions.

Every day thank yous are encouraged, and the employees strive to be better every day.

The Wit Hotel

Located in Chicago, the Wit Hotel knew it needed to provide more options for its health-conscious travelers. They wanted to appeal to more appeal, including their loyal clientele, by providing more nutritious food options.

The brought in SPE Certified to help this 300-room Doubletree by Hilton, with one of the best rooftop lounges in the world, meet travelers’ growing demands.

They wanted to up their hospitality level by offering the tastiest, most nutritious food, both catering to their current guests and working to attract new guests from an even younger demographic.

With the help of their consultants, and in collaboration with the hotel’s chefs, they identified existing menu items to enhance. They worked on a number of items and now offer many SPE certified dishes.

These are menu items that are certified and show the hotel’s commitment to sustainability and nutrition and most importantly, to their customers’ health and well-being.

Their changes have had great results and enhanced customer satisfaction.

Arenas Del Mar

Located in Costa Rica, the Arenas Del Mar is committed to new avenues in the hospitality industry.

They are committed to providing their guests with just what they want.

For example, they invest in green technology and only source products that meet their green philosophy. Their goal is not only be sustainable but efficient.

At their resort, they rely on solar energy because they are dedicated to keeping their carbon emissions low. They do this by using solar energy to heat water for their guests’ rooms as well as their staff rooms.

They even take it a step further on cloudy days by using their energy-saving auxiliary water heaters as a backup. Their guests never have to worry, though, as their hot tubs and shower are always as hot as they want.

When it comes to their food service, they have their very own gardens that they irrigate with wastewater. They also work with local suppliers and only source organic food and hormone-free and grass feed meat.

In addition, because the resort is right in the middle of 11 acres of nature preserve, they only use natural cleaning products.

They went 100% organic so as not to leach toxic products into the nature reserve because they want to preserve the fragile ecosystem.

Final Thoughts

You can see from these three different case studies how important it is to put the needs of the customer front and center.

In this highly competitive arena, it is absolutely vital to provide proper customer service training.

Strive to be a customer-centric property. Put the needs of your guests first and allow your employees the leeway to provide the best service to your guests. Don’t tie their hands by making them jump through hoops. (tweet this)

Your goal is happy employees first. Finally, when your team is happy in the workplace, then everything falls into place. Your customer culture is set, and your customers are incredibly satisfied as a result.

Looking to showcase your hotel? At Hotel Propeller, we build functional, beautiful websites that highlight your hotel to help you stand out in the crowd. You’ll find everything you need to attract guests to your website and compel visitors to make a reservation. Take a look at our showcase and contact us today.

Images: Andrew Neel and chuttersnap on Unsplash

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Risk Management Practices in Tourism Industry – A Case Study of Resort Management

2017, Management & Accounting Review

The purpose of this research was to identify the risks that influence the operation of a resort, theimpact and the risk management techniques used to reduce those risks. One resort was selected as the case study and document analysis and observation were used as data collection methods. This study found that environmental risk, business risk and human resource risk were the most important risks that could influence the sustainability of the resort’s operations. These risks can be managed through the right combination of risk management techniques. Despite weak monitoring activities, incomplete operating procedures and inferior attitude by the workforce seem to impact the management of the resort, fast and intelligent response may be able to overcome the situation and prevent the worst possible outcomes.

Related Papers

Oliver Filiposki

The need for risk management in tourism is as great as ever. The purpose of this study is to present the ways of managing risks in tourism and the need to establish a system for risk management at the state level and in enterprises within the tourism industry. Through the analysis of the already known literature in the field of risk management which is slightly adapted to the tourist’s needs, analysis of the risk management standards, policies and procedures that were introduced in the world and the Republic of North Macedonia due to the COVID‐19 pandemic, we will perceive the need for a systemic approach to tourism risk management at both, macro and micro levels. The results show the framework of the processes for tourism risk management which is adaptable to the needs of the tourism industry

Vilas Waikar

RISK AND RISK MANAGEMENT PRACTICES IN HOTEL INDUSTRY BY VILAS GOVIND WAIKAR SUPERVISOR Dr. (Ms.) PURVA G.HEGDE DESAI Associate Professor, Department of Management Studies, Goa University Risk has emerged as major force driving hotel industry. As a problem area it is scant researched in the hospitality literature. Over the years risk is having significant influence on hotel industry, worthy o f evaluation. Hotels are concerned about the risk they face in their day to day activity but differ on their response to risks. The cultural theory o f risk has been extensively studied in context o f an individual. This research has considered ‘hotel’ as unit o f analysis. This research, has for the first tim e classified hotels based on grid (control) and group (interdependencies) structure as per the cultural theory of risk. It attempts to addresses the broad question, whether hotel’s risk and risk management practices are impacted by its grid group structure (risk world view) while addressin...

European Journal of Tourism, Hospitality and Recreation

The world tourism industry suffered some severe losses as a result of a series of major international events and the magnitude of disaster/catastrophic risks has become a major topic of discussion for a sustainable tourism especially in the insurance industry. Risk management in the tourism context refers to the planning and implementation of processes directed towards managing the adverse effects of crises and disasters/catastrophes on tourism. The sustainability of a tourism destination is significantly influenced by its ability to adapt to changing market conditions, use resources efficiently and deliver innovative planning and development strategies about risk management. The aim of this paper is to consider the key elements of crises and disasters and their effects upon tourism destinations, and to provide background on risk management processes for sustainable tourism.

[email protected]

Deborah Charisse Jagodilla , John Vincent Manalo

Jagodilla, D. D, “Management Practices Towards Reduction of Risks Among Hotels in Iloilo City,” Unpublished Dissertation, College of Liberal Artts, Iloilo State College of Fisheries, Barotac Nuevo, Iloilo, March 2018 ABSTRACT Risk Management is an important tool for sustaining tourism destinations’ image. Accommodation sectors are key players in the distribution of tourism services that is why it is crucial to reduce risks in order to create a long-term visitor and guest engagement. Conducted December 2018, this descriptive study utilizes 324 randomly selected hotel employees in Iloilo City. The Comprehensive- hotel- resort Risk Management Survey was adapted to measure the participants’ assessment towards risk management practices developed by Verma (2006). Frequency counts, rank, percentage analyses, mean scores, and standard deviations were employed as descriptive statistics; while the t-test for independent samples and one-way ANOVA, were employed as inferential statistics. The criterion for the acceptance or rejection of the null hypothesis was set at .05 alpha level. The study revealed that most of the participants assessed the risk management practices of hotels in Iloilo City in the areas of Perimeter and Location, Vehicle Controls, Access Control Procedures, Security of Public Areas, Room Safety and Security, Plans and Preparedness; Fire Safety and Management Leadership as “very highly practiced.” The t-test revealed no significant differences in the management practices towards reduction of risks when they were classified according to sex. Likewise, the One-way ANOVA revealed that no significant differences existed in the participants’ assessment of risks when they were categorized as to age and educational attainment. However, a significant difference existed between the participants’ assessment in the management practices towards reduction of risks when they were categorized according to hotel classification. Therefore, the null hypothesis must be rejected. Keywords: management practices, reduction of risks, risk management, tourism, tourist destinations, descriptive-survey, Iloilo City

Cosmina Toader

In the project management, beside the financial management, team management and time management, one of the mandatory elements for the success of the project is the risk management. When the risk exists, it can be controlled through risk management but there are also hidden risks which are difficult to control. An efficient risk management can lead not only to the success of the project, which is mostly resumed to three directions: respect of the deadlines, of the budget and delivering the expected results in certain quality standards, but also to other projects which can be successful and which were generated by the occurrence of some unexpected risks and which apparently can be considered as destructive for the project. In the present study the authors propose to show that the risk should always be considered as a negative element because the occurrence of the risks can generate a series of extraordinary opportunities but only for those who know how to use them mainly in the touri...

Marlena A. Bednarska

Iloilo State College of Fisheries

Deborah Charisse Jagodilla

Elaine Yang

Since the 9/11 attack in 2001, a number of major tragedies, including the SARS outbreak, the Bali bombings, and the Asian tsunami, have swept the tourism industry across the globe. The impact of these crises was unprecedented and thus, it raises the necessity to review the existing risk literature in tourism. This paper reviews the multi-dimensional concept of risk in tourism by analyzing 46 selected articles following the guidelines of content analysis. The findings are categorized into four broad meaning themes: (1) the concept of risk, safety and security; (2) the research trend of risk in tourism; (3) the definitions and antecedents of perceived risk; and (4) risk as a positive element. Based on the analysis, a framework is proposed for future research. The originality of this study lies in its attempt to conceptualize a comprehensive framework of risk perception in tourism as the existing literature tends to be empirically skewed, resulting in theoretical frameworks underused or applied in a fragmented way.

Marie Jennalyn D Monterey , Nicka Alvaro , Margerette Santos

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Photo credit to Leah Beck

by Sara Haxby, ATC Volunteer Program Manager

A cooperative management case study.

In September 2023, the total solar eclipse in April 2024 was merely an event on the horizon. The celestial phenomenon would bring with it tens of thousands of footsteps in a matter of hours along a fragile alpine ecosystem.

Thanks to an inspiring example of cooperative management in action, an informal task force ensured that visitors focused on looking up (with protective eyewear) paid attention to looking down and protecting the resource.

Six months before the eclipse, the Appalachian Trail Conservancy’s (ATC) Maine Regional Manager Leah Beck was meeting with leaders from the Maine Appalachian Trail Club (MATC) when someone brought up that the path of totality included the summit of Saddleback Mountain. The Appalachian Trail traverses Saddleback Mountain, near Saddleback Resort, which in the winter operates a chairlift to just below the summit.

Because eclipses in the northern hemisphere are known to be a boon to tourism and have crushing impact on traffic and natural areas, local partners were eager to start planning for the event near rural towns of inland Maine.

A Cooperative Management Task Force

Every step of the A.T. is managed by three partners: the A.T.-maintaining club, the ATC, and the land manager. On the summit of Saddleback, the Appalachian National Scenic Trail park office, or APPA, is the land manager. Early conversations between ATC, MATC, and APPA, along with a scouting hike helped determine likely priorities for any large number of visitors to Saddleback Mountain during spring when delicate alpine plants and soil would be vulnerable depending on the amount of remaining snow. The triad of partners also prioritized relationship building with Saddleback Resort, with hopes of bringing the resort into discussions with an informal task force devoted to the protection of natural resources during the eclipse.

Staff at the resort were already interested in being good stewards to the land they promoted, and ATC has received assistance in the past from the resort related to other resource management efforts.

At an initial meeting with the Resort, all parties affirmed their common goals and intent to collaborate. By this time, the path of totality was clearly an ephemeral tourist attraction – every hotel room was booked and news outlets were covering widespread interest in experiencing the eclipse. The resort began to sell tickets for a “Lights out Party” at their facility.

A.T. partners with ATC and MATC presented the resort ideas of how A.T. volunteers could offer to support crowd control and limit damage to natural resources on the ridge. For this to work, they asked for help from the resort: volunteers would be ensured parking, provided lift tickets, ski rentals, and access to employee quarters in order to store personal items Additionally, the resort provided a stewardship officer to be involved in the work ahead.

As the event approached, the task force planned to deploy tactile tools, such as roping-off especially sensitive areas, and soft-skills in communicating with people. To support communications, ATC’s professional designers transformed an alpine zone protection tip sheet into a flyer for use at the event. Overall, the planning team wanted to be sure visitors understood why they shouldn’t wander without looking where they were stepping.

Eclipse-Viewing

The best-case scenario for eclipse viewing happened to be the worst-case scenario for resource protection: warm, clear skies, and melting snow over the fragile summit habitat. On April 8, the skies cleared, and the conditions were perfect for eclipse viewing.

The partners worked cooperatively, with plenty of improvisation as hundreds of people arrived. They posted signs to help direct people walking from the chairlift to the summit. Staff operating the chairlift shared directions with people boarding. Unplanned, a marketing official from the Resort joined in at the summit for crowd control.

Approximately 300-400 people convened along the Appalachian Trail on Saddleback Mountain for the total solar eclipse. At first, people began to spread out, leaving the footpath to stand on melting snow or exposed groundcover.

Resort staff, Leah, and MATC volunteers quickly spread the message:

“We’re trying to protect this alpine area, please stay on durable surfaces today: rock and deep snow. Thank you for staying on Trail.”

They watched people rock hop, tell their kids to get off the plants, and jump for deep snow instead of melting areas.

Afterwards, in culmination of months of preparation, the task force watched as hundreds of people remained on the footpath and single-file, descended the summit of Saddleback.

What could have threatened the fragile ecosystem during the eclipse turned out to be an opportunity to educate the public, and the partners invested in the success of the day, however that looked to them, came away invested in cooperation.

Reflecting on Cooperative Management

Looking back, Leah said that this experience affirmed the power of cooperation and set conditions for positive outcomes among partners into the future. The case study from one day is expected to help leverage funding for Summit Stewards, positions that elevate awareness of and respect for sensitive alpine ecosystem among visitors. The connections made through the task force include an alpine plants researcher with the University of Maine who studies how recreational trails affect plants across the Northeast.

Kurt Speers, Chief Ranger of the Appalachian National Scenic Trail, and a member of the task force reflected that the “2024 eclipse was a great opportunity to showcase the strengths of the cooperative management system and the importance of having strong working relationships with trail neighbors. We had multiple parties, each having different interests and motivations on how to best manage the visitor use while protecting a valuable resource. These groups came together through cooperation and compromise, resulting in a spectacular experience for the public and the protection of fragile alpine ecosystems.”

Tom Gorrill, president of MATC and a member of the task force, agreed. “The response by the public to the MATC and ATC volunteers on Saddleback during the eclipse, was gratifying and illustrates the importance of cooperatively managing public outreach programs in protecting the fragile environmental resources along the trail.”

Tori Jofery, MATC volunteer and a member of the task force, is optimistic. “As a former Saddleback Ridgerunner and summit steward of this mountain summit, I was delighted to see the incredible positive response of the MATC and ATC’s messaging and education to the public during the eclipse. Given the number of visitors, this was by far one of the most successful ventures to spread alpine stewardship. I am hopeful as a MATC volunteer to continue to preserve and protect this fragile alpine zone for future generations.”

What advice does Leah have for other stewards of the A.T. navigating the cooperative management system?

“Talk early and informally with partners, keeping in mind that we all have the same goal, even though our methods are different. We pursued a common goal and were open to other perspectives while we sought consensus. It gets you out of your comfort zone, but it improves the process. All of our preparation was worth the effort.”

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Milton Ranch Restoration: A Case Study for Successful Collaboration

There are many benefits that come from the restoration of prairie systems. And collaboration is key to making it happen.

Growing up, Bill Milton split his time between the Bay Area and his father’s ranch near Helena, Montana. After his father passed away, he wandered around for a time, before returning to Montana. In 1978, Bill and his wife Dana bought a ranch, now known as Milton Ranch, just north of Roundup, Montana. The Milton’s made a home on the ranch where they raised their three children.

Milton Ranch is 15,000 acres, and sits within the largest intact grassland ecosystem in the world. The grasslands are home to antelope, deer, elk, and prairie dogs. Many birds visit the ranch as well, including ducks and geese, white pelicans and cormorants, and bird species of concern like the Sprague’s pipit. While some of the land was previously farmed, a majority of those fields have since been returned to native grasses, and the Milton’s continue to do the same to the remaining non-native fields. Over 400 cow-calf pairs graze on the grasses. About two thirds of the Milton ranch is deeded land, and the remaining third is leased from the Bureau of Land Management (BLM) and the State of Montana.

When asked about his favorite time to be on the land, Bill Milton shared, “All the time. I love early mornings, and all the different lights at different times of the day. When you work on land, there is an interdependence going on. Over the years you see how the grasses and animals change. When you are here for a long time, you pick up on those differences and see subtleties that someone who just showed up wouldn't notice.”

Two people Bill and Dana Milton standing in front of a gate at the Milton ranch

The Milton’s take a holistic approach to land management, recognizing the positive relationship that is possible between cows and the landscape they live on. This holistic approach involves moving the cows frequently, often daily, to provide short but intense grazing periods to the cows and long recovery periods to the grasslands.

Close to ten miles of ephemeral stream runs through the center of Milton Ranch. The creek is an unnamed tributary of Willow Creek, and a part of the Musselshell Watershed. The Milton’s understand that rivers do not stop at fence lines or jurisdictional boundaries, and that land management shouldn’t either. To better steward their ranch, the Milton family is teaming up with the BLM, National Wildlife Federation (NWF), and Anabranch Solutions , a small riverscape restoration business, to carry out restoration on the creek.

Due to the holistic management techniques already in practice on the ranch, the riparian areas are in fairly good shape. To help maintain the health of the riparian areas, they are not grazed during peak growing season more than once every four years. That gives riparian vegetation three out of every four years to build root mass and take advantage of available moisture. However, there is still an opportunity to improve the health of these riparian areas. As central Montana becomes more arid, conserving water resources is an important part of maintaining resilience.

Shelby Weigand, senior coordinator for riparian connectivity at NWF said “although Milton Ranch experienced intense grazing and stream modification in the past, due to improved grazing practices, it is on an upward trend. We want to continue that upward movement.”

a green landscape with a creek flowing through

To help maintain water resources and increase resilience, partners are working to restore the creek on Milton Ranch. The goal of the restoration project is to connect the floodplain, maintain flows in the creek later into the year, and improve native vegetation along the creek. The project will involve installing beaver dam analogs, and post-assisted log structures, which cause water to slow down and spread out. Partners will also plant woody vegetation such as buffaloberry, chokecherry, and willow, that will be fenced in so the plants can be used as seed or rhizome banks.

While some of the work will happen on Milton Ranch, it will also improve the creek on BLM and State of Montana owned land. Shane Trautner, rangeland management specialist for the BLM field office in Billings, has worked on previous stewardship projects with the Miltons, and he is pleased to be partnering with them again. Trautner was tasked with collecting woody material to use for the structures. He is collaborating with BLM’s hazardous fuels crews to get woody material from thinning projects in the area. Some of the material will come from the Milton Ranch, and the remainder will be sourced twenty miles west of the site. Materials will be collected and staged close to the date of implementation, so they are malleable and easy to build with.

During project implementation, NWF will be hosting a workshop to discuss the benefits of restoration in prairie systems. Weigand and Trautner hope that while the Milton Ranch may be the starting point for restoration in the Musselshell Watershed, it can also be a catalyst for future projects.

Grasslands with big blue sky and fluffy cloud formations

“This is about more than just Bill’s place,” said Trautner. “Ultimately the goal is to expand and use collective resources to keep building and fine tuning from here. I want to document real change in the watershed.”

Bill Milton agrees, noting that “these restoration projects are good for everybody. It is good for ranchers to have partnerships and organizations to tell a good story to increase appreciation for ranching and how it can be beneficial for landscapes. Collaboration is our superpower.”

About the Author

Rose Vejvoda is a graduate student at Northern Arizona University, where she is a candidate for a Professional Master of Science in Climate Science and Solutions, and a graduate certificate in Greenhouse Gas Accounting. Rose received her undergraduate degree from Montana State University where she studied English Writing, and Sustainability Studies. She has a passion for using effective storytelling to build relationships, uplift local communities, and help people feel connected to the natural world. Rose wrote this story while she was a Freshwater Ecosystems Intern at Natural Resources Defense Council working with BLM.

Rose Vejvoda, Intern

Montana/Dakotas State Office

5001 Southgate Drive Billings , MT 59101 United States

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A bi-objective model for the multi-period inventory-based reverse logistics network: a case study from an automobile component distribution network.

1. Introduction

To optimize the transportation system in the ISACO company.
To cut down transportation costs.
To increase customer satisfaction by increasing the supply of customer demands.
To allow the customers to return unused parts (which are not used by customers due to seasonal variations or environmental changes and market fluctuations.
To collect and dispose or recycle the stock parts.

2. Literature Review

2.1. a review of the literature on distribution systems in supply chain management, 2.2. a review of the literature on green logistics in supply chain management, 3. materials and methods.

Very high transportation costs induced by long round-trip distances.
High costs imposed on the company as a result of vehicle breakdown.
Frequent troubles related to timely goods delivery (e.g., the cities located far from Tehran, the chances are high that the goods do not reach on time).
To benefit from the full capacity of cars, it is required that the amount of the ordered goods reach a certain quantity and then the goods be delivered to the representatives, which leads to dissatisfaction among the representatives and losing the competitive market.
The lack of order and prioritization in the current system.
Not considering different scenarios in decision making.
Not being able to return unused or low-use parts by the representatives.
The lack of an integrated system for receiving scrap parts.
Not able to implement strategic planning.
Some of the expected merits of the new system are the following:
Reducing the costs resulting from redundant transportation.
Increasing the representatives’ satisfaction level due to goods’ timely delivery and increasing the power to supply the demanded goods and the possibility of returning low-use parts to the representative.
Systematizing transportation system which curbs other nuisances.
Increasing the flexibility of the system.
Decreasing the risks such as the sensitive parts becoming faulty during long transportation or the possibility of vehicle breakdowns that impose losses on the company.
Building regional warehouses and reducing the heavy costs of the central warehouse.
Controlling the system better and the potential to constantly improve.

5. Discussion and Conclusions

Employing a multi-period model along with the power of inventory management so that it leads to reduced costs and increased revenue.
With respect to the variety of available products, the number of product groups should be increased and included in the proposed model.
Reducing the time of ordering periods to better use the multi-period model, supplying faster and more up-to-date customer demands in the year, and removing the barriers of the inventory cost increase through modeling and making decisions at the tactical and operational level.
Raising the number of customers and applying the proposed model to the actual number of customers. It is worth mentioning that in this model, they were integrated into the provincial centers to facilitate the modeling of customer demand.
Constructing regional warehouses in the locations suggested by the model outputs considering the construction cost and setting up and storing the goods in these warehouses.
Launching the central warehouse number 2 when its effectiveness gets approved in all the models to properly benefit from it.
Regularly controlling the proposed performance evaluation indices considering the possibility of changing the supply or demand pattern and making suitable decisions accordingly.
Investigating the demand pattern in various time periods and the possibility of presenting a supplementary model for the probability mode of demand.
Investigating the profit from waste recycling.
Investigating the benefits of the brand’s mental image in terms of compliance with environmental issues.
Considering production issues in the supply chain and distribution system.
Including the demand of the different classes of customers in the distribution system and locating facilities; accordingly, in other words, assessing the effect of marketing decisions on the strategic macro-decisions of facility location.
Considering other location benchmarks.
Determining the order supply deadline for all sorts of goods orders and programming to supply them within the deadline and its effect on facility location problems.
Considering other objective functions like social aspects, employment rates, and environmental impacts according to the priorities of managers and decision-makers.

Author Contributions

Data availability statement, conflicts of interest.

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Click here to enlarge figure

			α
			0.1	0.2	0.3	0.4	0.5	0.6	0.7	0.8	0.9
β	0	Z1	4.82 × 10	3.50 × 10	2.19 × 10	1.90 × 10	1.34 × 10	9.49 × 10	5.34 × 10	0.00 × 10	0.00 × 10
	0	Z2	1	0.95	0.8368985	0.8	0.6857143	0.5714286	0.3811921	0	0
	0.1	Z1	4.82 × 10	3.64 × 10	3.19 × 10	2.27 × 10	1.98 × 10	1.64 × 10	1.18 × 10	1.10 × 10	9.38 × 10
	0.1	Z2	1	0.955	0.9228571	0.8264286	0.775	0.6464286	0.5371429	0.4857143	0.2649475
	0.2	Z1	4.82 × 10	3.78 × 10	3.37 × 10	2.59 × 10	2.33 × 10	1.87 × 10	1.62 × 10	1.55 × 10	1.43 × 10
	0.2	Z2	1	0.96	0.9314286	0.8457143	0.8	0.6857143	0.5885714	0.5428571	0.3942857
	0.3	Z1	4.82 × 10	4.11 × 10	3.55 × 10	2.90 × 10	2.68 × 10	2.28 × 10	2.06 × 10	2.00 × 10	1.90 × 10
	0.3	Z2	1	0.975	0.94	0.865	0.825	0.725	0.64	0.6	0.47
	0.4	Z1	4.82 × 10	4.21 × 10	3.73 × 10	3.31 × 10	3.07 × 10	2.69 × 10	2.50 × 10	2.44 × 10	2.36 × 10
	0.4	Z2	1	0.9785714	0.9485714	0.9014286	0.8585714	0.7642857	0.6914286	0.6571429	0.5457143
	0.5	Z1	4.82 × 10	4.31 × 10	3.92 × 10	3.56 × 10	3.36 × 10	3.09 × 10	2.94 × 10	2.88 × 10	2.81 × 10
	0.5	Z2	1	0.9821429	0.9571429	0.9178571	0.8821429	0.8142857	0.7607143	0.7214286	0.6214286
	0.6	Z1	4.82 × 10	4.41 × 10	4.10 × 10	3.82 × 10	3.65 × 10	3.43 × 10	3.32 × 10	3.27 × 10	3.21 × 10
	0.6	Z2	1	0.9857143	0.9657143	0.9342857	0.9057143	0.8514286	0.8085714	0.7771429	0.6971429
	0.7	Z1	4.82 × 10	4.51 × 10	4.28 × 10	4.07 × 10	3.94 × 10	3.78 × 10	3.69 × 10	3.66 × 10	3.61 × 10
	0.7	Z2	1	0.9892857	0.9742857	0.9507143	0.9292857	0.8885714	0.8564286	0.8328571	0.7728571
	0.8	Z1	4.82 × 10	4.62 × 10	4.46 × 10	4.32 × 10	4.24 × 10	4.13 × 10	4.07 × 10	4.05 × 10	4.01 × 10
	0.8	Z2	1	0.9928571	0.9828571	0.9671429	0.9528571	0.9257143	0.9042857	0.8885714	0.8485714
	0.9	Z1	4.82 × 10	4.72 × 10	4.64 × 10	4.57 × 10	4.53 × 10	4.47 × 10	4.44 × 10	4.43 × 10	4.42 × 10
	0.9	Z2	1	0.9964286	0.9914286	0.9832714	0.9764286	0.9628571	0.9521429	0.9442857	0.9242857
	1	Z1	4.82 × 10	4.82 × 10	4.82 × 10	4.82 × 10	4.82 × 10	4.82 × 10	4.82 × 10	4.82 × 10	4.82 × 10
	1	Z2	1	1	1	1	1	1	1	1	1

Variable Title	Value
Z	3.32 × 10
Z	80%
V(1,2)	(1,1)
U(1,2,3,4,5,6,7,8)	(0,0,0,0,0,1,0,1)

			α
			0.1	0.2	0.3	0.4	0.5	0.6	0.7	0.8	0.9
β	0	Z1	4.84 × 10	4.70 × 10	4.52 × 10	4.20 × 10	3.68 × 10	3.54 × 10	3.41 × 10	3.15 × 10	2.65 × 10
	0	Z2	1	0.9928571	0.9785714	0.9428571	0.8494217	0.8142857	0.7571429	0.5928571	0
	0.1	Z1	4.84 × 10	4.72 × 10	4.55 × 10	4.27 × 10	3.82 × 10	3.70 × 10	3.58 × 10	3.35 × 10	3.31 × 10
	0.1	Z2	1	0.9935714	0.9807143	0.9485714	0.8624167	0.8328571	0.7814286	0.6335714	0.5821429
	0.2	Z1	4.84 × 10	4.73 × 10	4.58 × 10	4.22 × 10	4.15 × 10	3.87 × 10	3.76 × 10	3.55 × 10	0.5821429
	0.2	Z2	1	0.9942857	0.9828571	0.9371429	0.9257143	0.8514286	0.8057143	0.6742857	0.6285714
	0.3	Z1	4.84 × 10	4.74 × 10	4.62 × 10	4.30 × 10	4.24 × 10	4.14 × 10	3.94 × 10	3.75 × 10	3.72 × 10
	0.3	Z2	1	0.995	0.985	0.945	0.935	0.91	0.83	0.715	0.675
	0.4	Z1	4.84 × 10	4.76 × 10	4.65 × 10	4.37 × 10	4.33 × 10	4.24 × 10	4.14 × 10	3.98 × 10	3.93 × 10
	0.4	Z2	1	0.9957143	0.9871429	0.9528571	0.9442857	0.9228571	0.88	0.7814286	0.7214286
	0.5	Z1	4.84 × 10	4.77 × 10	4.68 × 10	4.45 × 10	4.41 × 10	4.34 × 10	4.26 × 10	4.12 × 10	4.11 × 10
	0.5	Z2	1	0.9964286	0.9892857	0.9607143	0.9535714	0.9357143	0.9	0.8178571	0.7928571
	0.6	Z1	4.84 × 10	4.79 × 10	4.71 × 10	4.53 × 10	4.50 × 10	4.44 × 10	4.37 × 10	4.27 × 10	4.26 × 10
	0.6	Z2	1	0.9971429	0.9914286	0.9685714	0.9628571	0.9485714	0.92	0.8542857	0.8342857
	0.7	Z1	4.84 × 10	4.80 × 10	4.75 × 10	4.61 × 10	4.58 × 10	4.54 × 10	4.49 × 10	4.41 × 10	4.40 × 10
	0.7	Z2	1	0.9978571	0.9935714	0.9764286	0.9721429	0.9614286	0.94	0.8907143	0.8757143
	0.8	Z1	4.84 × 10	4.82 × 10	4.78 × 10	4.69 × 10	4.67 × 10	4.64 × 10	4.61 × 10	4.56 × 10	4.55 × 10
	0.8	Z2	1	0.9985714	0.9957143	0.9842857	0.981286	0.9742857	0.96	0.9271429	0.9171429
	0.9	Z1	4.84 × 10	4.83 × 10	4.81 × 10	4.77 × 10	4.76 × 10	4.74 × 10	4.73 × 10	4.70 × 10	4.70 × 10
	0.9	Z2	1	0.9992857	0.9978571	0.9921429	0.9907143	0.9871429	0.98	0.9635714	0.9585714
	1	Z1	4.84 × 10	4.84 × 10	4.84 × 10	4.84 × 10	4.84 × 10	4.84 × 10	4.84 × 10	4.84 × 10	4.84 × 10
	1	Z2	1	1	1	1	1	1	1	1	1

Variable Title	Value
Z	3.37 × 10
Z	92%
V(1,2)	(1,1)
U(1,2,3,4,5,6,7,8)	(0,0,0,0,0,1,0,1)

α
0.1	0.2	0.3	0.4	0.5	0.6	0.7	0.8	0.9
1.65 × 10	1.65 × 10	1.65 × 10	1.61 × 10	1.51 × 10	1.48 × 10	1.37 × 10	1.34 × 10	1.21 × 10
1	1	1	0.9228571	0.9714286	0.9642857	0.9150749	0.888311	0.7168279
1.65 × 10	1.65 × 10	1.65 × 10	1.61 × 10	1.52 × 10	1.50 × 10	1.40 × 10	1.37 × 10	1.26 × 10
1	1	1	0.9935714	0.9742857	0.9678571	0.9232892	0.8982267	0.7361599
1.65 × 10	1.65 × 10	1.65 × 10	1.61 × 10	1.54 × 10	1.52 × 10	1.43 × 10	1.40 × 10	1.33 × 10
1	1	1	0.9942857	0.9771429	09744286	0.9315568	0.9085202	0.8056308
1.65 × 10	1.65 × 10	1.65 × 10	0.62 × 10	1.55 × 10	1.53 × 10	1.46 × 10	1.43 × 10	1.37 × 10
1	1	1	0.995	0.98	0.975	0.939905	0.919635	0.8278087
1.65 × 10	1.65 × 10	1.65 × 10	0.62 × 10	1.57 × 10	1.55 × 10	1.49 × 10	1.47 × 10	1.41 × 10
1	1	1	0.9957143	0.9828571	0.9785714	0.9482679	0.9307498	0.8485393
1.65 × 10	1.65 × 10	1.65 × 10	1.63 × 10	1.58 × 10	1.57 × 10	1.52 × 10	1.50 × 10	1.45 × 10
1	1	1	0.9664286	0.9857143	0.9821429	0.9566604	0.9418646	0.8732143
1.65 × 10	1.65 × 10	1.65 × 10	1.63 × 10	1.57 × 10	1.48 × 10	1.43 × 10	1.41 × 10	1.39 × 10
1	1	1	0.9971429	0.9885714	0.9857143	0.9654133	0.9530132	0.8985714
1.65 × 10	1.65 × 10	1.65 × 10	1.64 × 10	1.61 × 10	1.60 × 10	1.57 × 10	1.56 × 10	1.53 × 10
1	1	1	0.9978571	0.9914286	0.9892857	0.9742857	0.964634	0.9238566
1.65 × 10	1.65 × 10	1.65 × 10	1.64 × 10	1.62 × 10	1.62 × 10	1.61 × 10	1.59 × 10	1.57 × 10
1	1	1	0.9985714	0.9942857	0.9928571	0.9885714	0.97625	0.9489286
1.65 × 10	0.2	0.3	0.4	1.64 × 10	1.64 × 10	1.63 × 10	1.63 × 10	1.62 × 10
1	1.65 × 10	1.65 × 10	1.61 × 10	0.9971429	0.9964286	0.9942857	0.9895536	0.9785714
1.65 × 10	1	1	0.9228571	1.65 × 10	1.65 × 10	1.65 × 10	1.65 × 10	1.65 × 10
1	1.65 × 10	1.65 × 10	1.61 × 10	1	1	1	1	1

Variable Title	Value
Z	1.42 × 10
Z	94%
V(1,2)	(1,1)
U(1,2,3,4,5,6,7,8)	(1,0,1,1,0,1,0,1)

			α
			0.1	0.2	0.3	0.4	0.5	0.6	0.7	0.8	0.9
β	0	Z1	1.65 × 10	1.65 × 10	1.65 × 10	1.61 × 10	1.51 × 10	1.48 × 10	1.37 × 10	1.34 × 10	1.21 × 10
	0	Z2	1	1	1	0.9228571	0.9714286	0.9642857	0.9150749	0.888311	0.7168279
	0.1	Z1	1.65 × 10	1.65 × 10	1.65 × 10	1.61 × 10	1.52 × 10	1.50 × 10	1.40 × 10	1.37 × 10	1.26 × 10
	0.1	Z2	1	1	1	0.9935714	0.9742857	0.9678571	0.9232892	0.8982267	0.7361599
	0.2	Z1	1.65 × 10	1.65 × 10	1.65 × 10	1.61 × 10	1.54 × 10	1.52 × 10	1.43 × 10	1.40 × 10	1.33 × 10
	0.2	Z2	1	1	1	0.9942857	0.9771429	0.9744286	0.9315568	0.9085202	0.8056308
	0.3	Z1	1.65 × 10	1.65 × 10	1.65 × 10	0.62 × 10	1.55 × 10	1.53 × 10	1.46 × 10	1.43 × 10	1.37 × 10
	0.3	Z2	1	1	1	0.995	0.98	0.975	0.939905	0.919635	0.8278087
	0.4	Z1	1.65 × 10	1.65 × 10	1.65 × 10	0.62 × 10	1.57 × 10	1.55 × 10	1.49 × 10	1.47 × 10	1.41 × 10
	0.4	Z2	1	1	1	0.9957143	0.9828571	0.9785714	0.9482679	0.9307498	0.8485393
	0.5	Z1	1.65 × 10	1.65 × 10	1.65 × 10	1.63 × 10	1.58 × 10	1.57 × 10	1.52 × 10	1.50 × 10	1.45 × 10
	0.5	Z2	1	1	1	0.9664286	0.9857143	0.9821429	0.9566604	0.9418646	0.8732143
	0.6	Z1	1.65 × 10	1.65 × 10	1.65 × 10	1.63 × 10	1.57 × 10	1.48 × 10	1.43 × 10	1.41 × 10	1.39 × 10
	0.6	Z2	1	1	1	0.9971429	0.9885714	0.9857143	0.9654133	0.9530132	0.8985714
	0.7	Z1	1.65 × 10	1.65 × 10	1.65 × 10	1.64 × 10	1.61 × 10	1.60 × 10	1.57 × 10	1.56 × 10	1.53 × 10
	0.7	Z2	1	1	1	0.9978571	0.9914286	0.9892857	0.9742857	0.964634	0.9238566
	0.8	Z1	1.65 × 10	1.65 × 10	1.65 × 10	1.64 × 10	1.62 × 10	1.62 × 10	1.61 × 10	1.59 × 10	1.57 × 10
	0.8	Z2	1	1	1	0.9985714	0.9942857	0.9928571	0.9885714	0.97625	0.9489286
	0.9	Z1	1.65 × 10	1.65 × 10	1.65 × 10	1.65 × 10	1.64 × 10	1.64 × 10	1.63 × 10	1.63 × 10	1.62 × 10
	0.9	Z2	1	1	1	1	0.9971429	0.9964286	0.9942857	0.9895536	0.9785714
	1	Z1	1.65 × 10	1.65 × 10	1.65 × 10	1.65 × 10	1.65 × 10	1.65 × 10	1.65 × 10	1.65 × 10	1.65 × 10
	1	Z2	1	1	1	1	1	1	1	1	1

Variable Title	Value
Z	1.43 × 10
Z	96%
V(1,2)	(1,1)
U(1,2,3,4,5,6,7,8)	(1,0,1,1,0,1,0,1)

Criterion Illustration	Criterion Components	Basic Model	Basic Model with Inventory Management	Multi-Period Basic Model with Inventory Management	Multi-Period Basic Model with Inventory Management and Green Logistics
Overall Satisfaction of Customers		85%	92%	94%	96%
Total Costs		3.32 × 10	4.37 × 10	1.42 × 10	1.43 × 10

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Share and Cite

Khalilzadeh, M.; Antucheviciene, J.; Božanić, D. A Bi-Objective Model for the Multi-Period Inventory-Based Reverse Logistics Network: A Case Study from an Automobile Component Distribution Network. Systems 2024 , 12 , 299. https://doi.org/10.3390/systems12080299

Khalilzadeh M, Antucheviciene J, Božanić D. A Bi-Objective Model for the Multi-Period Inventory-Based Reverse Logistics Network: A Case Study from an Automobile Component Distribution Network. Systems . 2024; 12(8):299. https://doi.org/10.3390/systems12080299

Khalilzadeh, Mohammad, Jurgita Antucheviciene, and Darko Božanić. 2024. "A Bi-Objective Model for the Multi-Period Inventory-Based Reverse Logistics Network: A Case Study from an Automobile Component Distribution Network" Systems 12, no. 8: 299. https://doi.org/10.3390/systems12080299

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Hidden Factors: Operations Management Implications for the Hayman Island Resort

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Aman Resorts

About The Author

Eugene F. Soltes

Aman Resorts (B)

Taking three icons from subpar to successful.

“Three historic resorts were suffering from a number of factors. Enter the KSL Resorts team. By poring over every detail, we were able to uncover hidden potential.”

LET'S WORK TOGETHER

Case study challenge invites students, alumni, and hospitality experts to weigh in

Readers consider three resort expansion options

Option C: Villas and Suites Resort

Hospitality industry leaders weigh in

Bob Alter ’73 Chairman Emeritus, Sunstone Hotel Investors, California

Abhay Bakaya, MMH ’09 VP of Development, SH Hotels & Resorts, New York

Carmen Lam Principal, Crikx & Co, Hong Kong

Jacqueline Nunley, Head of Hospitality, Salesforce, Texas

Martin Pinsker ’08 Commercial Real Estate Investments, Canada

Sabita Chettri Finance Controller, KLA, California

More than one right answer

Tension 1: Branding

Tension 2: Operational

Tension 3: Financial

What option did Beach Enclave choose?

TrekFunTrek

Eco-Friendly Beach Resorts: A Case Study of Sustainability

Key Takeaways:

Evolution of Eco-Friendly Beach Resorts: Advancements in Sustainability Practices

Related Travels

Advancements in Sustainability Practices:

Key Factors for Creating an Eco-Friendly and Sustainable Beach Resort

Key Factors for Creating an Eco-Friendly and Sustainable Beach Resort:

Incorporating Renewable Energy Sources: How Eco-Friendly Beach Resorts Reduce Their Carbon Footprint

Implementing Wind Turbines

Benefits of Renewable Energy Sources

Examples of Eco-Friendly Beach Resorts Incorporating Renewable Energy Sources:

Water Conservation at Eco-Friendly Beach Resorts: Promoting Efficiency and Responsible Usage

Implementing Greywater Systems

Benefits of Water Conservation at Eco-Friendly Beach Resorts

Examples of Eco-Friendly Beach Resorts Implementing Water Conservation Measures:

Managing Waste and Recycling: Strategies Implemented by Eco-Friendly Beach Resorts

Reducing Single-Use Plastics

Prioritizing Local Sourcing and Community Support: How Eco-Friendly Beach Resorts Make a Difference

Engaging in Community Outreach Programs

Educating and Engaging Guests: Sustainable Practices at Eco-Friendly Beach Resorts

Organizing Sustainability Workshops and Activities

Innovative Technologies for Environmental Conservation: Initiatives by Eco-Friendly Beach Resorts

Water Conservation Systems

The Economic Benefits of Embracing Sustainability: Short-Term and Long-Term Gains for Beach Resorts

Enhanced Reputation and Customer Loyalty

What makes a resort eco-friendly?

What is the difference between a resort and an eco resort?

What is eco resort architecture?

Why is sustainability important in resorts?

How can resorts be more sustainable?

What are the four 4 classifications of resorts?

How Wyndham Hotels & Resorts improved their data capabilities to get to know their guests better

Running one hotel isn’t easy - running 9,000 hotels across 80 countries is a challenge on a different scale

Redesigning Wyndham’s data architecture with an eye toward a more efficient future and better guest experiences

Dramatic improvements in efficiency and accuracy , using the features of AWS

“From better error handling to improved performance, we’re seeing a huge improvement in our technological capabilities which is positively impacting numerous areas of our business - and allowing us to focus on what matters most: our guests.”

“The underpinnings Wyndham had in place helped us redesign their data landscape to use AWS to its fullest potential - with a lens on protecting the integrity of Wyndham’s information and improving the accuracy of their guest data.”

3. Revenue Management Strategies proposed and implemented by Xotels: