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Greywell has developed a good name and reputation in the industry.
* The company makes money, but not profits.
* The resort has invested in infrastructure and equipment.
* The aficionado diver does not spend as much on resort-type activities as a new class of diver (family-oriented) would.
* Greywell's capital position is not solid (see detail below).
* Resort is unable to compete with full family resorts.
* Increased expenditures in travel.
* Diving, as an activity, has broad generic appeal beyond targeted market groups.
* Wide acceptance among sophisticated and semi-hip consumers with sufficient discretionary income to purchase mid-price products.
* Chance for continued growth of tourism and divers who have experience and want a good diving experience.
* Extremely high competition because there are so many resorts in the Bahamas, and most of them are constantly revamping pricing strategies.
* Customer service and reliability issues are becoming strong considerations in resort-choosing behavior.
* Name brand loyalty is very rare in this market, and customers react to price first and then perceived quality.
* Difficult to estimate the consumer's taste and opinion levels.
* Potential drain on profits coming from reacting too quickly in a market where varying market conditions create a
What their hopes and dreams are for themselves and their families.
This balance sheet effectively limits alternative 3, since Greywell is not in a fiscal position to make a move.
Whereas the latter directs the organization to design its strategies only after the needs of current and potential partners have been assessed, the former aggressively seeks buyers for short-run benefits (Berry, 1983,
Greywell has developed a good name and reputation in the industry.
* The company makes money, but not profits.
* The resort has invested in infrastructure and equipment.
* The aficionado diver does not spend as much on resort-type activities as a new class of diver (family-oriented) would.
* Greywell's capital position is not solid (see detail below).
* Resort is unable to compete with full family resorts.
* Increased expenditures in travel.
* Diving, as an activity, has broad generic appeal beyond targeted market groups.
* Wide acceptance among sophisticated and semi-hip consumers with sufficient discretionary income to purchase mid-price products.
* Chance for continued growth of tourism and divers who have experience and want a good diving experience.
* Extremely high competition because there are so many resorts in the Bahamas, and most of them are constantly revamping pricing strategies.
* Customer service and reliability issues are becoming strong considerations in resort-choosing behavior.
* Name brand loyalty is very rare in this market, and customers react to price first and then perceived quality.
* Difficult to estimate the consumer's taste and opinion levels.
* Potential drain on profits coming from reacting too quickly in a market where varying market conditions create a
What their hopes and dreams are for themselves and their families.
This balance sheet effectively limits alternative 3, since Greywell is not in a fiscal position to make a move.
Whereas the latter directs the organization to design its strategies only after the needs of current and potential partners have been assessed, the former aggressively seeks buyers for short-run benefits (Berry, 1983,