This case can be found on page C-331 in your course textbook. Your document should be properly developed,informative,and detailed.Make sure that you take the time and make the effort to review your narrative for poor grammar concerning spelling, sentence structure, and punctuation. When constructing your paper make sure that you include each question at the beginning of each of your responses, this simplifiesmy review and assists me to properly follow and interpret your answer. In addition, if you decide to use information from other sources to incorporate in your document, please provide the appropriateREferences and list them in your reference section at the end of your paper. For assistance in completing this case analysis, you may wish to review topics found in Chapters 6-12in your textbook.The questions for this assignment can be found in the attached file.
case 28 • Case Assignment Questions Vail Resorts, Inc. Assignment Questions 1. What are the major elements of VR’s competitive strategy in the destination resorts industry? How well do the pieces fit together? Is the strategy evolving? 2. How have VR’s corporate strategy choices strengthened or weakened its competitive position in the destination resorts industry? 3. Is VR’s competitive strategy best characterized as a first-mover strategy, fast-follower strategy, or later- mover strategy? 4. Does it make good strategic sense for VR to compete in all of its current segments? Which of its product lines do you think is/are most important to VR’s future growth and profitability? Should one or more of these current segments be discontinued? Why? 5. What is your assessment of VR’s financial performance over the 2015 – 2017 period? (Use the financial ratios in the Appendix of the text as a guide in doing your financial analysis.) 6. What strategic issues confront VR in 2017? What market or internal circumstances should most concern CEO Rob Katz and his company’s senior leadership team? 7. What recommendations would you make to Katz to address the strategic issues confronting VR in 2017 in order to sustain its impressive growth in revenues and profitability? Vail Resort1 Vail Resort6 VAIL RESORT Table of Contents Major elements of VR’s competitive strategy3 VR’s corporate strategy choices3 VR’s first-mover strategy, fast-follower strategy,3 VR’s current segments4 VR’s financial performance over the 2015 – 2017 period?4 strategic issues confront VR in 20174 Recommendations4 References6 Major elements of VR’s competitive strategy Since there were increasing competitors who were instrumental in bringing forth the investments relating to the mountain as well as the village facilities. Therefore, due to the increasing demand for the skiing vail resorts has consequently developed some tactics for adoption of the skiing aspects in its report. They have taken deeper interests relating to the snowboarding activities and they have accordingly made a business solution. Since they have been functional in the acquisition of sea resorts in North America. In the face of higher competition where the resorts aim to diversify its portfolio relating to the geographical areas concerning the all season reports. Vail Resorts appear to function as a primal destination resort relating to North America. VR’s corporate strategy choices 1. It appears to function with a more complex as well as multi-dimensional organization relating to the competitive product in consideration of the services substitutes; 2. It is in turn an aspect that appears to thrive as superbly cooperative in relation to the administrative control concerning all aspects pertaining to the destination environment; 3. They are also effective for holding the reputation in relation to the quality service, accordingly the season excellence as well as the trademark in relation to providing something unique upscale experience happens to discern the customers VR’s first-mover strategy, fast-follower strategy, Even due to the situation of inflation, Vail Resort has been instrumental in its aggressive acquisitions relating to its competitors like, Grand Teton Lodge Co, Breckenidge & Keystone as well as Heavenly Ski Resort that happen to function as the direct manifestation relating to the long term development plans of the company and the sustainability relating to the industry of resort destination. VR’s current segments VR have mandated a monopolistic attitude and thereby controlling the skiing business without paving any attention whatsoever to the inflation (Hartmann, 2018). The product lines relating to snowboarding and skiing activities are effective for the company’s growth. Other than this discarding or discontinuing or market segments are not exactly necessary. VR’s financial performance over the 2015 – 2017 period? Pertaining to the years 2015-2017, the United States of America had visitors relating to almost 54.8 million as well as the ones which were a total ranging up to 73.8 million. Now VR’s actual share ousting of these totals were 20 percent and 12.5 percent, respectively. strategic issues confront VR in 2017 The major issue relating to VR’s strategy is definitely the lack of skilled workers as most of the unskilled workers are hired for filling for the winter operations. Rob Katz is mostly concerned with the immigration issue concerning the employment of unskilled workers and training them (Hartmann, & Broadway, 2018). Recommendations · They should be effective for making the resort a total cruise relating to the land; • · They are effective for controlling the price relating to the tickets and should do so for skiing as well as snowboarding; • · They should tend to expand their business with acquisition as well as ownership relating other resorts; • · They should effectively continue in a manner for the development relating to the real estate operations. These operations as well as expansion should be mandated outside the United States References Hartmann, R., & Broadway, S. (2018). Vail: explaining growth dynamics of a Colorado Ski Resort Town. International Journal of Tourism Sciences, 18(4), 279-294. Hartmann, R. (2017). The world alpine ski championships 1989, 1999 and 2015 in Vail, Colorado: Impacts, issues and the quest for sustainable resort development. International Journal of Research in Tourism and Hospitality (IJRTH), 3(3), 43-53.