West Indies Yacht Club: When Cultures Collide
Case Analysis:
West Indies Yacht Club Resort: When Cultures Collide
The British Virgin Islands (BVI’s) are made up of thirty-six islands, less than half of which are actually inhabited. Though the government of the British Virgin Islands has restricted development and growth, the vacation and tourism industry has ceased to develop into a profitable, yet highly competitive market. There are mainly five upscale hotels, one of which is the West Indies Yacht Club Resort (WIYCR). The WIYCR was established in the early 1900s by an eccentric yachtsman named Armin Dubois. In 1973, the property was bought by Joe Kimball, who saw the potential for development. Today, the WIYCR is famous for its boat collection as well as its top of the line sailing instruction programs. Although the WIYCR has operated successfully since its inception, recently some alarming problems have become evident, and have seriously affected the operating performance of the resort.
Q1. What operating issues face Jim Johnson as chief manager at West Indies Yacht Club Resort? How might the problems limit the resort’s ability to meet the needs and expectations of guests?
The WIYCR is troubled with internal problems that have started to affect its normal day to day operations. As the resort staff is composed of expatriate managers and local employees, there is an underlying cross cultural communication barrier for both the management and their employees. It is evident that the cross cultural barriers are leading to problems in all areas and operations of the hotel; four of which resolution is critical for success. First, there is a high level of expatriate turnover. Secondly, there is a remarkable increase in the number of guest complaints. Third, a strong tension between the expatriate at local staff exists. And lastly, the motivation - or lack there of – is non existent in the local’s work ethic. Additionally, the WIYCR’s management team is divided into two parts: the head office in
West Indies Yacht Club Resort: When Cultures Collide
The British Virgin Islands (BVI’s) are made up of thirty-six islands, less than half of which are actually inhabited. Though the government of the British Virgin Islands has restricted development and growth, the vacation and tourism industry has ceased to develop into a profitable, yet highly competitive market. There are mainly five upscale hotels, one of which is the West Indies Yacht Club Resort (WIYCR). The WIYCR was established in the early 1900s by an eccentric yachtsman named Armin Dubois. In 1973, the property was bought by Joe Kimball, who saw the potential for development. Today, the WIYCR is famous for its boat collection as well as its top of the line sailing instruction programs. Although the WIYCR has operated successfully since its inception, recently some alarming problems have become evident, and have seriously affected the operating performance of the resort.
Q1. What operating issues face Jim Johnson as chief manager at West Indies Yacht Club Resort? How might the problems limit the resort’s ability to meet the needs and expectations of guests?
The WIYCR is troubled with internal problems that have started to affect its normal day to day operations. As the resort staff is composed of expatriate managers and local employees, there is an underlying cross cultural communication barrier for both the management and their employees. It is evident that the cross cultural barriers are leading to problems in all areas and operations of the hotel; four of which resolution is critical for success. First, there is a high level of expatriate turnover. Secondly, there is a remarkable increase in the number of guest complaints. Third, a strong tension between the expatriate at local staff exists. And lastly, the motivation - or lack there of – is non existent in the local’s work ethic. Additionally, the WIYCR’s management team is divided into two parts: the head office in
References: Shay, Jeffrey. (2002). West indies yacht club resort: when cultures collide. Case research journal