�ݺ�ߣ

1. NemacolinWoodlands Resort & Spa Amenity Analysis

2. Project TeamBackgroundBackgroundJohnathanKullmanJoseph NachinsonGraduate of Purdue University

3. 2 yrs experience as a civil engineer at TranSystems

4. Designing and implementation of transportation projects

5. Provided support to management team in maintaining clientele relations

6. Graduate of West Virgina University

7. 2 yrs. experience in banking at Bank of New York Mellon:

8. Managed billion dollar corporate trust and pension fund accounts

9. Preformed security/derivate trades daily BackgroundBackgroundRahulNihalaniJan SchlichenmaierGraduate of NIRMA Institute of Technology, India

10. 2 yrs experience as technical consultant at Cognizant Technology Solutions

11. Off-shore teamlead for ERP Peoplesoft

12. Software configuration manager

13. Graduate of European Business School – Oestrich-Winkel, Germany

14. 2 yrs experience as strategic consultant at Geode Advisory, London

15. FMCG

16. Aerospace & Defense2

17. Resort OverviewSituated on 3,000 acres, in Fayette County, PALocated Approx. 70 Miles SE of Pittsburgh ≈ 1.5 Hrs driving timeOwned and operated privately by founder of 84 Lumber, Joe HardyFeatures a total of 335 luxurious guestrooms ; hotel suites, townhomes, & private residencesAAA Five-Diamond hotel “Falling Rock” and restaurant “Latrec”Host of resort amenities, lodging, and dining options $53M in 2008 Revenue3PittsburghNemacolin WoodlandsChateau Lafayette - 124 European inspired guest rooms

18. Strategy Project Overview4ObjectiveDevelop a structured methodology to optimize the strategic management of amenities, specifically to optimize overall profitabilityOverarching objective is to determine current resort amenities that will continue to generate room occupancy ScopeProfitability analysis per amenity

19. Traffic analyses per amenity

20. Attractiveness analysis per amenityApproachPhase I – Project Kick-off, Establish the Baseline

21. Phase II – Detailed Analysis

22. Phase III – Consolidate Findings & Present RecommendationsExecutive Summary5Financial analysis has determined that off-road driving and wildlife have the highest operating loss from 2006-2008Our survey revealed that wildlife is only moderately attractive and off-road driving fairly unattractive to customers Equestrian and off-road driving are the overall poorest performing amenities and therefore yield the highest potential for cost savingsThe combined cost savings for wildlife and off-road driving are expected to generate an annual increase $140,000 in the bottom line

23. Agenda6ChallengesSituationData Mining & SurveyAnalysisRecommendations

24. List of Analyzed AmenitiesChallengesSituationData MiningAnalysisRecommendations

25. Cash fromOperations in Year 20088ChallengesSituationData MiningAnalysisRecommendationsCash from operations is positive for the majority of the amenities

26. Loss per Amenity for the Year 20089ChallengesSituationData Mining & SurveyAnalysisRecommendationsWildlife & Off-road Driving account for about 65% of the overall cash loss from operations

27. Cash fromOperationsfor 2006 - 200810ChallengesSituationData Mining & SurveyAnalysisRecommendations84 LumberGolf TournamentCash fromoperationsshows an inconsistentpatternforsomeamenities over the last 3 years

28. Cash from Operations per Season 200811Generates cash*ChallengesSituationData Mining & SurveyAnalysisRecommendations**Loses cashGenerates cashLoses cashCash generated from operations shows clear cyclicality over the course of a calendar year* Winter (November – March)**Summer (April – October)

29. Profit ($) vs. Profit Margin (%) in 200812Profit Margin (%)Profit ($)ChallengesSituationData Mining & SurveyAnalysisRecommendations

30. The financial analysis raises some complications that need to be resolved13Most amenities are subject to seasonalityUnprofitable amenities might drive traffic in overnight staysChallengesSituationData Mining & SurveyAnalysisRecommendationsThere is no measurement in place to capture traffic data by customer type and lodging facilityOutsourcing and/or contracting is not part of Nemacolin’s company culture

31. Market survey to determine amenity attractiveness14ObjectiveIdentify amenities that are attractive to different types of transient customers and thus generate room occupancyScopeSample of 108 of 650 originally sent out questionnaires (17% response rate)

32. All respondents classified as either adults (no children on stay) or families & by annual household income level

33. Ranking of the attractiveness of Nemacolin’s amenities on an ordinal scale from 1-14ChallengesSituationData Mining & SurveyAnalysisRecommendationsMethodologyApproval of questionnaire by marketing professor specialized in the field of market research

34. After elimination of incomplete/incorrectly filled out questionnaires, results were generated by comparing the means of each amenity

35. Overall result generated by applying different weightings based on the underlying structure of Nemacolin’s current customer base Sample Survey Question15ChallengesSituationData Mining & SurveyAnalysisRecommendations

36. WeightedSurvey Results16ChallengesSituationData Mining & SurveyAnalysisRecommendations

37. Evaluation Framework17Optimized Amenity PortfolioWildlifeOff-road DrivingChallengesSituationData Mining & SurveyAnalysisRecommendationsIncrease in Bottom Line through Cost Reductions

38. Consolidated Findings of Financial, Traffic and Attractiveness Analysis18ChallengesSituationData Mining & SurveyAnalysisRecommendations

39. Operational Profitability Threshold19ChallengesSituationData Mining & SurveyAnalysisRecommendationsWildlife and off-road driving are below the operational profitability threshold level

40. Baseline Assumptions for Recommendations20Equestrian using 22 horses was not being utilized a 100%We consulted with a horse farm in western Pennsylvania to compute cost saving numbersSituationChallengesSituationData Mining & SurveyAnalysisRecommendationsVehicle maintenance costs were included in the profit analysis for off-road drivingOur recommendation for off-road driving is based on a company which offers a similar amenity

41. Potential Equestrian Cost Saving Scenarios21Current SituationDownsizingOutsourcingHorses221010Revenues$ 178,884$ 130,560$ 130,560ChallengesSituationData Mining & SurveyAnalysisRecommendations$ 152,904Costs$ 259,272$ 104,084Profit/Loss$ - 80,388$ -22,344$ 25,476inherentFeasibilityquick, simplecomplex

42. Potential Off-road Driving Cost Saving Scenarios22Current SituationCease OperationPersonal VehiclesOnlyRevenues$ 301,448$ 0$ 60,290$ 0Costs$ 358,698$ 35,870ChallengesSituationData Mining & SurveyAnalysisRecommendationsProfit/Loss$ - 57,250 $ 0$ 24,420sweeping but promptinherentFeasibilityquick, simple

43. Consolidated Recommendation23RevenuesProfit / LossCostsChallengesSituationData Mining & SurveyAnalysisRecommendationsConsolidated Statement ofActivitiesTotal change in revenue $ -289,482Total change in costs $ -429,196Change in Net Income $ 139,714

44. 24Q&A

�ݺ�ߣ

Nemacolin Woodlands Resort Client Presentation

Recommended

More Related Content

Similar to Nemacolin Woodlands Resort Client Presentation (20)

More from joeynach (6)

Nemacolin Woodlands Resort Client Presentation