WIYCR Case.pdf - West Indies Yacht Club Resort When...

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This case was prepared as a basis for class discussion rather than to illustrate either effective or ineffective manage- ment. All individuals and events are real but the name of the company and its managers and staff have been dis- guised at the request of the organization. The case benefited from the suggestions of several anonymous reviewers from the Case Research Journal. The author also wishes to acknowledge the company’s management for their assis- tance in gathering data for the case. Copyright © 2001 by the Case Research Journal and Jeffrey P. Shay. West Indies Yacht Club Resort: When Cultures Collide Jeffrey P. Shay University of Montana In early December 1994, Patrick Dowd, a 30-year-old management consultant, stared out his office window at the snowy Ithaca, New York, landscape. Dowd reflected on his recent phone conversation with Jim Johnson, general manager of the 95-room West Indies Yacht Club Resort (WIYCR), located in the British Virgin Islands. Johnson sounded desperate to pull the resort out of its apparent tailspin and noted three primary areas of concern. First, expatriate manager turnover was beginning to become problematic. In the past 2 years, the resort had hired and then failed to retain three expatriate waterfront directors and three expatriate food and beverage directors. Second, although the resort had not initiated a formal guest feedback program, Johnson estimated that guest complaints had increased from 10 per week to more than 30 per week over the past 2 years. The complaints were usu- ally given by guests to staff at the front desk, written down, and passed on to John- son; usually, they were centered on the deteriorating level of service provided by local British Virgin Islands’ employees. Many repeat guests claimed, “The staff just doesn’t seem as motivated as it used to be.” Third, there appeared to be an increas- ing level of tension between expatriate and local staff members. In the past, expatri- ates and locals seemingly found it natural to work side by side; now a noticeable gap between these groups appeared to be growing. Johnson had come to know Dowd and his reputation for being one of the few expatriate management consultants in the region who seemed to have a real grasp on what it took to manage effectively in the Caribbean. The two had become better acquainted in 1993 when the world-renowned sailing school that Dowd was work- ing for, Tradewind Ventures, was contracted to develop new family-focused pro- grams to be offered by the resort. Through this experience, Dowd gained in-depth knowledge of the resort. Dowd’s reputation and knowledge of the resort prompted Johnson’s call to see if Dowd would be interested in working as a participant NAC2123 Distributed by The Case Centre North America Rest of the world t +1 781 239 5884 t +44 (0)1234 750903 All rights reserved f +1 781 239 5885 f +44 (0)1234 751125 e [email protected] e [email protected] case centre Usage permitted only within these parameters otherwise contact [email protected] Taught by Ivan YUNG & Nora Hussin, from 2-Sep-2019 to 31-Dec-2019.

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