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Re-engineering and re-packaging Government Resorts

Re-engineering and re-packaging Government Resorts. NWR Case Study. Tourism. Tourism the fastest growing industry worldwide Third largest industry in Namibia, and the fastest growing economic sector

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Re-engineering and re-packaging Government Resorts

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  1. Re-engineering and re-packaging Government Resorts NWR Case Study

  2. Tourism • Tourism the fastest growing industry worldwide • Third largest industry in Namibia, and the fastest growing economic sector • Positive knock-on effects to the economy, by increasing demand on a wide range of other services.

  3. NWR background NWR created by an Act of Parliament in 1998 (Act 3 of 1998), with the mandate to run the company on Commercialized bases. By the end of 2005, the company was under severe criticism due to the poor service and dilapidated conditions of the resorts. Additionally, it had not yet become profitable.

  4. Strategically and exclusively located in the prime tourism destinations of Namibia

  5. BUT WAS OFFERING Outdated facilities Dilapidated infrastructure Poor service Magnificent landscapes Spectacular wildlife Wide open spaces Evocative experiences

  6. The then Situation at NWR Facilities

  7. Situation analysis Input Management Infrastructure Structural Block bookings Poor investment Communication Plans/Strategies Policies Attitudes Control Premature appointments Central Reservation Office Output Minus N$ 131 million accumulated over 5 years Operations Process

  8. The company had a tarnished brand which in the eyes of many was negatively affecting the entire Namibian tourism industry

  9. Turn around strategy April 2006, Cabinet mandated change June 2006, Cabinet approved the immediate implementation of the turnaround strategy for the company. The turnaround strategy focuses on improving facilities and services to target different market segments, and different products, to satisfy the demand, according to market analysis. The upgrade of the three facilities in Etosha was considered as a priority in view of the Etosha centenary celebrations, as well as the poor state of the facilities, which were under continuous criticism by the local public and the Namibian tourism industry. VISION To become the provider of a reliable, welcoming and appealing tourism service in the prime tourism destinations of Namibia

  10. TURN-AROUND STRATEGY VISION MISSION OBJECTIVES STRATEGY

  11. Product categories • Stars: • OKAUKUEJO, NAMUTONI, HALALI, SESRIEM, SOSSUS DUNE LODGE • Eagles: • FISH RIVER (HOBAS), DUWISIB CASTLE, POPA FALLS, WATERBERG, TERRACE BAY, AI-AIS, DAAN VILJOEN, GROSS BARMEN • Possibilities: • VON BACH, SHARK ISLAND,, HARDAP, REHO SPA, KHORIXAS REST CAMP

  12. a company in transition

  13. TRAINING

  14. Waterberg

  15. Waterberg

  16. Waterberg

  17. Waterberg

  18. Halali

  19. Halali

  20. Halali

  21. Halali

  22. Halali

  23. Halali

  24. Okaukuejo

  25. Okaukuejo

  26. Okaukuejo

  27. Okaukuejo

  28. Okaukuejo

  29. Okaukuejo

  30. Okaukuejo

  31. Okaukuejo

  32. Okaukuejo

  33. Namutoni

  34. Namutoni

  35. Namutoni

  36. Namutoni

  37. Namutoni

  38. Guided drives

  39. Guided Game Drives

  40. Guided Game Drives

  41. Guided Game Drives

  42. Guided Game Drives

  43. Guided Game Drives

  44. Sossus Dune Lodge

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