BVIs Tourism Summary

Appendix 3. BVIs Tourism Summary

2000 2001 HOLIDAY VISTORS

Method: (a) By Air

136,322 144,914 (b) By Sea

383,087 390,197 Type: (a) Overnight Visitors

281,119 295,625 (b) Day Trippers

49,768 36,969 ( c) Cruise- ship

OVERNIGHT VISITORS

Acc. (a) Hotel

75,242 69,247 (b) Charter Boat

153,092 166,496 ( c) Rented Accommodation 2,442

19,509 16,952 (d) Own/Friends Acc.

33,276 42,930 TOURIST BY COUNTRIES

(a) U.S.A

214,390 231,188 (b) Canada

8,468 7,394 (c ) Europe

38,619 33,616 (d) South America

2,632 2,500 (e) Caribbean

13,415 16,882 (f) Rest of the World

230 256 CRUISE SHIP PASSENGERS

CRUISE SHIP CALLS

188,521 202,517 BUSINESS VISITORS

6,209 8,971 TOURIST’S PORT ENTRY

130,147 137,018 (b) Road Town

(a) Beef Island

189,571 200,481 ( c) West End

97,069 98,834 (d) Virgin Gorda

65,402 59,706 (e) Jost Van Dyke

37,128 38,580 (f) Anegada

TOTAL VISITOR ARRIVAL

145,929 144,914 (b) Boat Arrivals

(a) Air Arrivals

184,958 187,680 (c ) Cruise Ship Passengers

Average Length of Stay (nights) 8 8 9 9 10 Hotel Room Capacity

1,330 1,348 Average Hotel Capacity (%)

58 61 65 63 60 Total Visitor Expenditure ($MN) 220

306 314 HOLIDAY VISITORS BY SEX 365,668

268,652 263,407 (b) Female

(a) Male

Buku 2 Prosiding Seminar Nasional dan Call Of Paper FE “UPN” Yogyakarta 16-18 November 2011

Appendix 4 West Indies Yacht Club Resort Organizational Chart

Chicago Office Marketing and Special

Chief Financial Officer

President

Promotions Director

and approximately 7 people

Tom Fitch in reservations, marketing,

Expatriate – U.S. and accounting

Joe Kimball

Chicago, IL

Greenwich, CT

Expatriate Jim Johnson Virgin Gorda, BVI/Miami, FL – U.S.

General Manager

Property Manager

Operations level

Kent Mawhinney

Expatriate – U.S.

Accounting & Finance

Virgin Gorda, BVI

Virgin Gorda, BVI

Approx. 7 employees

Rooms Division

Marina Director Manager

Food & Beverage

Director

Waterfront Director

Nick Smith

Engineering

Virgin Gorda, BVI Approx. 25 Location: Virgin Gorda, BVI

Expatriate – U.S.

Kristin Singiser

Position vacant

Expatriate – U.S.

Department

Expatriate – U.S.

Steve Lucas

Virgin Gorda, BVI

Virgin Gorda, BVI

Approx. 7 employees employees

Watersports Director

Front Desk Housekeeping

Two restaurants and

Enrik Harrigan

Approx. 10 employees Approx. 80 employees

Commissary

Expatriate - Dominican

Approx. 90 employees

Virgin Gorda, BVI Approx. 15 employees

Appendix 5. Recent Marketing Initiatives Tom Fitch, the Director of Marketing and Special Promotions, implemented

several additional marketing initiatives in an attempt to increase occupancy during slower periods after 1990s, they are:

(1) Fast Tacks Weeks : Initial efforts to ill slow season periods centered on leveraging the resort’s competitive advantage. Fitch developed The Fast Tack

Program which targeted speciic sailing groups and utilized the resort’s vast sailing resources. These groups ranged from racing to cruising, from families to couples, from senior citizens to young adults. During certain weeks in the historically

slow fall season, sailing celebrities were invited and gave specialized seminars to guests. Perhaps the most widely noted week is the ProAm week in which guests

are assigned to teams with some of the top match racing skippers in the world. In addition to becoming a major source of income to the resort, the weeks have

become a key free advertising vehicle. Articles in sailing magazines have served not only to promote the week’s themselves, but have increased reader awareness

of the sailing experience that the resort can offer.

Prosiding Seminar Nasional dan Call Of Paper FE “UPN” Yogyakarta 16-18 November 2011 Buku 2

(2) Family Weeks: To change the resort’s image Fitch marketed special programs during traditional school break periods to families. These weeks provided special services, in including instructional and recreational programs, for children and young adults. By providing a fun yet safe environment for children, parents were free to spend time alone enjoying activities designed for their tastes (e.g., harbor sunset cruises). In additional, there were several family excursions planned throughout the week which offered an opportunity to enjoy exploring reefs and other islands together.

(3) Capturing the market earlier: In addition to the family weeks and Fast Tacks weeks, marketers realized that there was another market that they had been ignoring which could signiicantly reduce some of its occupancy cycle troubles.

Instead of waiting until a couple had established themselves or started a family, why not get them when they were tying the knot? After all, the resort provided one of the most romantic atmospheres in the Caribbean. Moreover, the majority of weddings in North America, the primary market for the resort, occur during the slow periods of summer and fall. In response to this revelation the resort began to actively market wedding and honeymoon packages. The resort hoped that these guests would return for future second, third and fourth honeymoons as well as bring their children when they started their families.