Raintree Resorts International: Envisioning Unique Adventures
(7 pages of text)
In early 2017, the chief executive officer (CEO) of Raintree Resorts International, Inc. was contemplating the next moves for the timeshare company he had founded in 1997. He and his team had focused their attention on creating and developing properties in the world’s top destinations. The CEO felt privileged to have built the best vacation destinations for people, but the company was at a turning point. He was intrigued by disrupters in the broader industry of hospitality, such as Airbnb (the largest provider of rooms without hotel ownership) and Uber (the US$66 billion company that provided rides but did not own a single taxi). Should the CEO grow his company’s existing properties, develop new ones, or do something else entirely?
This case is ideal for use in undergraduate and graduate business courses in strategic management, organizational behaviour, and marketing. The case gives students an opportunity to
- identify and understand the impact that new markets and changing customer demographics may have on a company’s strategic direction;
- review a company’s existing product and service offerings with the notion of possible significant organizational change;
- consider how a senior executive such as a CEO might direct organizational change during a pivotal time using entrepreneurial perspectives; and
- assess how an organization’s culture may need to change given a disruptive shift in product and service offerings.
Accommodation & Food Services
Canada; Mexico; United States, Small, 2017
$4.25 CAD / $4.25 USD Printed Copy
$3.75 CAD / $3.75 USD Permissions
$3.75 CAD / $3.75 USD Digital Download