Date post: | 17-Jun-2015 |
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Education |
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Strategy Implementation
Group B
Kundan Baduri – Mariana Penzini – Daniel Pires – Holly Ann Wright – Shaheen Samavati – Bertrand Rousseau
AgendaDescription / Analysis
Problems / Recommendations
Risks / Implementation
What is Posadas Amazonas
Type: Nature Oriented Lodge Where: Located in Peruvian jungle Business model: Partnership between
Ecotourism company RFE and Native Community of Ese’ejas
Social impact: Educational development program (autonomy in 2011)
Benefits for the community
Employment opportunity Skills acquisition Improved standard of living Environmental education Retain youth of the community Develop community governance Improve morale through international
recognition
Agenda Description / Analysis
Problems / Recommendations
Risks / Implementation
What to do about the community Role in community’s internal conflicts Convenient partnership? Reduce turnover/pool problems and improve
service quality Managing suppliers and airlines
The questions
Current problems
• Access to employment pool• Relationships between Natives and
Mestizos
Internal conflicts in
the community
• High turnover• Lack of responsibility• Limited pool of qualified personnel• No performance benchmark
Limited productivity
• Unreliable airline service• Limited supply under legal forms
Unreliable external services
Improvement strategy
Create incentives (rules, rewards, training) to increase our partners’
(community, suppliers) commitment, performance and
responsibility
Current problems
• Access to employment pool• Relationships between Natives and
Mestizos
Internal conflicts in
the community
• High turnover• Lack of responsibility• Limited pool of qualified personnel• No performance benchmark
Limited productivity
• Unreliable airline service• Limited supply under legal forms
Unreliable external services
• Trigger the commitment of the Management
• Introduce performance rewards and merit-based access to the work pool
• Partnerships with other lodges
• Tour packages with airlines
• Involve local authorities (subsidizing, regulations of air transport, promotion of ecotourism)
• Partnership with government (Transition to legal market)
• Suppliers education program ( Coaching for legal invoicing)
Steps
Generate awareness in the
community
Develop Lodge syndicate
Make contact with authorities
Set performance thresholds
Train suppliers
Negotiate with Airlines
Foster competition
Agenda Description / Analysis
Problems / Recommendations
Risks / Implementation
Risks Interfere in internal conflicts of the
community
Failure to buy in the community for new performance standards
Mitigation principles Maintain incentives external (we don’t
interfere in the internal problems)
Buy in the management committee by showing them the business criticality
Empower the management committee and transfer HR responsibility to them
Take-aways Having the right incentives Empower the community Train employees and suppliers Build an alliance (lodges) to increase bargaining
power with suppliers (airlines) Involve local authorities to improve business
environment
Questions?
Maintain training frequencyIncrease # of rained managers
Transfer skills and responsibilitiesTransfer training ability to the community
Autonomy of the community
Learn how partnership between private companies and native communities works
Community satisfaction
Be recognized as the leaders in this segment in Peru and Internationally among this segment
Transfer skills to localsService QualityConstant Supply of products
• Quality Survey• Low Turnover rate
• Involvement of the Management committee
• Emergence of leaders• Successful transition# of jobs offered• Income and Levels of Nutrition• # of people in the community
• Quality of services• Uniqueness of experience
Delight the Customer with an initiation to jungle experience
Best in class experience (service, expeditions,entertainment, etc)
• Service Quality Survey• Turnover rate• Loyalty (RFE)
Strategic MeasuresStrategic ObjectivesStrategic Themes
Fin
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cia
lC
us
tom
er
Inte
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Lea
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&
Gro
wth
Profitability Profitable at lodge level
Profits reinvested in community development
• Increase occupancy rates• Repayment of debt• Reinvestment in company• Control marketing expenses• Market premium
Posada Amazonas Balanced Scorecard
Community commitment to take over responsibilities
Employment ratesHigher income in the communityLess migration
Maintain high turnover rates of customer