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Omarama Mountain Lodge

Nestled in the high country of New Zealand’s 5011th Island is

a getaway adventure playground aimed unashamedly at the

world’s very wealthy. Presidents, movie stars, and other such

globe-trotters are the prime targets of this fledgling tourism business

developed by Omarama Mountain Lodge. The lodge offers

this exclusive niche the opportunity of a secluded holiday in a

little-known paradise. Guests, commonly under public scrutiny

in their everyday lives, can escape such pressures at a hunting retreat

designed spcciflcally with their needs in mind.

A chance meeting between a New Zealand Department of

Conservation investigator and the son of the former Indonesian

president marked the beginning of this special ty tourist operation.

Recognizing chat “filthy rich” public figures are constantly

surrounded by security and seldom have the luxury of going anywhere

incognito, the New Zealander, Peter Slater, suggested that

he and his new friend purchase a high-country station and

hunting-guide company that was for sale. Slater believed that the

facilities, and their secluded and peaceful environment, would

make an ideal holiday haven for this elite group. His Indonesian

partner concurred.

Slater, who was by now the company’s managing director, developed

a carefully tailored package of goods and services for the

property. Architecturally designed accommodations, including a

game trophy room and eight guest rooms, were constructed using

high-quality South Island furniture and 11ttings, to create the ambience

necessary to attract and satisfy the demands of their special

clientele.

Although New Zealand had an international reputation for

being sparsely populated and green, Slater knew that rich travelers

frequently complained that local accommodations were below

overseas standards. Since the price (NZ$700 a night) was not a

signiftc:mt variable for this target market, sumptuous guest facilities

were built. These were designed to he twice the normal size of

most hotel rooms, with double-glazed windows that revealed

breathtaking views. Te n full-time staff and two seasonal guides

were recruited to ensure that visitors received superior customized

service, in fitting with the restrained opulence of the lodge.

The 28,000 hectares of original farmland chat made up the

retreat and backed onto the South Island’s Mount Cook National

Park were converted into a big-game reserve. All merino sheep on

the land were sold, and deer, elk, chamois, and wapiti were

brought in and released. This was a carefully considered plan.

Slater, the former conservationist, believed that financially and

environmentally this was the correct decision. Not only do tour•

ists, each staying for one week and taking part in safari shooting,

inject as much cash into the business as the station’s annual wool

clip used to fetch, but the game does less harm to the environment

than sheep. Cattle, however, once part of the original sta tion,

were left to graze on lower river-flat areas.

For those high-flying customers seeking less bloodthirsty leisure

activities, Omarama Mountain developed photographic “safurit

and other produce-line extensions. Horse-trekking, golfing on a

nearby rural course (with no need for hordes of security forces),

helicopter trips around nearby Lake Tekapo, nature walks, and

other such activities formed part of the exclusive package.

While still in the early stages of operation, this retreat has already

attracted a steady stream of visitors. To date, the manager

has relied solely on positive word of mouth, publicity, and public

relations to draw in new customers. Given the social and business

circles in which his potential target market moves, Slater considers

these to be the most appropriate forms of marketing communication.

The only real concern for Omarama Mountain Lodge

has been the criticism of at least one New Zealand lobby group

that the company is yet another example of local land passing

into “foreign” hands, and that New Zealanders are prevented

from using the retreat and excluded from its financial returns.

However, this unwelcome attention has been fairly short-lived.

Identify & discuss at least 3 external market environmental



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Read the case and answer the following questions.

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Read the case and answer the following questions.

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Read the case and answer the following questions.
Just from $13/Page
Order Essay

Omarama Mountain Lodge

Nestled in the high country of New Zealand’s 5011th Island is

a getaway adventure playground aimed unashamedly at the

world’s very wealthy. Presidents, movie stars, and other such

globe-trotters are the prime targets of this fledgling tourism business

developed by Omarama Mountain Lodge. The lodge offers

this exclusive niche the opportunity of a secluded holiday in a

little-known paradise. Guests, commonly under public scrutiny

in their everyday lives, can escape such pressures at a hunting retreat

designed spcciflcally with their needs in mind.

A chance meeting between a New Zealand Department of

Conservation investigator and the son of the former Indonesian

president marked the beginning of this special ty tourist operation.

Recognizing chat “filthy rich” public figures are constantly

surrounded by security and seldom have the luxury of going anywhere

incognito, the New Zealander, Peter Slater, suggested that

he and his new friend purchase a high-country station and

hunting-guide company that was for sale. Slater believed that the

facilities, and their secluded and peaceful environment, would

make an ideal holiday haven for this elite group. His Indonesian

partner concurred.

Slater, who was by now the company’s managing director, developed

a carefully tailored package of goods and services for the

property. Architecturally designed accommodations, including a

game trophy room and eight guest rooms, were constructed using

high-quality South Island furniture and 11ttings, to create the ambience

necessary to attract and satisfy the demands of their special

clientele.

Although New Zealand had an international reputation for

being sparsely populated and green, Slater knew that rich travelers

frequently complained that local accommodations were below

overseas standards. Since the price (NZ$700 a night) was not a

signiftc:mt variable for this target market, sumptuous guest facilities

were built. These were designed to he twice the normal size of

most hotel rooms, with double-glazed windows that revealed

breathtaking views. Te n full-time staff and two seasonal guides

were recruited to ensure that visitors received superior customized

service, in fitting with the restrained opulence of the lodge.

The 28,000 hectares of original farmland chat made up the

retreat and backed onto the South Island’s Mount Cook National

Park were converted into a big-game reserve. All merino sheep on

the land were sold, and deer, elk, chamois, and wapiti were

brought in and released. This was a carefully considered plan.

Slater, the former conservationist, believed that financially and

environmentally this was the correct decision. Not only do tour•

ists, each staying for one week and taking part in safari shooting,

inject as much cash into the business as the station’s annual wool

clip used to fetch, but the game does less harm to the environment

than sheep. Cattle, however, once part of the original sta tion,

were left to graze on lower river-flat areas.

For those high-flying customers seeking less bloodthirsty leisure

activities, Omarama Mountain developed photographic “safurit

and other produce-line extensions. Horse-trekking, golfing on a

nearby rural course (with no need for hordes of security forces),

helicopter trips around nearby Lake Tekapo, nature walks, and

other such activities formed part of the exclusive package.

While still in the early stages of operation, this retreat has already

attracted a steady stream of visitors. To date, the manager

has relied solely on positive word of mouth, publicity, and public

relations to draw in new customers. Given the social and business

circles in which his potential target market moves, Slater considers

these to be the most appropriate forms of marketing communication.

The only real concern for Omarama Mountain Lodge

has been the criticism of at least one New Zealand lobby group

that the company is yet another example of local land passing

into “foreign” hands, and that New Zealanders are prevented

from using the retreat and excluded from its financial returns.

However, this unwelcome attention has been fairly short-lived.

Identify & discuss at least 3 external market environmental



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