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Submitted By: Group 1 Amit Batra Anjanee Kumar Srivastava Mukul Grover Pankaj Garbyal Ruma Saxena Sunil Manohar Singh Syed Sarfarazul Haque Vikas Arora
Table of Contents
Q-1) What is the dilemma? ..................................................................................................................... 2 Q-2) What are the options? .................................................................................................................... 4 Short term options: ............................................................................................................................. 4 Long term options: .............................................................................................................................. 4 Q-3) How many tennis courts needed? .................................................................................................. 5 Case 1 Expand with more clay courts, leaving hard courts as it is. ................................................. 8 Case 2 No Expansion, change pricing mix and offerability to increase capacity utilization. ........ 8 Case 3 Convert all 5 Hard Courts to Clay courts. ............................................................................. 8 Q 4) What shall Douglas Hall Do? ........................................................................................................... 9 Q 5) What are the implications of Tennis in PD Resort?........................................................................ 9
Resort Operations division They are interested in a profitable operation- specially a low investment base and an easy operation to manage. However, PD tennis operations had not been profitable to date. Marketing & Sales division They wanted to continue to promote the PD tennis services and encourage Hall to build additional courts. They wanted more i.e. to provide a free Wii tennis lounge for students (18 and under) and build a $100,000 pro shop and a clubhouse; and hire well-known tennis players. Finance Division They are interested in cash flow and then return on investment which was not easily attainable since there was no room for the additional courts at the existing south side location and building as new tennis club house and a pro shop-in addition to new tennis courts which would increase the fixed cost.
Development division They wanted the courts to blend into the environment and the rest of the exotic resort buildings that meant alternative solutions such as adding high powered lights to a number of courts so that tennis could continue after dusk, or setting a cost effective tent to house the new sites service staff that could be a challenge. PD Inc. Corporate Management division They believed that expansion strategy would be critical to other resort operations. E.g. the resort golf director could foresee a similar problem with his course capacity. In resolving the tennis capacity issue, management hoped to develop a methodology that could be applied to the capacity planning decisions.
Solution: There are two types of options possible in this case Short run options Long term options
Shop Revenues Court fees Annual members Lessons Total revenue Less cost of sale Gross margin Expenses Supervisory Clerical Labor Benefits Taxes Supplies Repairs and maintenance Utilities Miscellaneous expenses Rent Total expenses Contribution 28,000 36,000 12,000 7,600 8,400 7,000 400 6,000 14,000 12,000 131,400 $28,600 $395,200 0 0 0 395,200 235,200 160,000
152,000 36,000 40,000 7,600 16,000 3,000 13,200 8,000 14,400 48,000 338,200 $177,800
180,000 72,000 52,000 15,200 24,400 10,000 13,600 14,000 28,400 60,000 469,600 $206,400
The contribution from all 18 courts combined has been only $ 177800, which is quite insignificant considering the returns from even one sale in real estate business of Playa
Dorada, hence it is quite clear that revenue from courts shall not be a consideration while arriving at decision to have more courts or not.
Let us see the capacity utilization of courts throughout the year. Number of Days 31 28 31 30 31 30 31 31 30 31 30 31 Days Missed Bad Weather 3 3 2 1 2 2 3 3 2 2 3 3 Daily Hours (a) 8-5 8-5 8-6 8-7 8-7 8-7 8-7 8-7 8-7 9-7 9-5 9-5 Total Hours Available for Play (per Court) 252 225 290 319 255 255 255 255 224 290 243 252
Month
January February March April May* June* July* August* September* October November December
Month
Total
Court
Hours
Used at PD Tennis Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 889 1,797 938 1,506 2,824 2,885 1,196 1,459 1,090
Therefore although the utilization has been increasing, still the overall capacity utilization currently is below 50 %, but since the demand varies as per season as well as time of day may be reflective of a very high utilization rate per existing schedules.
Looking at below key figures Nov-05 Dec-05 Jan-06 889 1,797 938
The overall demand for above 3 months has increased from 3624 hrs to 8650 hrs. which is around 140 % increase in demand.
Case 1 Expand with more clay courts, leaving hard courts as it is.
Assumptions Linear demand increase as per projections. Stable Economic conditions. Tennis as essential vehicle for real estate business.
Peak Demand 140 % Capacity utilization 50 % Excess Demand 40 % Number of additional courts needed = 18 *.40 = 7.2 Courts.
Case 2 No Expansion, change pricing mix and offerability to increase capacity utilization.
Assumptions Uncertainty in Demand as seasonal industry. Economic conditions may change. Only 50 % capacity utilized. The first sector to be affected by economic cycle is real estate hence any investment shall be always conservative. There is a scope to manipulate demand.
Will cater to most variations in demands, since by calculation 7 more courts will be needed. Increase in conversions and maintenance assumed to be of insignificant costs compared to long terms returns from real estate.
Attracts new buyers Improved court facilities, recreation centers, the supporting operation infrastructure and facilities will add value to home buyer customers. As given in the case the customer sees it as second home where they can spend leisure time during vacation and enjoy recreation facilities.
Good investment Finance Division are interested in ROI and cash flow which can be attained easily.
Complement resort business The improved pricing structure, preference for double play over singles and increased capacity due to new expansion result in better utilization of court facilities which will complement resort occupancy. It will make win-win situation for both resort business and court operations.