2014 Academic Outreach Scholarship Competition

OVERVIEW

Teams or groups of students from universities develop a proposal addressing a specific issue facing the timeshare industry. Teams must consist of at least 2 students, maximum 3 students, and a faculty advisor. Each school may hold its own intra-university competition or use the focus of the competition as a class project, but only one team from each school may be entered in the AIF-sponsored competition.

Competition entries will be judged by a panel of industry experts, including representatives from the HR Council and AIF Education and ARDA Communications Committees. The top three teams will receive the AIF Academic Outreach Scholarship for each member of the team, which includes registration to ARDA World 2014, transportation, lodging and a small per diem. The winning teams will also present their proposal to the Communications Committee at the convention.

AREA OF FOCUS 2014 –Resort Crisis Communication Plan

Refer to next page for specific topic and case study.

DELIVERABLES

Teams must submit the 3-5 page single-spaced proposals outlining the communication plan with a maximum 2 pages of appendices. All submissions are due by 5:00 pm EDT on February 7, 2014. Winners will be notified by February 19, 2014.

The AIF Academic Outreach Scholarship is a prestigious opportunity for the highest caliber of hospitality students interested in the shared vacation ownership industry. Through partnership with generous donors, selected students will receive registration to ARDA World 2014 in addition to transportation (up to $300), accommodations and a per diem if funds are available; an industry mentor with whom to consult throughout the year; and a profile in Developments magazine and on .

2014 AIF Academic Outreach Scholarship

2014 TOPIC

In business, communication is critical to success. With four generations now being represented within the timeshare owner pools it is important to understand and utilize both traditional and contemporary methods for communication. For example: providing news via printed newsletters and social media. The AIF defines six owner segments: Fans, Vacationists, Togetherers, Experiencers, Strugglers and Attritors. Each of these owner segments represents different types of owner preferences; including communication preferences.

Using the information in the case study below;create a multi-pronged crisis communication plan for Evergreen Pines Resort, utilizing traditional and contemporary technology (social media, email/web, text, press release, newsletter, etc.). Alert owners, guests, renters, marketing partners, exchange guests, vendors, local town officials, staff and the media that a fire has damaged a significant portion of the resort which will impact the future guest experience. Your first and foremost goal is for the safety of your associates and guests while you minimize confusion and the potential short and long-term negative impact the fire will have on your owners and your business’s profitability.The plan must address the utilization of specific advanced technology and tools, and should also include program costs, strategic rationale and supporting analysis. To assist, each university will be provided one copy of the 2012 Shared Vacation Ownership Owners Report, to use as references on the dynamics of each of the owner segments.

2014 CASE STUDY

A fire broke out in the late morning on Saturday, August 17th that caused severe damage to the public areas of the lodge building of Evergreen Pines Resort. During the time of the fire 15 of the 22 units affected were booked impacting a total of 44 guests (32 adults and 12 children under the age of 16). Luckily at the time of the fire many guests were checking in for their stay. Of the 15 families whose experience was directly impacted only 6 were forced to relocate their belongings but suffered no loss beyond smoke damage. No guests were injured; however two members of the housekeeping staff and one security guard were treated for smoke inhalation after checking units and assisting guests out of the building. The affected units were untouched by direct flames; however all had significant smoke damage. There are rumors flying that arson may be the cause of the fire that appears to have started in or near the restaurant.

Accommodation

  • Opened in 1998, the resort underwent major renovations in 2008, including unit refurbishment and major renovation of the sales center, plus the addition of a new lodge building and full-service restaurant.
  • The closest town is 4 miles away where many of the resort’s 127 employees reside.
  • The resort is located 70 miles from Denver.
  • Over 95 percent of the resort is owned.
  • Owners have been in control of the resort since 2005.
  • The resort developer still owns and operates the adjacent ski area where owners and exchange guests receive discounted rates.
  • The HOA has employed a resort management company to provide resort management services.
  • A rental program generates approximately 20 percent of the resort’s annual operating revenue. 75 percent of all rentals occur in December, January and February.
  • A local real estate broker leases a small office at the resort to conduct resale. The broker sells both resort and owner weeks as part of the resale program. Currently the broker has 150 weeks available for resale. Of these weeks, 100 are owned by the HOA.
  • In addition to the 22 lodge units, the resort houses 75 two-bedroom townhomes and 25 three-bedroom cabins.
  • The resort amenities include: indoor pool, separate heated outdoor pool and Jacuzzi®, shared locker room facility, contracted spa services upon request, activity/game rooms center and snack bar. Owners and guests enjoy discounted rates at the adjacent ski resort. In addition to skiing, the ski resort houses a fitness center, retail shopping, a cafeteria, fine dining restaurant and bar/lounge.
  • Evergreen Pines Resort is affiliated with one of the industry’s top two exchange companies.

Owner Demographics: Age
18-34 / 35-54 / 55+
25% / 43% / 32%
Owner Residency
Within 75 Miles / 76-300 Miles / 301+ Miles
27% / 23% / 50%

Damage Estimation

  • The affected lodge houses the following, all of which will not be available for the foreseeable future:
  • 22 units made up of: 10 one bedroom units, 12 two bedrooms units
  • 1 full service restaurant with full bar
  • The front desk and lobby. The lobby was elegantly furnished and provided the only Wi-Fi access at Evergreen Pines Resort.
  • Indoor pool and pool locker rooms
  • The restaurant, bar, front desk, lobby, check-in area, management offices, and resale office suffered direct flame damage and must be rebuilt.
  • Units, in-door pool and pool locker rooms suffered severe smoke damage.

The Insurance Report

  • It will take approximately 12 - 18 months to rebuild the lodge, including the lobby, restaurant, and offices.
  • While the units could be made available in 3 to 6 months, access to the units is via the lobby elevator, so units will be off-line until the lodge re-opens.
  • It appears that the indoor pool and locker rooms could be reopened as early as two months.

Seasonality

  • The resort enjoys a 77% annual occupancy.
  • Peak seasons are summer and winter with November to February having an average occupancy rate of 92% and June through August, 87% occupancy.
  • The fall season, September to October, is also high volume and entertains the highest exchange percentage.
  • Evergreen Pines Resort is typically closed from the first week in April through Memorial Day for mud season and property maintenance. Occupancy is at its lowest during the spring and early summer.

Season / Owners / Renters / Exchange Guests / Total / 1 BDR / 2 DBR / 3 BDR
Platinum* / Nov-Feb / 78 % / 3 % / 11 % / 92% / 14% / 63% / 23%
Bronze / Mar-May / 28 % / 12 % / 6 % / 46% / 34% / 55% / 11%
Gold* / June-Aug / 64 % / 4 % / 19 % / 87% / 11% / 65% / 24%
Silver / Sept-Oct / 57 % / 8 % / 13 % / 78% / 27% / 43% / 16%

*Indicates peak season

Real Estate Market

  • Comparable projects
  • A neighboring hotel lies within two miles of Evergreen Pines Resort. This hotel houses 35 rooms and offers casual dining, indoor and outdoor pool, tennis court, and full indoor gym. Rates per night during the winter and summer peak seasons range from $209 to $399 depending on room size. Hotel rates range from $109 to $279 during the slower months in spring and fall.
  • Within a ten mile radius of the resort there is one other timeshare resort that offers similar ski access and privileges and a heated outdoor pool. This resort is a sold-out legacy resort that is half the size of Evergreen Pines.
  • There are two other major brand hotels located within ten miles of Evergreen Pines Resort which offer shuttle services to surrounding ski locations.

Miscellaneous Information

  • Prior to building the lodge, the resort offices and check-in area were housed in the resort sales center. After the lodge was built and the sales were closed, the sales center was converted into the Evergreen Sports Center which now houses game/activities rooms, rooms used for contracted spa services, a snack bar, and maintenance and housekeeping storage.

HOA Controlled Resale Weeks

# of HOA Weeks Available / Season / Check In Day / Fixed/Float / Price / Closing Costs
1 BDR
11 / Bronze / Friday / Floating / $1000.00 / $525.00
9 / Bronze / Friday / Floating / $1000.00 / $525.00
5 / Silver / Friday / Floating / $1500.00 / $525.00
2 / Platinum / Friday / Floating / $2500.00 / $525.00
2 / Gold / Friday / Floating / $2000.00 / $525.00
2 BDR
13 / Bronze / Friday / Floating / $2500.00 / $525.00
14 / Silver / Saturday / Floating / $3500.00 / $525.00
13 / Bronze / Saturday / Floating / $2500.00 / $525.00
7 / Gold / Saturday / Floating / $4000.00 / $525.00
9 / Gold / Saturday / Floating / $4000.00 / $525.00
3 BDR
7 / Bronze / Saturday / Floating / $5000.00 / $525.00
5 / Silver / Saturday / Floating / $7500.00 / $525.00
3 / Gold / Saturday / Floating / $9000.00 / $525.00

Please type or print clearly

Name of School: ______

Team Member 1- Name: ______

Team Member 1- E-mail: ______

Team Member 1- Anticipated Graduation: ______Current GPA: ______

Team Member 2- Name: ______

Team Member 2- E-mail: ______

Team Member 2- Anticipated Graduation: ______Current GPA: ______

Team Member 3- Name: ______

Team Member 3- E-mail: ______

Team Member 3- Anticipated Graduation: ______Current GPA: ______

Faculty Advisor- Name: ______

Faculty Advisor- E-mail: ______

I verify that the students named above are currently enrolled in a hospitality course of study and conducted the work on their own, with limited input from me. I understand that only one team per school may receive this award, and support this application as the best representation of our eligible students this year.

Faculty Advisor’s Signature: ______Date: ______

We verify that the documents submitted are our own original work, with limited guidance from our advisor. If chosen, we consent to have our names and/or likenesses used in ARDA media, including but not limited to Developments magazine and on the ARDA.org website. We agree to submit post-Convention essay and expense report as requested.

Team Member 1- Signature: ______Date: ______

Team Member 2- Signature: ______Date: ______

Team Member 3- Signature: ______Date: ______

Winners must submit a brief (200-300 words) post-convention summary of their convention experience, including what was gained, new information learned and how this will affect future studies or career aspirations, most valuable event/meeting attended, etc. This must be submitted within 3 weeks of convention close along with the expense report in order for reimbursement to be processed.

Applications due February 7, 2014

1201 15th St. NW ● Suite 400 ● Washington, DC 20005 ● Telephone: (202) 202-1142 ● Fax: (202) 289-8544

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