LETTER FROM CHAIRMAN

Sometimes, I take time off to look at our industry from a broader perspective - I do a reccy of  resorts that are outside the member fold of AIRDA. In addition to helping widen our member base, this effort helps us increase share of voice in the industry.

I must add here that my visits are not done like some secret mission with a slouch hat. I check in with my own name, and hand over my business card if someone asks for it. You’re probably wondering how I choose the properties I want to visit from the big wide world out there. Based on the homework we do at the office, I pick resorts that have a good address in terms of tourist potential and look for a profile that is compatible with AIRDA standards.

It’s easier to nudge someone just outside the circle, rather than look at resorts in a totally different orbit in terms of priorities and business models. That would be stage two, or stage three in the exercise.

So, what I basically do is check in at the resort, use the facilities, talk to people at the service delivery level and make my notes. At this point I don’t really meet the people who run the resort.

From my notes, I find that the resorts I have stayed in do have some degree of customer focus; they also have a genuine intent to provide fair value to the customer. What they probably lack is the vision to think long term or build a product story that fits in with the business models that we work with, within the AIRDA circle.

Here are some areas that these resorts need help with…

• Guidance in making financial plans around business models or objectives
• Assistance in building facilities around these business models.
• Exposure to the benefits of being part of an organized community under the AIRDA banner
• Advice on the need to invest in the right kind of people or training.
• Assistance in planning and implementing uniform standards of delivery.
• Guidance where necessary in balancing timeshare with mixed use models
  

What I have outlined here is not easy to implement. Because resort owners need to be understand and be convinced about the process upgrade. They also need to be motivated to think long term and bring in sustained commitment levels – in terms of funding, process support and customer expectations.

If you are a resort owner in the country who is interested in timeshare as a migration opportunity, get in touch with me at AIRDA. And I will personally chart out a growth plan for you. 

B. S. Rathor
Chairman, AIRDA

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