Abstract
A 1993 Cornell Quarterly article introduced the case of Dalmahoy Golf and Country Club Resort, near Edinburgh. Leased by Whitbread's Country Club Hotel Group, the resort was performing far below expectations through 1991 and 1992. Management instituted a turnaround by marketing heavily to local commercial and leisure guests, pushing weekend leisure trips, and upgrading the golf course. As a result, the resort gained more than 100 local corporate accounts and achieved a weekend occupancy of 76 percent in the first half of 1994, up from 32 percent shortly after the August 1991 opening. By resisting rate cuts, the resort was able to maintain a strong ADR.
Get full access to this article
View all access options for this article.