Research Paper on:
Coral Scuba Diver Resort Company

Unformatted Sample Text from the Research Paper:
Scuba Diver Resort Company is a small, one-location hotel and resort in the Bahamas. Its independent nature excludes it from advertising underwritten by the large chains and also preserves  it as an unknown quantity for most visitors to the island. Coral Scuba offers economy accommodations and conditions in an area in which economy is not necessarily expected.  Business has been flat for two years and the owner seeks to build a pace of growth consistent with other establishments on the island. Toward this end, the owner  is urged to adopt local characteristics and customs as he offers organized activities for children. The owner does not have the cash required to upgrade facilities to compete with  the large chains; he does have the ability to focus on local characteristics to attract customers who seek to escape the sterility of the chains.  Harvards Michael Porter is adamant that the foundation of gaining and retaining competitive advantage is to choose to compete in ways different from others (Competitive Advantage, n.d.).  The competitor that seeks to compete on price may be quite successful, but if too many industry competitors join suit and other qualities are more or less equal, then consumers  are left to choose based on price alone. Large businesses can risk competing on price, because the volume of business they do ensures  that they will remain profitable as long as they manage prices well. A small business such as Coral Scuba Diver Resort Company has many fewer options in that regard,  but its size and independent standing also give it more freedom to tailor its offerings to the tastes and needs of its market (Taylor, 1996). Coral Scuba Diver Resort