2015

Eco-Central Pacific Resort

Business Plan

Name & ID:

Fonmanu, Melanie S11073948
Harshmeetal Harsha s11096220
Navuda Eroni s11074178
Versoni Grace s11100093
Contents
I. Executive Summary ............................................................................................................................... 3
II. Business Description ............................................................................................................................. 4
III. Statement on Sustainability .............................................................................................................. 5
Environmentally Consciousness................................................................................................................ 5
Economically Sustainable.......................................................................................................................... 6
Socially Sustainable ................................................................................................................................... 6
IV. Marketing .......................................................................................................................................... 7
MARKET NICHE AND MARKET SHARE ....................................................................................................... 7
COMPETITIVE ANALYSIS ............................................................................................................................ 8
PRICING POLICY......................................................................................................................................... 9
Premium pricing .................................................................................................................................... 9
Bundle pricing ....................................................................................................................................... 9
MARKET STRATEGY ................................................................................................................................... 9
V. Operations .............................................................................................................................................. 11
Zoning ..................................................................................................................................................... 11
Tax ........................................................................................................................................................... 11
Facilities & Equipment ............................................................................................................................ 12
Proximity to suppliers ............................................................................................................................. 12
Access to transportation ......................................................................................................................... 13
VI. Sustainable Development Measures of Performance ........................................................................... 14
Efficient Water Consumption ................................................................................................................. 14
Reduce Energy Consumption .................................................................................................................. 15
Waste Reduction ..................................................................................................................................... 16
Reduce Carbon Footprint ........................................................................................................................ 16
Biodiversity Hotel ................................................................................................................................... 17
VI. Management ......................................................................................................................................... 18
VIII. Financial Plan ....................................................................................................................................... 20
Table A1.2................................................................................................................................................ 21
Table A1.3................................................................................................................................................ 21
Table A1.4................................................................................................................................................ 21
Scenario Analysis ..................................................................................................................................... 25
Financing plan ......................................................................................................................................... 26
IX. Critical Risks Segment ............................................................................................................................ 26
Price cutting by competitors ................................................................................................................... 26
Marketing ................................................................................................................................................ 26
Any potential unfavorable-industry wide trends.................................................................................... 27
Damage due to Natural Disaster ............................................................................................................. 27
Physical, regulatory or reputational risks due to climate change........................................................... 27
Design or manufacturing costs in excess of estimates ........................................................................... 27
Sales projections not achieved ............................................................................................................... 28
Hotel development schedule not met .................................................................................................... 28
Power ...................................................................................................................................................... 28
Water ...................................................................................................................................................... 29
Transportation ........................................................................................................................................ 29
Supplier Disruption ................................................................................................................................. 29
Political Instability ................................................................................................................................... 29
Harvest Strategy.......................................................................................................................................... 30
Management Change .............................................................................................................................. 30
Hotel ‘Going Public’................................................................................................................................. 30
Selling the Business ................................................................................................................................. 31
Management Buyout .............................................................................................................................. 31
XII. Milestone Schedule............................................................................................................................... 32
Bibliography ................................................................................................................................................ 33
I. Executive Summary

A 5 star hotel offering a Fiji Green Eco experience, Eco-Central Pacific Resort will be owned by
the Fonmanu, Navuda, Harshmeetal and Versoni Partnership. The resort venture is anticipated to
operate by 2017 and will be located in the heart of the Sabeto Mountains in Nadi amidst the
green and lush rainforest.

This new hotel venture is anticipating to bring into Fiji’s tourism industry a new green adult
exclusive experience that no other hotel of a 5star status offers within the country. Market
offerings will include luxurious 5star packages incorporated with a totally green and rainforest
experience up in the mountains. With a selective marketing strategy, Eco-Central Pacific Resort
intends to attract those of the wealthy and upper-class societies who are our target market that are
looking for an exclusive green experience.

With an initial investment of $69,998,040, resort sales are forecasted to be a figure of

$40,551,500 in the first year which will increase by $12,981,716 by the third year. Annual net
income is anticipated to rise to $18,469,589 in three years. In addition to this, scenario analysis
of the business illustrates a positive net income can be achieved if sales volume do no drop more
than 25% of the forecasted figure. Overall, the Eco-Central Pacific Resort is a feasible and
profitable project to invest in, as given the marketing initiatives and revenue and financial
figures.

Financial Highlights by end of 2019

Annual Sales $53,553,216
Annual Net Income $18,469.589
Return on Equity 14.6%
II. Business Description
The business name Eco-Central Pacific Resort was chosen because it signifies the direction “to a
sophisticated long-term worth of our property with an environmentally-friendly properties whose
managers are keen to organize programs that save water, save energy and decrease solid waste—
while saving money—to help PROTECT OUR ONE AND ONLY EARTH. It also aims to
maintaining staff and repeat customers lasting as management evidently cares for their vigor and
well-being, (Green Hotels Assosciation, 2015).”

The Hotel and Tourism Industry in Fiji is one that has markedly developed over the past 20years.
A hefty share of the industry is motivated by the private sector. “Tourism underwrites roughly
17.0 percent to GD providing direct and indirect jobs to approximately 40,000 people. In 2012, it
was projected that gross incomes from the tourism industry was $1.3bn, which is around 17.8
percent of GDP. There are presently 6889 hotel lodgings countrywide to accommodate for
tourists of which 70% are occupied, (Investment Fiji, 2015).”

Tourist influxes into the country is promising with tourist arrivals accumulating progressively
over the recent years with an upsurge of 366,520 tourist entrances from year 2000(294,070) to
2012(660,590). Tourism Fiji is looking towards the north to the mounting Asian states for
upcoming development forecasts, namely China, South Korea and Taiwan. Moving onward,
Tourism Fiji also devising to rebrand with the motto ‘Fiji, where contentment finds you’ to
substitute the nation’s existing ‘Fiji Me’ crusade. With government assistance The Tourism
industry is set to bring in a target of 1 million visitors by 2016.

“The Fiji tourism schemes involved natural & cultural, cruising, water sports & resort activities,
yachting, surfing, diving, wedding & honeymoon, shopping, sports and community village tours.
Openings available in the Tourism sector are: Agro Tourism, Spa Tourism, Health Tourism,
Sport Tourism, Nautical Tourism, Retirement Resort Village, Integrated Resort, and Resorts &
Villas, (Investment Fiji, 2015).”

At Eco- Central we will provide a variety of services that will be tailored to suit and satisfy the
hotelier(s) trip making it intimate, worthwhile, fun, relaxing, memorable and enjoyable with the
inclusion of our luxurious spas gourmet restaurant, green activities, and friendly services.
III. Statement on Sustainability
Sustainability involves the use of natural resources with a mindset of preserving them for our
generations without totally exploiting them. As a hotel, it is important that we consider
sustainability in our policies and mission statements as it provides us with a direction on how we
are to go about with operations. According to the United Nations Report “Our Common Future”,
Sustainable Development “is the development that meets the needs of the present without
compromising the ability of future generations to meet their needs”. With this definition in mind,
our hotel must carry out its operations in such ways that are consistent with this statement. In going
about our business, Central Pacific Hotel will be guided by the following sustainability principles:

Environmentally Consciousness
We are committed to carrying out measures that are environmentally sustainable in our operations
to reduce the impact on our depleting resources. In our efforts to practice environmental
sustainable development we will focus on reducing our energy consumption by installing energy
saving light bulbs, energy efficient refrigeration and solar energy consumption. These measures
will assist us in contributing to the saving of our energy resources.

Furthermore we are also committed to the efficient consumption of water at the lowest levels. By
installing low flow showers and taps and practicing rainwater harvesting, we are dedicated to using
water efficiently and saving water in our day to day activities. Commitment to reducing carbon
footprint is also a principle we will strive for, as incentives will be provided for guest who are able
to reduce their carbon footprint through the monitoring of carbon footprint by use of carbon
footprint calculators installed in rooms.

Waste reduction is another avenue we will pursue in the Hotel. Through the use of
biodegradable plastics, practicing of reuse and recycling and the installment of environment
friendly biolytic degradable sewerage system to process raw sewer discharge from the Hotel,
makes the waste harmless as it leaves the hotel and thus not having an impact on the
environment.
Our venture is to be the first 5 Star Eco Hotel in the country and we are committed to being
a “Green Hotel” that will practice sustainable development throughout. In our operations we
will set aside a 5 acre land specifically for the purpose of supplying our restaurants with fresh
and healthy produce. Not only are we saving money, but also reducing carbon footprint (no
transportation, thus no emission), reducing our dependency on outside suppliers and at the
same time efficiently making use of available resource.

Economically Sustainable
The Hotel is also keen to be economically sustainable in whatever ways it can. Majority of
the materials for the construction of our Hotel will be sourced from local suppliers and staff
members will all be sought locally excluding the top level managers and few other positions.
This allows for revenue earned money to circulate within our economy and not be lost to
leakages. Furniture and equipment used are all locally made products and we will also
encourage our guests to purchase ‘Fiji Made” products that are to be displayed in our retail
shops. Furthermore through our timely bus shuttle schedules to the airport and around Nadi,
we encourage our guests to make use of this service and not hire vehicles as this would be
economically efficient. Also we set aside activities for our staff such as sports and bilibili
races to involve them in and also free medical care. This has proven to be effective as healthy
workers are proven to be productive members of society. By practicing all these we are able
to earn for ourselves and at the same time contribute sustainably to the welfare of the economy
and other key stakeholders.

Socially Sustainable
Our aim for this venture is to also be Socially Sustainable in whatever services we provide. Social
sustainability implies a system of organization that alleviates poverty. In our efforts to raise money
through our business operations we will also look to employ people from nearby villages and areas.
Particularly youths and young people are one of our targets. By providing them with employment,
they are able to support their families and impart whatever knowledge they have learnt to the
members of community and shy away from unproductive lifestyle and crime. On a personal level,
we are committed to educating all employees of Central Pacific Hotel about this rising issue of
Sustainable Development. We will train them to exercise sustainability at all levels of operation
e.g. educating staff to turn off fans in unoccupied rooms or where they see there is an opportunity
to save energy. Not only are we limiting this to the confines of the Hotel, but we emphasis that
they go to their respective families and communities and educate them about living sustainably.
This will bring about great awareness on this issue and allow them to appreciate the impacts our
actions today can have on us and the future generations.

Finally our Hotel is dedicated to giving back to society. We see that Corporate Social
Responsibility is vital for our existence. In doing so, we are looking at assisting youths of nearby
villages with sports facilities and equipments, mainly rugby gear and sponsoring charity events
around Nadi. In practicing CSR; we believe that our business can have an impact on the lives of
people not so privileged with benefits many may enjoy. By doing this we portray a good picture
of our venture and is a positive indication to our key stakeholder the customers.

IV. Marketing
Eco Central Pacific Hotel is willing to start with a big bang in the market. And we are located in
the beautiful and untouched land of Sabeto, Nadi.

MARKET NICHE AND MARKET SHARE

Before starting up with the construction activities, general survey will be done in societies and
with respective tourists. A list of questionnaire will be distributed to people and it will state what
types of services they expect from the new venture, whereas personal interviews will also be
carried out to see how people respond to questions and what they call a luxury and divine service.
Some questions that can be asked could be these:
 As an individual where would you willingly want to spend your holidays?
 And whom you want to spend time with?
 What type of environment or atmosphere you want to spend your time?
 And what do you expect the services to be like when you hear the word FIVE STAR?
In relation to the interviews and questionnaires distributed, the response from the people were that:
they want an exotic place for their stay at a hotel where services are provided at their best level
with exclusive room service, customers have really high expectations and most locals, they get
disappointed as they are not treated fairly, their complaint is that in many hotels they have been
to, the workers attend to tourists first and later attend locals, their argument is that they pay the
same fee charged as the rest of the visitors so they should be equally treated among them. It was
also noted that mainly people want to spend their time with the loved ones such as a couple. The
decision will be made on consumer preferences for a happy and satisfied customer.

The market share will be planned and allocated and price attributions will be made to convert
insights into action. Travelling and leisure activities are planned accordingly as the hotel will have
two helicopters as the resort is located up in the hills in Sabeto, Nadi. One helicopter is for
sightseeing and the other is for emergency cases. Mini buses will also be accommodated for people
who prefer bus rides, in addition we will have a limousine for business expertise from overseas or
high rank business professionals.
Eco-friendly environment for the customers available at all times on the natures peak. The
activities available for tourists at close proximity are:
 Zip linings in the hills
 A tour to the garden of the Sleeping giants
 Mud bath
 waterfalls
 hiking and trekking
 cultural centre
 river kayaking
 horse riding
 hot springs
 picnics
 range rovers for hire
 paintball and fishing

COMPETITIVE ANALYSIS
As a new venture in the market our competitions are not industrialised resorts but rather a venture
that has care and concerns about the nature and focus on exploring the beautiful environment of a
clean atmosphere. The pricing leadership is determined by the lush luxury services and the quality
leadership is obtained by the nature itself. And throughout so many years hotel owners are focusing
on making profits and hardly anyone tries to practice sustainability at the same time. Few years
back, Outrigger on the Lagoon practiced going green, and they distributed bio-degradable bags to
people in society and other relevant places. This awareness was a successful one as Outrigger is
one of the renowned hotels in Fiji. But our main focus is to adapt to techniques that could save the
future generation, to be more aware of climate change and its consequences and do our best to be
eco-friendly in terms of our services, resources and facilities provided.

PRICING POLICY
85 Guestrooms & 15 luxury suites

20 upper scale $2000

20 upscale $1500
40 mid scales $950
15 luxury suites $3000

The best suitable pricing strategy for Eco- Central Resort is the premium pricing and the bundle
pricing.
Premium pricing- a high price is set that reflects the exclusiveness of the Resorts products; this is
due to the quality and efficiency available for the customers.

Bundle pricing- the resort offers bundles of products at a reduced price. A weekly package and
weekend package is offered for a stay in the Resort which become more flexible for customers to
spend their money.

MARKET STRATEGY
Nadi International airport is a getaway for tourism industry in Fiji. The table below shows the
visitor arrivals in Fiji in 2013 and 2014 (fiji visitors bureau statistics, 2013-2014):
VISITOR ARRIVALS, AVERAGE LENGTH OF STAY & EARNINGS
2013 2014
Visitor arrivals (numbers) 657,706 513,110
Visitor departure 647,234 507,800
(numbers)
 Average length of stay 9.5 9.46
(days)
Total visitor days 6142,939 4865,700
Earnings from tourism 1318.2 1035.7
(FJD millions)

The 2014 tourists list ignores the month of October, November and December. So it can be noted
that the tourism industry is lucrative in our country. We targeting tourists level to be at its
increasing so Fiji’s economy could grow.
ADVERTISING PLAN
Eco Central Pacific Hotel will create a cost-effective campaign focused on publicity and direct
marketing.
Before lodging the official business, it would be favourable as to advertise on radio and TV (social
media plans). This will be a competitive factor and the general public will be informed about the
resort and can do further research on our website for the services provided. Our website would be
www.ecocentralpacific.com.fj. The hotel business mainly focuses on the wealthy:
 Honeymooners
 Locals who are newly wedded and are celebrating anniversaries
 And we also accommodate business groups who come for business purposes and have
business reunion.
Some potential advantage the resort has over its main competitors are:
- 200acres of lush untouched rainforest
- An exclusively adults getaway
- Resort & spa
- Restaurant (100 sits) with world-renown chefs
- 3 hummer jeeps for bumpy ride in the hills
- Ballroom dance will be on Friday, Saturday and Sunday nights. (For couples and adults
and it is also available for someone to hire for a night for their private functions and dances
with friends and families)
We will practice guest loyalty programmes (managed by Hilton hotel that makes dream a reality)
guests will be rewarded or use Honour’s points for upgrades and purchase premium rooms with
points

V. Operations
Strategically located in the Sabeto mountain range in Nadi, the hotel site will overlook over 100
freehold acres of lush tropical rainforest. Nestled within the peaceful, private and tranquil
mountain side, the hotel site is 1.8 kilometres from the main Queens Highway and 14km from
the Nadi International Airport which is approximately an 18 to 20minute drive.

Supplementary to the estate is the antique and natural heritage of the ‘garden of the sleeping
Giant’ which will be of one the hotel’s locational attractions. The sleeping garden is known for
its 30- 40 species of rare orchids and other flora unique to Fiji. It is also a sanctuary to some of
the country’s endangered species of fauna. Additional locational benefits are tourist attractions
such as mud pools and hot springs that are in close proximity to the hotel site.

Zoning
The acreage sits on an agricultural zoning which has been converted to a Commercial C zoning.
“For the holidaymaker resort expansion, a remuneration of $378.00 will have to be paid for the
processing of any application seeking rezoning. From agricultural or rural to commercial an
additional $189.00 is charged upon as an additional payment for the zoning purposes this which
is applicable to the conversion of the land zoning, (Investment Fiji, n.d.).”

Tax

The type of tax charged for hoteliers is which is at the rate of 5% and is only pertinent during a
hotel turnover and an extensive variety of tourism-related services and recreational happenings.

Company tax is payable by Fiji resident companies on taxable income derived from all sources
and this 20% given that this venture is being incorporated and carried in Fiji with we, the
shareholders holding a Fiji citizenship.
It can be noted as an assumption from forecasted financial figures that as of the fifth year of
operation, the Resort will be ready to go public and therefore register with the South Pacific
Stock Exchange. And a chargeable tax rate of “18.5% with the entrepreneurs having 40% of the
shareholding structure, (Patel, 2013).”

Facilities & Equipment

To handle operations there will be a special digitally controlled storage unit next to the main
complex that will house the resort supplies such as food and beverage. This storage unit can
only be accessed by the operations manager and kitchen supervisor to lessen any opportunity
of theft or abuse of resort materials. This unit will only be accessed through a digital code and
will have special temperature regulating facilities to ensure the preservation of supplies and
reduce the chances of wastage. In addition to this, there will be space allocated in the resort
backhouse that will store valuable equipment needed for operations. There will be four office
spaces within the main complex, this is for the general manager, and other operational
managers. This office spaces will each include printer & photocopying machines.

Proximity to suppliers
As the hotel site will be 1.7km from the main Queens Highway, with frugality and sustainability
in mind, the resort has set aside 10 acres of land for the cultivation of variety of agricultural
produce. Produce that will be nursed include: basil, chili, lemongrass, mint, papaya, bananas and
many added varieties of homegrown yield that will be consumed in the restaurants

However, during the first two years of operation while the resort’s garden is still at a premature
stage for harvesting, the resort will be outsourcing the suppliers of vegetables, crops and fruits
from the Sigatoka valley. These include: taro, tapioca, yam, banana, pineapple, watermelon,
lemon, taro leaf, and cabbage to name a few. The other existing produce that is not grown locally
will be bought in by Turners & Growers the country’s international agricultural produce
importer. Delivery will be made twice a week which will be on Monday and Thursday.

40% of the resort’s supplies will from the it’s very own back yard and the other 60% will be
from outside suppliers.
Access to transportation
For convenient purposes, a tourist shuttle will be provided by the resort for welcoming visitors

from the Airport, take guests on scheduled visits to nearby tourist attractions and transport them

to Port Denarau for other outside activities. For guests that will be occupying our luxury suites

there are options of private Range Rover SUV’s and limousine pickups or transfers by

helicopter.

Departure Pick-up Drop-off

Nadi International air-port To be confirmed by the To be confirmed by the

visitor visitor

Eco-Central Resort- morning 10:45 am 12:45 pm

Eco-Central Resort - 2:45 am 4:45 pm

afternoon

Overall, the resort will have 1 shuttle, a private limousine, and three Range Rover SUV’s for

those that wish to rent out a vehicle. For guests who would like to explore the untouched terrain

or go on picnics on the mountainside transportation by horseback will be available in support of

our environment sustainability stand for reduction of carbon emissions and also for that authentic

Fiji Green experience. Complementary to this service is the provision of helicopter transfers that

will be provided by Heli Tours Fiji. Outside services of transportation is also permitted with the

added factor of being close to public transportation.

VI. Sustainable Development Measures of Performance
Sustainable Development is an issue which not only is being advocated by government and Non-
Governmental Organizations but also businesses and they have come to realize its importance.
Sustainable Development is defined as the development which meets the needs of the present
without compromising the ability of the future generation. It is vital for our Hotel to incorporate
measures which not only brings about profits but also has positive impacts on people and
environment, what the business world may refer to as the Triple Bottom Line.

The following paragraphs will discuss environmentally sustainable measures of performance that
will be undertaken by Eco-Central Pacific Resort to minimize environmental impacts and the
positive impacts it has on other stakeholders. These are some of the sustainable measures and
practices that will be exercised by Central Pacific Hotel:

Efficient Water Consumption

Shower and cisterns account for the highest water consumption, which is why our main savings
measures focus on these points of consumption. Water drips from faucets and sinks on average
add up to 20 gallons per day and is a big waste. Through strict preventative and corrective
maintenance, all installations will be regularly checked properly to see that they are leak and fault
free and to avoid any unnecessary loss of water.

Throughout the hotels low flow shower heads and low flow flush toilets will be set up. They are
perfect for eco conservative hotels because of its low flow of water output. Conventional Shower
heads flow at an average of 5 gallons or more per minute while low flow shower heads flow at 2.5
gallons or less per minute. In the long run this low flow shower heads will be essential in saving
gallons water and money.

In addition, Eco-Central Pacific Resort will also be implementing water free urinals in our rooms.
These water free urinals are efficient and save a lot of water for the hotel. On average water free
urinals are able to save 95,000 gallons of water per year thus a viable choice.
Another approach will be ‘rainwater harvesting’, where we will be using a new approach to collect
water direct from the sky. Rainwater harvesting makes use water not letting it to waste as runoff.
This is the use of an upside down umbrella form of equipment that is able to collect water without
contamination which can be used for irrigation purposes, watering of gardens and other in-house
needs.

Finally exercising the ‘Green Laundry Grogram’, this leaves customers that stay for more than one
day the choice to decide how often they want the hotel to wash their towels. This approach saves
a lot of water and money by not washing hotel towels regularly.

Reduce Energy Consumption

In attempting to reduce the amount of energy consumption, Eco-Central Pacific Resort will
undertake certain practices to save energy. These are:

Use of energy saving light bulbs all throughout the hotel instead of the traditional light bulbs
which provide the same brightness and comfort but at lower cost and lower energy consumption.

Use of motion detectors placed at strategic points or areas that are less frequently used such as
the hallways and outdoor areas around the hotel with timers to detect movement. This provides
light only when needed and saves energy. Also training will be provided to staff to be
environmentally sustainable to turn off lights in unoccupied rooms.

Fitting of hotel rooms with centralized energy and climate control systems to ensure that each
room is always at the right temperature, depending on whether or not the guest is using it. This
reduces energy consumption.

Implement Building Management System (BEMS) that control heating, ventilation and air
conditioning. This is able to reduce energy costs by 10%.

For refrigeration, we will be installing energy star appliances or refrigerating units that are A+
rated because they have the lowest electrical running costs.

Use of renewable solar energy to make use of the available sunny weather within the proposed
hotel site
Waste Reduction
Hotels produce a very wide variety of waste and on a much larger scale. In order to improve the
quantity of waste, Eco-Central Pacific Resort will use more sustainable ways to reduce waste or
to make waste more environmentally friendly. Some of the ways are:

Use of oxo-biodegradable products, these are materials that break down more quickly
because they are manufactured with environmentally-friendly materials.

Less use of plastic bags and more of eco-friendly carry bags

Replacing laundry bottles with biodegradable bags

By using e-invoices for both our suppliers and guests, we reduce paper consumption and waste

Disposing of the Hotels organic waste to be composted for subsequent use as fertilizer in
our hotel organic gardens

Recycling by providing guestroom recycler baskets for newspaper, white paper, glass,
aluminum, cardboard, and plastic

Provide recycling bins both in public areas (i.e., poolside), in the kitchen, and in the back office
(including one at each desk) to make recycling as easy as possible.

Have environment friendly biolytic degradable sewerage system in place to process raw sewer
discharge from the Hotel

Reduce Carbon Footprint

Carbon footprint is the sum of all the greenhouse gases produced in performing an activity, and
serves as a general indicator of an activity’s environmental impact. The resort will engage in
practices that will help reduce our carbon footprint. These are:
 Having a carbon footprint calculator so that clients can check their carbon footprint during
their stay so they are able to improve on them.
 Replacing technologies such as gasoil and BTZ with new and improved measures
implemented to reduce CO2 emissions.
  Provide incentives for frequent customers who during their stay are able to reduce their
carbon footprint. This allows them to be determined to reduce their carbon foot print
whenever they visit.

Biodiversity Hotel
Being an eco-hotel our objective is to carry out our business with the utmost respect for the
environment in the designing and management of our facilities. In building Eco-Central Pacific
Resort, factors that will be taken into account are:
 Care with clearing to avoid loss of species at the start of construction work.
 Creation of a nursery to grow variety of plants
 Campaigns carried out to favor the growth of the populations present in the area.

Discussed above are the methods in which our Hotel will be carrying out its operations with the
mindset of sustainable development. By exercising sustainable development in our efforts to earn
revenue, its impact is widespread and will be felt to the community and the environment. Being
environmentally conscious will be beneficial for the hotel as a large proportion of tourists are
nowadays aware of the need to sustain and conserve our environment. This will not only bring
about great revenue for our business but will also provide employment for the local community
which will allow them to provide for their families. Thus the triple bottom line theory will be apply
here addressing the rippling effect that our will bring about.
VI. Management
“The Resort will be outsourcing the management segment to the Hilton Resorts and Hotels. This

is where a Hilton Worldwide (HWW) developer will be working closely with our team. The

property general manager (GM) will get a Pre-Opening Kit (POK). This comprises of resources

that will be used by Hilton brand instructors working in coalition with the resort’s human

resources manager to train and allocate the GM and crew on brand creativities and platforms like

the Hilton Blue Energy, Orientation, Service Training, and Journey Ambassador, (Hilton Hotels

& Resorts, n.d.).”

The outline scheduled for training and management will be as follows:

Day 1: Day:2 Day:3

The Hilton Hotels & Resorts There will be an The eminence and content of

team will offer an overall identification of an area kind hotel structures build, Hilton

Hilton orientation and of configuration, rate placing brand websites, the current

acquaint our hotel’s and to thorough the rate auxiliary standards and

administrative team to the binder. Pre-sell endorsements prospects in relative to the

Hilton brand culture, brand and stratagems will be Guest loyalty package,

values and essential enhanced. This shall be done advertising and sales.

sustenance extents during the in assistance with the director

pre and post inaugural. income administrative

Touring the resort and changes as a consequent to

reviewing the competitive the resort’s rate & inventory

setting. being embedded into the

Hilton distribution systems.

The brand offers several district brand instructors to guarantee the Resort’s onsite crew obtains

the uppermost level of support and training. One of the first communications our resort will

obtain is an outline to the resorts’ precise opening team site. “Hilton’s properties employ the

OnQ system for a day-to-day property management. The hardware will be conveyed to our

resort, entirely encumbered with property management system (PMS) software to look after all

processes and broadcasting.

Hilton also has instructors to train our instructors! After the resort opens, an OnQ expert will

devote some days at the resort with the managing team to strengthen prior training and discourse

issues and concerns, (Hilton Hotels & Resorts, n.d.).

The Property Information Manager (PiM) device will be used to shape and manage the resorts

database. “In recommendation, we will offer the Head of Department’s contact information in

the PiM to be incorporated in the Hilton Communications Channels.

Moreover the eCommerce specialists will assist in the planning and implementation of a
successful online marketing plan. This embraces the forecasting for search optimization, video
publicizing, and social media observance and communications, (Hilton Hotels & Resorts, n.d.)
VIII. Financial Plan
Eco-Central Pacific Hotel has created a base-case forecasted financial plan for the new hotel
venture’s first three years of operation. Inputs for the plan are based on extensive research on the
financial models of successful hotels, expert advice from current established hotel owners and
financial knowledge of the company’s finance manager. With the above inputs, the base-case
plan projected is the best current forecast of the operational and financial schemes of Eco-Central
Pacific Hotel.

Below are key figures that the business seeks to achieve by the end of 2019. Sales are projected
to be $40,551,500 in the first year at a minimum occupancy rate of 55%. This is easily attainable
according to market research that have been conducted. During this first year of operations the
business is forecasted to start earning a profit as early as by the 6th month of operation, by which
10,038 rooms are estimated to have been occupied. Of the projected first year sales figures, net
income is projected to be 29% of total revenue. In two years this percentage is predicted to rise
by 5.5% from 29% to 34.5% of total revenues.
Return on equity by the 3rd year is projected to be 14.6 % which is a good figure compared to
the industry average of 10.6% (CSI Market , 2015). In regards to the assets of the business, with
the effective management of our qualified managers in collaboration with the Hilton Hotels
Management Group, return on assets is projected to be an impressive 23.9%.
The advantage of the given model is in its flexibility. This flexibility allows the business to
forecast various operational scenarios. Scenario analysis of the new venture illustrates a positive
net income can be achieved if sales volume do no drop more than 25% or if variable costs
increase by the same percentage.
 Key Figures for 3 yr. model – base case (FJD)
Table A1.2

Return on Equity Summary Return on Assets Summary

Initial equity investment $48,164 ROA 23.9%

End book value of equity $64,879 Assets Turnover 1.649

Annualized net income $15,121,650
ROE 14.6%
Key Figures for 3 yr. model – base case (FJD)
Table A1.3

Working Capital Summary

Avg. Collection Period 40

Inv. Days on hand 187

A/P period 7
Current Ratio 41

Key Figures for 3 yr. model – base case (FJD)

Table A1.4

Contribution margin Summary

Rev/room occupied $2,020

VC/room occupied $397

CM/room occupied $1,623

Fixed cost per period $17,835,590

Break-even sales (#s) 10,038
Actual Sales (#s) 20,075
 Eco-Central Pacific Hotel
Pro-forma Balance Sheets
for years 2017-2019
$$ in thousands Yr. 17 Yr. 18 Yr. 19
Assets
Cash & cash equivalents $1,000 $1,800 $2,300
Accounts Receivable $737 $948 $1,156
Inventory $2,000 $2,190 $5,380
TOTAL CURRENT ASSETS $3,737 $4,938 $8,836

Property, Plant, & Equipment $56,161 $56,161 $56,128

Intangible Assets $130 $130 $130

TOTAL NON-CURRENT ASSETS $56,291 $56,291 $56,258

TOTAL ASSETS $60,028 $61,229 $65,094

Liabilities
Accrued Distributions $0 $0 $0
Payables $100 $153 $215
TOTAL CURRENT LIABILITIES $100 $153 $215

Equity
Capital $48,164 $45,945 $46,409
Retained Earnings $11,764 $15,131 $18,470

TOTAL LIAB & Equity $60,028 $61,229 $65,094

 E co-Central Pacific H otel
Pro form Income Statement for years 2017-2019 in Escalated Dollar Values
Period Projected Projected Projected
Financial Year Ended Year 1 Year 2 Year 3
No. of Bures (Rooms) 100 100 100
No. Days in Year 365 365 366
No. Rooms Available 36,500 36,500 36,600
Occupancy 55.0% 60.0% 70.0%
No. Rooms Occupied 20,075 21,900 25,620
Average Room Rate $1,800.00 $1,890.00 $1,890.00

Revenue Amt $ %TotRev $POR Amt $ %TotRev $POR Amt $ %TotRev $POR
Accommodation, Food & Beverage $36,135,000 89.1% $ 1,800.00 $41,391,000 89.3% $ 1,890.00 $48,421,800 90.5% $ 1,890.00
Transfers - Heli & Land $1,505,625 3.7% $ 75.00 $1,691,775 3.6% $ 77.25 $1,742,528 3.3% $ 79.57
Activities $1,606,000 4.0% $ 80.00 $1,804,560 3.9% $ 82.40 $1,858,697 3.5% $ 84.87
Other $1,304,875 3.2% $ 65.00 $1,466,205 3.2% $ 66.95 $1,510,191 2.8% $ 68.96

TOTAL REVENUE $40,551,500 100.0% $ 2,020.00 $46,353,540 100.0% $ 2,116.60 $53,533,216 100.0% $ 2,089.51

Dept Costs & Exp Dept Rev Ratio% $POR Dept Rev Ratio% $POR Dept Rev Ratio% $POR

Accommodation, Food & Beverage $7,126,625 89.4% $ 355.00 $7,774,500 89.1% $ 355.00 $9,367,953 89.0% $ 365.65
Transfers - Heli & Land $481,800 6.0% $ 24.00 $546,624 6.3% $ 24.96 $665,054 6.3% $ 25.96
Activities $200,750 2.5% $ 10.00 $225,570 2.6% $ 10.30 $271,803 2.6% $ 10.61
Other $160,600 2.0% $ 8.00 $180,456 2.1% $ 8.24 $217,442 2.1% $ 8.49

TOTAL COST OF SALES $7,969,775 19.7% $ 397.00 $8,727,150 18.8% $ 398.50 $10,522,252 19.7% $ 410.70

Dept Gross Income Dept Margin% $POR Dept Margin% $POR Dept Margin% $POR

Accommodation, Food & Beverage $29,008,375 80.3% $ 993.44 $33,616,500 81.2% $ 1,151.25 $39,053,847 80.7% $ 1,337.46
Air Transfers $1,023,825 68.0% $ 35.06 $1,145,151 67.7% $ 39.22 $1,077,474 61.8% $ 36.90
Activities $1,405,250 87.5% $ 48.13 $1,578,990 87.5% $ 54.08 $1,586,894 85.4% $ 54.35

Other $1,144,275 87.7% $ 39.19 $1,285,749 87.7% $ 44.03 $1,292,749 85.6% $ 44.27

TOTAL DEPT GROSS INCOME $32,581,725 80.3% $ 1,623.00 $37,626,390 81.2% $ 1,718.10 $43,010,964 80.3% $ 1,678.80

Undistributed Operating Expenses %TotRev $PAR %TotRev $PAR %TotRev $PAR

-Admin & Gen $6,387,500 15.8% $175.00 $6,195,875 13.4% $169.75 $6,212,850 11.6% $169.75
-Sales & Marketing $912,500 2.3% $25.00 $939,875 2.0% $25.75 $970,724 1.8% $26.52
- Energy Costs $5,475,000 13.5% $150.00 $6,022,500 13.0% $165.00 $6,642,900 12.4% $181.50
- Repairs & Maintenance $1,277,500 3.2% $35.00 $1,341,375 2.9% $36.75 $1,412,303 2.6% $38.59

TOTAL UNDISTRIBUTED EXP $14,052,500 34.7% $385.00 $14,499,625 31.3% $397.25 $15,238,776 28.5% $416.36
$POR $POR $POR
Gross Operat Profit $18,529,225 45.7% $ 923.00 $23,126,765 49.9% $ 1,056.02 $27,772,188 51.9% $ 1,084.00

Overhead Expenses %TotRev $PNR %TotRev $PNR %TotRev $PNR

-Insurance $750,000 1.8% $ 7,500 $772,500 1.7% $ 7,725 $795,675 1.5% $ 7,957
-Incentive Management Fee $2,433,090 6.0% $ 24,331 $2,781,212 6.0% $ 27,812 $3,211,993 6.0% $ 32,120
-FF&E Reserve $600,000 1.5% $ 6,000 $618,000 1.3% $ 6,180 $636,540 1.2% $ 6,365

TOAL OVERHEAD EXPENSES $3,783,090 8.2% $ 37,831 $4,171,712 9.0% $ 41,717 $4,644,208 8.7% $ 46,442
%Tot Rev $POR %Tot Rev $POR %Tot Rev $POR
EBIDT (net operating Profit) $14,746,135 36.4% $ 734.55 $18,955,053 40.9% $ 865.53 $23,127,980 43.2% $ 902.73
%Tot Rev $POR
Depreciation $32,795 $32,795 $32,795

EBIT $14,713,340 36.3% $18,922,258 $23,095,185

Tax $2,949,227 $3,791,011 $4,625,596

Interest $0 $0 $0

Net Income $11,764,113 29% 586.01 $15,131,247 33% 690.92 $18,469,589 34.5% 720.91
 E co-Central Pacific H otel
Quarterly Statement of Cashflows
for the year ended 2017

$$ in millions Q1 '17 Q2 '17 Q3 '17 Q4 '17 FY_2017

Net cash used in operating activities

Net income $ 1.7 $ 2.5 $ 5.0 $ 2.5 $ 11.7
plus: depreciation $ 0.0 $ 0.0 $ 0.0 $ 0.0 $ 0.0
plus: amortisation
change in A/R $ 0.0 $ (0.1) $ (0.3) $ (0.3) $ (0.7)
changes in Inventory $ (0.2) $ (0.3) $ (0.5) $ (1.0) $ (2.0)
changes in accounts payable $ 0.03 $ 0.02 $ 0.01 $ 0.04 $ 0.1
Cash flow from operations $ 1.5 $ 2.1 $ 4.3 $ 1.2 $ 9.1

Net cash used in Investing activities

Non-current asset Investment $ (0.3) $ (5.0) $(50.0) $ (1.0) $ (56.3)
Cash flow from investing $ (0.3) $ (5.0) $(50.0) $ (1.0) $ (56.3)

Net cash used in investing activities

Capital $ 12.1 $ 12.0 $ 12.0 $ 12.1 $ 48.2
Cash flow from financing $ 12.1 $ 12.0 $ 12.0 $ 12.1 $ 48.2

Beg cash $ - $ 13.3 $ 22.4 $(11.3) $ -

Change in cashflow $ 13.3 $ 9.1 $(33.7) $ 12.3 $ 1.0
End cash $ 13.3 $ 22.4 $(11.3) $ 1.0 $ 1.0
 Scenario Analysis

Expected Case
Sales $ 40,551,500

less: Variable Costs $ (7,969,775)

less: Undistributed Expenses $ (14,052,500)

Gross Profit $ 18,529,225
less: Fixed Costs $ (3,783,090)
EBITD $ 14,746,135
less: Depreciation $ (32,795)
Earning before tax $ 14,713,340
Less income tax (20%) $ (2,949,227)
Net Income $ 11,764,113
Add: Depreciation 32795
Net Operating Cash Flows $ 11,796,908

Pessimistic Case
Sales $ 30,413,625.00
less: Variable Costs $ (10,958,440.50)
less: Undistributed Expenses $ (14,052,500.00)
Gross Profit $ 5,402,684.50
less: Fixed Costs $ (3,783,090.00)
EBITD $ 1,619,594.50
less: Depreciation $ (32,795.00)
Earning before tax $ 1,586,799.50
Less income tax (20%) $ (2,949,227.00)
Net Income $ (1,362,427.50)
Add: Depreciation $ 32,795.00
Net Operating Cash Flows $ (1,329,632.50)
Financing plan
With a combination of equal contributions worth $17,499,510 by each of the four main
business partners and an equity investment of $52,498,530 by the value-added investor we aim
to seek, the business hopes to successfully establish the new 5star hotel in 2years. The bulk of
this money will be used over the first 2 years for purchase of materials, construction, hiring and
training of employees, and start-up operation costs. Once cash flows begin to be positive by the
6th month, Eco-Central will then plan for expansion after the 3 year period.

With the base case figures and the given pessimistic scenario, Eco Central has adequate funds
to finance operations

IX. Critical Risks Segment

Price cutting by competitors
There are many hotels existing within Nadi area where there is a lot of potential of under cutting
prices due to the competition for customers. For the proposed hotel venture to be successful it is
critical that we adopt the following measures:
 Spreading our incoming generating activities e.g. opening our bars to outside public to make
money out of that market opportunity and Cultural Center as a major attraction to address
cultural tourism.
 The core business is to provide accommodation for 100 rooms to the highest quality of service.
So the selling point is the high quality of service that we will provide.
 Management operational efficiencies to be enhanced to reduce costs but not compromise
quality of service. By reducing costs we are able to match any price cutting by competitors.
 We will consider reducing prices to retain our market share

Marketing
Because this is a new venture it will take a lot of advertising and awareness campaigns to ensure
the product is known. If people are not aware of the new Hotel, they will not come to the hotel.
Thus all the investment will go to waste and potential income generation will be lost. Some ways
to mitigate these risks are:
 Marketing overseas to encourage more booking and payments online to minimize
changing of hotel bookings when in Fiji.
  Align and partner with established travel agents to maximize reach.
 Partnering with established hotel managers of Hilton

Any potential unfavorable-industry wide trends

The tourism industry is subject to seasonal high and lows depending on the weather from source
markets. The hotel will strive for minimum occupancy of 90% and will target tourists escaping the
winter season in the northern hemisphere and the southern hemisphere. This will allow for a
consistent level of occupancy throughout the year.

Damage due to Natural Disaster

This is a major risk that needs to be addressed to avoid down time in case of damages to hotel and
structures.
To mitigate against this, the hotel construction will done to high standards that will withstand
highest cyclone and hurricane ratings reached in Fiji. The site will be subjected to hydrological
study to ensure that the whole site is flood free eliminating any potential damages caused by
flooding. To eliminate the risk of landslides, geotechnical investigation will be conducted within
the hotel site to ensure stability of the landscape that can create some potential damage.

Physical, regulatory or reputational risks due to climate change

There is the threat arising out of fear by potential tourists on effects of climate change resulting in
major catastrophes like inundation by sea water, flooding, landslides and drought.

These physical risks associated with climate change should not be of concern as there is little or
no threat of rising sea level because of the location of our hotel inland away from the coast. The
effects of climate change are not much of a risk in Nadi due to the general stability of climate.
Other effects that may arise out of potential natural disasters are addressed above.

Design or manufacturing costs in excess of estimates

In the preparation of the business proposal, there is the possibility of underestimating associated
costs with the development of the hotel. If this is not done well it will see that initial cost outlays
far exceed what was anticipated and this could result in a mismatch of expenses against the
proposed income.
To mitigate against this risk, proper costing estimates will be undertaken where percentages will
be over and above 20% of estimated cost. This is to cover for any unforeseen contingencies.

Sales projections not achieved

One of the major threats to any business venture is the over rating of sales and potential income
and when this happens it will downgrade the value of the business proposal threatening the
viability of the project.

To mitigate against this, the income projections will be discounted by 20% in anticipation of
reduced income generated from sales.

Hotel development schedule not met

The problem faced by many development proposals is non conformance with development
timelines. When this is not met the intended income stream will not be realized and therefore
anticipated cash-flow will eventuate.

During construction, strict adherence to construction timelines will be observed. The use of Gantt
Charts from the outset for important activities which will be used for Key Performance Indicators
(KPI’s) for the construction teams to ensure compliance with set deadlines. The Project Manager
will be tasked to ensure full compliance and in the event there is slippage, all effort will be taken
to rectify and keep within stipulated timeframes to ensure the hotel is operational by the designated
date.

Power
Fiji is at times affected by irregular supply of power and as such depending on the capacity of the
solar energy available; the hotel will also have a backup generator for this purpose.
Water
Water is an essential commodity that will be in high demand. In case of water disruption, the hotel
will have backup water tanks for use if required. This will be from system based water supply and
also through harvest of rainwater.

Transportation
The transportation and shuttling of tourists from entry point (airport) to the hotel and hotel to
specified destinations is critical for the operation of the hotel to ensure better coverage for its
guests. If this is not addressed adequately there is the possibility of losing potential customers to
competitors.

Therefore for this purpose there is a designated Transportation Manager to ensure the best service
is available for guests.

Supplier Disruption
The continuous supply of vegetable and food produce to the hotel may at times be affected due to
unforeseen reasons. This may prove fatal for the hotel in terms of providing for our guests
including our salad bar that is one of the main features of our restaurant.

Thus to mitigate for this risk, there is a five acre land set aside for the planting and harvesting of
our crops and vegetables to standby for any disruption from our suppliers.

Political Instability
The political stability of an economy is very much an important factor that may impact the business
operation of any venture. Analysis of the political status of any country is vital before engaging in
any venture operation, non conformance to this could have dreadful effects on the business and
cost the business a lot of money.

For Eco-Central Pacific Resort being set up in Fiji is not much of a big risk. Considering the past
9 years that the current government has been in control, the economic stability of the country has
been well consistent and there are no beckoning signs of it changing. Also with the, elections
completed and our current government in control for the next 4 years, there is guarantee that
political relations will be safe and the affairs of the Tourism and Hotel industry will be well looked
after.

Harvest Strategy
Planning for a harvest strategy is just as important as earning revenue for the business. This
provides the business with alternatives to fall back on should the business be in a downward
situation where it would be sensible to undertake certain actions. Having a harvest strategy in place
is not only safe but is the wisest decision to carry should the need arise. Should the business be in
a situation of harvest strategy decision making; the following options are available:

Management Change
If Eco-Central Pacific Hotel encounters any troubles with its staff members specifically the top
management or any unexpected events arise out from the top managers such as death or sudden
departure, we will seek the services of Hilton Group Company to replace our outgoing members
with new ones. The final decision of which personnel to employ will rest with the Board who will
analyze the suggestions provided by Hilton Group and pick the candidate with best qualification
and relevant experience to continue leading our Hotel to greater heights.

Hotel ‘Going Public’

Central Pacific Hotel is a ‘Partnership Business’ comprising of four (4) members who have an
equal share in the business. Should the hotel experience increasing to stagnant growth rate or be
faced with conditions where competition tightens up or innovations start to increase by
competitors, we will consider ‘going public’. We will start issuing Initial Public Offerings (IPO’s)
in order to raise capital with the hope of expanding further and creating more value to our service.
Even though this option leaves us with less control over our business, it is much more sensible as
it will increase our capital base and as opposed to the gravity of the situation we will end up in if
we continue to operate on our own. Which is, worst case scenario very little or no returns at all in
the future.
Selling the Business
We may also consider selling our business to interested buyers as en exit strategy if the need arises.
In doing this we will build our hotel business and create the maximum value by marketing our
brand-name and providing services at the highest quality, this portrays a good image of the
business as a whole in the long term. By doing all these, interested buyers are able to see potential
in our venture and would offer prices favorable for us.

Management Buyout
This is another avenue we may look into due to the fact that this is a Partnership comprising 4
people, which are Grace Versoni, Melanie Fonmanu, Harsha Harshmeetal, and Eroni Navuda. If
on a future occasion certain partners want out of the business and others are not interested but wish
to continue with the venture, this option of Management Buyout allows the outgoing partners to
sell their share of the business to existing partners of other employees. There is gain in selling part
of the business to existing partners for the outgoing partners and there is also expansion of control
of the business for the remaining partners. This proves as a win-win situation for both parties.
 PROJECT DETAILS
Year Quarter Month MILESTONE Activity Start POSITION
1 Project Start 25
1st Jan-Mar Milestone 1 Attain Business License 10
Mar Milestone 2 Conduct an EIA -10
2nd April-May Milestone 3 Construction of Access Road 15
May-June Milestone 4 Hilton Application Processing
Milestone 5 Clearing & Preparation of Land + construction of storage warehouse -15
Milestone 6 Landscaping & Preparation of garden
15
3rd July-Aug Milestone 7 Purchasing of building materials -15
Sept Milestone 8 Construction of main complex begins 15
-20
4th Oct-Dec 20
-15
2 1st Jan-Mar 15
2nd April Milestone 9 Construction of main complex completed
XII. Milestone Schedule

May-June Milestone 10 Construction of pool and other outdoor amenities + interior design of hotel
3rd July-Sept Milestone 10 Marketing & Recruitment
4th Oct-Dec Milestone 11 Training of personnel
1 1st Jan 1st Milestone 12 Grand Opening Launch
Bibliography
Anon., 2013-2014. fiji visitors bureau statistics. [Online]
Available at: www.fijivistorsbureau.com
Anon., n.d. business plan. [Online]
Available at: www.marketingplan.com
Basiago, A., 1999. Economic, social, and environmental sustainability in development theory and urban
planning practice. The Environmentalist, pp. 145-161.
Campanelli, A. J., 2009. Risks and Rewards for Building Sustainable Hotels, s.l.: Deloitte Financial Advisory
Services LLP.
Cater, E., 1991. Sustainable Tourism in the Third World: Problems and Prospects, December: s.n.
CSI Market , 2015. Management Effectiveness. [Online]
Available at: http://csimarket.com/Industry/industry_ManagementEffectiveness.php?ind=906
[Accessed 31 January 2015].
Dr.Sonya Graci, J. K., 2010. How to Increase Your Bottom Line By Going Green. [Online]
Available at: http://green.hotelscombined.com/Gyh-Best-Practices.php
[Accessed 27 January 2015].
Green Hotels Assosciation, 2015. Why should hotel be green?. [Online]
Available at: http://www.greenhotels.com/
[Accessed 30 January 2015].
Hilton Hotels & Resorts, n.d. Becoming a Hilton Hotel- Hilton Worldwide. [Online]
Available at: http://www.hiltonworldwide.com/assets/pdfs/brands/Hilton_BecomingAHilton.pdf
[Accessed 13 January 2015].
Howard H. Frederick, D. F. K. R. M. H., 2006. ENTREPRENEURSHIP: Theory, Process, Practice. 1st Asia Pacific
Edition ed. Melbourne: Nelson Australia Pty. Ltd .
Investment Fiji, 2015. Tourism sector. [Online]
Available at: http://www.investmentfiji.org.fj/pages.cfm/for-investors/sector-industry-profiles/tourism-
sector.html
[Accessed 30 January 2015].
Investment Fiji, n.d. Department of Town and County Planning. [Online]
Available at:
http://www.investmentfiji.org.fj/resources/uploads/embeds/file/DTCP%20Rezoning%20Applications%2
0Checklist.pdf
[Accessed 26 January 2015].
Ivanova, M. G., 2011. Stakeholder Model of Hotel Chains: A Conceptual Framework, Varna, Bulgaria:
University of Economics.
Patel, P., 2013. Fiji- Tax Payable. [Online]
Available at: http://www.knowyourcountry.com/fiji3.html
[Accessed 22 January 2015].
Rockys' Boutique Resort, 2015. Care for the environment. [Online]
Available at: http://www.rockyresort.com/environmentally-friendly.php
[Accessed 26 January 2015].
Slaper, T. F., 2011. The Triple Bottom Line: What Is It and How Does It Work?. [Online]
Available at: http://www.ibrc.indiana.edu/ibr/2011/spring/article2.html
[Accessed 25 January 2015].
Stewards, G., 2014. Go Green Hotels: Green Ideas for Hotels and Resorts, s.l.: s.n.
USA Today, 2015. What is the Difference Between a 4-Star & a 5-Star Hotel?. [Online]
Available at: http://traveltips.usatoday.com/difference-between-4star-5star-hotel-100879.html
[Accessed 30 January 2015].
Zein, K., 2008. Best Environmental Practices for the Hotel Industry, Laussane, Switzerland: Sustainable
Business Associates.