flavor hotel finalversion

FLAVOR HOTEL & RESORT“come savor the flavor”

FLAVOR Hotel & Resort

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“COME SAVOR THE FLAVOR”

CONTENT PAGE

Page

BACKGROUND TO INDUSTRY…………………………………………………….4INDUSTRY ANALYSIS………………………………………………………………..6

MESSAGE FROM CEO……………………………………………………………..9THE FLAVOR MANAGEMENT TEAM…………………………………………….10

THE FLAVOR PRODUCT…………………………………………………………..13- FLAVOR KIDS……………………………………………………………14- FLAVOR MOM & DAD………………………………………………..15

IT’S ALL ABOUT THE FLAVOR…………………………………………………….19- TARGET MARKET- STRATEGIC VISION- MISSION- CORE VALUES- OUR CULTURE- OBJECTIVES

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- KEYS TO SUCCESS

CORE STRATEGIES………………………………………………………………..22

MARKETING STRATEGY………………………………………………………….28

HUMAN RESOURCE STRATEGY…………………………………………………35

INFORMATION TECHNOLOGY STRATEGY…………………………………….41

FINANCE STARTEGY………………………………………………………………49

SWOT ANALYSIS …………………………………………………………………..57

REFERENCES………………………………………………………………………..61

APPENDIX A………………………………………………………………………..62APPENDIX B………………………………………………………………………...67

Background of Industry

Over the past decade there have been far reaching global

developments in the hospitality industry spurring an increase in

investments from foreign entities in the development of large and

small hotel chains across the Caribbean. Alec Sanguinetti, Director

General and CEO of the Caribbean Hotel Association, stated at a recent

gathering of the association that, '…the present downturn in the U.S.

economy is not impacting the interest in the Caribbean…this is a clear

indication that there is strong interest in the Caribbean from the

investment community that is looking at the future’. Combining the

growth of the progressive ‘Greening’ of the hospitality and tourism

industry with the capital investment in the region, there is reason to

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believe that a high level of confidence and discipline in the

marketplace exists, which reaffirms the strength of the region as the

leading warm weather vacation destination.

The Hon. Patrick Manning, Prime Minister of the Republic of Trinidad

and Tobago, recently reaffirmed the importance of tourism to the

region, saying: 'The tourism industry is the most important for the

continuing development of the Caribbean. It represents over 30% of

the Gross Domestic Product of the region and provides nearly three

million jobs’.

In support of these arguments the tourism statistics for 1995 – 2002

provided by the Association of Caribbean States (ACS) provide detailed

(by member states) information on growth in the Caribbean. (See

Appendix A)

Private sector and investors, in the face of such fundamental changes

have joined forces in order to maintain relevance in today's global

tourism community while strengthening the public and private sector

relationships on both a regional level and within individual countries. It

is believed that through constant improvements to competitive

elements, the development of an increasingly multifaceted product

and building on the traditional sun, sea and sand formula (focusing on

eco-adventure, business tourism, sporting events, health tourism,

weddings and honeymoons, and religious and cultural festivals),

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tourism in the Caribbean is and will continue to be a must viable and

attractive product.

Based on these developments, the FLAVOR team decided to enter the

hospitality market initially in two (2) major tourist destinations in the

Caribbean – Jamaica (60% US market share of stopover visitors)

and the Bahamas (forecasting US$22 million tourism earnings

in 2008.)

Industry Analysis

In its first-ever report on the Caribbean hotel industry, PKF Hospitality

Research finds that Caribbean hotels continue to be profitable for

owners and operators due to increasing rates of travel to the region. In

2005, Caribbean hotels averaged $111,414 per available room (PAR)

and $25,541 PAR in profits. The net result was a 22.9 percent profit

margin. These observations come from the recently released 2006

edition of Caribbean Trends in the Hotel Industry published by PKF

Hospitality Research (PKF-HR), an affiliate of PKF Consulting.

A substantial portion of this profitability can be credited to the

tremendous growth in Caribbean travel. Over a three-year period,

from 2003 through 2005, the number of visitors to the Caribbean has

grown by a total of 19 percent (See Appendix A).

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The region has benefited from an increasingly competitive airline

market, as well as increased airlift to and from both traditional and

emerging destinations. In a new era of Caribbean tourism, the bar has

been raised again, with demands for even higher standards of leisure

and luxury. According to the report, ‘Baby Boomers’, who currently

make up a significant portion of the Caribbean tourism market, are

craving unique opportunities for soft-adventure and education that

many resorts have begun to offer and these activities have presented

hotels with opportunities to create new streams of revenue.

According to David Laron of PKF Consulting, '…other parts of the world

are not offering the same investment opportunities as the Caribbean

and other parts of the world are getting oversupplied….’. Jan D.

Freitag, vice president of Smith Travel Research, in his recent overview

of the hotel outlook in the region showed year-end 2007 statistics with

the room supply increasing slightly (0.8%) while decreases were

experienced in room demand (-1.1%) and occupancy (-1.9%)

(www.smithtravelresearch.com). However, the average daily rate

(ADR) was $182 up 2.1% and Rev Par was at $121, up 0.1% with

overall room revenues at $9.2 billion, an increase of 0.9%. There was

also good news with increases in the first quarter of 2008 in both room

demand (up 3.5%) and occupancy (up 2%).

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http://www.smith/


'There is a surge of interest in the Caribbean region with developers

looking to build and operate marinas to attract yachting enthusiasts

and casinos to bring in gamblers (The Jamaican government earlier this

year legalized casino gambling there and officials in the Bahamas are

now calling for an end to their ban on domestic gambling).

Another crucial part of the investment community has shown interest

in the airports and other tourism related facilities and infrastructure.

Many airports have now been expanded to accommodate the larger

aircraft that the airlines are flying. (Both major airports – Norman

Manley International Airport and the Donald Sangster International

Airport are currently under going expansion so too are airports in the

Bahamas). Several island nations have also looked at investing in the

expansion of their cruise ports to facilitate larger fleets of ships. The

Caribbean has garnered a wide variety of interested parties including

new hotel and real estate developers, banks and other lenders, brand

hotels, cruise lines, airlines, time share operators and tour operators

that are now promoting and selling the region to travel agents and

consumers worldwide

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MESSAGE FROM Chief Executive Officer

In today's highly competitive environment, formal business planning is an essential element in achieving business success. A well-written business plan is primarily a communication tool used to obtain financing and serves as a strategic plan. Flavor hotel and resort’s management team has made an in-depth analysis of its opportunities and weaknesses and it has concluded that the company has an excellent chance to succeed. With sophisticated business planning our management team answer questions, such as: What will be our record of achievement? How will we be fared compared to our competitors? Are we setting realistic and attainable goals and objectives? Are our strategies great? We answered ‘yes’ confidently to all these questions.

We believe with constructive and useful business and strategic planning, a broad-based understanding of changes taking place in the marketplace in which the company competes, and the ever-changing markets FLAVOR Hotel & Resort will become one of the most sought after hotel chain for guests. Flavor hotel management team possesses in-depth skills in a variety of disciplines such as financial analysis, sales and marketing, technology, and management.

The management of & Resort has developed strategies to make the company one of the most well known hotels in the Caribbean region.

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…………………………………………..

Fiona Johnson

Chief Executive Officer

FLAVOR HOTEL & RESORT MANAGEMENT TEAM

The F & Resort was founded in 2007 by five graduate students at

Everest University. The concept of FLAVOR was created to satisfy

course work for a Business Policy and Strategy course instructed by

Dr. Alston Golding. All five students were pursuing their Master of

Business Administration and were expected to conceptualize a global

business product. After much consideration it was decided that the

hospitality industry in the Caribbean presented itself as a viable option

and they began creating a strategy to develop a unique hotel and

resort concept. The FLAVOR management team consists of:

Chief Executive Officer – Fiona JohnsonExecutive primarily skilled in hotel operations and organizational

management. Strong background in marketing, planning, budgeting

and profit & loss management. Demonstrated record of developing and

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implementing solutions to multidimensional complex operational

problems. MBA in International Business from Everest University.

Financial Manager – Joan GrantHeld leadership position in acquisitions responsible for due diligence

and integrations for 4 years. Directed and developed profit plans,

business plans and strategic plans. Experienced with investor relations,

SEC and regulatory reporting. Leader of productivity initiatives

including divestitures. Substantial spreadsheet modeling, database,

presentation software and information system experience. MBA from

Everest University.

Director of Human Resources – Alfredo P. van den Elzen

An experienced manager with expertise in human relations and project

management. He has an extensive background in staff recruitment

and retention, with broad experience in developing and implementing

staff training. He has superb written and oral communication skills.

His organizational and strategic planning background make him a

valuable member of the strategic planning committee. Mr. van den

Elzen’ has experience in management coaching, program marketing.

He has a broad knowledge of contract negotiation and compliance,

with specific knowledge of Caribbean Employment Law.

Director of Information Technology (IT)– Damien Toussaint

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Strong solutions-oriented IT Security Specialist with a strong systems analysis

and development background, and full lifecycle project management skills. Good

hands-on experience leading all stages of system development efforts, including

requirements definition, design, architecture, testing, and support. Has broad

experience-base in Network & Systems Security; Business Impact Analysis;

Regulatory Adherence; Data Integrity/Recovery; Disaster Recovery Planning;

Contingency Planning; Research & Development; Risk Assessment; Cost

Benefits Analysis. Strong skill sets include knowledge of platforms, ranging from

UNIX (Solaris, HP-UX), Microsoft Windows® operating systems from 95 on,

Linux (Red Hat, Yellow Dog), Sun SPARC, Mac OS, VM/370, OS2 Warp.

Networking skills include a broad understanding of TCP/IP, Novell, DECnet,

Banyan, ISO/OSI, IPX/SPX, SNA, SMS/SQL, Ethernet, Token Ring, FDDI, VPN,

SSH, SecureID, PGP, PKI, HIPPA, CFR-11. Computer language skills include

UNIX Shell Scripting, C, Basic, Troff, Nroff, HTML, Perl, PHP.

Director of Marketing – Simone Harris Three years of marketing experience both at Fortune 100 companies

and small business start-ups, consistently increasing revenue and

decreasing costs. Executive-level contributor and recently part of five-

person team responsible for launching a company that is in the

process of selling its technology to a larger organization. MBA in

General Management from Everest University. A seasoned leader that

can direct an organization in the visioning of a marketing strategy,

development of an economic business case and execution of an

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aggressive project plan. Skilled in effective sales and marketing

communications, business partnership development, team building

and mentoring.

The FLAVOR Product

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The FLAVOR chain is an all-inclusive resort for families built in a low-

rise Tuscan architectural style (the simplest architectural order –

consisting of arches and columns), surrounded by gardens bordered by

a white sand beach and the Caribbean Sea. Utilizing a simple modern

design the buildings were designed to enhance and fit the activities

around it. There are 55 deluxe one, two and three bedroom suites with

separate living and dining areas, kitchens, cable TV and LAN Access.

All suites are air-conditioned and feature either a large balcony or a

garden terrace. The interiors are soft and inviting with warm earth

tones for the master suite and bright cheerful colors for the adjoining

children’s room. Architecturally, the FLAVOR Hotel & Resort is

beautifully set within its surroundings and blends within the space and

natural setting.

Some people have all the fun and you will meet many of them here at

FLAVOR. This resort, created for discerning and value-conscious

vacationers, naturally offers the full gamut of FLAVOR activities: tennis,

water-skiing, kayaking, Jacuzzis, rock-climbing, cycling, and volleyball.

We have three fitness centers, where you can also sample the

concoctions of prized fruit juices. After, you can make your way to

sample the international buffet, the Beach Grill which is directly on the

beach, or dine in style at the Italian restaurant. Later, join the fun at

the Palace disco, the Piano Bar, or in the Karaoke Room.

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FLAVOR KIDS

Upon arrival, each family is assigned its own ‘Vacation Nanny’, who will

stay with your family to care for your kids and your suite for the

duration of your vacation. Your ‘Nanny’ is with you daily from 9:00 a.m.

to 5:00 p.m. and is highly trained in housekeeping and childcare. There

is a nominal charge of US$8.00 per hour if you require her services

after 5:00 p.m. She will care for your children all day, from giving them

a bath to feeding them to taking them to their activities, so mom and

dad can enjoy their vacation.

We provide a wide variety of supervised activities. There is an

infant/toddler water play, a Heely track and separate activity centers

for pre-teens and teens. Our 100-foot-long waterslide, affectionately

called "Hompa Wompa", creates a lot of excitement for kids and adults

alike. There is also a tennis and basketball court which is open from

7:00 a.m. to 10:00 p.m. daily. In addition there is the Kiddies Centre

that hosts a game room that has been set up for Playstation, Xbox, Wii

and Game Cube activities. There are ping pong, pool and airhockey

tables waiting for children. Even though the staff provide hours of

supervised fun for children, we also recommend that children be

supervised by a Vacation Nanny or parent.

Not to be outdone FLAVOR also has things such as snorkeling lessons,

tie and dye lessons, shell collecting, a kiddies' theme dinner. There is a

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“nightclub” that hosts karaoke and talent shows for the pre-teens and

teens. There is also a pizza and soda bar open from 10am to 10pm

daily.

MOM & DAD FLAVOR

For adult guests who have to stay in touch with the business reality

while on vacation, we have an up-to-date computer centre which

features WiFi Internet Access, advanced productivity, word processing,

and spreadsheet programs and business communications services. For

guests who come to FLAVOR to savor the experience of staying at a

high quality Caribbean resort, FLA-VENTURES is for them!

FLA-VENTURESAs part of your all-inclusive package, we have adventure activities and travel to local towns in close proximity to the resort, is provided. FLAVOR JAMAICA – Ocho RiosSafari Tours/ATV ToursJet boat AdventureHelicopter AdventureCanopy ToursScuba DivingSnorkelingHorseback RidingEco Tours

FLAVOR BAHAMAS - Nassau

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Safari Tours/ATV ToursJet boat AdventureHelicopter AdventureCanopy ToursScuba DivingSnorkelingHorseback RidingSwimming with the DolphinsJet ski/Glass bottom boatsEco Tours

Most of the above activities are offered through partnerships with local

adventure tours and are made available in bundles – allowing guests to

choose from a selection of activities.

FLAVOR has modern, fully equipped cardiovascular and fitness gyms

that open every day. This equipment is for guests 16 years and older.

Equipment includes: Stationery Bicycles, Treadmills, Step Machines,

Weights and Fitness equipment. An attendant is on duty to assist you.

We also offer aerobic and aquacize classes as part of your vacation

package. The Water-sports Centre is open 9:00 a.m. - 5:00 p.m. daily.

Activities available include snorkeling, a cruise in the glass bottom

boat, kayaks and sunfish sailboats, all with equipment and instructions.

Scuba Diving is offered as an optional activity at the Resort. We offer

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the best in dive experiences ranging from Recreational to Professional

experiences for beginners to professionals at all FLAVOR Resorts.

The FLAVOR management team strives to ensure that guests are not

kept behind the gates of the resort but rather encourage taking guests

to take the scenic 30-minute drive for duty and tax-free shopping for

jewelry, cameras, perfumes, gifts, craft items and more.

FLAVOR’s all-inclusive concept means no worrying about bills. Guests

pay one price and this included accommodation, meals and excursion

for the whole trip. This was appealing to guests as they did not have to

worry about budget, dollar conversion, what they were going to eat

and entertainment. The most appealing thing was that people could

have a vacation as a family and did not have to worry about if their

children would see anything inappropriate or what they were going to

do with the children to keep them entertained.

At FLAVOR we make dreams come true for every member of the

family. We offer fun-filled fantasylands for kids to world-class luxury

and amenities for adults, all in gorgeous tropical settings. Why wait,

“Come Savor the Flavor”

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http://www.beaches.com/general/kids.cfm


IT’S ALL ABOUT THE FLAVOR

Target Markets - Consumer:Vacationing Families

Family Reunions

New visitors traveling to the region

Returning visitors to the region

Middle and upper-income bracket

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Locals

Company sponsored getaways

STRATEGIC VISION

“To be the preferred and most sought after hotel and resort for world

travelers to the Caribbean.”

We will achieve our vision, and also:

- Create a culture of Pride- Strengthen the loyalty of our guests and community

MISSIONTo provide quality hospitality services to our guests, by thoroughly

understanding their needs and surpassing their expectations by

delivering personal and intuitive services in a comprehensive and cost

competitive manner.

In addition we will strive to become and maintain the position as the

primary vacation destination of world travelers, while maintaining a

competitive edge over all competitors.

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CORE VALUES

F – FunL - LoveAV - AdventureO - OutgoingR – Respect

OUR CULTURE

You'll find we have a very hospitable environment, from the design of

the property to the attitude of the FLAVOR team members who greet

you upon your arrivalWe try to provide a warm, home-style setting so

our guests can feel a real sense of belonging from day one. FLAVOR

Resorts are made up of “families” where everyone is always willing to

assist and encourage each other.

OBJECTIVES

Our primary objectives include

- Delivering a satisfying and sustainable destination experience

for all our guests

- Improving service levels which results in repeat visitors

- To provide a high standard of service at all our resorts

- Offering a product that will appeal to a wide cross section of

foreigners/tourists as well as Caribbean nationals.

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FLAVOR KEYS TO SUCCESS

An intricately designed property

Frequent Guest Award Program

Controlled overhead and operational costs

Regular and ongoing guest feedback

Latest technology/software capacity

High quality/Ongoing entertainment

Unique, timeless and comfortable environment

Dedicated management and associate support staff

CORE GENERAL STRATEGIES

Differentiation Strategies-we offer a broader selection of

packages, specials and upgrades:

• customers are able to choose and/or create their own

package which will be priced accordingly

• room/suite upgrades if book on website

• seasonal specials

• weekend specials

• family specials (3 or more kids gets an additional discount

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Branding – to offer a product that made every guest feel special

through it’s:

Room Ambience, Amenities, Food and Beverage, overall Service

Offer affordable bundled packages

Targeted group- families

Having a solid management team

Advertising

• through local adventures

• Placing ads in travel guides and magazines

• word of mouth (most effective and low cost).

• easy to navigate website

• Search Engine Marketing:Organic/Natural ListingsPaid InclusionKeyword Marketing (Pay-per-click marketing - PPC)Local Search Marketing

• Email Marketing:Email Capture StrategyEmail Marketing to Own opt-in listTravel agent email marketingMeeting planner email marketingEmail sponsorships on email newsletters to important customer segments (e.g. spa, wedding, honeymoon, meetings, golf, lifestyles, etc)

• Link Popularity:Link Creation StrategiesLink Popularity Strategy

• Online Sponsorships:Destination sitesCustomer segment affinity sitesTravel and hotel directoriesEmail sponsorshipsLifestyle activity sites

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Value chain strategy

• creating networks with global travel agencies

• create a partnership with national airlines (Air Jamaica in

Jamaica) where possible and general airlines in other

instances such as Spirit Airlines, American Airlines and

Virgin Airlines who have just taken on a project to operate

in the Caribbean.

• partner with shuttle drivers,

• set up offices at airports and hotels

Strategic promotions to attract tourists as soon as they enter the

area

Reduction of expenses in relation to operation and management

earnings.

Differentiated pricing strategy.

Partnered with organized associations and re-seller networks in

order to increase repeat bookings

Acquisitions – we have acquired some small eco tourism entities

and have managed to retain experienced managers locally and

from overseas.

Membership programs - receive special discounts and incentive

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GENERAL STRATEGY & IMPLEMENTATION

Positioning

FLAVOR Hotel & Resort will be positioned as an all-inclusive family

oriented, nature-filled, unique atmosphere hotel and resort with a flair

for service that fits into any "getaway" market niche. A full range of

services will be offered (shopping, taxis, area attractions etc.) and will

be made available to suit the needs of the particular guest.

Distribution

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Unlike products that are produced, then distributed, and sold, hotel

services are produced and consumed simultaneously in a real-time

environment. Thus, distribution issues center on making the services

available in a convenient manner to the greatest number of potential

guests. FLAVOR will maintain a front office staff member throughout

the night so guests are able to get answers to any question or service

when they need it. Potential guests can also contact FLAVOR via a web

based customer service facility available Monday – Friday 8 am to 8 pm

or via mail, telephone, fax, and/or e-mail.

Pricing Strategy

Packages have been developed. The package pricing takes into

account seasonal rates that are common in the area. Depending on the

amount of family members, pricing can be discounted depending upon

the number of rooms reserved. (See Appendix B for Price package)

Promotion Strategy

Promotion strategies will vary depending on the target market

segments. Given the importance of word-of-mouth referrals among all

market segments when choosing a hotel our efforts are designed and

will be concentrated on creating awareness and build referrals. A cost-

effective campaign will also focus on direct marketing, publicity, our

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frequent guest reward program, and advertising. We will do our own

advertising but will also partner with the local Tourist Boards.

Guest Reward Programs

For present guests: "Stay 6 nights and get the seventh night for free"

promotion. Also, as a means of building business by word-of-mouth,

present guests will be encouraged and rewarded for referring future

guests. This will be accomplished by offering a small "rebate" (5% or

10% rebate on first night stay) to current customers who successfully

refer a new guest.

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MARKETING

Vision

To build sustainable brand strategies and customized marketing

programs that are strategic, creatively distinctive and seamlessly

integrated with the general objectives of FLAVOR.

Mission

To develop and execute marketing strategies that will attract and

retain clients on a large scale and build the FLAVOR brand worldwide

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MARKET ANALYSIS

FLAVOR Hotel & Resort like all businesses, is affected by forces and

trends in the market environment, which include economic,

geographical, competitive, legal/political, and technical factors.

Economic Environment

Positive forces include the general ready reception of the government and private sector to investors in the hotel industry. Bahamas’ prosperous economy that is currently in place, full employment, rising wages, and low inflation, as well as Jamaica’s current hunger to attract tourism entities augurs well for FLAVOR.

Geographical/Competitive Environment

Located in a scenic area on both islands, just a few miles from major towns and shopping areas, the FLAVOR resorts offer access to several golf courses, water recreation activities, numerous dining establishments, various retail and specialty shops, art galleries, theatre entertainment venues, and the beauty and serenity of each island.

FLAVOR Hotel & Resort shall fill a niche not presently available, namely a moderately priced (under $130 per night), resort-type establishment. Our simple yet classic Tuscan style surroundings will attract and retain guests who appreciate such refined environments.

Legal/Political Environment

As faced by all businesses, the proper insurance needs shall be met and all operations and policy manuals shall be reviewed by appropriate legal experts. The facility will obtain all the necessary building permits prior to construction.

Technology Environment

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Computer programs greatly simplify the financial recordkeeping for today's businesses. By utilizing the existing software packages available in the hotel industry, including: room and facility management database, controlled bar and inventory measuring systems, and room key cards that allow patrons to charge directly to their room account, this technology shall assist management in controlling costs, reducing cash management, and maximizing revenue. FLAVOR is keen on attracting the resources necessary to train and operate the system in order to generate the reports and manage the inventory.

COMPETITIVE ENVIRONMENT

A listing of the hotel, motel and resort properties in Nassau, Bahamas and along Jamaica’s north coast is as follows.

JAMAICA – OCHO RIOS

Couples Tower Isle – (US$550 per night per couple)

Sans Souci Resort and Spa – (US$750 per night per couple)

Enchanted Garden Hotel – (US99 per night)Sunset Jamaica Grande – (US$300 per night)Turtle Beach TowersShaw Park Beach HotelSandals Ocho RiosBeaches BoscobelJamaica InnCrane Ridge ResortBreezes Runaway BayRiu Ocho Rios

NASSAU, BAHAMASWyndham Nassu resort – (US$171 per night)Sheraton Cable Beach ResortComfort Suites Paradise Island (US$270 per night)Atlantis Royal Tower Paradise Island – (US$400 per night)Riu Paradise Island

Hotel and motel properties in adjacent communities are not listed, however, they do advertise in the Yellow Pages.

FLAVOR Hotel & Resort will also attempt to tap into a segment in the lodging market; that offers extended stay packages geared towards business travels and retirees. This package will allow a specific target

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market to lease designated flats on property for an extended period of time. This would mean that in the vent of a slow tourist season FLAVOR would still benefit, as income will be earned from rental and lease agreements.

MARKETING STRATEGY – A CLOSER LOOK

The marketing strategy is subject to change based on guest feedback and surveys results in specific areas.

FLAVOR packages will be sent to potential guests introducing the

FLAVOR Hotel & Resort as a worthy candidate for potential

vacations. These packages will emphasize the importance of having

a good time in secure, beautiful and comfortable surroundings, will

provide information on our services, and describe what sets us apart

from other resorts. The initial mailing will contain a promotional offer:

the opportunity to receive a 10% discount on any package chosen.

The cycle would repeat with new target markets and select businesses

and would continue through the first year. After that, additional

mailings would be conducted, as needed, based upon occupancy goals.

FLAVOR Hotel & Resort will also develop a one-page newsletter to be

mailed quarterly to past guests who have indicated that they wish to

receive information . The newsletter will be used to update guests on

hotel developments, but also serves as a reminder of what sets

FLAVOR Hotel apart. The newsletter will be produced on recycled paper

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(in an effort to support the Caribbean’s ‘greening’ initiative) and for the

cost of paper and a stamp for each newsletter mailed 20cents will be

donated to local schools for books and computer purchase. This will

create a lot of goodwill among guests and business prospects.

Publicity and Public Relations

Ever so often a news release will be sent to area newspapers and

magazines that we advertise in announcing any promotions we will

have, special activities eg. guest performer (Miley Cyrus& Cheetah

girls for the children or local and international performers for the

adults) In house talent searches will be conducted to secure a five

nights all expense paid package for the winner.

All members of the FLAVOR management team will join the local

Chamber of Commerce, Kiwanis groups, serve on boards as a means of

networking in the community. The management team will also make

themselves available for speaking engagements at community or civic

organizations as a low-cost way of increasing awareness and building

goodwill in the community.

Advertising

Advertising is utilized primarily to attract new guests and serves to

build awareness and name recognition of the hotel in general.

Advertising in target market area newspapers and magazines will give

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FLAVOR Hotel & Resort the name recognition it is trying to get. Based

on the increased technological developments globally, FLAVOR will

commit to an advertising campaigning that will utilize alternative

means of advertising including email marketing, online sponsorship,

and link popularity. We will also place full page and quarter page ads in

local newspapers and magazines as well as international travel

magazines via our Marketing office.

Yellow Pages and local telephone books — research indicated that new

visitors or people who don't have many personal acquaintances to ask

about hotel and lounge services will look to the Yellow Pages or local

phone book to establish a list of potential hotel services to call. An ad

can create awareness and attract the desired target client, above and

beyond the ability of a simple listing. FLAVOR will have a toll-free 1-800

number for guest to call.

FLAVOR will also run ads on international and local television

networks..

Strategy and Quest for Competitive Advantage

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The Flavor Hotel and Resort strive to be the industry leader of family

oriented vacation in the Caribbean. This they decided to do by

outcompeting rivals base on such differentiation features as higher

quality, wider product selection, value added service, more attractive

styling, superior customer service and value for the money

A review of competitors' marketing strategies reveals SuperClubs is

our major competitor. FLAVOR Hotel & Resort believes we can hold and

maintain a strong market position. As we know hotel is a referral-

driven business and as such new business can be obtained by

encouraging and rewarding present guests to refer future guests.

Networking within business and civic groups is important; even if the

business results are not immediately felt, it is an excellent public

relations opportunity. Live piano, or jazz style trio, on the weekends

will add excitement to the resort and draw community residents and

guests from other properties.

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HUMANRESOURCE

Mission

FLAVOR Hotel & Resort Human Resource Department (HR) mission is to recruit retain and develop the very best hotel management,

administrative and support staff to support its strategy.

Vision

To value and recognize the diversity of the hotel staff and to attract a more diverse employee in

tune with the local demographic

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FLAVOR Hotel & Resort overriding challenge is to maintain its position

among the best hotels in the Caribbean. The hotel recognizes that

although administrative staffs are key to developing, implementing

and maintaining its overall strategic aims, support staff provides the

support structure, which ensures that the administrative staff can

accomplish its goals. Therefore the hotel strategy is in place to

reinforce the contribution made by all employees.

Human Resource Strategies:

Recruit and retain hotel management and high quality support

staff.

reward staff appropriately and selectively to aid recruitment and

retention

Ensure that rewards packages are competitive and successful in

recruiting and retaining nationally recognized staff and those with

significant potential

Extend areas of training to improve and enhance the career

planning for Hotel Support staff.

Recruit from the local populace.

Pursue a more flexible approach to the use of non-pay benefits

(part-time, hotel perks)

attain, and maintain 6 Sigma performance levels for all employees

Tuition Reimbursement

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Accommodate all applicants regardless of disability.

undertake a long-term alliance with the local community hospitality

schools

IMPLEMENTATION OF STRATEGIES

Recruitment and Retention

The recruitment and retention of experienced hotel management

staff, and support staff is paramount in our ability to ensuring that

prospective customers choose our facility. It is also of vital importance

that every effort is made to recruit and retain the most qualified and

motivated support staff to ensure that our management is able to

create and maintain a facility our guest choose first above all others.

FLAVOR Hotel & Resort recognizes the importance of a workforce that

mirrors the demographics of the community, considering only factors

that relate to an individual’s ability to best support our strategic vision.

It is recognized that high quality employees are in great demand, and

that employee turnover is inevitable, and the importance of both

retaining qualified employees and responding quickly to employees

that seek employment elsewhere. The hotel has policies in place to

recognize and reward employees to help with recruitment and ensure

retention.

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For management and support staff the hotel understands that it

operates in an international market, and must therefore compete with

hotels in all parts of Caribbean and other world-wide vacation

destinations, in total a highly competitive market. With the number of

hotels in the area it can be difficult to recruit highly qualified

management staff and support and as such understands the

importance of recruiting world-wide for personnel to ensure a best fit.

However FLAVOR Hotel & Resort will always try and recruit locals first

and foremost.

Reward and Recognition

The management will constantly monitor employee response to

reward and recognition programs; rapidly respond and modify

programs to ensure high employee retention. Implement policies to

help ensure employees are appropriately rewarded are further

expanded upon in the section on rewards and recognition. FLAVOR

Hotel & Resort will put in place mechanisms to reward management

and support staff. This will be done through an annual promotions

review for all management and administrative staff and a quarterly

review for support staffs and incentive awarded as merited in order to

help ensure employee retainability.

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All staff will be treated equally based on gender. Promotion is

solely based on merit, weighted factors including only those based on

performance levels without compromising ethical and moral standards.

For support staff the hotel aims to reward outstanding performance

and when staff has taken on additional duties.

Training

Flavor hotel understands that poor performance can impact not only

organizational performance, but that of morale and retention for

associated employees. It recognizes the importance of identifying and

eliminating all levels of poor performance at the earliest opportunity.

With this in mind FLAVOR Hotel & Resort is committed to eliminate any

and all poor performance by doing on-going training. It is committed

to identifying and educating all employees to the benefits, both

personal and organizational that will be realized through maintaining

high performance standards. The hotel has an employee appraisal

system in place to ensure that all employees are always made aware

of there performance levels, and what actions are needed to improve

the sub-standard performance. Appraisals are linked to both

advancement and rewards and incentives.

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INFORMATION TECHNOLOGY

MissionTo provide the finest and latest quality technological services to our

guests in a comprehensive and cost competitive manner.

VisionInformation Technology will enable FLAVOR Hotel & Resort to deliver customer-centered, cost-effective, quality programs to the Caribbean

growing tourism industry.

Information Technology Strategy

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Computer programs make things easier today for financial

recordkeeping. FLAVOR Hotel & Resort will need to track its expenses

closely by utilizing existing software programs available in the hotel

industry that includes the following: room and facility management

database, controlled bar and inventory measuring systems, and room

key cards that allow patrons to charge directly to their room account.

This technology will help management to control costs, reduce cash

management, and maximizing revenue. FLAVOR Hotel & Resort will

obtain the resources necessary to train and operate the system in

order to generate the reports and manage the inventory.

IT Strategic Objectives:

Enhanced customer-centered access channels to FLAVOR Hotel &

Resort information and services

Secure & responsible information management in accordance with

legislative requirements

Greater integration of information and services within the area and

other jurisdictions

Capturing and reporting on key performance indicators

Reduction and/or containment of unit cost increases

Maximizing the effectiveness of resources through the use of

technology

Managing growth and maintaining flexibility

Delivering secure timely, efficient and reliable technology services

Improving the Hotel’s services in a fiscally prudent way

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Creating benchmarks for measuring success

The Purpose of IT Strategy

The idea of the Information Technology strategy is to plan an effective

roadmap for the deployment of Information Technology for the FLAVOR

Hotel & Resort in the Caribbean. In developing this roadmap, the

strategy is aligned with the goals of the hotel and strategic directions

are instituted in support of achieving these goals. The strategy also

defines the directions through a set of programs, projects and

activities, once implemented will aid various departments in meeting

their goals and objectives. The IT Strategy is about making choices in

relation to costs and benefits. The IT Strategy involves the strategic

investment decisions in information technology within the limits of the

fiscal realities of operating the hotel.

The IT Strategy described will highlight IT goals, vision, objectives

along with the strengths and weaknesses of the FLAVOR Hotel & Resort

in the Caribbean. Specific needs of the various departments will be

identified in the information technology area. The main function of the

IT Strategy is to leverage the resources of the organization to achieve

the programs and projects identified. The strategy will also involve the

implementation of an effective IT service delivery model that ensures

that the resources of the ITS Branch together with the talents of the

functional people in the various departments are optimized through

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the definition of roles, responsibilities, project ownership, and decision

making. Finally, the IT Strategy will anticipate the technological

changes that can be used for keeping the hotel competitive and

profitable.

Principles

A successful IT Strategy starts with a set of Guiding Principles, which are

consistent and extend beyond the scope of the strategic plan. The following

principles were created to direct the IT service delivery and IT investment

decisions for FLAVOR Hotel & Resort.

1. Service to Citizens/Customer Service

Designing and providing services that are customer-focused

Providing services to guests is the primary reason for FLAVOR Hotel &

Resort to exist.

2. Supporting the Principal Needs of the Hotel

The IT support staff and infrastructure will service the delivery and

business needs of the operating departments

Planning, development, implementation, and application support will

be done in cooperation with the business units.

3. Integration of IT Applications at Every Opportunity

Integrating technology, information and data sharing to enabling

business-driven initiatives, reducing long term

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Provide improvements in the quality of services and the accuracy of

information provided by the hotel staff

4. Strategic Investment in IT

Supporting investment decisions with sound business cases

Sustaining and contributing to the optimization of cross-department

interests, and facilitating, promoting, and encouraging reuse of

existing systems and applications.

5. Collaboration and Co-operation

Collaborating with different departments and the information

technology systems branch is an effective way to bring into line

corporate IT perspective and the departmental perspectives.

FLAVOR IMPLEMENTATION STRATEGY

No more "20 questions" at check-in

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New customer relationship management (CRM) tools allow a

hotel to gather guest preference information from various

systems at property level and distribute them throughout the

company. Therefore, the staff at FLAVOR Hotel & Resort will

know what the customers like right away. This is done by

integrating the property level of CRM data with the larger CRM

system held at the headquarters-level for the chain. On the day

of the arrival, the preference data is transferred to the hotel and

generates an activity list to prepare the room for the guests.

TVs that deliver music, movies

FLAVOR Hotel & Resort will have advanced in-room systems not

only allow guests to watch their favorite movies but also to

control in-room music, provide gaming options, display their bill,

and control the thermostat and lights.

Radio Frequency Identification Technology

Offering radio frequency identification provides guests a cashless

payment system that can be used on-property and off-property.

For example, a RFID locator bracelet can be preloaded and used

to pay for food and beverages, especially useful when everyone

is wearing a bathing suit. This technology was used at Wild

Rivers, which resulted in increase spending with the average

family of four spending twice their normal amount on meals.

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Back-Office Systems with Integrating Systems

Through the interchanging or integrating of data, FLAVOR Hotel

& Resort personnel are better able to implement efficient

business processes that rely on the delivery of data between

systems that were previously separated. For example, if you dine

on-property the morning you intend to check out, you can get a

final bill that is inclusive of your full folio of charges—even the

breakfast you had five minutes ago. This eliminated "batching" of

data to be sent to the property management system for posting

to the guest folio. Instead, the interchange of the transaction to

the guest’s folio is now happening at the time they make it.

However this will only apply to additional cost such as internet

and pay per view movies as Flavor is an all-inclusive hotel.

Self-healing hotel technology

Implementing a platform that constantly monitors a hotel's

systems for problems and fixes them before they affect the

whole property. This system controls everything from the use of

operating systems to the handheld devices the company's

employees use. System problems and failures are reported to the

IT help desk as they occur; minimizing the time, it takes to get

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mission-critical systems back online.

FINANCE47


Mission

To set high financial standard for long-term sustainable growth

Vision

To develop, accumulate capital resources and market recognition, in a rapidly evolving and emerging financial market to generate revenue.

Financial Strategies

Strategic/ Financial Goals:

The strategic financial performance goals for named Executive Officers

consist of the company’s critical performance categories – operational

excellence, maximum profitability, brand enhancement and growth.

Financial Plan Assumptions

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All operating costs are based on Flavour’s Hotel, Inc. management research of similar operating companies. incorporated

Automated informational and bar control systems will reduce Flavour Hotel, staff requirements.

Developmental start-up costs are amortized over a five-year period.

Room Occupancy Rate at 57%, and overhead and operations costs are calculated on an annual or costs should rise annually at 2.5% per year.

All revenues are figured to rise annually at five percent. Fixed annual, administrative, and office expenses rise at an annual basis.

Delivered a financial result that exceeds the budget for each quarter.

Ensure adequate liquidity to fund operations at optimal cost, enhance cash management, and maintain a balance between short /long term debts and fixed/variable cost.

Risk Factors

Changes in economic conditions, including the severity and duration of any downturn in the US or global economy.

Traveller’s fear of exposures to contagious diseases. Foreign fluctuations. Domestic and international political conditions. The hotel in seasonal conditions Legal contingencies; Accounting for contingencies requires that

an estimated loss from a loss contingency should be accrued by a charge to income if it is probable that an asset has been impaired or a liability has been incurred and the amount of the loss can be reasonably estimated.

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50


Performance Ratios for periods

Current Ratio

10747.8/2025 11965.1/1520 6818/905 5960/910 5.3 7.9 7.5 6.5

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Shows that the company is liquid and based on that the company is able to pay current liabilities using assets that can be converted to cash in the future.

Working Capital

$8722.8 $10445.1 $5913 $5050

There is cash available to finance inventory expansion, accounts receivable and other based of operation without borrowing or to change the business type.

Leverage Ratio

.16 .14 .15 .13

This indicates the extent to in relations to the amount of borrowed funds use to finance the company’s operations.

Profitability

.5 .6 .4 .3

After tax profit what amount per dollar of returns.

Each subsequent year new objectives will be set for these benchmarks

and actual performance will be measured against them. If actual

performance falls short of objectives, investigation will be made into

the cause, and plans will be adjusted accordingly. In addition, it is

recommended that FLAVOR Hotel & Resort keep track of the source of

all new guests ("Where did you hear of us?") in order to measure the

effectiveness of each type of promotion. Each subsequent year's

budget should adjust spending toward the types of promotion that

reach the most new clients. Customer satisfaction is most directly

reflected in the year-to-year customer retention percentage. All lost

customers should be investigated to find out why they left. A customer

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satisfaction survey will be considered after two to three years in the

business.

FLAVOR Hotel & Resort brand become compelling through delivering

unforgettable experiences time after time. The role of innovation is to

keep our brands fresh, driving repeat business. Successful delivery of

the experience builds loyalty, which, in the end, drives RevPAR growth

ahead of the competition. So, put simply, if we aren’t gaining share,

we’re not doing our jobs. To measure our success, we’ll focus on

RevPAR index by brand. And at the same time, we’ll keep a sharp eye

on the underlying economics for both ourselves and the development

community. This should translate into additional pipeline growth and

increasing returns on invested capital.

FLAVOR Hotel & Resort is an ‘Operationally-Driven’ Hotel. We must

consistently deliver the right brand experience for our guests. And we

can measure our effectiveness at delivering on that brand promise

through tracking our Guest Satisfaction

Scores. But at the same time, we must also manage expenses at our

hotels to improve efficiencies. And because we own hotels, we’re

focused on growing not just the top-line, but also margins.

Chart of Accounts for FLAVOR Hotel & Resort

Room Sales are generated from the rental of overnight guest rooms. It

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is a function of the number of rooms in the property, the days open, the occupancy percentage and the average daily room rate.

Food Sales are generated in hotel restaurants and banquet facilities. They are a function of the number of people served per day and the average food check per person.

Beverage Sales includes wine, liquor and beer sales generated in the lounge, restaurant or banquet facilities.

Other Food & Beverage Sales includes meeting room revenue and miscellaneous income.

Telephone Sales include local and long distance calls made by guests and pay phone commissions.

Minor Department Sales includes gift shop revenue, guest laundry income and recreation fees.

Rentals and Other Income include space rental, concessions, commissions, vending machines and other revenues that are not included in the other departments.

Rooms Department Expense includes payroll for front office manager, desk clerk, head housekeeper, room inspector, room cleaner, house person, laundry worker, reservationist and bellperson. Other expenses include travel agent commissions, cleaning supplies, laundry supplies, guest supplies, reservation fees, uniforms and other expenses related to guest room usage.

Food and Beverage Department Expense include food and beverage purchases, payroll for the food and beverage director, restaurant manager, host, servers, bus person, cook, dishwasher, bartender, and banquet server, and other expenses such as china, linen, laundry, entertainment, and supplies.

Telephone Department Expense includes the cost of calls made by guests and charged to the hotels telephone.

Other Departments Expense includes cost of sales (typically gift shop and vending goods) and other expenses related to the minor departments, rentals and other income.

Administrative & General Expense includes payroll for the general manager, secretary, controller, night auditor, and security person.

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Other expenses include credit card commissions, liability insurance, postage, office supplies, dues and subscriptions and other administrative expenses.

Marketing Expense includes payroll for the marketing director and sales person. Other expenses include advertising, merchandising costs, and sales office expenses.

Energy Expense includes electricity, gas, water and sewer services.

Property Operations and Maintenance Expense includes payroll for the chief engineer, general maintenance and grounds person. Other expenses include supplies, materials and contracted work.

Management Fees includes the fees paid to a management company for operating the property.

Property Taxes include both the real property and personal property taxes.

Insurance Expense includes the cost of insuring against damage or destruction to the building and its contents.

Rent Expense is the amount paid for leasing or renting land, buildings, furnishings, fixtures or equipment.

Interest Expense is the periodic charge for the use of funds loaned by a bank or other lender.

Depreciation/Amortization Expense is a measure of the loss of value of business assets during a period. It is an accounting measure and may not correspond to the market value of the assets.

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The FLAVOR Hotel & Resort will benefit from the:

“The Hotels Incentives Act” which is only applicable to Jamaica

Under the Hotels Incentives Act, any company which is recognized as

owner, tenant and operator is entitled to benefits. The Government of

Jamaica has instituted an attractions incentive to stimulate growth in

the attractions industry. Benefits under the regulation include the

importation of specific items free of general consumption tax and

customs duty for five years and a five-year exemption from corporate

taxes for investors

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For the purposes of the Hotels Incentives Act:

Under the Hotels Incentives Act, ten (10) years relief from income tax

and import duty is available to:-

a. New hotels

b. Existing hotels adding a minimum of ten (10) rooms or thirty

percent (30%) of the existing number of rooms (whichever is

greater).

c. Existing hotels which have done or intend to do substantial

structural alteration.

SWOT Analysis

In 2005, Caribbean hotels averaged $111,414 per available room (PAR)

and $25,541 PAR in profits with a net result of 22.9 percent profit

margin. These observations come from the recently released 2006

edition of Caribbean Trends in the Hotel Industry published by PKF

Hospitality Research (PKF-HR), an affiliate of PKF Consulting.

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Strengths

PKF Hospitality Research finds that Caribbean hotels continue

to be profitable for owners and operators due to increasing

rates of travel to the region

Strong well-developed and proven differentiation strategy

Strong branding focus

Solid, cohesive management team

Strong value chain strategy, with solid well-placed alliances

As a smaller chain, customer service is still our main concern

Over a three-year period, from 2003 through 2005, the

number of visitors to the Caribbean has grown by a total of 19

percent.

The region has benefited from an increasingly competitive

airline market, as well as increased airlift to and from both

traditional and emerging destinations

Weaknesses

Unique Operating Environment - Caribbean islands are small,

under-developed, and typically lack a variety of natural

58


resources. This limits the availability of goods and services

needed to operate extensive, high-end resorts, which results in a

need to rely heavily on imports. In turn, this increases the

operating expenses for the food and beverage, maintenance,

and utilities departments.

Labor Costs - There is an abundance of low-wage labor available

on larger islands, but on several smaller islands, where labor can

be difficult to find due to the higher cost of housing and living,

hotel managers are discovering that they have less control over

these expenses.

Utility Costs - The recent jump in energy costs is potentially

damaging to the entire chain of Caribbean tourism. Utility costs

are already higher than that of alternative destinations, in the

US, Europe and Asia.

Minimal experience operating outside of North America

According to Scott Smith, vice president in the Atlanta office of PKF

Consulting we are now “…in a new era of Caribbean tourism, the bar

has been raised again, with demands for even higher standards of

leisure and luxury,” “Many Baby Boomers, who currently make up a

significant portion of the Caribbean tourism market, are craving unique

opportunities for soft-adventure and education that many resorts have

begun to offer. He states that these activities have presented hotels

with opportunities to create new streams of revenue.

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Opportunities

Beneficial tax incentive laws (The Hotel’s Incentives Act)

The increasing value of the Euro will leave Europeans a greater

proportion of their income for discretionary purposes, coupled

with the devaluation of the dollar, will result in an increase in

vacations taken in the Western Hemisphere

Property Taxes

At 0.6 percent of total revenue, property taxes and other

municipal charges appear to be low relative to U.S. hotel

operating averages. This low expense ratio exists due to the

unique economic and investment structure of many Caribbean

nations. Many hotels receive government assistance in the form

of reduced, or abated, property taxes while consumers pay

higher hotel and sales taxes.

Threats

The increasing threat of moderate to severe hurricanes

negatively impacting area

The decreasing valuation of the dollar will leave Americans a

lower proportion of income for discretionary purposes, resulting

in fewer Americans taking vacations

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Multiple well-established hotels and hotel chains already in the

area

References Payne, D.K. (2007) Marketing strategies. http://www.hotel-online.com/Trends/Payne/Articles/MarketingStrategy.htmlRetrieved 5/20/2008

Bill R, Marvin, K. (YEAR). <name of paper/article>>. Tourism Research and Resource Center, University of Wisconsin-

Cooperative Extension.

Smith, S. (2006). Spurred by a Strong U.S. Economy, Caribbean Hotels Profitable In 2005. PKF Hospitality Research. Atlanta, GA.

Retrieved 5/4/2008

ASSOCIATION OF CARIBBEAN STATES Tourism Statistics: 1995 – 2002 . Upated November 2003.www.acs-aec.org/Documents/Tourism/projects/ACS_ST_000/Tourism_Stats0603.pdf Retrieved 5/4/2008

Human Resource Strategy, London School of Economics and Political Science, taken from http://www.lse.ac.uk/collections/humanResources/pdf/strategySummary.pdf on 3 Jun 2008

Job Descriptions, taken from http://www.gojobs.com/seeker/ on 2 June 2008Job Descriptions, taken from http://www.hcareers.com/seeker/search on 2 Jun 2008Job Descriptions, taken from http://www.hideawaypizza.com/job_descriptions/ l on May

27 2008Job Descriptions, taken from http://jobs.hospitalityonline.com/ on 27 May 2008Job Descriptions, taken from http://www.job.com/my.job/search/ on 2 June 2008

Minimum Wage Increase, 23 Jan 2008, taken from http://www.jamaicagleaner.com/gleaner/20080123/lead/lead2.html on 27 May 2008

61

http://www.jamaicagleaner.com/gleaner/20080123/lead/lead2.html

http://www.job.com/my.job/search/page=jobview/pt=2/key=24222639/jsOn=1

http://www.hideawaypizza.com/job_descriptions/dishwasher.html%20May%2027%202008

http://www.hideawaypizza.com/job_descriptions/dishwasher.html%20May%2027%202008

http://www.hcareers.com/seeker/search/view?jobAdId=4EB512E9ACF3E791&type=partner&source=indeed

http://www.gojobs.com/seeker/jobdetail.asp?jobnum=6067608&jbid=1625

http://www.lse.ac.uk/collections/humanResources/pdf/strategySummary.pdf

http://www.lse.ac.uk/collections/humanResources/pdf/strategySummary.pdf

http://www.hotel-online.com/Trends/Payne/Articles/MarketingStrategy.html


Monthly Statistical Report January 2008 Vol xviii No 1 compiled by the Jamaica Tourist Board – Jamaica Information Servicewww.jis.gov.jm. Retrieved 5/30/2008

www.hilton.com

www.superclubs.coAPPENDIX A

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APPENDIX B

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Pricing Strategy

Rooms per night fees have been developed. The fee schedule takes into account seasonal rates that are common in the area. For businesses and other large group functions, pricing can be discounted depending upon the number of rooms reserved.

Example fees:

Room FeesWinter Rates (November through April):

Regular Rooms $109.00Suites $149.00

Summer Rates (May through October):Regular Rooms $129.00

Suites $179.00(Includes Continental Breakfast, use of indoor and outdoor pools, and exercise

equipment room.)Fax Service (per page, outgoing) $5.75

Telephone Rates (set at going company rate)Hotel Safe Storage Fee (per day) $20.00

Liquor and Drink Fees(Sandwiches include fries, onion rings or

chips.)

"Top Shelf" Brands $4.75 - $7.50

Specialty Drinks $4.50 - $5.75

Well Drinks $4.25Import Beers & Wine $3.75

Domestic Beers $3.25Draft Beer $2.75

Juices, Bottled Water, and Soft Drinks $2.50Grill Menu

Rib-Eye Steak Sandwich $7.99Chicken Breast Sandwich $5.99Hamburger (1/4 pound) $5.99Fried Cod Fish Sandwich $5.99

Salads $4.99 - $8.99

Chicken Tenders $4.99 - $6.99

Cheese Sticks (with sauce) $4.99

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Liquor and Drink FeesFrozen Pizza $6.99 -

$8.99

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