rsds business development plan 2012

8/13/2019 Rsds Business Development Plan 2012

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RED SEA DIVING SAFARI 2012A Global Movement

www.redsea-divingsafari.org

MARSA SHAGRAMARSA NAKARIWADI LAHAMI


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RED SEA DIVING SAFARI 2012

A Global Movement

RSDS is at a critical stage of evolution andself-discovery in a time of major globalchanges.At present, RSDS is a powerful and growingbrand that is also evolving into an interna-tional movement. Even more inspiring isthat we are living in a time of global activism

and heightened environmental awareness,with the power and the platform to bringabout real change on a global scale.We are forging a new and monumental lega-cy for RSDS that is just within our grasp.

Your creativity - the passion and devotion ofour team members is what is ultimately go-

ing to bring this all to life.


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RED SEA DIVING SAFARI 2012The Eco-diving Adventure

Our credibility as an alternative news source (hundreds of hits on our news stories) and ourcommitted international press af liates

The global momentum (the cause we have been ghting for over 20 years) has now reachedthe mainstream

Consider that all the top agencies in UK (largest diving market in the world aside from USA)are literally pleading us to begin working with them

These are all clear indicators that we have breached the marketingphase and are well into a branding campaign. We are now creatingmeaning systems for people, a cause to believe in, which is the veryessence of branding.


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Leaders of Innovation

There are so many reasons why RSDS is strate-gically positioned to consolidate in the southern

Red Sea, and become the dominating destina-tion for various market segments (health and wellbeing tourism, nature based tourism) in the RedSea. Furthermore, we are positioned to becomethe leading voice of this emerging diving/environ-mental movement that spans the globe.


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Not many of our competitors have the ca-pacity or the innovative team that can keepup with our competitive edge or the paceof change acceleration that will continue.From overall tourist perceptions about en-vironmental issues, to the way we interactwith our guests through new viral medians;we are ahead of this game in every aspect.

This sort of model can only happen with avery speci c market segment (serious div -ers and environmental activists), which isa guest database we have been carefullybuilding for the last 20 years.

Our neighboring competitors, working

with their current client base, could neverachieve the guest devotion our clients feelfor the RSDS brand. This type of intimaterelationship with the guest is an art formand science that multi-national companiespay hundreds of thousands of Euros for.


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RED SEA DIVING SAFARI 2012General Operation (Nuny - Ra k)

An exclusive, engaging, and guest ori-

ented experience from the moment youbook your reservation, to the momentyou depart our village is the hallmark weare aiming for.

To achieve this we need investment in infra-

structure, training, and staff development Investment in building the Nano concept(can generate more money)

Guest relations development and integra-tion with operational needs (of ce near thereception, S.O.P., etc.)

Preparing for the market diversi cationplan internally (outlets, activities, services)

Investing in bringing Nakari and Lahami upto Shagra standard

Our reputation with our suppliers, small in-dustry word gets around quick

Staff turn-over Administrative work for the operation


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We need a multilingual reservation team that can up-sell and enforce ourbranding campaign

Our reservation department needs to become more familiar with our desti-nation/product ( general training) and integrate closer with sales/marketing

Training with the new MY Fidelio system

RED SEA DIVING SAFARI 2012Reservation Department


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RED SEA DIVING SAFARI 2012Obstacles

We have some major obstacles to overcome and the most important element right now is that ouremployees are recognized for our collective achievement, our team work, and our work caliber. Asecond major issue is a cash ow problem that has been on-going many years now.We are at a critical stage of our companys evolution, which requires an impassioned team dedi-cated to our branding campaign and successful growth. The only way we can engender this spiritis by applying a real HR system and department, as well as ensuring that our staff have the rightworking environment and the tools they require to get the job done. Cheks and balances, deci-sions in their best interest.

Lack of cash ow (why does this continue and what solutions are being proposed to x it) Lack of up-front department budgets and department allowance RSDS is lacking an HR department & there must be a separation between HR and Finance Management and department heads must be given full delegative authority. Performance is the only thing

that counts in todays competitive environment and the only way we can gauge performance is allowing a freehand to our management team (empowerment) without any interference

We need individual and collective employee engagement

We are in need of performance management and rewarding our staff accordingly We need dynamic leadership, not management Staff should feel the chance for upward mobility within the company (so the company grows the team grows

with it) We are in need of training, education and change management We are in need of a real IT department (budget, team, structural development)


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www.redsea-divingsafari.org

RED SEA DIVING SAFARI 2012A Global Movement

rsds business development plan 2012

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