Mountain View Grand Resort And Spa: History, Influencers, Conceptualization, Customer Expectations, And Emerging Trends In Tourism

Question:

• This group assessment has been prescribed to appraise your ability to academically research and discuss the resort and spa industry and its impact on the environment.
  
  • This assessment has also been set to provide the opportunity for you to work as a group in researching your choice of resort and spa. You are expected not just to look at how this venue is managed, but also its relationship to its environment and the persective its customers have of their interactions with the venue. You will also be asked to consider whether or not this venue is considering recent trends in the resort and spa sector and how they might utilise knowledge of these trends to improve their customer offering.
  
  • Successful completion of this assessment will help to prepare you to assess the management of resorts and spas and how well they match the environment in which they operate. It will also help you to maintain currency in the increasingly changing resort and spa industry.

SLO a) Examine the history and development of the resorts and spa sector and its impact on the general economy of the host location.

SLO b) Appraise the internal and external influencers in the resort planning process.

SLO c) Evaluate the paradigms of contemporary resort and spa facility conceptualisation.

SLO d) Analyse customer expectations in relation to the nature of the resort and spa experience.

SLO e) Critically analyse emerging trends in tourism and their influence on the resort and spa sector.

Examine the history and development of the resorts and spa sector and its impact on the general economy of the host location.

Mountain View Grand resort and spa is located at the center of New Hampshire’s the White Mountains in America. Mountain View Grand resort and spa is a destination situated close to other attractions which allow guests to have fun and attain experiences that delight them (Mill, 2007). Other attractions include parks and New Hampshire settlements which are found at the corner of Mountain Grand View resort and spa ("Mountain View Grand Resort | White Mountain NH Hotels," n.d.). The customer experiences and resources keep visitors motivated to visit the resort and spa as they receive personalized services, elegant services, as well as prestigious comfort.

The history and development of Mountain View Grand resort and spa uncover that it is among the Historic Hotels of America. This organization was opened in 1865 by William and Mary Dodge when tourism was popularized after the civil war. Initially, the facility was designed to accommodate 100 visitors, and later, it was enlarged to accommodate 200 visitors in 1911 and 1912. This facility continued to develop with time and the capacity increased to 300 beds and 450 seats in the dining. Also, conference and sports amenities were added and the real estate was extended to about 1200 ha. The facility was owned by the family until 1979, where it was later sold. This facility is also claimed as the oldest resort in the United States. Mountain View Grand resort has a great impact on the economy of the nation as well as the region where it is located directly and indirectly. Starting with the direct impact, this property has facilitated the growth of major industries (Sandoval-Strausz, 2007). The indirect impact is that this facility supports employment and expenditure in the nation. Customers can purchase goods and services from this organization and guests from other countries bring foreign exchange.

 The Mountain View Grand resort and spa planning process uncovers significant internal and external influences attained. To start with the internal influences, the resort and spa offer a serene atmosphere and surrounding that facilitate comfort to the guests. The guests are fascinated by healthful relaxation, sleeping accommodation, healthy food, recreational facilities, as well as fitness facilities. Basically, the activities and services in the resort are designed to draw a large number of visitors. For this reason, the visitors are encouraged to stay longer and the organization acquires profits as well as attains financial feasibility (Brady & Cronin Jr, 2011). On the other hand, the planning process of the resort and spa determines external influences in terms of social impact and the environment in the society. For instance, community relationships are intended to offer security to the visitors. Also, the social impact and environmental impacts must be examined to make the resort economically stable (Erfurt-Cooper & Cooper, 2009). The local community must be engaged in the development of any resort planning process as it must as well benefit the residents. Therefore, Mountain View Grand resort and spa facilitates the development of infrastructure and other commercial activities that benefit the society.

Appraise the internal and external influencers in the resort planning process.

In evaluating the paradigms of contemporary Mountain View Grand resort and spa facility conceptualization, it is evident that it affords spectacular views due to its location. It exists at New Hampshire landscape which appears vibrant and it is near the White Mountains. This destination is marked as historic and also offers impeccable services and other luxurious facilities (Cheung, 2012). The facility is designed with spacious rooms for weddings and meetings which are significant in the paradigm. Also, it is popular as it has the oldest elevator in the region. In addition, this resort features an active farm where goats, sheep, Angora rabbits, and chickens are reared. Moreover, historic tours are offered in this resort on daily basis as well as children’s recreational activities (Brackett & Carr II 2015). Generally, contemporary amenities and services in the resort include tennis, golf, axe throwing, swimming, and evening campfires which sparks most of the guests.

Customer expectations in relation to the nature of Mountain View Grand resort and spa experience are important as they determine the productivity of the business. This facility offers quality services that are tailored to meet their needs as well as requirements (Alén, Fraiz & Rufín, 2016). Mountain View Grand resort and spa meets the requirements of health and also ensures the environment is safe and secure for the visitors. Furthermore, the shortfalls of the resort are always addressed in time to maximize customer experiences ("Mountain View Grand Resort & Spa, a Historic New Hampshire Resort, Acquired by Great American Life Insurance Company; Stephen Wright Appointed Managing Director / June 2005," n.d.). This facility scores high in terms of customer experiences and service quality as many guests satisfy their needs and requirements.

There are major emerging trends in the tourism sector that impacts the resorts and spas such as Mountain View Grand Resort. For instance, the technological advances have brought significant changes in the tourism industry. For example, website development helps the visitors in both tourism and resort and spa sectors access relevant information before bookings. Mountain View Grand resort and spa guests can also use live chats on the websites for more inquiries to clarify their concerns. Second, transport links are also emerging trends which are noticeable in the tourism industry (Wee, 2017). The transport links also benefit the resort and spa sector as visitors can connect to their destinations without fear. Finally, customization is an emerging trend which allows guests customize their travel experiences in both sectors. Customization allows the service providers to respond in time and meet the visitors’ demands.

Conclusion

To conclude, the Mountain View Grand resort and spa offers exemplary services as well as displays outstanding accommodations which are breathtaking. Since its foundation, this resort and spa have undergone major developments which are uncovered in this paper. Also, this facility has economic impacts as well as internal and external influences as depicted in this paper. It is clear that this facility focuses on meeting customers’ needs and requirements by facilitating outstanding customer experiences.

References

Alén, M., Fraiz, J. A., & Rufín, R. (2016). Analysis of health spa customers expectations and perceptions: The case of Spanish establishments. Tékhne-Revista de Estudos Politécnicos, (5-6), 245-262.

Brackett, L., & Carr II, B. N. (2015). Sustainability marketing: US hotels vs. international hotel chains. World Journal of Entrepreneurship, Management and Sustainable Development, 11(1), 32-36.

Brady, M. K., & Cronin Jr, J. J. (2011). Some new thoughts on conceptualizing perceived service quality: a hierarchical approach. Journal of marketing, 65(3), 34-49.

Cheung, B. C. M. (2012). Study of the Interrelationship of Spa Guests' Motivation, Perceived Service Quality, Value, Satisfaction, and Behavioral Intentions (Doctoral dissertation, Oklahoma State University).

Erfurt-Cooper, P., & Cooper, M. (2009). Health and wellness tourism: Spas and hot springs. Channel view publications.

Mill, R. C. (2007). Resorts: Management and operation. John Wiley & Sons.

Mountain View Grand Resort & Spa, a Historic New Hampshire Resort, Acquired by Great American Life Insurance Company; Stephen Wright Appointed Managing Director / June 2005. (n.d.). Retrieved from https://www.hotel-online.com/News/PR2005_2nd/Jun05_MountainViewResort.html

Mountain View Grand Resort | White Mountain NH Hotels. (n.d.). Retrieved from https://www.mountainviewgrand.com/

Sandoval-Strausz, A. K. (2007). Hotel: an American history. Yale University Press.

Wee, C. (2017). Emerging trends in tourism: opportunities, challenges and implications. Journal of Tourism and Hospitality, 6(6).