Vail Resorts Business and Economics
Order ID 7471590514 Subject Business and Economics Topic Vail Resorts Type Essay Writer level College Style APA Sources / references 5 Language English(U.S.) Description / paper instructions PLEASE NOTE I HAVE DONE A LOT OF THE WORK PLEASE REFERENCE MY PAPER I ONLY NEED STEP 5 THE COMPOSITE ANALYSIS AND THE STRATEGY SELECTION
Step 4: Strategic Role of Corporate Strengths/Weaknesses in the Internal Strategy Analysis
There are three levels of strategy: corporate level strategy, business level strategy and functional level strategy. Corporate level strategies are related to businesses or markets the focal company successfully can compete within. Corporate level strategies affect the entire organization and are formulated by top management using input from middle and lower management. Decision making about corporate level strategies are considered complex, affect the entire company and relate to an organization©s resource capabilities. Corporate level strategies align with an organization©s mission statement and ideally are designed around goals and objectives.
Perform an analysis on:
Corporate-level strategies
Create a partial SWOT table and performs a SW analysis and discuss the strategic inferences/implications (Discuss what strategies would allow the company to capitalize on its major strengths and what strategies would allow the company to improve upon its major weaknesses.)
Create an IFE matrix analysis. Make sure to explain how the matrix was developed and discuss the strategic inferences/implications
Develop a Grand Strategy Matrix. Make sure to explain how the matrix was developed and discuss the strategic inferences/implications at a corporate level and business-unit-level.
Step 5: Strategic Role of Internal Resources/Departments/ProcessesPerform an analysis on:
Business-level strategies
Evaluate the company’s product line, target market
Identify and explain business-level strategies
Functional-level strategies
Assess the company’s organizational structure, the organizational culture, marketing production, operations, finance and accounting, and R&D that can be accomplished by viewing the company’s website, interviews, and surveys.
Explain how these strategies align with the company’s vision and mission statements.
Step 6: Strategic Financial Analysis for the Last Reported Fiscal YearUse the company’s income statement and balance sheet to calculate no less than a total of ten (10) key financial ratios to the business that are relevant to the focal company. There must be a mix of four different key categories inclusive of the leverage, liquidity, profitability, and efficiency ratios so that the ratios do not all come from the same category. The specific ratios selection must come from the following categories.
Leverage Ratios (Long term debt ratio, Total debt ratio, Debt-to-equity ratio, Times interest earned ratio, and Cash coverage ratio).
Liquidity Ratios (Net working capital to total assets ratio, current ratio, quick ratio, and cash ratio)
Efficiency Ratios (Asset turnover ratio, Average collection period, Inventory turnover ratio, and Days sales outstanding)
Profitability Ratios (Net profit margin, Return on assets, and Return on equity)
The selection of the ratios has to be relevant to the focal company so it is important to choose wisely.
Quote industry financial average ratios that correlate to the 10 financial ratios selected for the focal company. You may find the industry averages by going to the library. If you are unable to find on your own, reach out to the librarian as these resources are readily available.
Discuss the corporate financial standing based on a financial ratio analysis. Include whether the company’s financial ratio is a strength, a weakness or a neutral factor.
Note: If copied directly from the Internet, a zero will be assigned. When placing any table or figure in a table, it must be explained in detail.Step 7: Composite Analysis
A composite analysis is one in which you will bring in a combination of relevant factors from the various analyses (EFE Matrix, IFE matrix, CPM matrix, SWOT, Grand Strategy Matrix and QSPM). The QSPM is a tool that helps determine the relative attractiveness of feasible alternative strategies based on the external and internal key success factors.
Develop a Quantitative Strategic Planning Matrix (QSPM) analysis. Make sure to discuss how the matrix was developed and discuss the strategic inferences/implications.
Develop a composite analysis on internal factor strategy analysis based on the qualitative and quantitative analytical outcomes from those steps above.
Step 8: Alternative Strategy GenerationTo generate a pool of strategies, you will look at the organization©s business level strategy, corporate level strategy and global strategy. Using the information and data collected from your research, and the analytical outcomes from (a) external factor analysis in your Project 1 and (b) internal factor analysis in Project 2, you will generate a pool of strategies.
Generate a minimum of three possible alternative strategies for the company.
Identify and discuss cultural and organizational factors that should be considered in analyzing and choosing among the alternative strategies.
Step 9: Strategy PrioritizationPrioritize strategies and explain using the course material to support the reasoning ч Use the tools learned in the course.
Step 10: Strategy SelectionExplain how to select the best strategy or strategies
Recommend the best one or two strategies and long-term objectives among the alternative strategies and explain why these strategies and objectives are best
Identify strategy recommendations using the following format for the formulation of strategies. Make sure you are thorough in your presentation.
View Strategy Content Guidelines.
Goal (The desired outcomes to be achieved)
Objective (Measurable milestone toward accomplishing the Goal)
Strategy (The approach used to achieve the Goal)
Tactic (A specific activity undertaken to implement the Strategy)
Review this resource to differentiate between Strategy Versus Operations and Strategy Versus Tactics
Step 11: Strategy ImplementationRecommend procedures for strategy implementation.
Discuss who, what and how to implement the selected strategy or strategies at the corporate level, business-unit level, and functional level.
Step 11: Strategy EvaluationUse frameworks and tools discussed throughout the course. Support the reasoning and conclusions made.
Discuss procedures for strategy review and evaluation
Discuss the appropriate evaluative measures (including who, what, when and how at the corporate level, business-unit level, and functional level)
Discuss a corrective action plan (including who, what, when and how) at the corporate level, business-unit level, and functional level.)
Step 12: ConclusionCreate a concluding paragraph. The Conclusion is intended to emphasize the purpose/significance of the analysis, emphasize the significance/consequence of findings, and indicate the wider applications that are derived from the main points of the project©s requirements. You will draw conclusions about the findings of the external environment analysis.
Internal Environmental Analysis and Strategy Selection, Implementation and Evaluation
Introduction
This project looked into the internal environment of Vail Resorts and analysis on the options of strategies and the evaluation and implementation of those strategies to take Vail Resorts to the next level to stay competitive in the ski resort industry. Analysis into the Strategic Role of Corporate Strengths/ Weaknesses in the internal Strategy Analysis was made, the role of internal resources, departments, and processes were looked tat, and a strategic financial analysis has been conducted for the last reported fiscal year. Also, a composite analysis has been orchestrated where a Quantitative Strategic Planning Matrix (QSPM) analysis is developed, and the strategic inferences/ implications are discussed. Lastly, options for strategic planning ideas are suggested and how Vail Resorts executives and managers should prioritize their strategies.
Corporate Level Strategies
Vail Resorts managers and executives require corporate-level strategies to position their company in the right direction for continued success in the industry. In this case, Vail Resorts needs defined corporate-level strategies to achieve a specific target needed to reach its goals. These strategies may tend to be long-term, but will also allow for dynamic adjustments if needed, based on uncertainty and ever-changing market conditions within the Ski Resort industry.
Concentration Strategies
For this strategy, Vail would need to concentrate all their efforts primarily on the Ski Resort industry, even though they have many other subsidiaries and could be very successful in those subsidiaries as well. Vail resorts can increase promotion on what they know best through Market Penetration. They can open up to new markets using their best product as in Market Development or come out with guns blazing and create a whole new idea to promote like they would using Product Development.
Market Penetration– This will rely heavily on the Vail Resorts marketing department. To gain or maintain supremacy in the Ski Resort industry, executives and managers at Vail Resorts can strategically plan a way to increase sales through promotion packages and events, discounts for group rates, seasonal specials, or even coupons to gain bigger savings. By doing this, the target strategy does not only increases sales and patronage but also promotes the image and reputation of being the best in the industry.
Market Development– Vail Resorts prides themselves on their ski and snowboarding schools and lessons given to employees and customers. Vail can view this as a great opportunity to expand their reach in educating future enthusiasts and lovers of the sport and pastime. One goal would be to set up ski academies at many of its premier facilities, where individuals will learn on various ski techniques, personal safety and situational awareness at the Advanced, Regular, or Beginning stages. After this course, an individual would receive an official certificate of completion, which could open up doors to future employment, discounts, and various other benefits. This certificate would be equivalent and treated as something like a “Drivers Education” or a “CPR” course to become a lifeguard. Vail Resorts can capitalize on this opportunity and see themselves rising above and expanding beyond their Ski Resorts in the industry.
Product Development– Vail Resorts wants to attract not only skiers but consumers who would love a winter getaway. Vail Resorts managers and executives can expand in this market by offering time shares of its resort rooms and apartments, banquet halls and recreation centers, or even offer winter tour packages for hiking/ snowshoe tours or even snowmobile excursions for those individuals who don’t necessarily ski. This idea would create more options for current and future patrons and reach beyond skiing while still utilizing Vail’s picturesque mountain terrain and resort facilities for other purposes.
Horizontal Integration (Mergers and Acquisitions)
Executives and managers at Vail Resorts have executed this type of strategy for years, which has led the company to lead the industry in size, revenue, and popularity across the nation and into other parts of the world. Vail Resorts has acquired seven companies, including five within five years. Besides marketing, Vail’s acquisitions have had its biggest positive impact on the company’s massive growth. Vail Resorts’ largest acquisition, to this date, was in the year 2019 when it acquired Peak Resorts for $264 million, which spanned in five different US states, and two countries. This form of strategy has benefited the company in the past. However, Vail Resorts are the leading competitor in the market in profits and size, and it wouldn’t benefit Vail significantly to keep acquiring ski resorts. (Vail Resorts Mergers and Acquisitions Summary, n.d.)
Vertical Integration Strategies
This form of strategy may suit Vail Resorts down the road. As cost increase to produce snow from water, it may benefit Vail Resorts to develop a strategy and lay out the framework to manage and operate its own water supply companies. Specifically, Backward Vertical Integration. When a company like Vail Resorts sees an opportunity to capitalize on a chance to manage and control the process to make snow from beginning to end, they can cut down on any red tape or obstacles that may get in the way. Luckily for Vail, in Colorado, there is something called water rights. Which boils down to, first in time, first in line. The difference between who can use water and who can’t is as simple as seniority. (Miller, 2017) Vail Resorts is third in line for those who have the most water rights in the state. Between November and January is when the season requires water for snowmaking. Most of that water supply comes from the Eagle River, and a few reservoirs that play vital roles as the streams flow drop between late summer and late winter. (Miller, 2017)
Diversification Strategies
Vail Resorts is a massive company and spans throughout various states in the United States and even overseas. They also have subsidiaries in Lodging and Real-estate Property Management. Vail Resorts can seize all opportunities to widen the scope of the company across different levels of the market sectors and into new industries outside of Ski Resorts. There are opportunities to venture out into golf course management or even retirement communities. With the aging of the “Baby Boomer” generation, people are at that age today where they are retired and want to take the next step to enjoy the remaining years they have. Executives and managers throughout the Vail Resorts operations can see that there are opportunities to combine the idea of golf courses and retirement communities. With declining snowfall and increases in temperatures during the winter months, Vail Resorts has a golden opportunity to benefit from the diminishing winter weather. Vail Resorts is a large company with much capital to invest, so the sky is the limit for Vail, and they can do this without jeopardizing quality and tarnishing the Vail name nor reputation it so worked hard to become.
Strategies for Getting Smaller
Hard financial times and dictations from falling market shares may drive Vail Resorts to stay the course or take steps to downsize. This strategy for getting smaller does come with some casualties and calls to action in damage control. Vail Resorts may have to restructure or enact retrenchment of the company and its subsidiaries. Employees across the board may be let go or scaled back to accommodate the loss. Vail Resorts and the executives and managers would work hard to minimize the negative impact that some of these situations may cause. Employees may be transferred to other departments or retrained to fill the gaps at the loss of other employees. On a bigger scale, Vail resorts may have to abandon or sell off some of its subsidiaries if the loss is too great. It is important not to be too big to manage, like the megabanks of 2007 and 2008, where they lost control, crashed, and needed to be bailed out by the federal government. Of course, situations like these are unforeseen. However, Vail must realize this is a possibility of happening down the road in the future and must brace themselves when it happens.
Portfolio Planning
Portfolio planning is a strategy that guides executives and managers of Vail Resorts on the day-to-day functions and decisions to make when it comes to investing for the long term. It will give Vail Resorts a clear insight into where to allocate resources or where to balance its subsidiaries. It clarifies whether or not Vail should take heavier risks or expand in other areas. Portfolio planning will answer whether Vail Resorts are doing the right thing, or just doing things right? (What is Project Management?, n.d.)
Strategies need Strategies
In the Ski Resort industry, change happens seldom, but executives and managers alike must realize that surprises do happen, and nothing can be predicted. Sometimes dramatic and other times, this change can be discreet. Strategists know that depending on the incomes of enthusiasts, demand will rise and fall. Vail Resorts executives and managers can choose one or more strategic options that best suits the company to keep Vail in a competitive position. They must know what their capabilities are and what resources are brought to the table. Finding the right strategic style that best suits Vail Resorts for the situation they face is up most important, it’s what has shaped Vail to where it is today and where it will go in the future. (Tillmanns, 2016)
Strategic Financial Analysis for the Last Reported Fiscal Year:
Ratios 2019 Industry Leverage Ratios: Long term debt ratio 0.09 2.35 Debt-to-equity ratio 1.60 0.44 Liquidity ratios: Quick ratio 0.18 0.31 Current ratio 0.44 0.64 Efficiency ratios: Assets turnover ratio 0.51 0.50 Inventory turnover ratio 2.42 4.54 Days sales outstanding 32.46 12.90 Profitability ratios: Net profit margin 14.24 12.85 Return on assets 7.31 4.55 Return on Equity 21.56 47.60 Leverage Ratios is the proportion of debts that a bank has compared to its equity/capital.
- Long term debt ratio has increased from April 2019 to October 2019. Long-term debt is Vail Resorts loans and other liabilities that will not become due within one year of the balance sheet date. The amount that will be due within one year is reported on the balance sheet as a current liability. The long term debt for Vail Resorts Inc. for 2019 is 48,516, and 2018 was 38,455. Vail Resorts’ long term debt ratio for the quarter that ended in Oct. 2019 was. I would consider Vail Resorts’ long term debt ratio neutral.
Long Term Debt Ratio= Long Term Debt/Total Assets
- 48,516/527,940= 0.09%
- The debt-to-equity ratio has increased from April 2019 to October 2019. The debt-to-equity ratio is calculated by dividing total liabilities by its shareholder equity. Debt-to-equity is a financial ratio indicating the relative proportion of shareholders’ equity and debt used to finance a company’s assets. Vail Resorts’ Short-Term Debt & Capital Lease Obligation for the quarter that ended in Oct. 2019 was $64 Mil. Vail Resorts’ current ratio for the quarter that ended in Oct. 2019 was 1.60. I would consider Vail Resorts’ debt-to-equity ratio a weakness.
Debt to Equity Ratio= Total Liabilities/ Stockholders Equity
- 2,699,237/1,726,840= 1.60%
Liquidity Ratios measures if a firm has enough resources to meet its short-term obligations. It compares a firm’s current assets to its current liabilities.
- The quick ratio has decreased from April 2019 to October 2019. Vail Resorts’ Cash & cash equivalent grew by 27 % in I. Quarter sequentially, faster than Current Liabilities, this led to an improvement in Vail Resorts’ Quick Ratio to 1.31, and Quick Ratio remained below Vail Resorts, Inc. average. I would consider Vail Resorts quick ratio a strength.
Quick Ratio= Liquid Current Assets/ Current Liabilities
- $108,850/$607,857= 0.18%
- Current ratio Vail Resorts has decreased from April 2019 to October 2019. This indicates that the company may have difficulty meeting its current obligations. Low values, however, do not indicate a critical problem. The current ratio is a liquidity ratio that measures a company’s ability to pay short-term obligations. It is calculated as a company’s Total Current Assets divided by its Total Current Liabilities. Vail Resorts’ current ratio for the quarter that ended in Oct. 2019 was 0.44. I would consider Vail Resorts’ current ratio neutral.
Current Ratio= Current Assets/ Current Liabilities
- 428,334/971,500= 0.44%
Efficiency Ratio is typically used to analyze how well a company uses its assets and liabilities internally. Efficiency ratio measures a company’s ability to use its assets to generate income. Any improvement in the efficiency ratios usually translates to improved profitability.
- Asset Turnover measures how quickly a company turns over its assets through sales. It is calculated as Revenue divided by Total Assets. Asset turnover has decreased from April 2019 to October 2019. Vail Resorts’ Revenue for the three months ended in Oct. 2019 was $268 Mil. Vail Resort’s Total Assets for the quarter that ended in Oct. 2019 was $4,792 Mil. Therefore, Vail Resorts’ asset turnover for the quarter that ended in Oct. 2019 was 0.51. Companies with low-profit margins tend to have high asset turnover, while those with high-profit margins have low asset turnover. Companies in the retail industry tend to have a very high turnover ratio. I would consider Vail Resorts efficiency ratio strength.
Assets Turnover Ratio=Net Sales/Average Total Assets
- 77/4791.912= 0.51%
- Inventory turnover measures how fast the company turns over its inventory within a year. It is calculated as Cost of Goods Sold divided by Total Inventories. Vail Resorts’ Cost of Goods Sold for the three months ended in Oct. 2019 was $272 Mil. Vail Resorts’ Total Inventories for the quarter that ended in Oct. 2019 was $112 Mil. Vail Resorts’ inventory turnover for the quarter that ended in Oct. 2019 was 2.42. Inventory Turnover measures how fast the company turns over its inventory within a year. A higher inventory turnover means the company has light inventory. Therefore the company spends less money on storage, write-downs, and obsolete inventory. If the inventory is too light, it may affect sales because the company may not have enough to meet demand. I would consider the inventory turnover ratio for Vail Resorts a strength.
Inventory Turnover Ratio= Cost of Goods Sold/ Average Inventory
- 271,738/112,199= 2.42%
- Days sales are outstanding, a calculation used by a company to estimate the size of their outstanding accounts receivable. It measures this size not in units of currency, but average sales days. Sales outstanding are mostly calculated monthly. Vail Resorts’ Accounts Receivable for the three months ended in Oct. 2019 was $87 Mil. Vail Resorts’ Revenue for the three months ended in Oct. 2019 was $268 Mil. Hence, Vail Resorts’ day’s sales outstanding for the three months ended in Oct. 2019 was 29.75. Vail Resorts’ highest Days Sales Outstanding was 43.53. The lowest was 18.31. And the median was 28.82. Vail Resorts’ day’s sales outstanding declined from Oct. 2018 (30.79) to Oct. 2019 (29.75). I would consider Vail Resorts day’s sales outstanding ratio neutral.
Days Sales Outstanding=Account Receivable/ (Annual Sales/ 365 Days)
- 87,000,000/268,000,000=0.32456*100=32.46%
Profitability Ratio is a relative magnitude of two selected numerical values taken from an enterprise’s financial statements. Often used in accounting, there are many standard ratios used to try to evaluate the overall financial condition of a corporation or other organization.
- Net profit margin can be defined as the percentage of revenue that a company retains as income after the deduction of expenses. Vail Resorts’ net profit margin as of October 31, 2019, is 14.24%. I would consider Vail Resorts’ net profit margin ratio is neutral.
Net Profit Margin= Net Income/Total Sales Revenue
- 323,493/2,271,575= 0.1424 *100= 14.24%
- Return on Assets is a financial ratio that shows the percentage of profit a company earns to its overall resources. You calculate ROA by dividing Vail Resorts’ operating earnings by its total assets. Vail Resorts ROA for the three months ending October 31, 2019, was 7.31%. I would consider Vail Resorts’ return on assets ratio a strength.
Return on Assets= Net Income/Average Total Assets
- 323,493/4,426,077=0.07308*100=7.31%
- Return on Equity is a measure of financial performance calculated by dividing net income by shareholders’ equity. Because shareholders’ equity is equal to a company’s assets minus its debt, ROE could be thought of as the return on net assets. Vail Resorts ROE for the three months ending October 31, 2019, was 21.56%. I would consider Vail Resorts’ return on equity ratio neutral.
Return on Equity= Net Income/ Shareholder’s Equity
- 323,493/1,500,627=0.2155*100=21.56%
Partial SWOT Analysis
INTERNAL ENVIRONMENT: STRENGTHS WEAKNESSES Mission/ image Very strong brand recognition Superficial expectations Goals/ Strategies Achievable and attainable Possibility of Stagnation Organization/ Capacity A very large company with premier facilities. 4 of 5 most visited facilities Lack of investment in technology to stay innovative. Resources Priority/ Seniority with water rights Vulnerable to cost increases due to high demand and low supply Price Competitive prices May become unaffordable due to personal budget constraints w/o promotions. Product Strong product/ service provided to the patron No new innovative products introduced Place/ Location Prime locations for a great ski experience A wide variety of standards and quality. Promotion Promotion packages, group rates, and coupons offered Release timing SWOT Analysis
Vail Resorts has a very strong brand recognition that is due in part by the excellent service it provides across the board throughout its facilities to its patrons. This prestige lies heavily on current and revisiting patrons, and not to say for new skiers interested in skiing at any Vail facilities. It may be viewed as a superficial expectation where the interested patron has higher than normal views of the experience they will be about to embark on. Vail Resorts has taken that experience and strategically made it the best it possibly can, hence the reputation that proceeds them.
Over decades in operation, Vail Resorts has used strategies to gain supremacy across the industry by-product developments, mergers, and acquisitions, and by diversifying its portfolio by branching out into other subsidiaries outside the ski resort industry. It is now one of the biggest, if not the biggest, and most profitable among its competitors. Since Vail Resorts is already at the top, executives and managers can easily see the company become stagnate and lose its ability to set the right goals at the right time.
Reinvestment back into Vail Resorts has shown that the company has the capital to increase and enhance its facilities to increase capacity. Vail Resorts has seen four of its facilities in the top five most visited facilities across the United States. (Vail Resorts, nod) One area that Vail lacks in is investing in new technology to stay innovative, so they don’t fall behind in upgrades and renovations. Strategists look at the portfolio and decide which facilities need more investment pumped back into them to get them running with the rest of the facilities at an equal level.
Vail Resorts keeps its prices comparable to those of its closest competitors and then relies on its prestige and experiences to take it to the next level but must always be aware that unforeseen surprises may arise, making the cost unaffordable. Executives and managers throughout the company and in its marketing department can jump on the opportunity to accommodate situations and adjust to keep steady patronage throughout the operation of its facilities without a negative decline.
Strategists must know when to release promotions at the opportune time. Vails marketing teams must have a target goal to meet and set a limited number of promotions, package deals, or coupons to achieve their goal without loss. Increasing the number of patrons and reaching out to those who love a good deal is imperative.
IFE Matrix
INTERNAL FACTORS WEIGHT RATING WEIGHTED SCORE STRENGTHS 1. Brand Recognition .07 4 .28 2. Achievable and Attainable goals .07 3 .21 3. Large capacity .08 4 .32 4. Water rights .08 4 .32 5. Competitive Prices .05 3 .15 6. Excellent service provided .06 3 .18 7. Prime locations .07 3 .21 8. Promotions offerings .06 3 .18 WEAKNESSES 1. Superficial expectations .06 1 .06 2. Stagnation .06 2 .12 3. Lack of technological innovation .06 2 .12 4. Drought/ low supply .06 2 .12 5. Unaffordability .05 1 .05 6. No new products .06 1 .06 7. A wide gap in quality across different facilities .06 2 .12 8. Timing on promotions .05 1 .05 TOTAL 1.00 – 2.55
IFE Matrix Analysis
This was developed using the eight strengths and weaknesses from the partial SWOT that was conducted earlier in the project. Vail Resorts’ strength has kept the company frontrunner in the industry. The weighted score from the IFE Matrix is at an average and indicates that Vail Resorts is neither too strong nor too weak. Executives and managers can view this tool to see that their company is right where they want to be. Vail’s water rights they have in the state of Colorado and the large span of facilities give vail its strongest internal factor. The unaffordability and the timing of Vails promotions are factors that can very well be some of the company’s weakest factors. Using this matrix, executives and managers have a visual of where Vail’s strongest factors and weakest factors are and can decide on various strategies to make improvements within the company.
Grand Strategy Matrix
This is a Grand Strategy Matrix and explains where Vail Resorts’ competitive position lies and indicates its strengths and weaknesses in the market and illustrates where Vail Resorts can use strategies to expand its current offerings or to alternative options. Quadrant I indicates Vail Resorts’ current position and the product/ services it currently provides. Quadrant II indicates where Vail Resorts market development, penetration, and product development can move the company forward within the industry. Quadrant III indicates Vail Resorts strategies to diversify beyond the scale of the ski industry and into other areas of interest that Vail Resorts can exceed in. Quadrant IV indicates possible mergers and acquisitions to gain a competitive edge over its similar rivals. Vail resorts can even expand further with its currently held subsidiaries.
In conclusion, this internal analysis gives Vail Resorts executives and managers options of various strategies to select from. After evaluation of the company’s performances and outcomes of its strengths and weaknesses within the internal environment has been weighed and prioritized, Vail Resorts has a clear and beneficial strategy selection to implement in propelling the company and its subsidiaries to the next level in the industry.
Resources
Vail Resorts. (n.d.). Our Strategies. Retrieved from http://www.vailresorts.com/Corp/info/strategies.aspx
Learning. (n.d.). Retrieved from https://www.pmi.org/learning/library/proven-project-portfolio-management-process-8503
Miller, S. (2017, September 4). Vail Valley’s oldest water rights ensure stable supplies all year. Retrieved from https://www.vaildaily.com/news/vail-valleys-oldest-water-rights-ensure-stable-supplies-all-year/
Tillmanns, M. R. C. L. P. (2016, March 21). Your Strategy Needs a Strategy. Retrieved from https://hbr.org/2012/09/your-strategy-needs-a-strategy
Vail Resorts Mergers and Acquisitions Summary. (n.d.). Retrieved from https://mergr.com/vail-resorts-acquisitions
What is Project Management? (n.d.). Retrieved from https://www.pmi.org/about/learn-about-pmi/what-is-project-management
Kapoor, K. (n.d.). Morningstar, Inc. Retrieved February 23, 2020, from https://www.morningstar.com/stocks/xnys/mtn/quote
Vail Resorts Dividend Comparisons. (n.d.). Retrieved February 24, 2020, from https://csimarket.com/stocks/MTN-Dividend-Comparisons.html
Vail Resorts (NYSE:MTN) – Share price, News & Analysis. (n.d.). Retrieved February 24, 2020, from https://simplywall.st/stocks/us/consumer-services/nyse-mtn/vail-resorts?utm_medium=finance_user&utm_source=post&utm_campaign=Conc_ticker&blueprint=153197#health
RUBRIC
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Grammar (worth maximum of 20% of total points) Zero points: Student failed to submit the final paper. 5 points out of 20: The paper does not communicate ideas/points clearly due to inappropriate use of terminology and vague language; thoughts and sentences are disjointed or incomprehensible; organization lacking; and/or numerous grammatical, spelling/punctuation errors 10 points out 20: The paper is often unclear and difficult to follow due to some inappropriate terminology and/or vague language; ideas may be fragmented, wandering and/or repetitive; poor organization; and/or some grammatical, spelling, punctuation errors 15 points out of 20: The paper is mostly clear as a result of appropriate use of terminology and minimal vagueness; no tangents and no repetition; fairly good organization; almost perfect grammar, spelling, punctuation, and word usage. 20 points: The paper is clear, concise, and a pleasure to read as a result of appropriate and precise use of terminology; total coherence of thoughts and presentation and logical organization; and the essay is error free. Structure of the Paper (worth 10% of total points) Zero points: Student failed to submit the final paper. 3 points out of 10: Student needs to develop better formatting skills. The paper omits significant structural elements required for and APA 6th edition paper. Formatting of the paper has major flaws. The paper does not conform to APA 6th edition requirements whatsoever. 5 points out of 10: Appearance of final paper demonstrates the student’s limited ability to format the paper. There are significant errors in formatting and/or the total omission of major components of an APA 6th edition paper. They can include the omission of the cover page, abstract, and page numbers. Additionally the page has major formatting issues with spacing or paragraph formation. Font size might not conform to size requirements. The student also significantly writes too large or too short of and paper 7 points out of 10: Research paper presents an above-average use of formatting skills. The paper has slight errors within the paper. This can include small errors or omissions with the cover page, abstract, page number, and headers. There could be also slight formatting issues with the document spacing or the font Additionally the paper might slightly exceed or undershoot the specific number of required written pages for the assignment. 10 points: Student provides a high-caliber, formatted paper. This includes an APA 6th edition cover page, abstract, page number, headers and is double spaced in 12’ Times Roman Font. Additionally, the paper conforms to the specific number of required written pages and neither goes over or under the specified length of the paper. GET THIS PROJECT NOW BY CLICKING ON THIS LINK TO PLACE THE ORDER
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