Scuba diving is a rapidly growing sport, and one that is beginning to involve the entire family. Coral Divers Resort had a comfortable niche in that industry, one that had been enhanced by its owner, Jonathan Greywell's promotional strategy. According to the case study, "over the years, Greywell had established a solid reputation for the Coral Divers Resort as a safe and knowledgeable scuba diving resort. It offered not only diving, but a beachfront location. As a small but well-regarded all-around dive resort in the Bahamas, many divers had come to prefer his resort to other, crowded tourists resorts in the Caribbean."
Greywell found this niche by creating short weekend and midweek diving ventures, a service that intrigued the public. Coral Divers Resort has targeted both the aficionado diver, and the tyro, both of which want maximum diving pleasure for minimum expense.
The main issue in this case is what should Greywell do to enhance business, which has become increasingly flat. This paper shall consider some of the strategic options open to him, after first performing this abbreviated S.W.O.T. analysis.
A classic method of performing competitive analyses of any new, emerging or maturing product is the use of a SWOT analysis that stands for Strengths, Weaknesses, Opportunities, and Threats. This analysis of Coral Divers Club will use this method.
* The industry sector (sports diving) is strong and getting stronger.
* Greywell has developed a good name and reputation in the industry.
* The company makes money, but not profits.
* The resort has invested in infrastructure and equipment.
* The aficionado diver does not spend as much on resort-type activities as a new class of diver (family-oriented) would.
* Greywell's capital position is not solid (see detail below).
* Resort is unable to compete with full family resorts.
* Increased expenditures in travel.
* Diving, a...