HOS302A: Analyzing Resort and Spa Management at Mountain View Grand

This report provides a comprehensive analysis of Mountain View Grand Resort & Spa, examining its history, development, and impact on the economy. It explores the internal and external influences on the resort's planning process, aligning its paradigms with those of a contemporary resort and spa, such as service quality. The report also evaluates how the resort meets customer expectations and addresses emerging trends in the tourism sector, including technological advancements, transport links, and customization, and how these impact the resort's operations and customer experiences. The analysis concludes that Mountain View Grand Resort & Spa offers exemplary services and accommodations, focusing on meeting customer needs and facilitating outstanding experiences.

qwertyuiopasdfghjklzxcvbnmqwertyui
opasdfghjklzxcvbnmqwertyuiopasdfgh
jklzxcvbnmqwertyuiopasdfghjklzxcvb
nmqwertyuiopasdfghjklzxcvbnmqwer
tyuiopasdfghjklzxcvbnmqwertyuiopas
dfghjklzxcvbnmqwertyuiopasdfghjklzx
cvbnmqwertyuiopasdfghjklzxcvbnmq
wertyuiopasdfghjklzxcvbnmqwertyuio
pasdfghjklzxcvbnmqwertyuiopasdfghj
klzxcvbnmqwertyuiopasdfghjklzxcvbn
mqwertyuiopasdfghjklzxcvbnmqwerty
uiopasdfghjklzxcvbnmqwertyuiopasdf
ghjklzxcvbnmqwertyuiopasdfghjklzxc
vbnmqwertyuiopasdfghjklzxcvbnmrty
uiopasdfghjklzxcvbnmqwertyuiopasdf
ghjklzxcvbnmqwertyuiopasdfghjklzxc
Running head: RESORT AND SPA MANAGEMENT 1
Resort and Spa Management
Mountain View Grand Resort and Spa
8/10/2018
Name

RESORT AND SPA MANAGEMENT 2
Resort and Spa Management
Student’s Name
Institutional Affiliation

RESORT AND SPA MANAGEMENT 3
Executive Summary
Mountain View Grand resort and spa is the selected organization for discussion in this paper.
Based on the history and development of this facility, it is clear that this facility is included the
record of Historic Hotels of America. The planning process of this organization depicts the
internal and external influences that it has attained. Also, the paradigms of the organization align
with those of a contemporary resort and spa such as the service quality offered. In addition, the
customer expectations are fulfilled based on the nature of the facility. Finally, there are
significant emerging trends which are discussed and they impact the resort and spa in various
ways.

RESORT AND SPA MANAGEMENT 4
Contents
Executive Summary.....................................................................................................................................2
Introduction.................................................................................................................................................4
History and Development............................................................................................................................4
Internal and External Influences of the Planning Process............................................................................5
Paradigms of the Contemporary Resort and Spa.........................................................................................5
Customer Expectations................................................................................................................................6
Emerging Trends..........................................................................................................................................6
Conclusion...................................................................................................................................................7
References...................................................................................................................................................7

RESORT AND SPA MANAGEMENT 5
Introduction
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.
History and Development
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

RESORT AND SPA MANAGEMENT 6
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.
Internal and External Influences of the Planning Process
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.
Paradigms of the Contemporary Resort and Spa
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

RESORT AND SPA MANAGEMENT 7
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
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.

RESORT AND SPA MANAGEMENT 8
Emerging Trends
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.

RESORT AND SPA MANAGEMENT 9
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

RESORT AND SPA MANAGEMENT 10
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).