Book contents
- Frontmatter
- Dedication
- Foreword
- Contents
- Contributors
- Preface
- Part I The Environment of International Business
- Part II Strategy and Entrepreneurship in International Business
- Part III Managing People in International Business
- 13 John Parker’s expatriate experiences in China
- 14 Dilemmas in working across cultures: Arun in a conundrum
- 15 Working in Chinese firms
- 16 Losing touch with the context: The story of Ravinaki Resort in Fiji
- 17 Foxconn: The complexity of quality control in a Chinese context
- 18 Quality through culture: Organisational development at New American Ice Cream
- Part IV Operating in International Markets
- References
16 - Losing touch with the context: The story of Ravinaki Resort in Fiji
Published online by Cambridge University Press: 05 August 2013
- Frontmatter
- Dedication
- Foreword
- Contents
- Contributors
- Preface
- Part I The Environment of International Business
- Part II Strategy and Entrepreneurship in International Business
- Part III Managing People in International Business
- 13 John Parker’s expatriate experiences in China
- 14 Dilemmas in working across cultures: Arun in a conundrum
- 15 Working in Chinese firms
- 16 Losing touch with the context: The story of Ravinaki Resort in Fiji
- 17 Foxconn: The complexity of quality control in a Chinese context
- 18 Quality through culture: Organisational development at New American Ice Cream
- Part IV Operating in International Markets
- References
Summary
The sun was setting opposite Ravinaki Resort on the island of Batiki situated in the centre of Fiji’s volcanic Lomaiviti Island group. Caroline Childs and her husband, Gerald, had just arrived from Sydney and were soaking up the atmosphere after a day and a half of travelling.
Caroline was no stranger to Fiji, or to Ravinaki Resort. Eight years previously (in 2001), she had been the water sports manager at Ravinaki. The resort is home to an impressive marine ecosystem cherished by scuba divers and snorkellers. It also offered game fishing, seasonal surfing and kayaking. It was Caroline’s responsibility to ensure that tourists were able to take full advantage of the many wonders that the nearby reef offered, as well as ensuring the safety of visitors and staff while out on the water. Caroline had loved her time at Lomaiviti, and she wanted to show her husband the delights of Ravinaki – albeit now under new management.
The Ravinaki Resort and its founders
Ravinaki was the only resort on the island of Batiki. It was set up in 2000 by James Brennan and his wife, Sarah, who started working on the island as part of a marine-based NGO project. James, a marine biologist from the United States, was responsible, along with a number of other marine biologists, for evaluating the health of the local Batiki reefs. Sarah, originally from England, had a background in hospitality, and was responsible for the project’s overall management, including catering, logistics and sanitation. They were well suited to their roles, but also developed other interests in the area. Given his background, James had been particularly impressed with the pristine coral reefs that surrounded the island of Batiki. The couple had dreamed of being able to combine their careers so they could both stay in the tropical paradise of Batiki, so when the NGO project ended in 1999, James and Sarah seized the opportunity to open Batiki’s first and only resort. They decided to target the more intrepid tourist who would not mind making the day-and-a-half trip from the closest international airport in Fiji’s capital, Suva, to reach their unspoilt paradise island. Moreover, due to both James and Sarah’s limited financial resources and the environmental issues presented by the island and its community, Ravinaki was unable to offer the luxury accommodation found in Fiji’s high-traffic tourist destinations.
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- Dynamics of International Business: Asia-Pacific Business Cases , pp. 162 - 169Publisher: Cambridge University PressPrint publication year: 2013