Case study
UK based hospitality client
A family-run holiday park, a mainstay in the South West of England for over two decades, boasted an impressive annual turnover of £10.4 million. However, with this success came a hidden cost: long hours. Working over 70 hours a week proved unsustainable. The family dynamic suffered, and the park’s legacy, built on years of dedication, was at risk. Recognising the need for change, the owners sought solutions to ensure the park’s continued success.
The Solution
GJC Hospitality was introduced by trusted advisors to the holiday park team. A comprehensive review process, utilising the Maus system, revealed a need for improved operational efficiency across departments. While the park was profitable, there was potential to further enhance margins and profitability.
The review identified a lack of internal expertise, leading to a reliance on numerous external agencies. However, these agencies often operated in isolation, hindering their integration with the park’s operations. Additionally, the effectiveness of these external services remained unclear due to a lack of monitoring and return on investment (ROI) analysis.
To address the identified challenges, a highly experienced operations director was crucial. This role would focus on restructuring business processes and prioritising operational efficiencies. Hospitality expert Andy Dempster assumed this role and collaborated closely with the senior executive team to refine the park’s business strategy.
To further bolster expertise, GJC’s part-time specialists were brought in to support the team. This included marketing director Laura Di Bonaventura and non-executive advisor Gavin Jones. This collaborative approach ensured the park had the necessary resources to achieve its objectives.
The Journey
To address the workload challenges, Andy Dempster, a hospitality expert, joined the team for eight days per month. His initial focus was on assessing key roles and responsibilities within the business. When owners are consumed by daily operations, strategic planning often suffers. Andy identified areas for improvement, particularly in organisational design. This redesign aimed to free up the senior executive team, allowing them to function more strategically as owners rather than managers. He also coached the team on board formation, emphasizing its importance in guiding the business and the value of delegating operational tasks.
Laura Di Bonaventura, a part-time marketing director, also joined the team for eight days per month. She collaborated with the senior team to develop a focused marketing strategy that highlighted the park’s commercial proposition and strengthened its connection with existing and potential guests. Brand workshops helped redefine the park’s vision and values. A new strategy aligned customer acquisition and retention goals. Additionally, the recruitment of a skilled marketing manager allowed the team to reassess its reliance on external agencies. By sharing the updated business goals, the existing digital, PR, and display marketing agencies could prioritise their work and streamline communication.
Part-time finance director Neil also joined for eight days per month. Previously, the park relied on external accountants, leading to a lack of timely and reliable management reports. Neil focused on developing key performance indicator (KPI) reports, which were circulated daily to facilitate agile decision-making across departments. By optimising systems and processes to support the park’s continued growth, the finance team aimed to empower the business for long-term success.
Results
Within a year, the holiday park would have a skilled, in-house team operating in a more structured environment. This structure would drive profitability increases and empower the owners to focus on strategic corporate projects. They would transition from managing daily details to overseeing the bigger picture.