VOLUME 11, ISSUE 09 | SEPT 2024 BIOMEDICAL ENTERPRISES OF TRINIDAD AND TOBAGO SHAPING THE FUTURE OF HEALTHCARE Also in this issue COCO LA PALM SEASIDE RESORT JAMAICA Kieran Thompson, Managing Director
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Research Directors Mike Luchetta Contributing Writers Dan Macharia Director of Production Jared Ali Director of Marketing Nora Saliken Director of Administration Michelle Siewah Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09
EDITOR’S NOTES September has brought more sunny economic prospects to the beautiful beach-lined shores of the Caribbean and we helped to capture these bright developments for this month’s Business View Caribbean issue. For our September issue of Business View Caribbean, we took the business temperature by profiling several dynamic organizations based in the region while focusing on their business savvy approach, forward-looking solutions, and efforts made to capture continued growth. Catering to the tourists who keep flocking to the region, we sat down with Coco La Palm Seaside Resort and got a glimpse into the unparalleled amenities that guests can enjoy while soaking up the local delights. We also had a chance to sit down with Biomedical Enterprises of Trinidad and Tobago. This company is providing dynamic solutions and continues to be one to watch in the economically vibrant island region. It is as clear as the crystal waters surrounding the islands that continued growth is on the Caribbean horizon, as are the progressive initiatives of those we were fortunate to chat with. Locals are met with bold business solutions and tourists are met with a taste of unmatched island charm. With sustainability in mind, best business practices up front, and a resilient economy at their fingertips, the undeniable draw of the Caribbean islands remains tangible. As with every issue, my hope as Editor in Chief is that our valued readers continue to learn something new with each issue we produce for you. Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09
VOLUME 11, ISSUE 09 15 BIOMEDICAL ENTERPRISES OF TRINIDAD AND TOBAGO Shaping the Future of Healthcare COVER BIOMEDICAL ENTERPRISES OF TRINIDAD AND TOBAGO 2 EDITOR’S NOTES 7 OPENING LINES BEST PRACTICES IN HEALTHCARE BIOMEDICAL ENTERPRISES OF TRINIDAD AND TOBAGO 15 3 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09
23 COCO LA PALM SEASIDE RESORT JAMAICA Captivating the Jamaican Boutique Hotel Market BEST PRACTICES IN TOURISM AND HOSPITALITY The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. COCO LA PALM SEASIDE RESORT JAMAICA 23 4 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09
Business View Caribbean provides media coverage for organizations operating within select industries. Our publication satisfies the need for industry-specific information and intel on key businesses across the Caribbean! Get BVC delivered straight to your inbox. Get updates on the latest business news. 100% FREE to subscribe! We respect your privacy, now & always. Click below to sign up for a FREE SUBSCRIPTION to Business View Caribbean and get each new issue sent directly to your inbox! SUBSCRIBE STAY INFORMED WITH CORE BUSINESSES FROM THE CARIBBEAN
GRENADA REPORTS INCREASED TOURIST ARRIVALS IN FIRST HALF OF 2024 Source: https://thecaribbeannewsnow.com/, Editor, First Published August 20th, 2024 Release – The Grenada Tourism Authority is pleased to report a significant increase in tourist arrivals in the first half of this year, from January to July 2024.Visitor numbers have risen by 20% in Q1 and Q2 compared to 2019 and 18% compared to 2023 – reflecting the continued growth of Grenada as a sought-after travel destination despite recent challenges. In July 2024 alone, visitor arrivals increased by 10% over 2019 and 5% over 2023. Travel intelligence and data analytics company ForwardKeys produced a detailed analysis of the impact of Hurricane Beryl. They included a focus on the quick recovery of Grenada as one of their case studies. “The market has shown impressive resilience, quickly bouncing back to normal booking levels,” the organization noted. Olivier Ponti, Director of Intelligence and Marketing at ForwardKeys, stated,“Our comprehensive travel intelligence clearly shows the significant short-term impact that Hurricane Beryl had on travel to the Caribbean, particularly those islands in the direct path of the storm.” Following Hurricane Beryl’s passage, tourism officials Opening Lines 7 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09
engaged with our key source markets to meet directly with travel and airline partners, as well as with media members,” she explains. According to Roach, these interactions were necessary steps that conveyed that Grenada is open and ready to welcome visitors, as reflected in the impressive data on record. Roach continued, “The dedicated and collaborative efforts of our entire tourism sector have truly paid off, and we are optimistic about continuing this momentum throughout the rest of 2024 and beyond for Grenada.” worked tirelessly to reassure the world and major source markets of the tri-island state’s resilience.While the northern parts of the island and sister islands needed relief aid and assistance, mainland Grenada remained open for visitors. These conscientious, strategic efforts have been pivotal in achieving these impressive results. “We are thrilled to see such positive growth in our visitor arrivals during this period, which speaks volumes about Grenada’s enduring appeal and the hard work of our tourism stakeholders,” said Petra Roach, CEO of the Grenada Tourism Authority. “Our strategic efforts to maintain and grow our market share have been multifaceted. We have actively 8 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09
Source: https://thecaribbeannewsnow.com/, Caribbean News Editor, First Published Aug 16th, 2024 US-based airline JetBlue has announced that it will expand its services to Barbados from Boston this winter. During the season, the airline plans to operate three times a week, on Tuesdays, Thursdays, and Saturdays. According to the report, JetBlue will continue to deploy the premium Mint service on Saturday rotations throughout the winter. While discussing the new service, Barbados’ Minister of Tourism, Ian Gooding Edghill, stated JETBLUE TO EXPAND SERVICES FROM BOSTON TO BARBADOS THIS COMING WINTER OPENING LINES that the announcement demonstrates the carrier’s commitment to Barbados and aligns with its aim of continued tourism growth. He noted that the island is excited to welcome JetBlue’s expansion from Boston Logan Airport, which will begin with three weekly flights by the end of October 2024. The Minister explained that JetBlue remains a trusted partner and that this was a purposeful and intentional effort to ensure Barbados’ long-term growth in revenue and arrivals. Meanwhile, Andrea Franklin, CEO of Barbados Tourism Marketing Inc., stated that expanding 9 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09
capacity would open up new commercial options outside New England. He also noted that the BTMI and JetBlue are increasing their focus on this region. She explained that Barbados is in high demand, and the island’s tourism offers continue to entice travellers to its shores. Franklin stated that these additional flights will help Barbados expand during the busy winter season and make it easier for core leisure tourists and diaspora members to return. Several have already been interested in attending ‘We Gatherin’ 2025’. Also, in recent years, the airline’s network strategy has focused on expanding foreign markets, resulting in the present service to more than 100 destinations in the United States, Latin America, Canada, Europe, and the Caribbean. Marty St George, President of JetBlue Airlines, expressed satisfaction in the airline’s strong origins in Boston and New England, stating that it is a community that has always embraced their concept of affordable rates and extraordinary travel experiences. He stated that with each new development and route, the airline strives to provide even more comfort and convenience while ensuring customers’ choices are simple and always receive the best that JetBlue offers. 10 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09
Source: https://thecaribbeannewsnow.com/, Caribbean News Editor, First Published Aug 16th, 2024 Dominica Grammar School, founded in 1893, has long been recognized for its commitment to educational excellence. With support from the Dominica Citizenship By Investment Program, this esteemed institution in Roseau, the capital city, is undergoing a significant transformation to modernise infrastructure and enrich educational opportunities. In a recent speech at the Grade Six National Assessment results release ceremony, Chief ADVANCING TOWARDS EDUCATIONAL EXCELLENCE: DOMINICA GRAMMAR SCHOOL TRANSFORMATION UPDATE OPENING LINES Education Officer Dr. Jeffery Blaize also emphasized the critical role of conducive learning environments in students’ academic progress. He stressed the need for home and school environments to provide support through exposure to reading and opportunities for intellectual discourse. Aligned with this vision, the Government of Dominica remains steadfast in its commitment to delivering high-quality education facilities. The ongoing transformation of Dominica Grammar School exemplifies this dedication, with upgraded facilities poised to enrich student learning experiences and raise educational standards across the island. 11 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09
Through MMC Development and local contractors’ supervision, significant milestones have been reached in the project, including the commencement of renovation work across multiple classroom buildings, nearing completion of the third new classroom building, ongoing upgrades at the Administration Building, and progress in constructing an advanced Auditorium, now 80% complete to accommodate over 600 individuals. The revitalization project at Dominica Grammar School, anticipated to be completed by May 2025, aims to establish new benchmarks in educational infrastructure. Stakeholders and the community eagerly await the unveiling of these enhanced facilities, which are expected to elevate the school’s status as a pillar of educational excellence in the Caribbean region. As progress continues, stakeholders are encouraged to stay informed through official channels, witnessing firsthand the transformation of Dominica Grammar School into a modern educational hub supported by forward-thinking investments and a commitment to academic achievement. 12 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09
BIOMEDICAL ENTERPRISES OF TRINIDAD AND TOBAGO SHAPING THE FUTURE OF HEALTHCARE best practices IN HEALTHCARE 13 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09
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BIOMEDICAL ENTERPRISES OF TRINIDAD AND TOBA AT A GLANCE BIOMEDICAL ENTERPRISES OF TRINIDAD AND TOBAGO WHAT: P rivate leading company providing leading technology solutions and options for the healthcare system WHERE: El Socorro South, San Juan, Trinidad and remote offices in Georgetown, Guyana SHAPING THE F HEALTH 15 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09
AGO FUTURE OF CARE INSIGHTS INTO THE FUTURE OF THE TRINIDAD AND TOBAGO HEALTHCARE SECTOR The future of the Healthcare sector in Trinidad and Tobago is set to be significantly shaped by advancements in medical technologies, aimed at improving accessibility, efficiency, and quality care to patients. One progressive company Biomedical Enterprises Trinidad and Tobago (BMETT) established in 2017 with headquarters in El Socorro South, San Juan, Trinidad and remote offices in Georgetown, Guyana (established in 2022) understands the transformative potential of leading-edge technologies on the 16 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09
Healthcare landscape. The company’s founding director, Mr. Kieran Thompson, together with his energized support team has been sensitizing both private and public Healthcare providers to the expansive scope of advanced technologies in diagnostics, diverse medical imaging solutions, equipment and accessories that elevate the quality of Healthcare delivered to patients. BMETT remains focused on its vision of being the leading solutions provider to the Healthcare sector by adding value through its network of global resources and partners such as Siemens Healthineers, Varian Medical, Medtron AG, Infinium, Schiller, and Tekno Germany. The intrinsic objective according to Thompson is fostering healthier and progressive communities across the Caribbean diaspora and throughout South America, where BMETT has gained positive engagement and outreach.Technology plays a pivotal role in shaping advancements and the required improvements in accessibility, efficiency, and quality patient care, this is what ultimately propels the BMETT team forward in their mission. Understanding the scope of the challenge is paramount to bridging the gaps in technology and 17 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09 BIOMEDICAL ENTERPRISES OF TRINIDAD AND TOBAGO
professionals and trained technicians to support the emerging digital medical technologies. • Regulatory, Procurement and Policy challenges - Need for clear regulations and policies to guide use and implementation of technologies responsibly. Priority budgeting to procure technological assets from reputable and expert providers, to ensure reliable after sales support and maintenance where applicable. Resistance to change - Fostering a mindset of change in order to adapt to and adopt new pathways of aligning with priority needs, Non-Communicable Diseases including diabetes, cardiovascular diseases, hypertension, and chronic respiratory diseases are the leading cause of death or immobility in the region, due to lifestyle factor largely due to poor diet, physical inactivity, and smoking. PAHO statistics cite approximately 62 million people live with diabetes in the Caribbean and Latin America. Nearly 180 million adults suffer from hypertension and Cancer is the second leading cause of death in the Americas. The utilization of medical technology and advancements will aid in ensuring early detection and treatment plans, improving survival rates, and enhancing the quality of life for patients. The T&T Ministry of Health together with its five Regional Health Authorities (RHAs) are focusing on integrating technology in public hospitals and community clinics.The roll out of Emergency Health Resources exemplified by the COVID 19 response served as a catalyst for expanding response in a proactive approach, including telehealth, gathering centralized data and Public Education. While private healthcare providers are more likely to be at the forefront of adopting new and advanced technologies, offering diagnostic tools, telemedicine and personalized treatment plans, based on precision diagnosis and analysis, the free public sector Healthcare institutions are also understanding the impact and difference that technologies can make to enhanced services. The implementation of medical technologies and AI for predictive analysis, diagnostics, early detection and management of health issues greatly compliments the trajectory towards reducing the impact of non-Communicable Diseases. BARRIERS TO THE ADOPTION OF HEALTH TECHNOLOGY INCLUDE: • Infrastructural limitations, inadequate digital platforms, internet connectivity, particularly in underserved and remote communities and reliable power supply. Cost constraints associated with implementation and maintenance of technology assets are key to the sustainability delivery of reliable, quality, and impactful services to patients. • Lack of skilled Workforce - insufficient Healthcare Kieran Thompson, Managing Director 18 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09
technological progress. Setting the necessary priorities in the process of ensuring progress for the medical fraternity and citizenry. The end result in shaping the Healthcare future with technology can enable efficiency in Service delivery for private and public Healthcare through automated processes, reducing wait time and improved patient flow greatly elevating the overall patient experience. Precision technologies provide optimum outcomes incorporating AI digital data analytics and reporting and offer the potential for optimized treatments, cures, prevention, and mitigation. Early detection and Intervention through AI predictive analytics can identify at risk patients for early detection and reduction of progression of diseases. Improved Disease management utilizing technology facilitates ease of monitoring and managing high risk patients. Remote monitoring technologies can reduce the need for hospitalization and lower Healthcare expenditure and costs in the long-term. Digital information platforms, Health apps and digital information provided to patients serve as integral Health Education platforms for public information and stakeholder engagement. Every citizen plays a part and can contribute to the promotion of healthier lifestyles and preventative measures through their personal commitment to improved Healthcare. We are faced with a future whereby the incorporation of health technologies with traditional modalities and processes needs to be of high priority on private and public Healthcare platforms, to ensure more efficient and precise healthcare care delivery. BIOMEDICAL ENTERPRISES OF TRINIDAD AND TOBAGO
Addressing the barriers to adoption is critical to realize these benefits fully. With the strategic use of technology there is potential for substantial improvements in managing and mitigating noncommunicable diseases, epidemics ,crisis situations and enhancing health outcomes across the Caribbean region and South America. BMETT is poised in its positioning and expertise, to advocate for the change in mindset and focus that is necessary to elevate the Healthcare sector to its fullest potential in the delivery of world class patient care. PREFERRED VENDOR/PARTNER n The BRIX, Autograph Collection www.thebrixtrinidad.com Discover The BRIX Hotel, Trinidad’s unique haven where luxury meets vibrant spirit. Just minutes from the city center, our 161 rooms offer spacious comfort with stunning views. Enjoy our signature restaurant, rooftop bar, saltwater pool, fitness center, and versatile meeting spaces. Experience a refreshing blend of elegance and excitement. 20 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09
COCO LA PALM SEASIDE RESORT JAMAICA CAPTIVATING THE JAMAICAN BOUTIQUE HOTEL MARKET best practices IN TOURISM AND HOSPITALITY 21 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09
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COCO LA PALM SEASIDE RESORT JAMAICA COMBINING RICH HISTORY, STRATEGIC INNOVATION, AND G UNMATCHED GETAWAY IN THE HEART OF JAMAICA. AT A GLANCE COCO LA PALM SEASIDE RESORT WHAT: A boutique resort offering an authentic Jamaican experience with a range of amenities and personalized guest services WHERE: Negril, Jamaica EMAIL: www.cocolapalm.com CAPTIVATING TH BOUTIQUE HOTEL 23 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09
GENUINE HOSPITALITY TO OFFER AN HE JAMAICAN L MARKET Coco La Palm Seaside Resort in Jamaica is more than just a hotel; it’s a tropical getaway located in Negril with a rich history and a reputation for delivering a unique boutique hotel experience. With 107 rooms, it’s one of the largest boutique properties in the area, boasting an array of amenities that cater to a wide range of guests. “We offer two swimming pools, one for adults and one for kids, plus a large Jacuzzi,” says General Manager William Vassell. The 24 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09
resort also provides in-room air conditioning, ceiling fans, TVs, and safes. Guests can enjoy two on-site restaurants offering an extensive menu from breakfast from 7am to dinner until 11:30 p.m. The resort’s journey began in the early ‘90s, evolving steadily to meet the needs of its guests. Vassell recounts,“Coco La Palm was established in 1993-94 and opened in 1995 with just 19 rooms.” By 1997, the property expanded to 45 rooms, and just two years later, the acquisition of Silver Sand added another 30 rooms to their portfolio. The most significant expansion came in 2013, taking the total room count to 107. “Our main goal at the time was to expand and enhance the experience for our clients,” he explains. This involved increasing the number of rooms and developing the resort’s infrastructure. Over the years, a new conference room, expanded restaurant facilities, staff amenities, a full laundry room, and even a bakery were added. CUSTOMER-CENTRIC ETHOS What sets Coco La Palm apart is its focus on customer experience and employee welfare. “We wanted to guarantee that our employees felt like a vital part of the operation,” Vassell says. He believes this approach has been key to achieving impressive yearround occupancy rates. “We average about 75-80% occupancy throughout the year, peaking at around 90% in the winter and leveling off to about 65% in the summer.” The numbers speak for themselves, but Vassell attributes much of this success to the staff. It doesn’t matter if your property is clean or a five-star hotel; it’s about the people and how they interact with guests.” Coco La Palm’s staffing philosophy builds on internal growth and prioritizes customer service. Sales and Marketing Manager Kamesha Brackett emphasizes, “We prefer to promote internally rather than go offproperty to fill positions. Customer service is key, and we try to involve our team members, reward them, and make them feel comfortable.” This focus on the internal customer—the staff—translates into a superior experience for the external customers—the guests. The resort also takes pride in hiring locally. Vassell notes, “100% of my staff are local. We don’t have anyone working for the company from outside Jamaica,” an approach that supports the local community and enriches the guest experience with authentic Jamaican hospitality. While the labor market has been tight in many parts of the world, Coco La Palm has managed to maintain a stable workforce. “Our turnover is maybe 1%,” Vassell says. “We have staff who’ve been with us for 25 years, 30 years. It’s very difficult to get in here.” For him, the people bring the place to life. “That’s what’s 25 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09 COCO LA PALM SEASIDE RESORT JAMAICA
important to us,” he says, summing up the ethos that has driven Coco La Palm’s success for nearly three decades. ENGAGING GUEST EXPERIENCES Coco La Palm Seaside Resort offers a destination where guests can immerse themselves in various experiences that bring the Jamaican culture to life. It does so by creating memories through a carefully curated lineup of events and activities that cater to every kind of traveler. “We host what we call our managers’ meet and greet cocktail party every Monday,” says Brackett, describing one of the property’s weekly highlights. We offer an open bar, finger foods, and live entertainment from a mento band,” she adds. The casual, welcoming atmosphere makes it easy for new arrivals to mingle with fellow travelers and the resort’s management team. Beyond Monday nights, Coco La Palm keeps the rhythm of the week alive with entertainment on Wednesdays and Fridays, offering jazz nights and reggae bands based on occupancy levels. “During wintertime, we have Wednesday and Friday entertainment consistently, but in the summer, it depends on how full we are,” Brackett notes. While the resort does not directly offer boating activities, guests can still enjoy a nautical adventure. “There are licensed boat owners who park on the shore,” Brackett explains. Though not officially part of Coco La Palm, these vendors provide additional excitement for guests looking to explore the coastal waters.The resort acts as a facilitator, allowing guests to connect with these local operators for excursions without taking on the operational overhead. INHOUSE EVENTS AND MORE For those looking for a more personalized touch, Coco La Palm has initiatives that go beyond the standard hotel experience.“For our repeat guests, we offer a 10% discount when they book with us to come back,” Brackett shares. Special occasions are given extra attention as well. “When we have birthday celebrations, we decorate the room with towel art and flowers from the garden—it’s complimentary,” she adds. The resort’s event planning services extend to larger gatherings like weddings, family reunions, and birthday celebrations. “We do all kinds of events,” Brackett says. While these are available at an additional cost, the convenience of having everything organized on-site allows guests to enjoy a seamless experience without the stress of coordination. Coco La Palm also embraces seasonal festivities, with Halloween being a prime example.“We have a yearly activity for Halloween, and this has been going on for 26 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09
the past eight years,” Vassell shares. This year, they’re taking it up a notch with a theme called “Vampire Retreat.” Brackett elaborates on the festivities: “For Halloween, we have five days of activities where guests can participate and earn Coco points.” These points can then be accumulated and redeemed for free nights, adding an element of fun and friendly competition to the experience. RESILIENCE AND EXPANSION In the wake of the pandemic, Coco La Palm has shown remarkable resilience, surviving and thriving in a challenging environment for the tourism industry. “I believe we have done pretty well coming back from Covid 2020,” Brackett says confidently. “We have surpassed our target and are doing very well.” Vassell explains this success by noting, “Based on where we were in 2020, 2021, the numbers were really down.” But since then, there’s been a significant turnaround. “Since 2023, we have surpassed 2019 numbers, which was a good year for us,” he adds. Further supporting this growth, the hotel is investing in infrastructure and guest amenities to ensure the resort remains a top choice for travelers seeking a high-quality experience. Vassell outlines some planned upgrades: “We don’t have enough land space for a significant expansion of room stock, so we’re capping it at around 110-115 rooms.” Instead, the focus will be on enhancing the existing facilities. “The new project coming in for 2024-25 includes a complete refurbishment of our adult pool, including all the tiles on the deck,” he explains. This attention to detail extends to the courtyard pool and the junior suites, where they plan to “change out cupboards, sinks, and back tiles.” These improvements are part of a broader initiative to ensure that every aspect of the resort meets the high standards their guests have come to expect. INNOVATING EXPERIENCES However, Coco La Palm is also looking beyond traditional offerings to innovate regarding guest experiences. Vassell is exploring the idea of a “cliff day” in partnership with other properties in the region.“People who love the beach will always stay on the beach,” he notes, but there’s also a desire to offer guests more variety. “For 24, 25, maybe and beyond, I want to work out something where guests can stay at one place but have the option for experiences at two.”This initiative could include a day trip to a cliffside hotel, where guests can enjoy a different perspective of Negril. “We’re working on something where we can send our guests up to the cliff, and the cliff can send guests down to the beach,” he explains. 27 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09 COCO LA PALM SEASIDE RESORT JAMAICA
Despite the competitive nature of the tourism sector, Vassell is confident in the resort’s unique offering. “The good thing about it is that a lot of our clients really and truly want peace, good service, and relaxation,” he says. This insight into guest preferences shapes the resort’s overall strategy. “Most of our guests from North America want good service, peace, and quiet—a nice place on the beach,” he adds, embodying the hotel’s slogan of creating a “home away from home,” a guiding principle that influences everything from staff interactions to the layout of the rooms. STRATEGIC VISION FOR THE FUTURE As Coco La Palm looks to the next 18 months, its focus is on revitalizing the resort’s infrastructure and expanding its market reach.“We are refurbishing right now,”Vassell shares, highlighting the immediate priorities on his agenda. One of the key projects involves the junior suites.“I want to refurbish those. I want to change all my sinks and my countertops,” he explains. The resort’s adult pool is also set for a major overhaul alongside the suites.“I want to refurbish my adult pool and my kids’ pool, which is the courtyard pool,”Vassell adds.The materials are already on-site and ready to be used. To carry out these upgrades with minimal disruption to guests, Vassell plans to strategically close sections of the hotel during the slowest months.“I’ll shut down that particular section to actually get the work going,” he says, aiming to complete the first pool within three weeks before moving on to the next phase. On the sales and marketing front, Brackett outlines an ambitious vision. “We’re looking at exceeding 2023 and 2019,” she states, revealing the drive to surpass not just the pre-pandemic numbers but also the strong performance the resort has seen this year. “We are currently working with the local travel agents to see how best we can push the local business,” Brackett notes. Alongside are efforts to diversify the resort’s international clientele.“We have contacted people in the European part of the world to see how much of the European market we can get,” she explains. By aligning operational upgrades with strategic marketing initiatives, Coco La Palm sets itself up for a future that promises sustained success and enhanced guest experience. This dual focus on infrastructure and market diversification ensures that the resort remains at the forefront of the Jamaican hospitality industry, ready to meet the evolving needs and expectations of travelers from all corners of the globe. 28 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 09
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