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
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