The entrepreneur and CEO of a hotel company has a “brilliant” idea: to take the board members—each representing various investment funds—on a journey to visit the site of one of their investments. They all share the same van, with a professional driver skillfully navigating the winding roads toward their destination.
A lively conversation unfolds, filled with laughter and camaraderie. To an observer, the atmosphere among the board members would seem unmistakably warm and collegial. The CEO, feeling buoyed by the positive energy, is even tempted to break into an old-school song.
But then, the mood shifts. As the van rounds a bend, an imposing structure emerges in the distance—two towering edifices dominating the landscape. The CEO had been dreading this moment since they left the motorway, winding their way through endless turns. With every curve, a looming presence on the horizon had grown more distinct.
A heavy silence settles over the van. No remarks are made, though they are surely expected. The CEO had championed the opening of a new resort—a stunning location, nestled in nature yet easily accessible. However, there is one significant complication: the resort is located near a nuclear plant. While the plant itself is not visible from the resort, a faint cloud always lingers over the distant hills.
Resort site selection depends heavily on demand generators—those external factors that influence guest attraction. When making complex decisions like this, one must ask: does proximity to a nuclear plant enhance or hinder the hotel’s appeal? The answer lies in how reality is perceived by the target market. As hoteliers, we play a crucial role in shaping that perception.