Concept Work and Development Restrictions of the Collaborate (JV-type) Resort Development Project

Abstract

Fueled by the incentives created by the New Resort Law, corporations’ new venture business divisions are busy pursuing the opportunities to expand and restructure the domestic market. Although, strategically, the incorporation of the joint venture type relationship-whereby a master planner is designated to assume the role to coordinate and integrate the several operations-has been accepted as an effective vehicle to gain access to this expanding market, successful adoption of such a strategy has yet to be realized. At the expense of the traditional collective management styles of the Japanese firm, failure to define the master planner has forced a situation whereby leadership and decision making roles go unassumed. This article penetrates the system, accentuates the shortcomings of the collective managerial system, and ultimately defines the proponents considered essential to executing an effective “JV-type” resort development strategy.