Silver Moon Resorts & Spas began in the 1950s when a leading U.S. entrepreneur with a major interest in the entertainment business began to develop full-service, luxury eco-resorts, designed to serve celebrities and the wealthy seeking to replenish their energies in a natural environment. In the 1960s and the 1970s, the brand expanded by acquisition, growing from a base of ten Californian resorts, to forty resorts located throughout the U.S. and the Caribbean. By 2010, Silver Moon had also become well-established in Southeast Asia. The expansion of the brand has gone hand in hand with significant organizational changes. In the 1960s, to fund the expansion, the company went public. In the 1990s, the companys properties were sold to real estate investors. Silver Moon now manages the brand on behalf
of a select group of owners. After years of expansion through acquisition, Silver Moon is now in an era of consolidation, wanting to further develop the existing properties through various real estate ownership arrangements. The change in focus makes the attraction, development and retention of versatile leaders a priority for the company. In accord with the changing times, the leaders who will ensure that Silver Moon will continue to thrive must be effective, financially-savvy, ambassadors of the brand, able to motivate and develop the next generation of leaders, on the one hand, and to partner with owners, on the other hand, in order to fund the next stage of expansion.
APA
500 Words
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