The fearless style of leadership in timeshares is personified by executives like John Sutherland II, the senior vice president of sales operations at the Family of Orange Lake Resorts in Orlando, Fla. The timeshare operator has 3,000 units spread among its 26-year-old Orange Lake Resort & Country Club in Orlando and smaller facilities in Panama City, Fla., Lake Geneva, Wis., and southern Vermont.
A new eight-story tower with 156 units is under construction in Orlando and due to be completed in December. The firm already is considering next year's projects.
The $39 million construction cost of the latest tower, equal to $250,000 per unit, hardly seems to concern Sutherland and other executives at Orange Lake. They're confident that the shared condos, promoted as one-week units to be used biannually at prices averaging $20,000 apiece, will sell out in short order.
“We don't sit around worrying about the economy, because we can't afford to,” Sutherland declares. “We work right through a bad economy. The expression is, we keep reloading the wagon here. We don't worry about the mule going blind. And we don't worry about what the competition is doing.”
Sales and marketing are everything in timeshares. Orange Lake's profit-and-loss profile is typical: sales and marketing run a huge 55% of the cost of a new timeshare unit. According to Sutherland, the actual construction cost represents a mere 25%. Corporate overhead is 8% or less. The rest is all profit margin, with higher costs for cement and steel having little impact on the bottom line so far, Sutherland says.
No Time Out for Timeshares
A new eight-story tower with 156 units is under construction in Orlando and due to be completed in December. The firm already is considering next year's projects.
The $39 million construction cost of the latest tower, equal to $250,000 per unit, hardly seems to concern Sutherland and other executives at Orange Lake. They're confident that the shared condos, promoted as one-week units to be used biannually at prices averaging $20,000 apiece, will sell out in short order.
“We don't sit around worrying about the economy, because we can't afford to,” Sutherland declares. “We work right through a bad economy. The expression is, we keep reloading the wagon here. We don't worry about the mule going blind. And we don't worry about what the competition is doing.”
Sales and marketing are everything in timeshares. Orange Lake's profit-and-loss profile is typical: sales and marketing run a huge 55% of the cost of a new timeshare unit. According to Sutherland, the actual construction cost represents a mere 25%. Corporate overhead is 8% or less. The rest is all profit margin, with higher costs for cement and steel having little impact on the bottom line so far, Sutherland says.
No Time Out for Timeshares
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