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“Although we constantly evolve our social media
and marketing offers, what has impacted our value
per guest and other metrics is delivering a higher level
of experience,” says Mark Waltrip, Westgate’s chief
operating officer. “We’ve had tremendous success
with the amenities we offer — the restaurants, the
retail outlets, the spas — all of which are discounted
heavily to owners. It just enhances the value proposi-
tion of being a Westgate owner.”
How successful are these amenities? Consider
this: Built at a cost of US$15 million, the Ship Wreck
Island Water Park, which opened in June 2015 at
Westgate Town Center in Kissimmee, Florida, has
already paid for itself — sales increased by US$1 mil-
lion per week after the park opened. Other amenities,
such as the Serenity Spa at Westgate Park City Resort
and Spa in Park City, Utah, consistently outrank sim-
ilar facilities at properties such as the nearby Waldorf
Astoria Park City.
“What we’ve learned is that tourists are looking
for a unique experience, and they’re also looking for
a unique value proposition,” Waltrip says. “We don’t
nickel and dime our owners; instead we deliver a great
experience that’s unique to the destination. That for-
mula is working very well for us.”
Affordable Amusements
The sales center at Westgate Town Center, on the
second floor of the main building, features a large
wall of windows. To capitalize on the view, Westgate
built the water park on the second floor of a structure
facing those windows, meaning prospective owners
are greeted by the sight of a huge pirate ship. As they
consider buying, they’re looking out at guests cavort-
ing in the water park.
“We recognized that guests were looking for more
affordable options during their stays,” Waltrip says.
“Theme-park tickets have escalated to the point that
guests can no longer afford to attend more than a few
days in a week.”
JANUARY – MARCH 2017 RESORTDEVELOPER.COM VACATION INDUSTRY REVIEW
Owners at Westgate Town Center and adjacent Westgate Vacation
Villas and Westgate Towers receive free admission to the water park,
while renters are charged US$20. “Our owners pay a small portion of
their HOA fee toward maintaining the water park, and they love receiv-
ing free admission,” says Waltrip.
Fresh Dining Concepts
Westgate has created its own dining concepts such as the award-
winning Edge Steakhouse in Park City, Utah, and at Westgate Las
Vegas Resort & Casino; Fresco Italiano and Silk Road Asian Bistro,
also in Las Vegas; and Drafts Sports Bar & Grill at Westgate Town
Center and other locations.
“A restaurant is a very important part of the guest experience,”
Waltrip explains. “We don’t want to lose a $20,000 sale because of a
bad experience with a $10 hamburger.”
When creating restaurants, Waltrip maintains that you have to be
the best in that space. “We have a wide variety of restaurants ranging
from fine dining to quick-serve, but regardless of what space we are
in, we want to serve the very best food. For instance, we have a hot
Over the past few years, Westgate
Resorts has developed new marketing
strategies, adopted cutting-edge
technology in its sales centers, and
tried various lead-generation methods.
But what’s made the biggest difference
in growing its considerable owner base
hasn’t been sales and marketing.
BY JUDY KENNINGER
25
WESTGATE RESORTS
ALL
ABOUT
THE
Experience
24
WESTGATE PARK CITY RESORT AND SPA, PARK CITY, UTAH
WESTGATE TOWN CENTER, KISSIMMEE, FLORIDA
Westgate Resorts’ hot dog stand at the Cocoa Beach Pier in Florida.