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Skilled
management of the innovation phase of the enterprise is,
increasingly, a prerequisite to business success. Today’s
fast-growing markets pay best profits to firms in the van
of those with product improvements and new products. In
some industries, even mere survival depends on constant,
successful new product innovation. New product success
follows only when the marketing is suited to the
innovational characteristics of the individual product, as
the consumer views it, or can be brought to view it.
Shean Bedi,
Camp John Hay Development Corp. (CJHDevCo) senior vice
president for marketing, sales and public relations, knew
about operational excellence. In fact, he practically
invented it. The transformation of the former military
recreation site into a foremost mountain resort—efficient
development programs—and infused his marketing strategy
with that idea.
In this
respect, Bedi is an expert. Neither meek nor modest, he
knows how to get customers to pay a price premium for
their high-value products. Consumers don’t pay price
premiums unless they perceive the product to be worth the
extra cost.
“CJH is
not just about investment or making money but it is all
about the quality of life and the serenity of surroundings
that you can get—the bonding you can make with your
family, because all these things are priceless,” he tells
this columnist.
Bedi
understands that success isn’t happenstance. A new concept
doesn’t have a chance in the market unless it’s visible,
well-understood and cannily promoted. It’s got to stand
out from all the other value propositions bombarding
customers daily. Hotelier honchos launch their offerings
with a big bang.
“We will
bring in more facilities. We will likewise establish the
business side by making
CAP-John
Hay Convention Center
the ‘convention center of the Philippines.’ Our retirement
facilities keep on growing. We have negotiations with some
groups to bring in the wellness and spa facilities; an
ecotourism village, an artist village, among others,” Bedi
says.
The camp’s
current attractions include the ecotrail, horse bridle
path, butterfly sanctuary, Mile-Hi shopping and leisure
center, Golf Clubhouse, Manor Hotel and the CAP-John Hay
and Cultural Center, the site of the 2003 Advertising
Congress.
Although
CJHDevCo’s lifeblood is product breakthroughs, Bedi don’t
shy away from product extensions—new varieties that spur
increased demand, additional segments of customers with
somewhat varied needs. All along, the price premium being
offered at CJH obtain is calibrated to make customers feel
great.
“This
place is not just for the elite, but for people from all
walks of life. You don’t have to shell out large amounts
of money at all because we have places open to the public
without cost,” he adds. People can drive, walk, have a
picnic, ride a horse, play football or golf, shop, dine,
honeymoon and even ghost-hunt.
Every
individual on a variety of cross-functional teams makes a
commitment to the success of CJH. Compare it to an
orchestra made up of different instruments but all
performing one symphony together. Every player has a major
role. “I will not be able to make things happen without
the others [doing their job],” he enthuses.
Bedi had
done an excellent job in previous positions and now will
effectively plan and execute marketing plans and
objectives for CJH in the next five years. Although
resolute in pursuing his goal to be among the best in the
marketing circle, he had been inspired in keeping CJH
nature as it is—untouched, serene and intact. This
commitment is evident in the preservation of the
250-hectare leased area. A total of 175 hectares is kept
as protected and managed wooded areas with foot trails,
and bridle paths and flower gardens. Only CJH has Baguio’s
remaining forest reserve.
Retirement
is farthest from his mind. “How will I leave CJH? This is
the greatest marketing achievement I have ever done.” And
the customers? “They just loved CJH—and kept expecting
more and more.” | 
