a case study of resort management

Sustainability of a beach resort: A case study

In Malaysian Eleventh Plan 2016-2020, tourism is one of the service sectors given priority by the government. It is claimed that the increase in tourist arrivals help to support the deficit reduction in service sector by contributing to the growth of the nation. Furthermore, the quick growth of tourism in Southeast Asia, as a result of amongst others attractive sandy beaches and nature, beach resorts have been on the receiving end of attention and focus by the tourists. However, prior studies claimed that these resorts were not properly managed and further actions need to be taken to ensure its sustainability. Thus, this case study aims to examine performance management of a beach resort in ensuring its sustainability. Specifically, this study explores the cost saving strategies adopted by this resort through its 25 years of operation. This resort is located on an island in Terengganu. The resort owner and employees were interviewed. The interview results appear to indicate that various strategies were implemented by the resort to manage their performance and ensure its sustainability in the business. Family members hold important positions in the resort to ensure the smooth running of the operation. Cost saving activities and smart business arrangements were made with suppliers to reduce its outflows.  

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Hidden Factors: Operations Management Implications for the Hayman Island Resort

• First Online: 05 January 2022

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• Zdenka Gabrielova 6 &
• Marcela Fang 6  

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The tourism sector greatly contributes to Australia’s national economy and plays a significant role in most regional economies, including the Whitsundays region in Northern Queensland, Australia. Aiming to be known as one of the world’s leading tropical island and marine leisure holiday destinations, the Whitsundays tourism operators need to flexibly adapt to the changing and sometimes chaotic conditions of the region’s natural environment to help attain this goal. The location-based socio-economic and physical factors and the climate challenge the business operations and management strategies of all businesses, including luxury tourism resorts. This case study presents the key external factors, which can challenge sustainable performance of resort operations located in tropical island destinations in Whitsundays. The case presents information to enable students to apply different theories and concepts from the field of operations management. This will enable students to recommend operations management strategies to optimise sustainable performance of tourism resorts impacted by climate change.

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Recommended Readings

Boukas, N., & Ziakas, V. (2013). A chaos theory perspective of destination crisis and sustainable tourism development in islands: The case of Cyprus. Tourism Planning & Development, 11 (2), 191–209.

Brey, E. (2011). Developing a better understanding of resort management: An inquiry into industry practices. Journal of Hospitality Marketing & Management, 20 (1), 79–102.

Russell, R., & Faulkner, B. (2004). Entrepreneurship, chaos and the tourism area lifecycle. Annals of Tourism Research, 31 (3), 556–579.

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William Angliss Institute, Melbourne, VIC, Australia

Zdenka Gabrielova & Marcela Fang

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Department of Business Administration, University of Piraeus, Piraeus, Greece

Marianna Sigala

Strategy and Operations Discipline, Kaplan Business School, Brisbane, QLD, Australia

Anastasia Yeark

Blue Mountains International Hotel Management School, Torrens University, Sydney, NSW, Australia

Rajka Presbury

Faculty of Higher Education, William Angliss Institute, Melbourne, VIC, Australia

Marcela Fang

Wellington School of Business and Government, Victoria University of Wellington, Wellington, New Zealand

Karen A. Smith

Teaching Note

Case summary.

Most tourism resorts in coastal and island destinations face increased challenges associated with changing and sometimes chaotic location and climate factors. The key learning objective for students is to understand and critically assess the various tourism destination factors (e.g., socio-economic, physical and climate) that might affect the success and survival of resortoperations, and develop suitable strategies to facilitate order in both, the complex tourism resort and tourism destination system. This research-based case study offers opportunities for students to apply different theories and concepts from the field of operations management and encourages students to conduct additional research to present a comprehensive set of suitable recommendations.

Teaching and Learning Objectives

Identify and critically assess the key tourism destination factors, which may impact effective operations of tourism resorts

Develop a suite of operations management strategies to facilitate order in tourism resorts and tourism destinations

Critically discuss the role of professional responsibility and leadership, which destination stakeholders (e.g., managers, staff, business owners, government etc.) need to showcase to foster and enable resilient and sustainable development of tourism resort destinations

Target Audience

This case study is designed for both undergraduate and postgraduate students of management, and specifically suitable for students on hotel/tourism management courses. The case study encourages students to explore not only the organisational context but also the context of the broader tourism destination system. While both cohorts are asked to explore the complexity of the tourism destination resort context, masters students can explore to a deeper level the complex and sometimes chaotic nature of the Whitsundays’ tourism destination system, including the events that escalated in chaos and progress in the destination. Specifically, they need to explore how such knowledge could inform more effective functioning of the destination, the tourism organisations, and the Hayman Island Resort. Effective operations management knowledge and professional competencies (e.g., written and oral communication, collaboration, critical thinking, problem solving, professional responsibility) are highly sought after by hotel/tourism industry practitioners globally, and this case study presents a good opportunity for the students to develop or strengthen these skills.

Teaching Approach

This case study will suit subjects, which focus on operations management of hotels/resorts. It offers a general overview of the tourism destination and resort context in the Whitsundays, which sets the foundation for critical thinking, discussions and further research. An application of various operations management concepts (e.g., location factors, effective management and leadership practices, corporate social responsibility, facilities and product design practices, input-process-outcome etc.) is recommended so that students can formulate effective and sustainable operations strategies.

Indicative answers:

Is the Whitsundays region still attractive enough to attract investment in tourism resorts?

The case study identifies various elements that may support/limit the attractiveness of the destination; all in all, the current state indicates that there are more attractors rather than limiting drivers, which appeals to those wishing to invest in the region (e.g., tourism operators, hotel/resort investors, entrepreneurs etc.). Considering the resort is for those customers who seek the ‘sun, sea and sand’ experience in a luxury environment with close proximity to the Great Barrier Reef and other natural, cultural and man-made attractions, the destination is seen as very attractive.

The accommodation data show that the region has been resilient over the past several years, despite some of the catastrophic events that hit the region on several occasions. ADRs and Occupancy remained at consistent levels throughout the years.

The region (e.g., government and local council) seems to continually invest in resources to grow the tourism and other industries. It creates an ideal environment to attract investors.

Students should further research the socio-economic factors and physical factors to better support their views and arguments.

What are the key external forces that may significantly affect, positively and negatively, the operations of the new InterContinental Hayman Island Resort ? Some examples include climate, travel demand, economy, social-cultural factors, government policies etc. Students should discuss possible consequences of each force on the operations of the Hayman Island resort.

How important is location to the Hayman Island Resort’s success?

Resort location is very important to Hayman Island resort as it depends on high value customers looking for the secluded natural environment, pleasant climate, and luxury resort products, services and experiences. The location has been seen for many years as a unique and popular tourism destination, and the tourism demand for the greater Whitsundays region has been growing steadily, despite the issues associated with climate change. Having good infrastructure network and access to the key inputs (e.g., raw material, staff, customers etc.) means that the resort is positioned to take advantage of these destination resources. However, change associated with any of these resources could significantly compromise the efficient and effective functioning of the resort operation.

What factors influenced the size and class of the Hayman Island Resort ?

The anticipated output (e.g., how many customers can access the island during high season so the natural environment could be effectively managed). The size of the facility was also determined by external stakeholders/agencies. The selection of class (luxury category) was influenced by location-based factors, the state of the accommodation market (e.g., the current supply of luxury, upper upscale, upscale, upper midscale, midscale, economy properties and rooms), and the tourism demand (domestic and international) to the region.

What might be the key operations-based issues faced by the Hayman Island Resort? Some issues: deciding where to source raw material (all inputs into the operations); how to manage human resources (e.g., local and international sources); how to manage chaos/crisis, organising the workforce/departments to achieve orderly and efficient production and customer service; managing recreational activities and resources; maintaining facilities; supporting stakeholders, and so on.

As operations management is concerned with the transformation of resources through various business processes, what behaviours should the resort managers show to model sustainable practices?

Managers should engage in effective and continuous communication of the organisation’s CSR values, model the right behaviour to deliver on such values, and encourage all employees to do the same in their daily practices. The demonstration of the right behaviour may include effective use of resources (inputs), design and development of efficient processes (transformation of inputs), and responsible delivery of products/services (use, re-use and disposal of outputs – reducing the social and environmental impact), while also producing economic impact.

Why does this case study suggest that resort managers should adopt a mindset that fosters agility, creativity, cooperation and collaboration, and sustainable leadership? Many hotels/resorts would be structured and organised for maximum efficiency and effectiveness to minimise costs and maximise profitability. However, considering the changing environment and the complex nature of the tourism destination and resort systems, today’s managers need to be more agile to make effective decisions under the increasingly changing conditions. Creativity can better support timely decisions, especially when new situations, challenges and problems are encountered. Resort managers need to also encourage and support other employees (all levels) to take responsibility and engage in behaviour that will support the development of positive organisational culture and great customer service. Resort managers need to be also visible in their community and engage in strategic decision making/stakeholder engagement to foster the development of suitable conditions in the region, which may mutually benefit the different stakeholders, including the resort business. All hotels and resorts are expected to demonstrate CSR responsibility; thus, resort managers should practice leadership that will model and drive better sustainable practices and create a culture of innovation.

Use the 4Vs model to describe the Hayman Island Resort . How could a change in any of the Vs affect the operations of the resort? The four Vs are volume, variety, variation, and variability.

Volume refers to size or scale of the output (e.g., restaurant output, recreational activities output, accommodation output) – the number of meals/drinks, customers are served in a specified time period.

Variety refers to the size of the product range or number of services/experiences offered. For example, the number of resort activities offered or accommodation style (e.g., glamping, adventure).

Variation describes how the level of demand changes over time and therefore affects the volume of inputs and outputs. This may be hourly, daily, monthly etc.

Variability refers to the extent to which each product, service and experience can be customised.

Change in any of the 4Vs can have minor to significant consequences on the operational costs the resort may incur, and the experience the resort guests receive/perceive. For example, the resort manager’s decision to close down several recreational activities during a low season may negatively impact the guests’ level of satisfaction during this time. Thus, managers and staff must pay attention to the internal changes proposed/made in all departments to outline the consequences that these can have on other departments or the overall resort system.

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Gabrielova, Z., Fang, M. (2022). Hidden Factors: Operations Management Implications for the Hayman Island Resort. In: Sigala, M., Yeark, A., Presbury, R., Fang, M., Smith, K.A. (eds) Case Based Research in Tourism, Travel, Hospitality and Events. Springer, Singapore. https://doi.org/10.1007/978-981-16-4671-3_8

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Risk Management Practices in Tourism Industry – A Case Study of Resort Management

2017, Management & Accounting Review

The purpose of this research was to identify the risks that influence the operation of a resort, theimpact and the risk management techniques used to reduce those risks. One resort was selected as the case study and document analysis and observation were used as data collection methods. This study found that environmental risk, business risk and human resource risk were the most important risks that could influence the sustainability of the resort’s operations. These risks can be managed through the right combination of risk management techniques. Despite weak monitoring activities, incomplete operating procedures and inferior attitude by the workforce seem to impact the management of the resort, fast and intelligent response may be able to overcome the situation and prevent the worst possible outcomes.

Related Papers

Oliver Filiposki

The need for risk management in tourism is as great as ever. The purpose of this study is to present the ways of managing risks in tourism and the need to establish a system for risk management at the state level and in enterprises within the tourism industry. Through the analysis of the already known literature in the field of risk management which is slightly adapted to the tourist’s needs, analysis of the risk management standards, policies and procedures that were introduced in the world and the Republic of North Macedonia due to the COVID‐19 pandemic, we will perceive the need for a systemic approach to tourism risk management at both, macro and micro levels. The results show the framework of the processes for tourism risk management which is adaptable to the needs of the tourism industry

Vilas Waikar

RISK AND RISK MANAGEMENT PRACTICES IN HOTEL INDUSTRY BY VILAS GOVIND WAIKAR SUPERVISOR Dr. (Ms.) PURVA G.HEGDE DESAI Associate Professor, Department of Management Studies, Goa University Risk has emerged as major force driving hotel industry. As a problem area it is scant researched in the hospitality literature. Over the years risk is having significant influence on hotel industry, worthy o f evaluation. Hotels are concerned about the risk they face in their day to day activity but differ on their response to risks. The cultural theory o f risk has been extensively studied in context o f an individual. This research has considered ‘hotel’ as unit o f analysis. This research, has for the first tim e classified hotels based on grid (control) and group (interdependencies) structure as per the cultural theory of risk. It attempts to addresses the broad question, whether hotel’s risk and risk management practices are impacted by its grid group structure (risk world view) while addressin...

European Journal of Tourism, Hospitality and Recreation

The world tourism industry suffered some severe losses as a result of a series of major international events and the magnitude of disaster/catastrophic risks has become a major topic of discussion for a sustainable tourism especially in the insurance industry. Risk management in the tourism context refers to the planning and implementation of processes directed towards managing the adverse effects of crises and disasters/catastrophes on tourism. The sustainability of a tourism destination is significantly influenced by its ability to adapt to changing market conditions, use resources efficiently and deliver innovative planning and development strategies about risk management. The aim of this paper is to consider the key elements of crises and disasters and their effects upon tourism destinations, and to provide background on risk management processes for sustainable tourism.

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Deborah Charisse Jagodilla , John Vincent Manalo

Jagodilla, D. D, “Management Practices Towards Reduction of Risks Among Hotels in Iloilo City,” Unpublished Dissertation, College of Liberal Artts, Iloilo State College of Fisheries, Barotac Nuevo, Iloilo, March 2018 ABSTRACT Risk Management is an important tool for sustaining tourism destinations’ image. Accommodation sectors are key players in the distribution of tourism services that is why it is crucial to reduce risks in order to create a long-term visitor and guest engagement. Conducted December 2018, this descriptive study utilizes 324 randomly selected hotel employees in Iloilo City. The Comprehensive- hotel- resort Risk Management Survey was adapted to measure the participants’ assessment towards risk management practices developed by Verma (2006). Frequency counts, rank, percentage analyses, mean scores, and standard deviations were employed as descriptive statistics; while the t-test for independent samples and one-way ANOVA, were employed as inferential statistics. The criterion for the acceptance or rejection of the null hypothesis was set at .05 alpha level. The study revealed that most of the participants assessed the risk management practices of hotels in Iloilo City in the areas of Perimeter and Location, Vehicle Controls, Access Control Procedures, Security of Public Areas, Room Safety and Security, Plans and Preparedness; Fire Safety and Management Leadership as “very highly practiced.” The t-test revealed no significant differences in the management practices towards reduction of risks when they were classified according to sex. Likewise, the One-way ANOVA revealed that no significant differences existed in the participants’ assessment of risks when they were categorized as to age and educational attainment. However, a significant difference existed between the participants’ assessment in the management practices towards reduction of risks when they were categorized according to hotel classification. Therefore, the null hypothesis must be rejected. Keywords: management practices, reduction of risks, risk management, tourism, tourist destinations, descriptive-survey, Iloilo City

Cosmina Toader

In the project management, beside the financial management, team management and time management, one of the mandatory elements for the success of the project is the risk management. When the risk exists, it can be controlled through risk management but there are also hidden risks which are difficult to control. An efficient risk management can lead not only to the success of the project, which is mostly resumed to three directions: respect of the deadlines, of the budget and delivering the expected results in certain quality standards, but also to other projects which can be successful and which were generated by the occurrence of some unexpected risks and which apparently can be considered as destructive for the project. In the present study the authors propose to show that the risk should always be considered as a negative element because the occurrence of the risks can generate a series of extraordinary opportunities but only for those who know how to use them mainly in the touri...

Marlena A. Bednarska

Iloilo State College of Fisheries

Deborah Charisse Jagodilla

Elaine Yang

Since the 9/11 attack in 2001, a number of major tragedies, including the SARS outbreak, the Bali bombings, and the Asian tsunami, have swept the tourism industry across the globe. The impact of these crises was unprecedented and thus, it raises the necessity to review the existing risk literature in tourism. This paper reviews the multi-dimensional concept of risk in tourism by analyzing 46 selected articles following the guidelines of content analysis. The findings are categorized into four broad meaning themes: (1) the concept of risk, safety and security; (2) the research trend of risk in tourism; (3) the definitions and antecedents of perceived risk; and (4) risk as a positive element. Based on the analysis, a framework is proposed for future research. The originality of this study lies in its attempt to conceptualize a comprehensive framework of risk perception in tourism as the existing literature tends to be empirically skewed, resulting in theoretical frameworks underused or applied in a fragmented way.

Nicka Alvaro , Marie Jennalyn D Monterey , Margerette Santos

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• Hotel Case Study

The Revitalization of La Casa del Zorro

La Casa del Zorro , a historic jewel in the Anza Borrego desert, was dormant for years before the HMG Hospitality came onto the scene to reposition it. With a celebrity past that any resort yearns to have, this iconic resort became too much for the previous owners to manage successfully, to the point that management let years go by while buildings stood empty.

Fast forward to when HMG Hospitality stepped in to bring new life to the neglected site and you find a case study in excellent property renovation and transformation. Within a short period of time, HMG Hotels brought in an experienced management team, introduced efficient operating and reservations systems, and restored the resort to its former glory and beyond, making it not only four star caliber, but the premier luxury destination in Borrego Springs.

On 42 expansive acres, the resort now offers guests a variety of activities including golf, archery, ping pong, horseshoes, swimming, running, hiking, fitness, tennis, biking, baci ball, chess, croquet, shuffleboard, desert tours, salon, spa, lounging, and dining. Designated an international dark sky community, the location is perfect for astronomy buffs and nature lovers alike to view the night sky unencumbered by city lights.

Visitors can stay in a choice of 44 sumptuous poolside rooms (each with patio or balcony) or in one of the 19 casitas which are essentially independent guest houses, each with its own pool and spa or both. The casitas have one to four bedroom floor plans. Each luxury room has high ceilings, a wood burning fire place, wooden shutters, flat screen TV, and marble bathroom. Evening turn-down service and wifi are included.

When it comes to dining, the Fox Den offers delicious casual fare including hamburgers, guacamole and chips made on site. The elegant Butterfield Room offers breakfast, lunch and dinner where special dishes include filet mignon and scallops, or drop in for a special occasion and enjoy lobster bisque. Sunday brunch is unmatched and patrons can sample a variety of original dessert creations and even have their meal outdoors on the Rose Garden Terrace. There is also a pool bar for enjoying a sunset libation.

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Hotel Case Studies

Discovering the most fascinating hotel case studies from around the world, spreading inspiration & knowledge.

Building a strong guest database and driving revenue with a robust CRM and Digital Marketing – The Pilgrm success story

The first step towards branding stability and, certainly, a hotelier’s everlasting endeavor is the creation of a powerful guest database . A guest database delivers valuable insights into a customer’s purchasing … Read More

The sales strategy that led two hotels to profit in the middle of a pandemic

The 2020s started with a major blow to the tourism and hospitality industry worldwide, with the COVID-19 pandemic causing a widespread social and economic upheaval . Many hoteliers found themselves “shocked” … Read More

Angsana Corfu Resort: How the hotel’s architecture & concept affected its signage specification

As we have mentioned in previous articles in Hotelier Academy, hotel signage is one of the most important topics of discussion. In combination with the design and the architecture of … Read More

The Avaton Success Story: How Digital Room Service was Developed & Became Part of Luxury Hospitality

As technology further infiltrates the travel industry, shaping travellers’ habits and sense of hospitality, a wind of change has begun to blow for room service . It is one of the … Read More

How a hotel in Athens became the ideal example of hotel signage

As we have mentioned in our previous articles in Hotelier Academy, the signage is one of the most important elements of a hotel ; directly affecting not only the experience of … Read More

Hotel Food Branding lessons by 4 amazing hotels in Greece

Food, and most specifically, good food , is an integral part of the holiday experience, as it allows travellers to explore cultures and customs through their senses. However, travellers do not … Read More

Travel Blogger Case Study: Building brand awareness for a new boutique hotel in Mallorca

I’m a seasoned hotel blogger from Finland. In March I had a blogging gig in Alcudia, Mallorca, where the run-down apartment hotel had faced a total reconstruction to turn into … Read More

Unique Interior Design lessons, from a fascinating Hotel in Paris

Hotel Interior Design is one of the hottest topics during the development of a new property. It is a field which greatly shapes the overall experience within the hotel — … Read More

A “natural” hotel in Santorini, becomes an excellent example of how the local experience & absolute luxury can be combined

A hotel is, by definition, a unique ‘destination within a destination’, that becomes the visitor’s reference point regarding the local experience. It is now clear, that the visitors look for … Read More

A Hotel in Stockholm teaches the true meaning of the term ‘Boutique Hotel’

The widely used term ’boutique hotel’, might be among the biggest hospitality trends, however, it continues to have a rather vague meaning, without any clearly specified characteristics and expectations. Today, … Read More

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Home » Case Studies

Monarch Beach Resort Case Study

In the Monarch Beach Resort, some may have seen an incredibly well-run and profitable St. Regis property. But we looked closer and saw incredible opportunities.

Portfolio Case Study

Three historic resorts were suffering from a number of factors. Enter the KSL Resorts team. By pouring over every detail, we were able to uncover hidden potential.

Hotel del Coronado Case Study

With such a rich history, not only would it have been a shame to leave the iconic Hotel del Coronado’s heritage behind, it would’ve been foolish.

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Case Studies

The technology used by the budding engineers at nyu tandon school of engineering.

• Customer: NYU Tandon School of Engineering
• Location: New York City, USA
• Watch the testimonial video here

The engine of innovation for Brooklyn and New York City

Within the bustling metropolis of New York City, the NYU Tandon School of Engineering stands out when it comes to cutting-edge research, transformative education, and impactful technological advancements. Founded in 1854, NYU Tandon fosters an environment where aspiring engineers can thrive and redefine the boundaries of what is possible. Located in Brooklyn at the center of technology and entrepreneurship, NYU Tandon provides its students invaluable opportunities for internships and other real-world opportunities. Hence, NYU Tandon is considered “the engine of innovation for Brooklyn and New York City.” The Integrated Design & Media (IDM) program empowers creative practice, design research, and multidisciplinary experimentation with emerging media technologies. IDM actively encourages and supports diversity in technology. Students in the IDM course work on projects ranging from using motion capture technology to developing novel uses of virtual/augmented reality. This vibrant range of ideas fuels a dynamic learning environment where creativity, critical thinking, and problem-solving thrive.

The complexity of the digital landscape

In the realm of digital media, there are several significant challenges that both creators and users face. These challenges stem from rapid advancements in technology, evolving consumer behaviors, and the complex dynamics of the digital landscape. To stay innovative, NYU Tandon needs to equip its students with the latest technology to keep ahead of the game. “The students are very eager to know what's the next thing that's coming out. They want to make sure that they have that on their portfolio and they want to make sure that they know how to do it well,” says Todd Bryant, Director of Production for the Integrated Design and Media Program.

Harnessing their own creativity

Portability is a necessity for students’ work. After using the ASUS ProArt Studiobook 16 OLED , the master students in the IDM course changed their thesis projects approach. Now they can take their work anywhere they want and still keep the quality consistent. Master's student Christopher Strawley mentions how having both the processing power and graphical power in a portable package is “unparalleled.” Todd Bryant points out that students find the ASUS Dial very intuitive when working on non-linear editing. “They didn't know what true color really was [before], and they were working on subpar machinery that wasn't going to prepare them for what computing can do in the real world,” he explains. After using the ProArt Studiobook 16 OLED, students can remove any limitations and challenge themselves and their own creativity.

Powering virtual reality

NYU Tandon has installed Puget System's Ryzen X670E ATX with ASUS ProArt Motherboard as part of its workflow. This custom-made workstation comes with a personalized manual packed with information about all its functionalities. The workstation features many inputs and outputs, and NYU Tandon uses all its USB ports for USB interfaces that run up to 64 channels of audio. To finish their projects, students can easily connect up to four monitors to the workstation if needed. This has enabled them to run really large projects in real-time off external drives via USB connection.

To empower its virtual reality, NYU Tandon uses the ASUS ProArt Station PD5 in its XR lab. By having processing power, students can now compile shaders without any downtime. This enables them to see the mistakes they may have made and fix them as quickly as possible. Virtual production requires a lot of technology; having multiple USB ports at the front of the PD5 station makes it very easy for students to connect external devices needed for their workflows.

Different monitors for different set-ups

NYU Tandon has connected the ASUS ProArt Display PA348CGV with the Puget Systems computer. Using the ultra-wide display, the students are able to see their creations from a cinematic perspective. The wide monitor allows them to display any of their software anywhere they want on the screen and run it with a 120Hz refresh rate.

To ensure students see the correct color representation, they have also connected the ASUS ProArt Display PA328CGV to one of their workstations. As well as viewing virtual worlds at 165Hz, this Calman factory-certified calibrated screen makes them stand out when it comes to color. “The blacks are pure black, and we don't lose everything in the white," says Bryant. The ProArt display offers Delta E 2 color accuracy, making it an ideal option for color-critical tasks. With a 100% sRGB and Rec 709 color gamut, this display is suitable for students who need accurate color representation for their projects.

In its volumetric studio, the university uses the ASUS ProArt Display OLED PA32DC . The OLED monitor comes with a built-in colorimeter that ensures the monitor is calibrated for color-consistent results. The display has a true 10-bit color depth and a million-to-one contrast ratio that is essential for the volumetric footage to ensure true color accuracy across all deliverables. All the ASUS monitors have the flicker-free, low-blue light technology, which is a lifesaver for the students' eyes when they work late at night.

Portable workflow solutions

NYU Tandon also uses two ASUS ProArt portable monitors in its workflow. The ASUS ProArt Display PA147CDV is used as a sequencer, where all animation is made. This 14-inch form factor is ideal for non-linear editing.

The ASUS ProArt PA148CTV portable monitor is used as a second display in students' thesis projects. “I've been using the ASUS ProArt Display PA148CTV as a second monitor for my thesis project in VR, which allows me to cast from a camera in the engine from a third-person perspective. So I'm able to display both what the person in VR is seeing and a third-person camera,” explains IDM master student Chris Crawley.

The ‘eyes light up’ moment

After using the ASUS ProArt monitors and laptops, students realized what color is supposed to look like. “It was an awakening for them; we call it the eyes light up moment," explains Bryant. The inspiration these colors give them means they are not limited to hardware. Students can now experiment with a variety of colors, giving them the freedom to create art in ways they could not before. “The products have just facilitated them to be able to make their wildest creative dreams come true,” he concludes.

Product installed

ProArt Display OLED PA32DC

• -31.5” 4K UHD
• -99% DCI-P3
• -Built-in Motorized Colorimeter

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ProArt Display PA348CGV

• -34” 3440x 1440
• -98% DCI-P3, 120Hz
• -USB-C with 90W Power Delivery

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ProArt Display PA328CGV

• -32” QHD (2560 x 1440 )
• -165Hz, 95% DCI-P3

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ProArt X670E-Creator WIFI

• -DDR5 support
• -Dual USB4® ports
• -10 Gb and 2.5 Gb Ethernet, WiFi 6E

Learn more about ProArt X670E-Creator WIFI