them sustainable investments for both Safari and its partners. Crucially, Safari doesn’t just sell its properties and walk away. Many of its hotels and developments remain in the company’s portfolio, creating steady streams of revenue and long-term value.This balance of immediate sales and retained ownership has been central to the company’s financial resilience. CURRENT PROJECTS AND GROWTH ACROSS NEW ZEALAND Safari Group is currently leading several landmark projects that reflect its confidence in New Zealand’s property and tourism sectors. Among them is the Mountain Oak development in Queenstown, a major $160 million project that underscores the company’s commitment to regions with strong tourism and lifestyle appeal. In Palmerston North, Safari is delivering the TRYP While other international hotel groups have approached Safari, Neil’s loyalty to Wyndham speaks to a culture of trust and consistency.That culture has been especially important in navigating disruptions such as COVID-19, which temporarily slowed sales and hotel operations. Despite these challenges, Safari adapted quickly and kept projects moving, demonstrating resilience in uncertain times. A UNIQUE BUSINESS MODEL Safari Group’s model is rare in New Zealand. Most companies choose to specialize in one part of the development process—whether that’s construction, marketing, or operations. Safari does it all. This full-service approach gives the company a competitive advantage in multiple ways. By managing projects from concept through construction to operation, Safari can maintain strict cost control and quality assurance. It also ensures that projects are designed with long-term operation in mind, making 54 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
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