Strategic Turnaround at Skagen Strand Resort
Author
Hansen, Mikkel Sjørvad
Term
4. semester
Publication year
2026
Submitted on
2026-05-31
Pages
76
Abstract
This thesis examines why Skagen Strand Resort (SSR) faces financial distress despite a buoyant tourism market and outlines how a strategic turnaround can be achieved. Guided by the research question, “How can SSR reconfigure its business model and positioning to alleviate financial distress?”, it applies a qualitative case study that combines the Funnel Method and Resource-Based Theory (VRIO), supported by PESTEL, strategic group mapping, Porter’s Five Forces, stakeholder and financial analyses, and the Business Model Canvas; findings are synthesized through a SWOT and an action plan. The analysis reveals a misalignment between a strong external brand and internal operations: persistent operating losses, liquidity below 20%, a significant maintenance backlog, and a lack of marketing capabilities that erode SSR’s advantages and expose it to shoulder-season price pressure. The thesis recommends a phased, partly parallel turnaround: (1) raise capital to secure survival and upgrade facilities, (2) stabilize base revenue by outsourcing marketing and targeting the Conscientious Families segment, and (3) once consolidated, develop outdoor, cultural, and wellness packages to grow shoulder-season demand. Together, these steps constitute a business model innovation pathway intended to restore SSR to a sustainable trajectory.
Denne afhandling undersøger, hvorfor Skagen Strand Resort (SSR) befinder sig i økonomisk krise på trods af højkonjunktur i turismen, og hvordan en strategisk vending kan realiseres. Styret af forskningsspørgsmålet: “Hvordan kan SSR rekonfigurere sin forretningsmodel og positionering for at afhjælpe økonomisk pres?” anvendes et kvalitativt casestudie, der kombinerer Funnel-metoden og ressourcebaseret teori (VRIO), understøttet af PESTEL, strategisk gruppemapping, Porters Five Forces, interessent- og økonomianalyser samt Business Model Canvas; resultaterne samles i en SWOT og en handlingsplan. Analysen peger på et misfit mellem et stærkt eksternt brand og den interne drift: vedvarende driftsunderskud, likviditet under 20 %, et betydeligt vedligeholdelsesefterslæb og manglende marketingkompetencer, som udhuler SSR’s fordele og gør resortet sårbart for prispres i skuldersæsoner. Afhandlingen anbefaler en trinvis, delvist parallel turnaround: 1) rejse kapital for at sikre overlevelse og opgradere faciliteter, 2) stabilisere basisomsætning ved at outsource marketing og målrette segmentet Samvittighedsfulde familier, og 3) efter konsolidering udvide skuldersæsonen via outdoor-, kultur- og wellnesspakker. Samlet udgør dette en ramme for forretningsmodelinnovation, der kan bringe SSR tilbage på en bæredygtig kurs.
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