UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

FORM 10-K

x ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

For the fiscal year ended December 31, ~~2019~~2020

¨ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

For the transition period from _________ to _________

Commission file number 0-19292

BLUEGREEN VACATIONS CORPORATION

(Exact name of registrant as specified in its charter)


	Florida		03-0300793
	(State or other jurisdiction of		(I.R.S. Employer
	incorporation or organization)		Identification No.)

4960 Conference Way North, Suite 100, Boca Raton, Florida 33431

(Address of principal executive offices) (Zip Code)

Registrant’s telephone number, including area code: (561) 912-8000

Securities registered pursuant to Section 12(b) of the Securities Exchange Act of 1934:

Title of Each class

Trading Symbol(s)

Name of Each Exchange on Which Registered

Common Stock, $0.01 par value

BXG

New York Stock Exchange

Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes ¨ No x

Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ¨ No x

Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes x No ¨

Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files). Yes x No ¨

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, smaller reporting company, or an emerging growth company. See the definitions of “large accelerated filer,” “accelerated filer,” “smaller reporting company,” and “emerging growth company” in Rule 12b-2 of the Exchange Act.

Large accelerated filer ¨ Accelerated Filer x¨ Non-accelerated filer ox Smaller reporting company ox Emerging growth company x

If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. x

Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report. ☐

Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act). Yes ¨ No x

The aggregate market value of the registrant’s common stock held by non-affiliates of the registrant as of June 2830, ~~2019~~2020, the last trading day of the ~~registrants~~registrant’s most recently completed second fiscal quarter, was $8428.0 3 million (based on the closing sale price of the common stock on that date on the New York Stock Exchange).

As of February 2826, ~~2020~~2021, there were 7472,~~362~~484,~~693~~293 shares of the registrant’s common stock, $.01 par value, outstanding.

DOCUMENTS INCORPORATED BY REFERENCE

Portions of the registrant’s definitive proxy statement for its ~~2020~~2021 Annual Meeting of Shareholders, to be filed with the Securities and Exchange Commission pursuant to Regulation 14A under the Securities Exchange Act of 1934, as amended, are incorporated by reference into Part III of this Annual Report on Form 10-K.

BLUEGREEN VACATIONS CORPORATION

FORM 10-K TABLE OF CONTENTS

YEAR ENDED DECEMBER 31, ~~2019~~2020

		Page
	PART I
Item 1.	Business	69
Item 1A.	Risk Factors	2428
Item 1B.	Unresolved Staff Comments	4349
Item 2.	Properties	4349
Item 3.	Legal Proceedings	4349
Item 4.	Mine Safety Disclosures	4649
	PART II
Item 5.	Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities	4750
Item 6.	Selected Financial Data	4950
Item 7.	Management’s Discussion and Analysis of Financial Condition and Results of Operations	50
Item 7A.	Quantitative and Qualitative Disclosures About Market Risk	7073
Item 8.	Financial Statements and Supplementary Data	7276
Item 9.	Changes in and Disagreements with Accountants on Accounting and Financial Disclosure	~~110~~116
Item 9A.	Controls and Procedures	~~110~~116
Item 9B.	Other Information	~~111~~117
	PART III
Item 10.	Directors, Executive Officers and Corporate Governance	~~112~~118
Item 11.	Executive Compensation	~~112~~118
Item 12.	Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters	~~112~~118
Item 13.	Certain Relationships and Related Transactions, and Director Independence	~~112~~118
Item 14.	Principal Accountant Fees and Services	~~112~~118
	PART IV
Item 15.	Exhibits, Financial Statement Schedules	~~112~~118
Item 16.	Form 10-K Summary	~~124~~129
SIGNATURES		~~125~~130

‎

PART I

Cautionary Note Regarding Forward-Looking Statements

This Annual Report on Form 10-K contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended (the “Securities Act”), and Section 21E of the Securities Exchange Act of 1934, as amended (the “Exchange Act”).

Forward-looking statements include all statements that do not relate strictly to historical or current facts and can be identified by the use of words such as “anticipates,” “estimates,” “expects,” “intends,” “plans,” “believes,” “projects,” “predicts,” “seeks,” “will,” “should,” “would,” “may,” “could,” “outlook,” “potential,” and similar expressions or words and phrases of similar import. Forward-looking statements include, among others, statements relating to our future financial performance, business prospects and strategy, anticipated financial position, liquidity and capital needs and other similar matters. These statements are based on management’s current expectations and assumptions about future events, which are inherently subject to uncertainties, risks and changes in circumstances that are difficult to predict. Our actual results may differ materially from those expressed in, or implied by, the forward-looking statements as a result of various factors, including, among others:

These risks and uncertainties include, but are not limited to:

adverse trends or disruptions in economic conditions generally or in the vacation ownership, vacation rental and travel industries;

~~adverse~~risks ~~changes~~relating to public health issues, ~~expirations~~including orin ~~terminations~~particular the Coronavirus Disease 2019 (“COVID-19”) pandemic and the effects of the pandemic. These risks include resort closures, ortravel ~~interruptions~~and business restrictions, volatility in the international and national economy and credit markets, worker absenteeism, quarantines and other health-related restrictions; risks associated with the length and severity of the COVID-19 pandemic and our ability to successfully resume full business operations thereafter, governmental and ~~strategic~~agency ~~relationships~~orders, ~~management~~mandates ~~contracts~~and guidance in response to the COVID-19 pandemic and the duration thereof, ~~exchange~~which ~~networks~~is oruncertain ~~other~~and ~~strategic~~will impact our ability to fully utilize resorts, sales centers and other marketing ~~alliances~~activities and the pace of recovery following the COVID-19 pandemic; other risks include competitive conditions, liquidity and the ~~risk~~availability ~~that~~of capital; our ~~business~~ability ~~relationship~~to ~~with~~successfully ~~Bass~~implement ~~Pro~~our ~~under~~strategic plans and initiatives to navigate the ~~revised~~COVID-19 ~~terms~~pandemic; ofrisks that our current or future marketing ~~agreement~~alliances may not be asavailable ~~profitable~~to us in the future; risks that default rates may increase and exceed our expectations; risks related to our indebtedness, including the potential for accelerated maturities and debt covenant violations; the impact of the pandemic on our dividend policy; the risk of heightened litigation as ~~under~~a result of actions taken in response to the ~~prior~~COVID-19 ~~terms~~pandemic; the impact of the COVID-19 pandemic on consumers, orincluding attheir ~~all~~income, their level of discretionary spending both during and after the pandemic, and their views regarding travel and the vacation ownership industries; and the risk that our resort management fees and finance operations may not continue to generate recurring sources of cash during or ~~otherwise~~following ~~result~~the inpandemic to the ~~benefits~~extent anticipated; or at all;

adverse changes to, expirations or terminations of, or interruptions in, and other risks relating to our business and strategic relationships, management contracts, exchange networks or other strategic marketing alliances, and the risk that our business relationship with Bass Pro under the revised terms of our marketing agreement and our relationship with Choice Hotels may not be as profitable as anticipated, or at all, or otherwise result in the benefits anticipated;

the risks of the real estate market and the risks associated with real estate development, including a decline in real estate values and a deterioration of other conditions relating to the real estate market and real estate development;

adverse events or trends in vacation destinations and regions where the resorts in our network are located, including weather-related events and adverse conditions related to the COVID-19 pandemic;

decreased demand from prospective purchasers of vacation ownership interests (“VOIs”);

our ability to maintain desired amounts of inventory of VOIs for sale;

~~the availability of financing and our ability to sell, securitize or borrow against our consumer loans;~~ 4

~~adverse~~the ~~events~~availability of financing, our ability to sell, securitize or ~~trends~~borrow inagainst ~~vacation~~our ~~destinations~~VOI notes receivable on acceptable terms; and ~~regions~~our ~~where~~ability ~~the~~to ~~resorts~~successfully inincrease our ~~network~~credit ~~are~~facility ~~located,~~capacity ~~including~~or ~~weather-related~~enter ~~events~~into capital market transactions or other alternatives to provide for sufficient available cash for a sustained period of time;

our indebtedness may impact our financial condition and results of operations, and the terms of our indebtedness may limit, among other things, our activities and ability to pay dividends, and we may not comply with the terms of our indebtedness;

changes in our senior management;

our ability to comply with regulations applicable to the vacation ownership industry or ~~otherwise related to~~ our ~~business~~other ~~and~~ activities, and the costs of compliance efforts or a failure to comply;

our ability to successfully implement our ~~growth~~marketing ~~strategy~~strategies and plans and the impact they may have on our results and financial ~~conditions~~condition, including that ~~any~~efforts ~~increased~~to increase developed VOI sales, ~~efforts~~ may not be successful and may adversely impact our cash ~~flows~~flow;

our ability to compete effectively in the highly competitive vacation ownership industry and against hotel and other hospitality and lodging alternatives;

3our ability to offer or further enhance the Vacation Club experience for our Vacation Club owners and risks related to our efforts and that expenses in connection therewith, including that they may not result in the benefits anticipated and expenses may be greater than anticipated;

our ability to enhance the Vacation Club experience for our Vacation Club owners and risks related to our efforts and expenses in connection therewith, including that expenses may be greater than anticipated;

our customers’ compliance with their payment obligations under financing provided by us, the increased presence and efforts of “timeshare-exit” firms and the success of actions which we may take in connection therewith, and the impact of defaults on our operating results and liquidity position;

the ratings of third-party rating agencies, including the impact of any downgrade on our ability to obtain, renew or extend credit facilities, or otherwise raise funds;

changes in our business model and marketing efforts, plans or strategies, which may cause marketing expenses to increase or adversely impact our revenue, operating results and financial condition, and such expenses as well as our investments, including investments in new and expanded sales ~~offices~~centers, and other sales and marketing initiatives, including screening methods and data driven analysis, may not achieve the desired results;

technology and other changes and factors which may impact our telemarketing efforts, including new cell phone technologies that identify or block marketing vendor calls;

the impact of the resale market for VOIs on our business, operating results and financial condition;

risks associated with our relationships with third-party developers, including that third-party developers who provide VOIs to be sold by us pursuant to fee-based services or just-in-time arrangements may not provide VOIs when planned and ~~that third-party~~ developers may not fulfill their obligations to us or to the homeowners associations that maintain the resorts they developed;

risks associated with legal proceedings and regulatory proceedings, examinations or audits of our operations, including claims of noncompliance with applicable regulations or for development related defects, and the impact they may have on our financial condition and operating results~~, including the costs associated with regulatory compliance~~;

audits of our or our subsidiaries’ tax returns, including that they may result in the imposition of additional taxes;

environmental liabilities, including claims with respect to mold or hazardous or toxic substances, and their impact on our financial condition and operating results;

risks that ~~public~~natural ~~health~~disasters, ~~issues~~including hurricanes, ~~such~~earthquakes, asfires, ~~the~~floods ~~recent~~and ~~coronavirus~~windstorms ~~outbreak,~~may adversely impact our financial condition and ~~natural~~operating ~~disasters~~results, including ~~hurricanes,~~due ~~may~~to ~~adversely~~any ~~impact~~damage ~~the~~to ~~Company’s~~physical ~~financial~~assets ~~condition~~or interruption of access to physical assets or operations resulting therefrom, and ~~operating~~the ~~results~~frequency or severity of natural disasters may increase due to climate change or other factors;

any damage to physical assets or interruption of access to physical assets or operations resulting from public health issues, such as the recent coronavirus outbreak, or from hurricanes, earthquakes, fires, floods, windstorms or other natural disasters, which may increase in frequency or severity due to climate change or other factors;

our ability to maintain the integrity of internal or customer data, the failure of which could result in damage to our reputation and/or subject us to costs, fines or lawsuits;

risks related to potential business expansion or other opportunities that we may pursue, including that they may involve significant costs and the incurrence of significant indebtedness and may not be successful;

the updating of, and developments with respect to, technology, including the cost involved in updating our technology and the impact that any failure to keep pace with developments in technology could have on our operations or competitive position, and our information technology expenditures may not result in the expected benefits;

the impact on our consolidated financial statements and internal control over financial reporting of the adoption of new accounting standards; and

other risks and uncertainties inherent to our business, the vacation ownership industry and the ownership of our common stock, including those discussed in the “Risk Factors” section of, and elsewhere in, this Annual Report on Form 10-K.

These and other risks and uncertainties disclosed in this Annual Report on Form 10-K are not necessarily all of the important factors that could cause our actual results to differ materially from those expressed in or implied by any of the forward-looking statements. Other unknown or unpredictable factors could cause our actual results to differ materially from those expressed in any of the forward-looking statements. In addition, past performance may not be indicative of future results, and comparisons of results for current and any prior periods are not intended to express any future trends or indications of future performance, and all such information should only be viewed as historical data.

~~These~~Given ~~and~~these ~~other risks and~~ uncertainties, ~~disclosed~~you ~~in this Annual Report on Form 10-K~~ are cautioned not ~~necessarily all of the important factors that could cause our actual results~~ to ~~differ~~place ~~materially~~undue ~~from~~reliance ~~those~~on ~~expressed in any of the~~ forward-looking statements. ~~Other~~You ~~unknown~~should orread ~~unpredictable~~this ~~factors~~Annual ~~could~~Report ~~cause~~on ~~our~~Form ~~actual~~10-K ~~results~~with tothe ~~differ~~understanding ~~materially~~that ~~from~~actual ~~those~~future ~~expressed~~results, inlevels ~~any~~ of ~~the forward-looking statements. In addition~~activity, ~~past~~ performance ~~may not be indicative of future results~~trends, and ~~comparisons~~events ~~of results for current~~ and ~~any~~circumstances ~~prior~~may ~~periods~~be ~~are~~materially ~~not~~different ~~intended~~from towhat ~~express~~we ~~any~~expect. ~~future~~We ~~trends~~qualify ~~or indications of future performance, and~~ all ~~such~~forward-looking ~~information~~statements ~~should~~by ~~only~~these becautionary ~~viewed as historical data~~statements.

Given these uncertainties, you are cautioned not to place undue reliance on forward-looking statements, and you should read this Annual Report on Form 10-K with the understanding that actual future results, levels of activity, performance, and events and circumstances may be materially different from what we expect. We qualify all forward-looking statements by these cautionary statements.

Forward-looking statements speak only as of the date of this Annual Report on Form 10-K.

Terms Used in this Annual Report on Form 10-K

Except as otherwise noted or where the context requires otherwise, references in this Annual Report on Form 10-K to “Bluegreen Vacations,” “Bluegreen,” “the Company,” “we,” “us” and “our” refer to Bluegreen Vacations Corporation, together with its consolidated subsidiaries.

References to “~~Adjusted~~ EBITDA” means earnings, or net income, before taking into account interest income (excluding interest earned on VOI notes receivable), interest expense (excluding interest expense incurred on debt secured by our VOI notes receivable), income and franchise taxes, ~~loss~~and ~~(gain) on assets held for sale,~~ depreciation and amortization,. ~~amounts~~References ~~attributable~~ to ~~the~~“Adjusted ~~non-controlling~~EBITDA” ~~interest~~means inEBITDA, ~~Bluegreen/Big~~adjusted ~~Cedar~~to ~~Vacations,~~exclude ~~LLC~~loss (~~“Bluegreen/Big Cedar”~~gain) ~~(in~~on ~~which~~assets weheld ~~own~~for ~~a 51% interest)~~sale, and other items that we believe are not representative of ongoing operating results. Accordingly, we exclude severance charges net of employee retention tax credits, incremental costs associated with the COVID-19 pandemic, and amounts paid, accrued or incurred in connection with the Bass Pro ~~Settlement~~settlement in June 2019 ~~as described herein were excluded~~ in the computation of Adjusted EBITDA ~~for the year ended December 31, 2019~~. For purposes of the EBITDA and Adjusted EBITDA ~~calculation~~calculations for ~~any~~each period presented, no adjustments were made for interest income earned on our VOI notes receivable or the interest expense incurred on debt that is secured by such notes receivable because they are both considered to be part of the ordinary operations of our business. References to “Adjusted EBITDA Attributable to Shareholders” means Adjusted EBITDA excluding amounts attributable to the non-controlling interest in Bluegreen/Big Cedar Vacations, LLC (“Bluegreen/Big Cedar”) (in which we own a 51% interest). Refer to “Part II—Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations—Key Business and Financial Metrics Used by Management” for further discussion of EBITDA, Adjusted EBITDA, Adjusted EBITDA Attributable to Shareholders and certain other financial metrics which we believe represent important operating measures.

Market and Industry Data

Market and industry data used in this Annual Report on Form 10-K have been obtained from our internal surveys, industry publications, unpublished industry data and estimates, discussions with industry sources and other currently available information. The sources for this data include, without limitation, the American Resort Development Association. Industry publications generally state that the information contained therein has been obtained from sources believed to be reliable, but there can be no assurance as to the accuracy or completeness of such information. We have not independently verified such data. Similarly, our internal surveys, while believed by us to be reliable, have not been verified by any independent sources. Accordingly, such data may not prove to be accurate.

available information. The sources for this data include, without limitation, the American Resort Development Association. Industry publications generally state that the information contained therein has been obtained from sources believed to be reliable, but there can be no assurance as to the accuracy or completeness of such information. We have not independently verified such data. Similarly, our internal surveys, while believed by us to be reliable, have not been verified by any independent sources. Accordingly, such data may not prove to be accurate.

Forecasts and other forward-looking information obtained from these sources are subject to the same qualifications and uncertainties as the other forward-looking statements contained in this Annual Report on Form 10-K, as described above.

Trademarks, Service Marks and Trade Names

We own or have rights to use a number of registered and common law trademarks, trade names and service marks in connection with our business, including, but not limited to, Bluegreen, Bluegreen Resorts, Bluegreen Vacations, Bluegreen Traveler Plus, Bluegreen Vacation Club, Bluegreen Wilderness Club at Big Cedar and the Bluegreen Logo. This Annual Report on Form 10-K also refers to trademarks, trade names and service marks of other organizations. Without limiting the generality of the preceding sentence, World Golf Village is registered by World Golf Foundation, Inc.; Big Cedar, Cabela’s and Bass Pro Shops are registered by Bass Pro Trademarks, LP; Ascend, Ascend Hotel Collection, Ascend Resort Collection, Choice Privileges, Comfort Inn, Comfort Suites, Quality, Sleep Inn, Clarion, Cambria, MainStay Suites, Econo Lodge and Rodeway Inn are registered by Choice Hotels International, Inc.; and Suburban Extended Stay Hotel is registered by Suburban Franchise Systems, Inc. All trademarks, service marks or trade names referred to in this Annual Report on Form 10-K are the property of their respective holders. Solely for convenience, the trademarks, trade names and service marks referred to in this Annual Report on Form 10-K appear without the ® and ™ symbols, but such references are not intended to indicate in any way that we or the owner will not assert, to the fullest extent under applicable law, all rights to such trademarks, trade names and service marks.

Summary of Risk Factors

The following is a summary of the material risks described in Part I, Item 1A “Risk Factors” of this Annual Report on Form 10-K. While we believe that the risks described in the “Risk Factors” section are those that are material to investors, other factors not presently known to us or that we currently believe are immaterial may also adversely affect us, perhaps materially. The following summary should not be considered an exhaustive summary of the material risks facing us, and it should be read in conjunction with the “Risk Factors” section and the other information contained in this Annual Report on Form 10-K. The items discussed below and in the “Risk Factors” section of this Annual Report on Form 10-K involve or contain forward-looking statements. You should refer to the explanation of the qualifications and limitations on forward-looking statements described above.

Risks Related to Our Business and the Vacation Ownership Industry

We are subject to the business, financial and operating risks inherent to the vacation ownership industry.

Our business and operations, including our ability to market VOIs, may be adversely affected by general economic conditions and conditions affecting the vacation ownership industry and the availability of financing.

The COVID-19 pandemic has adversely impacted our business and results, and the future effects of the pandemic are uncertain and will depend on future developments.

We may not be able to compete successfully in the highly competitive vacation ownership industry.

We generate significant sales from our strategic partnerships and relationships and are subject to risks related to those partnerships and arrangements, including if they are terminated or not renewed, or are not as successful as anticipated.

We are subject to risks related to our ability to comply with applicable laws, rules and regulations, the costs of compliance or any failure to comply, and changes in laws, rules and regulations.

Our business and results may be impacted if financing is not available on favorable terms, or at all.

Our results and liquidity would be adversely impacted if we experience increased defaults on our notes receivable portfolio.

The ratings of third-party rating agencies could adversely impact our ability to obtain, renew or extend credit facilities, or otherwise raise funds.

We may not market products and services successfully and efficiently.

We may be unable to develop or acquire VOI inventory or enter into and maintain fee-based relationships to source VOI inventory.

Our capital-light business activities may not be successful.

We are subject to risks associated with our management of resort properties and, with respect to properties not managed by us, risks associated with our dependence on the managers of those resorts.

We may not continue to participate in, and our customers may not be satisfied with our, exchange networks and other strategic alliances.

Our business and results could be adversely impacted if maintenance fees increase.

Strategic transactions which we may pursue may not be successful and may have adverse impacts, including diversion of management attention and the incurrence of significant expenses.

The resale market for VOIs could adversely affect our business.

Our insurance policies may not cover all potential losses.

Our business may be adversely impacted by negative publicity, including information spread through social media.

Risks Related to the Real Estate Market and Real Estate Development

We are subject to the risks of the real estate market and real estate development, including a decline in real estate values, a deterioration of other conditions relating to the real estate market and real estate development, and potential environmental liabilities.

Risks Related to our Indebtedness

Our indebtedness could limit our activities and adversely impact our results and financial condition.

Changes to and replacement of the LIBOR benchmark interest rate could adversely affect our results of operations and liquidity.

Risks Related to Technology, Privacy and Intellectual Property Rights

We would be adversely impacted if we fail to maintain the integrity of internal or customer data.

We may not be able to keep pace with technological developments, and the cost involved in updating technology may be significant.

A failure to protect our or our business partners’ intellectual property rights could adversely affect our business.

Risks Related to Ownership of our Common Stock

Ownership of our common stock involves risks associated with BVH’s control position.

We have suspended the payment of regular quarterly cash dividends on our common stock and may not resume paying dividends in the future.

Provisions in our organizational documents may prevent a change in control, changes in our management and/or depress the trading price of our common stock, and our bylaws contain an exclusive forum provision.

Future sales of our common stock (or the perception of future sales) may cause the market price of our common stock to decline.

We are an “emerging growth company” and a “controlled company” and our reliance or ability to rely on certain exemptions as a result thereof may make our common stock less attractive to investors.

General Risks

Legal and regulatory proceedings could adversely affect our financial condition and operating results.

The loss of key management or personnel could adversely affect our business.

The preparation of our financial statements in accordance with GAAP involves estimates, judgments and assumptions, as to which there are inherent uncertainties, and changes thereto could adversely impact our operating results and financial condition.

Our stock price may be volatile or may decline regardless of our operating performance.

A failure to maintain proper and effective internal controls could have adverse impacts.

Our shareholders’ interests may be diluted by future stock issuances.

If securities or industry analysts do not publish research or publish unfavorable research about our business, our stock price and trading volume could decline.

Item 1. Business.

Our Business

We are a leading vacation ownership company that markets and sells VOIs and manages resorts in popular leisure and urban destinations. Our resort network includes 45 Club Resorts (resorts in which owners in the Bluegreen Vacation Club (“Vacation Club”) have the right to use most of the units in connection with their VOI ownership) and 23 Club Associate Resorts (resorts in which owners in our Vacation Club have the right to use only a limited number of units in connection with their VOI ownership). Our Club Resorts and Club Associate Resorts are primarily located in high-volume, “drive-to” vacation locations, including Orlando, Las Vegas, Myrtle Beach, Charleston and ~~Charleston~~New Orleans, among others. Through our points-based system, the approximately ~~220~~218,000 owners in our Vacation Club have the flexibility to stay at units available at any of our resorts and have access to ~~over~~nearly 11,~~350~~300 other hotels and resorts through partnerships and exchange networks. We have a robust sales and marketing platform supported by ~~exclusive~~ marketing relationships with nationally-recognized consumer brands, such as Bass Pro and Choice Hotels. These marketing relationships are intended to drive sales within our core demographic, which is described below.

Prior to 2009, our vacation ownership business consisted solely of the sale of VOIs in resorts that we had developed or acquired (“developed VOI sales”). While we continue to conduct such sales and development activities, we also derive a significant portion of our revenue from our capital-light business model, with the goal of utilizing our expertise and infrastructure to generate both VOI sales and recurring revenue from third parties without the significant capital investment generally associated with the development and acquisition of resorts. Our capital-light business activities include sales of VOIs owned by third-party developers pursuant to which we are paid a commission (“fee-based sales”) and sales of VOIs that we purchase under just-in-time (“JIT”) arrangements with third-party developers or from secondary market sources. In addition, we provide resorts and resort developers with other fee-based services, including resort management, mortgage servicing, title services and construction management. We also offer financing to qualified VOI purchasers, which generates significant interest income.

(1)Excludes “Other Income, Net” ~~which primarily consists of business interruption insurance proceeds during 2019~~.

Our Vacation Club has grown from approximately 170,000 owners as of December 31, 2012 to approximately ~~220~~218,000 owners as of December 31, ~~2019~~2020. WeThe ~~primarily~~typical ~~serve~~Vacation aClub ~~demographic~~owner weis ~~consider~~48 ~~generally~~years ~~underpenetrated~~old ~~within~~and ~~the vacation ownership industry, as the typical Vacation Club owner~~ has an average annual household income of approximately $7981,000 ~~as compared to an industry average of $86,000~~. According to U.S. census data, households with an annual income of $50,000 to $100,000 represents approximately 3029% of the total population. We believe our ability to effectively scale our transaction size to suit our customer, as well as our high-quality, conveniently-located, “drive-to” resorts are key to attracting our core target demographic.

Our History

We were organized in 1985 as a Massachusetts corporation named Patten Corporation, primarily focused on retail land sales to consumers. In 1994, we entered into the vacation ownership industry. In 1996, we changed our name to Bluegreen Corporation. From 1986 through April 2, 2013, our common stock was publicly listed and traded on the NYSE. On April 2, 2013, Woodbridge Holdings Corporation (“Woodbridge”), a wholly owned subsidiary of ~~BBX~~Bluegreen ~~Capital~~Vacations Holding Corporation (NYSE: ~~BBX~~BVH) (“BVH”), formerly BBX Capital”) Corporation, acquired all of the shares of our common stock not previously owned by it, and we became a wholly-owned subsidiary of Woodbridge. ~~BBX Capital is a Florida-based publicly traded diversified holding company.~~ On March 10, 2014, we were redomiciled from a Massachusetts corporation to a Florida corporation. On September 25, 2017, we changed our name to Bluegreen Vacations Corporation. On November 17, 2017, we consummated ~~the~~an initial public offering of our common stock. ~~BBX~~ ~~Capital~~Our ~~continues~~common tostock ~~own~~trades ~~approximately~~on ~~90%~~the ofNYSE ~~our~~under ~~outstanding~~the ~~common~~symbol ~~stock~~“BXG.” ~~through~~BVH ~~its~~owns ~~wholly~~approximately ~~owned~~93% ~~subsidiary.~~of ~~Our~~our issued and outstanding common stock. ~~trades~~BVH onis ~~the~~a ~~NYSE~~Florida-based ~~under~~publicly ~~the~~traded ~~symbol~~holding ~~“BXG~~company.”

Our Reportable Segments

We report our results of operations through two reportable segments: (i) Sales of VOIs and financing; and (ii) resort operations and club management.

Our sales of VOIs and financing segment includes our marketing and sales activities related to the VOIs that we own, our VOIs we acquire under just-in-time and secondary market inventory arrangements, our sales of VOIs through fee- based service arrangements with third-party developers, our consumer financing activities in connection with sales of VOIs that we own, and our ~~provision of~~ title services operations through a wholly-owned subsidiary.

710

Our resort operations and club management segment includes our provision of management services tofor ~~our~~the Vacation Club and tofor a majority of the homeowners associations (“HOAs”) of the resorts within our Vacation Club. In connection with those services, we also provide ~~club~~ reservation services, accounting services ~~to owners~~ and billing and collections services to our Vacation Club and certain HOAs. Additionally, we generate revenue within our resort operations and club management segment from our Traveler Plus program, food and beverage and other retail operations, ~~the~~our ~~provision~~third-party of rental services ~~to third parties~~activities, and the management of construction activities of certain of our fee-based clients.

See “Management’s Discussion and Analysis of Financial Condition and Results of Operations” and Note 17: Segment Reporting to our ~~audited~~ consolidated financial statements included in Item 8 of this Annual Report on Form 10-K for additional information regarding our reportable segments.

~~Our~~ Products

Vacation Ownership Interests

Since entering the vacation ownership industry in 1994, we have generated over ~~711~~733,000 VOI sales transactions, including over ~~167~~181,000 fee-based sales transactions. Our Vacation Club owners receive an annual or biennial allotment of “points” in perpetuity (supported by an underlying deeded VOI held in trust for the owner) that may be used to stay at any of our 45 Club Resorts and 23 Club Associate Resorts. Vacation Club owners can use their points to stay in resorts for varying lengths of time, starting at a minimum of two nights. The number of points required for a stay at a resort depends on a variety of factors, including resort location, size of the unit, vacation season and the days of the week. Under this system, Vacation Club owners can select vacations according to their schedules, space needs and available points. Subject to certain restrictions and fees, Vacation Club owners are typically allowed to carry over any unused points for one year and to “borrow” points from the next year. ~~Vacation Club owners may also take advantage of various other lodging and vacation opportunities available to them as described under “Value Proposition” below.~~

Each of our Club Resorts and Club Associate Resorts is managed by an HOA, which is governed by a board of directors or trustees. The board hires a management company to which it delegates many of the rights and responsibilities of the HOA, including landscaping, security, housekeeping, garbage collection, utilities, insurance procurement, laundry and repairs and maintenance. Vacation Club owners pay annual maintenance fees which cover the costs of operating all of the resorts in the Vacation Club system, including fees for real estate taxes and reserves for capital improvements. If a Vacation Club owner does not pay such charges, his or her use rights may be suspended and ultimately terminated, subject to the applicable lender’s first mortgage lien, if any, on such owner’s VOI. We provide management services to 49 resorts and the Vacation Club through contractual arrangements with HOAs. We have a 100% renewal rate on management contracts from our Club Resorts.

~~Value~~Our ~~Proposition~~Vacation Club’s points-based platform offers owners significant flexibility. As reflected in the chart below, basic Vacation Club ownership entitles owners to use their points to stay at any of our 45 Club Resorts and 23 Club Associate Resorts, as well as to access more than 4,200 resorts available through the Resort Condominiums International, LLC (“RCI”) exchange network. For a nominal annual fee and transaction fees, Vacation Club owners can join and utilize our Traveler Plus program, which enables them to use their points to access an additional 44 direct exchange resorts, and other vacation experiences. Vacation Club owners can convert their Vacation Club points into Choice Privileges points, which can be used for stays in Choice Hotels’ properties. In addition, Traveler Plus members can directly use their Vacation Club points for stays in Choice Hotels’ Ascend Hotel Collection properties, a network of historic and boutique hotels located in the United States, Canada, Europe, Australia and Latin America. Overall, there are more than 7,100 hotels in the Choice Hotels network, located in over 40 countries and territories, and Choice Hotels’ brands include the Ascend Hotel Collection, Comfort Inn, Comfort Suites, Quality, Sleep Inn, Clarion, Clarion Pointe, Cambria Hotels and Suites, MainStay Suites, Suburban Extended Stay Hotel, Econo Lodge, Rodeway Inn, WoodSpring Suites and Everhome Suites. We continuously seek new ways to provide value to our Vacation Club owners, including enhanced product offerings, new resort locations, broader vacation experiences and further technological innovation, all of which are designed to increase guest satisfaction

Our Vacation Club’s points-based platform offers owners significant flexibility. As reflected in the chart below, basic Vacation Club ownership entitles owners to use their points to stay at any of our 45 Club Resorts and 23 Club Associate Resorts, as well as to access more than 4,300 resorts available through the Resort Condominiums International, LLC (“RCI”) exchange network. For a nominal annual fee and transaction fees, Vacation Club owners can join and utilize our Traveler Plus program, which enables them to use their points to access an additional 46 direct exchange resorts, and other vacation experiences, such as cruises. Vacation Club owners can convert their Vacation Club points into Choice Privileges points, which can be used for stays in Choice Hotels’ properties. In addition, Traveler Plus members can directly use their Vacation Club points for stays in Choice Hotels’ Ascend Hotel Collection properties, a network of historic and boutique hotels located in the United States, Canada, Europe, Australia and Latin America. Overall, there are more than 7,000 hotels in the Choice Hotels network, located in over 40 countries and territories, and Choice Hotels’ brands include the Ascend Hotel Collection, Comfort Inn, Comfort Suites, Quality, Sleep Inn, Clarion, Cambria Hotels and Suites, MainStay Suites, Suburban Extended Stay Hotel, Econo Lodge and Rodeway Inn. We continuously seek new ways to provide value to our Vacation Club owners, including enhanced product offerings, new resort locations, broader vacation experiences and further technological innovation, all of which are designed to increase guest satisfaction.11

‎Approximately 64% of Vacation Club owners were enrolled in Traveler Plus as of December 31, 2020. During the year ended December 31, 2020, approximately 4% of Vacation Club owners utilized the RCI exchange network. Historically, the owner utilization of RCI has been between 4% and 7%.

8Vacation Club Resort Locations

~~Approximately~~As ~~67%~~shown ofin the map below, our Vacation Club ~~owners~~resorts are ~~enrolled~~primarily inlocated on the U.S. East Coast and Midwest. The 44 direct-exchange resorts available to Traveler Plus. ~~During~~members are concentrated along the ~~year~~West ~~ended~~Coast ~~December 31~~and Hawaii. We believe that, ~~2019~~together, ~~approximately~~this 7%provides ofa ~~Vacation~~broad ~~Club~~geographic ~~owners~~offering ~~utilized~~of ~~the~~resorts ~~RCI~~available ~~exchange~~to ~~network~~our Vacation Club owners.

~~Vacation Club Resort Locations and Amenities~~12

AsVacation ~~shown~~Club inresorts ~~the~~are ~~map~~primarily ~~below,~~“drive-to” resort destinations as approximately 88% of our Vacation Club ~~resorts~~owners ~~are~~live ~~primarily~~within ~~located~~a onfour-hour ~~the~~drive ~~U.S.~~of ~~East~~at ~~Coast~~least ~~and~~one ~~Midwest~~resort. Our ~~The~~resorts 46are ~~direct-exchange~~generally ~~resorts~~located ~~available~~in topopular ~~Traveler~~vacation ~~Plus~~destinations, ~~members~~such ~~are~~as ~~concentrated~~Florida, ~~along~~South ~~the~~Carolina, ~~West~~North ~~Coast~~Carolina, ~~and~~Tennessee, ~~Hawaii.~~Virginia, WeTexas, ~~believe that~~Louisiana, ~~together~~and Nevada, ~~this~~and ~~provides~~represent a ~~broad~~diverse ~~geographic~~mix ~~offering~~ of ~~resorts~~resort ~~available~~and tourban ~~our~~destinations, allowing Vacation Club owners the ability to customize their vacation experience.

9Our resort network also offers a diverse mix of experiences and accommodations. Unlike some of our competitors that maintain static brand design standards across resorts and geographies, we seek to design resorts that capture the uniqueness of a particular location. The goal of our resorts offer authentic experience and connection to the resorts’ unique and varied locations.

~~Vacation~~Our ~~Club~~ resorts ~~are~~typically ~~primarily~~feature ~~“drive~~condominium-~~to”~~style ~~resort~~accommodations ~~destinations~~with asamenities ~~approximately~~such ~~88%~~as offully ~~our~~equipped ~~Vacation~~kitchens, ~~Club~~entertainment ~~owners~~centers ~~live~~and ~~within a four~~in-~~hour~~room ~~drive~~laundry ofappliances. atMany ~~least one of our~~ resorts~~. Our~~ ~~resorts~~feature ~~are~~a ~~generally~~clubhouse ~~located~~(including ina ~~popular vacation destinations~~pool, ~~such~~game ~~as Florida~~room, ~~South Carolina, North Carolina, Tennessee, Virginia, Texas, Louisiana,~~ and ~~Nevada~~lounge), ~~and~~hotel-type ~~represent~~staff ~~a diverse mix of resort~~ and ~~urban~~concierge ~~destinations, allowing Vacation Club owners the ability to customize their vacation experience~~services. ~~In addition, we offer our Vacation Club owners access to Aruba.~~

Our resort network also offers a diverse mix of experiences and accommodations. Unlike some of our competitors that maintain static brand design standards across resorts and geographies, we seek to design resorts that capture the uniqueness of a particular location. Our distinctive resorts are designed to create an authentic experience and connection to their unique and varied locations.

Our resorts typically feature condominium-style accommodations with amenities such as fully equipped kitchens, entertainment centers and in-room laundry appliances. Many resorts feature a clubhouse (including a pool, game room, lounge), hotel-type staff and concierge services.

We also own a 51% interest in Bluegreen/Big Cedar Vacations, which develops, markets and sells VOIs at three premier wilderness-themed resorts adjacent to Table Rock Lake near Branson, Missouri: The Bluegreen Wilderness Club at Big Cedar, The Cliffs at Long Creek and Paradise Point. The remaining 49% interest in Bluegreen/Big Cedar Vacations is held by Big Cedar, LLC (“BC LLC”), an affiliate of Bass Pro. As a result of our controlling interest in Bluegreen/Big Cedar Vacations, our consolidated financial statements include the results of operations and financial condition of Bluegreen/Big Cedar Vacations.

10‎

Located next to Big Cedar Lodge, The Bluegreen Wilderness Club is a 40-acre resort overlooking Table Rock Lake with sprawling views of the surrounding Ozarks. Vacation Club owners enjoy a variety of amenities, including a 9,000 square foot clubhouse, lazy river and rock-climbing wall, in addition to full access to the amenities and activities of Big Cedar Lodge. The Cliffs at Long Creek offers fully furnished homes that can accommodate up to 13 people and other vacation villas while providing access to a clubhouse and amenities at The Bluegreen Wilderness Club. Paradise Point offers spacious vacation villas with direct access to Table Rock Lake and the Bass Pro Long Creek Marina.

Vacation Club Resorts

	Club Resorts	Location	Total‎ units (1)	Managed‎ by Us (2)	Fee-Based‎or JIT‎ sales (3)	Sales‎ center (6)
1	Cibola Vista Resort and Spa	Peoria, Arizona	343	ü	ü	ü
2	La Cabana Beach Resort & Casino(4)	Oranjestad, Aruba	449
3	The Club at Big Bear Village	Big Bear Lake, California	38	ü	ü
4	The Innsbruck Aspen	Aspen, Colorado	17	ü	
5	Via Roma Beach Resort	Bradenton Beach, Florida	28	ü
6	Daytona SeaBreeze	Daytona Beach Shores, Florida	78	ü		ü
7	Resort Sixty-Six	Holmes Beach, Florida	28	ü
8	The Hammocks at Marathon	Marathon, Florida	58	ü
9	The Fountains, Lake Eve and Oasis Lakes	Orlando, Florida	842	ü	ü	ü
10	Orlando’s Sunshine Resort I & II	Orlando, Florida	84	ü
11	Casa del Mar Beach Resort	Ormond Beach, Florida	118	ü
12	Grande Villas at World Golf Village &‎ The Resort at World Golf Village	St. Augustine, Florida	214	ü		ü
13	Bluegreen at Tradewinds	St. Pete Beach, Florida	160	ü	ü	ü
14	Solara Surfside	Surfside, Florida	60	ü		
15	Studio Homes at Ellis Square	Savannah, Georgia	28	ü	ü	ü
16	The Hotel Blake	Chicago, Illinois	160	ü	ü	ü
17	Bluegreen Club La Pension	New Orleans, Louisiana	64	ü		(7)
18	Marquee	New Orleans, Louisiana	94	ü	ü	ü
19	The Soundings Seaside Resort	Dennis Port, Massachusetts	69	ü	ü
20	Mountain Run at Boyne & Hemlock	Boyne Falls, Michigan	205	ü		ü
21	The Falls Village	Branson, Missouri	293	ü		ü
22	Paradise Point Resort(5)	Hollister, Missouri	150	ü
23	Bluegreen Wilderness Club at Big Cedar(5)	Ridgedale, Missouri	~~427~~433	ü		ü
24	The Cliffs at Long Creek(5)	Ridgedale, Missouri	106	ü
25	Bluegreen Club 36	Las Vegas, Nevada	476	ü		ü
26	South Mountain Resort	Lincoln, New Hampshire	116	ü	ü	ü
27	Blue Ridge Village I,II and III	Banner Elk, North Carolina	132	ü
28	Club Lodges at Trillium	Cashiers, North Carolina	5054	ü	ü
29	The Suites at Hershey	Hershey, Pennsylvania	78	ü
30	The Lodge Alley Inn	Charleston, South Carolina	90	ü		ü
31	King 583	Charleston, South Carolina	50	ü	ü
32	Carolina Grande	Myrtle Beach, South Carolina	118	ü		ü
33	Harbour Lights	Myrtle Beach, South Carolina	324	ü		ü
34	Horizon at 77th	Myrtle Beach, South Carolina	88	ü	ü
35	SeaGlass Tower	Myrtle Beach, South Carolina	136	ü
36	Shore Crest Vacation Villas I & II	North Myrtle Beach, South Carolina	240	ü		ü
37	MountainLoft I & II	Gatlinburg, Tennessee	394	ü		ü
38	Laurel Crest	Pigeon Forge, Tennessee	298	ü		ü
39	Eilan Hotel and Spa	San Antonio, Texas	163	ü		ü
40	Shenandoah Crossing	Gordonsville, Virginia	136	ü		ü
41	Bluegreen Wilderness Traveler at Shenandoah	Gordonsville, Virginia	146	ü
42	BG Patrick Henry Square	Williamsburg, Virginia	130	ü	ü	ü
43	Parkside Williamsburg Resort	Williamsburg, Virginia	107	ü	ü
44	Bluegreen Odyssey Dells & Pirate's Lodge	Wisconsin Dells, Wisconsin	92	ü
45	Christmas Mountain Village	Wisconsin Dells, Wisconsin	381	ü		ü
		Total Units	7,~~858~~868

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	Club Associate Resorts	Location	Managed ‎ by Us ⁽²⁾	Fee-Based ‎or JIT ‎ sales ⁽³⁾
1	Paradise Isle Resort	Gulf Shores, Alabama
2	Shoreline Towers Resort	Gulf Shores, Alabama
3	Dolphin Beach Club	Daytona Beach Shores, Florida	
4	Fantasy Island Resort II	Daytona Beach Shores, Florida	
5	Mariner’s Boathouse and Beach Resort	Fort Myers Beach, Florida
6	Tropical Sands Resort	Fort Myers Beach, Florida
7	Windward Passage Resort	Fort Myers Beach, Florida
8	Gulfstream Manor	Gulfstream, Florida	
9	Outrigger Beach Club	Ormond Beach, Florida
10	Landmark Holiday Beach Resort	Panama City Beach, Florida
11	Ocean Towers Beach Club	Panama City Beach, Florida
12	Panama City Resort & Club	Panama City Beach, Florida
13	Surfrider Beach Club	Sanibel Island, Florida
14	Petit Crest Villas and Golf Club Villas at Big Canoe	Marble Hill, Georgia
15	Pono Kai Resort	Kapaa (Kauai), Hawaii
16	The Breakers	Dennis Port, Massachussetts		
17	Lake Condominiums at Big Sky	Big Sky, Montana
18	Foxrun Townhouses	Lake Lure, North Carolina
19	Sandcastle Village II	New Bern, North Carolina
20	Waterwood Townhouses	New Bern, North Carolina
21	Bluegreen at Atlantic Palace	Atlantic City, New Jersey
22	The Manhattan Club	New York, New York
23	Players Club	Hilton Head Island, South Carolina

(1)Represents the total number of units at the Club Resort. Owners in the Vacation Club have the right to use most of the units at each Club Resort in connection with their VOI ownership.

(2)Resorts managed by Bluegreen Resorts Management, Inc., our wholly-owned subsidiary (“Bluegreen Resorts Management”).

(3)These resorts, or a portion thereof, were developed by third-parties, and we have ~~sold~~arrangements to sell VOIs on ~~their~~ behalf orof ~~have~~the ~~arrangements~~developer toor acquire such VOIs as part of our capital-light business strategy.

(4)This resort is managed by Casa Grande Cooperative Association I, which has contracted with Bluegreen Resorts Management to provide management consulting services to the resort. The services provided by Bluegreen Resorts Management to this resort pursuant to such agreement are similar in nature to, but less extensive than, the services provided by us or our subsidiaries to the other resorts listed in the table as “Managed by Us.”

(5)This resort is developed, marketed and sold by Bluegreen/Big Cedar Vacations.

(6)In addition to the sales centers identified in the table, we also operate a sales center in Memphis, Tennessee.

(7)Due to local restrictions resulting from the COVID-19 pandemic, this sales center was consolidated with the Marquee sales center, which is in close proximity to Bluegreen Club La Pension sales center.

Marketing and Sale of Inventory

VOI sales are typically generated by attracting prospective customers to tour a resort and attend a sales presentation. Our sales and marketing ~~platform~~platforms ~~utilizes~~utilize a variety of methods to attract prospective customers, drive tour flow and sell VOIs in our Vacation Club. We primarily utilize marketing alliances with nationally-recognized brands, which provide access to venues which target consumers generally matching our core demographic. In addition, ~~we source~~ sales prospects are sourced through programs which generate leads at high-traffic venues and in high-density tourist locations and events, as well as ~~from~~through telemarketing and referrals from existing owners and other guests at our properties.

~~Many~~While ofin ~~our marketing programs involve~~ the ~~sale~~past ofhistorical aperformance ~~discounted~~provided ~~vacation package that typically includes~~ a ~~two~~basis tofor ~~three~~estimating ~~night~~VOI ~~stay in close proximity to one of our resort~~ sales ~~offices~~based ~~and~~on ~~requires participation in a sales presentation (a sales tour). Vacation~~ packages ~~are typically~~ sold ~~either in retail establishments~~, ~~such~~ as ~~Bass~~a ~~Pro~~result ~~stores~~of ~~and~~the ~~outlet~~COVID-19 ~~malls~~pandemic, orthis ~~via~~has ~~telemarketing.~~not ~~During~~been the ~~year~~case ~~ended~~as ~~December 31,~~purchasers ~~2019, we sold over 243,000 vacation packages and 44%~~ of ~~our VOI sales were derived from vacation~~ packages. ~~As of December 31, 2019, we had a pipeline of over 190,000 vacation packages sold, which~~ have ~~generally~~not ~~converted~~traveled to ~~tours~~the atsame aextent ~~rate~~as ofthey ~~55%~~did previously pre-pandemic.

~~Bluegreen~~Many ~~Vacations~~of ~~Unlimited (“BVU”),~~ our ~~wholly-owned~~marketing ~~subsidiary,~~programs ~~has~~intended anto ~~exclusive~~attract ~~marketing~~new ~~agreement~~customers ~~with~~involve ~~Bass~~the ~~Pro,~~sale of a ~~nationally-recognized~~discounted ~~retailer~~vacation ofpackage ~~fishing,~~that ~~marine,~~typically ~~hunting,~~includes ~~camping~~a ~~and~~two ~~sports~~to ~~gear,~~three ~~that~~night ~~provides~~stay usin ~~with~~close ~~the~~proximity ~~right~~ to ~~market~~one of our resort sales offices and ~~sell~~requires ~~vacation~~participation in a sales presentation (a sales tour). Vacation packages atare ~~kiosks~~typically sold either in ~~each~~retail ofbrick and mortar establishments, such as Bass Pro and Cabela’s ~~retail~~stores ~~locations~~ and malls, through ~~other~~our ~~means. We~~call ~~believe~~transfer ~~that~~program ~~Bass~~with ~~Pro~~Choice, ~~has~~or avia ~~loyal~~telemarketing. ~~customer~~During ~~base~~the ~~that~~year ~~strongly~~ended ~~matches~~December 31, ~~our~~2020, ~~core~~we ~~demographic.~~sold approximately 132,000 vacation packages and 19%

1215

Onof ~~May~~our ~~24,~~VOI ~~2019,~~sales wewere ~~received~~made ~~notice from Bass Pro and its affiliates that it was terminating the marketing agreement based on the failure~~ to ~~cure~~customers ~~the~~who ~~alleged~~had ~~breaches~~previously ~~and~~purchased ~~we were removed from all Bass Pro retail stores. BVU subsequently filed~~ a ~~counter~~vacation ~~claim~~package ~~against Bass Pro~~ and ~~Big~~attended ~~Cedar LLC. On June 13, 2019, we entered into~~ a ~~settlement~~sales ~~agreement which resolved the litigation and reinstated and amended the marketing agreement~~presentation. ~~Pursuant~~As ~~to the terms~~ of ~~the settlement agreement~~December 31, ~~Bass Pro agreed to reinstate BVU’s access to Bass Pro’s marketing channels~~2020, ~~including Bass Pro and Cabela’s retail stores. Additionally, with no admission of any wrongdoing,~~ we ~~paid~~had ~~Bass~~a ~~Pro~~pipeline ~~$20.0 million and agreed to pay Bass Pro $4.0 million on each January 1 from 2020 through 2024; and we also agreed that Bass Pro would retain $1.5 million~~ of anover ~~amount prepaid to them earlier in 2019 under the marketing agreement. Additionally~~121, ~~our agreement was amended to pay Bass Pro a fixed annual fee of $70,~~000 for each Bass Pro and Cabela’s retail store that BVU accesses (excluding retail stores which are designated to provide tours to Bluegreen/Big Cedar Vacations, or “Bluegreen/Big Cedar Feeder Stores”) plus $32 per net vacation ~~package~~packages sold ~~(less cancellations and refunds within 45 days of sale) in lieu of our previous commission based fees. We also agreed~~ to ~~contribute~~prospective tonew ~~the Wonders of Wildlife Foundation $5~~customers.00 In ~~per net package sold (less cancellations and refunds within 45 days of sale)~~addition, ~~subject to an annual minimum of $700,000. The fixed annual fee was prorated for 2019. Subject to the terms and conditions of our agreement,~~ we ~~will~~had ~~generally be required to pay the fixed annual fee with respect to at least 59 Bass Pro retail stores and~~ a ~~minimum~~pipeline ~~number~~ of ~~Cabela’s~~nearly ~~retail~~15,000 ~~stores~~vacation packages that ~~increases~~were ~~over~~purchased ~~time to a total of at least 60 Cabela’s retail stores~~ by ~~the~~customers ~~end~~who ofalready ~~2021. However,~~toured ~~the minimum number of Bass Pro~~ and ~~Cabela’s~~indicated ~~retail~~that ~~stores~~they onintend which we pay the fixed annual fee may be reduced under certain circumstances, including as a result of a reduction of traffic in the stores in excess of 25% year-over-year. The parties also executed mutual waivers and releases and agreed to ~~the~~tour ~~dismissal of the litigation~~again.

AsBluegreen ofVacations ~~December 31,~~Unlimited ~~2019~~(“BVU”), weour ~~sold~~wholly-owned ~~vacation~~subsidiary, ~~packages~~has inan 68exclusive ofmarketing agreement with Bass Pro’s, ~~stores~~a ~~and~~nationally-recognized 15retailer ~~Cabela’s~~of ~~retail~~fishing, ~~stores.~~marine, ~~During~~hunting, ~~the~~camping ~~years~~and ~~ended~~sports ~~December 31~~gear, ~~2019,~~that ~~2018~~provides ~~and~~us ~~2017,~~with ~~VOI~~the ~~sales~~right to ~~prospects~~market and ~~leads~~sell ~~generated~~vacation bypackages ~~the~~at ~~agreement~~kiosks ~~with~~in Bass Pro’s ~~accounted~~and ~~for~~Cabela’s ~~approximately~~retail ~~13%,~~locations ~~14%~~ and ~~15%,~~through ~~respectively,~~other ofmeans. We ~~our~~believe ~~VOI~~that ~~sales~~Bass ~~volume.~~Pro ~~Our~~has ~~marketing~~a ~~alliance~~loyal ~~with~~customer ~~Bass~~base ~~Pro~~that ~~currently~~strongly ~~runs~~matches ~~through~~our ~~2025~~core demographic.

WeDuring ~~also~~the ~~have~~years anended ~~exclusive~~December 31, ~~strategic~~2020, ~~relationship~~2019, ~~with~~and ~~Choice~~2018, ~~Hotels~~VOI ~~that~~sales ~~involves~~to ~~several~~prospects ~~areas~~and ofleads ~~our~~generated ~~business,~~by ~~including~~the aagreement ~~sales~~with ~~and~~Bass ~~marketing~~Pro ~~alliance~~accounted ~~that~~for ~~enables~~approximately us12%, to13% ~~leverage~~and ~~Choice~~14%, ~~Hotels’ brands~~respectively, ~~customer~~of ~~relationships~~our ~~and~~VOI ~~marketing~~sales ~~channels~~volume. toAs ~~sell~~of ~~vacation~~December 31, ~~packages.~~2019, ~~Vacation~~we ~~packages~~had ~~are~~sales ~~sold~~and ~~through~~marketing ~~customer~~operations ~~reservation~~at ~~calls~~a ~~transferred~~total toof us83 ~~from~~Bass ~~Choice~~Pro and ~~through outbound telemarketing methods utilizing Choice~~Cabela’s ~~customer database~~Stores. In ~~addition,~~March 382020 ofas ~~our~~a ~~resorts~~result ~~are part~~ of ~~Choice’s~~the ~~Ascend~~COVID-19 ~~Hotel Collection~~pandemic, ~~which~~we ~~provides~~temporarily usclosed ~~with~~our ~~the~~retail ~~opportunity~~marketing tooperations ~~market~~at toBass ~~Choice~~Pro ~~Hotel~~and ~~guests~~Cabela’s ~~staying~~stores. atBeginning ~~our~~in ~~resorts.~~mid-May ~~Our~~2020, ~~strategic~~we ~~relationship~~started ~~with~~the ~~Choice~~process ~~Hotels~~of ~~began~~recommencing inour ~~2013~~sales and ~~was~~marketing ~~extended~~operations inand ~~August~~by ~~2017~~December 31, ~~for a 15 year term~~2020, ~~with~~we anwere ~~additional~~operating ~~15-year~~in ~~renewal~~a ~~term~~total ~~thereafter~~of ~~unless~~98 ~~either~~Bass ~~party~~Pro ~~elects~~and ~~not~~Cabela’s ~~to renew the arrangement~~stores.

InWe ~~addition,~~also wehave ~~generate~~an ~~leads~~exclusive ~~and~~strategic ~~sell~~relationship ~~vacation packages through our relationships~~ with ~~various~~Choice ~~other~~Hotels ~~retail~~that ~~operators~~involves ~~and~~several ~~entertainment~~areas ~~providers. As~~ of ~~December 31,~~our ~~2019~~business, weincluding ~~had~~a ~~kiosks~~sales inand 16marketing ~~outlet~~alliance ~~malls,~~that ~~strategically~~enables ~~selected~~us ~~based~~to onleverage ~~proximity~~Choice toHotels’ ~~major~~brands, ~~vacation~~customer ~~destinations~~relationships and ~~strong~~marketing ~~foot~~channels ~~traffic~~to ofsell ~~consumers~~vacation ~~matching our core target demographic~~packages. WeVacation ~~generate~~packages ~~vacation~~are ~~package~~sold ~~sales~~through ~~from~~customer ~~these~~reservation ~~kiosks.~~calls Wetransferred ~~also~~to ~~generate~~us ~~leads~~from atChoice ~~other~~Hotels ~~malls~~ and ~~outlets~~through ~~and~~outbound ~~high-density~~telemarketing ~~locations~~methods orutilizing ~~events,~~Choice ~~where~~Hotels ~~contact~~customer ~~information~~database. ~~for~~Our ~~sales~~strategic ~~prospects~~relationship iswith ~~obtained~~Choice ~~through~~Hotels ~~raffles,~~began ~~giveaways~~in 2013 and ~~other~~was ~~attractions.~~extended Wein ~~then~~August ~~seek~~2017 tofor ~~sell~~a ~~vacation~~15 ~~packages~~year ~~to those prospects~~term, ~~including~~with ~~through~~an ~~telemarketing~~additional ~~efforts by us or third~~15-~~party~~year ~~vendors.~~renewal Asterm ofthereafter ~~December 31,~~unless ~~2019,~~either weparty ~~had~~elects ~~lead~~not ~~generation~~to ~~operations~~renew inthe ~~over 452 locations~~arrangement.

We believe that ~~this~~our diverse strategic marketing alliances (including those with Bass Pro, Choice Hotels and other retail operators and entertainment providers) provides a potential strategic advantage over certain of our competitors that rely primarily on relationships with their affiliated hotel brands to drive lead generation and new owner growth. Our goal is to identify marketing partners with brands that attract our targeted owner demographic and to build successful marketing relationships with those partners. In addition to the programs described above, we may also engage in other local and national marketing programs from time to time ~~with respect to attracting new customers~~. We believe that the variety in our marketing relationships has historically facilitated a healthy mix of new owner sales vs. existing owner sales that compare favorably to our competitors. During the year ended December 31, 2019, approximately 45% of our VOI sales were to new owners.

13In addition to sales to new customers, we also seek to sell additional VOI points to our existing Vacation Club owners. These sales generally have lower marketing costs and result in higher operating margins than sales generated through other marketing channels. During the years ended December 31, 2020, 2019, and 2018, sales to existing Vacation Club owners accounted for 64%, 55% and 52%, respectively, of our system-wide sales of VOIs. We target a balanced mix of new customer and existing Vacation Club owner sales to support our goal of sustainable long-term growth. We believe that the variety in our marketing relationships has historically facilitated a healthy mix of new owner sales vs. existing owner sales that compare favorably to our competitors.

InWe ~~addition~~operate to24 sales ~~to new customers~~offices, wetypically ~~also~~located ~~seek~~adjacent to ~~sell~~our ~~additional~~resorts ~~VOI~~and ~~points~~staffed towith ~~our~~sales ~~existing~~representatives ~~Vacation~~and ~~Club~~sales ~~owners~~managers. ~~These~~As ~~sales~~of ~~generally~~December 31, ~~have~~2020, ~~lower~~we ~~marketing~~had ~~costs~~over ~~and~~2,400 ~~result~~employees indedicated ~~higher~~to ~~operating~~VOI ~~margins~~sales ~~than~~and ~~sales~~marketing. We ~~generated~~typically ~~through~~utilize ~~other~~a ~~marketing~~uniform ~~channels.~~sales ~~During~~process ~~the~~and ~~years~~offer ~~ended~~ongoing ~~December~~training ~~31,~~for ~~2019,~~our ~~2018~~sales ~~and~~personnel ~~2017,~~with ~~sales~~the togoal ~~existing~~of ~~Vacation~~maintaining ~~Club~~strict ~~owners~~quality ~~accounted~~control ~~for~~policies. ~~55%,~~During ~~52%~~the ~~and~~year ~~49%~~ended December 31, ~~respectively~~2020, 97% of our ~~system-wide~~ sales were generated from 20 of ~~VOIs.~~our Wesales ~~target~~offices awhich ~~balanced~~focus ~~mix~~on ofboth new customer and existing Vacation Club owner sales. toOur ~~drive~~remaining ~~sustainable~~4 ~~long-term~~sales ~~growth.~~offices ~~The~~are ~~number~~primarily offocused ~~owners~~on insales ~~our~~to existing Vacation Club ~~increased~~owners staying at athe 5%respective ~~CAGR~~resort. ~~between~~We ~~2012~~also ~~and~~utilize ~~2019,~~our ~~from~~telesales ~~approximately~~operations ~~170,000~~to ~~owners~~sell asadditional ofVOIs ~~December 31, 2012~~ to ~~approximately~~Vacation ~~220,000~~Club owners ~~as of December 31, 2019~~.

We operate 26 sales offices, typically located adjacent to our resorts and staffed with sales representatives and sales managers. As of December 31, 2019, we had over 3,200 employees dedicated to VOI sales and marketing. We utilize a uniform sales process and offer ongoing training for our sales personnel with the goal of maintaining strict quality control policies. During the year ended December 31, 2019, 94% of our sales were generated from 20 of our sales offices which focus on both new customer and existing Vacation Club owner sales. Our remaining 6 sales offices are primarily focused on sales to existing Vacation Club owners staying at the respective resort. We also utilize our telesales operations to sell additional VOIs to Vacation Club owners.

Flexible Business Model

Our business model is designed to give us potential flexibility to capitalize on opportunities and adapt to changing market environments. We have the ability to adjust our targeted mix of capital-light vs. developed VOI sales, sales to new customers vs. existing Vacation Club owners, and cash vs. financed sales. While we may pursue opportunities that impact our short-term results, our long-term goal is to achieve sustained growth while maximizing earnings and cash flow.

Note: Cash sales represent the portion of our system-wide sales of VOIs that is received from the customer in cash within 30 days of purchase.

VOI Sales Mix

Our VOI sales include:

Developed VOI sales, or sales of VOIs in resorts that we develop or acquire (excluding inventory acquired pursuant to JIT and secondary market arrangements);

Fee-based sales of VOIs owned by third-party developers pursuant to which we are paid a commission;

JIT sales of VOIs we acquire from third-party developers in close proximity to when we intend to sell such VOIs; and

Secondary market sales of VOIs we acquire from HOAs or other owners~~; and~~.

~~Developed~~During ~~VOI sales~~2020, or sales of VOIs inwere ~~resorts~~comprised ~~that~~of wethe ~~develop~~following: ~~or acquire (excluding inventory acquired pursuant to JIT and secondary market arrangements).~~

~~As of December 31, 2019, sales of VOIs were comprised of the following:~~17

Developed VOI Sales

Developed VOI sales are sales of VOIs in resorts that we have developed or acquired (excluding inventory acquired pursuant to JIT and secondary market arrangements). During the year ended December 31, 2020, developed VOI sales accounted for 33% of our system-wide sales of VOIs. We hold the notes receivable originated in connection with developed VOI sales. We also typically hold the HOA management contract associated with these resorts.

Fee-Based Sales

We offer sales and marketing services to third-party developers for a commission. Under these fee-based sales arrangements, which are typically entered into on a non-committed basis, we sell the third-party developers’ VOIs as Vacation Club interests through our sales and marketing platform. We also provide third-party developers with administrative services, periodic reporting and analytics through our proprietary software platform. We seek to structure the fee for these services to cover selling and marketing costs, plus an operating profit. Historically we have targeted a commission rate of 65% to 75% of the VOI sales price. Fee-Based Sales comprised 5037% of system-wide sales of VOIs during the year ended December 31, ~~2019~~2020. Notes receivable originated in connection with fee-based sales are held by the third-party developer and, in certain cases, are serviced by us for an additional fee. In connection with fee-based sales, we are not at risk for development financing and have no capital requirements, thereby increasing return on invested capital, or ROIC. We also typically hold the HOA management contract associated with these resorts.

Just-In-Time (JIT) VOI Sales

We enter into JIT inventory acquisition agreements with third-party developers that allow us to buy VOI inventory in close proximity to when we intend to sell such VOIs. While we typically enter into such arrangements on a non-committed basis, we may engage in committed arrangements under certain circumstances. Similar to fee-based sales, JIT sales do not expose us to risk for development financing. However, unlike fee-based sales, we hold the consumer finance receivables originated in connection with JIT sales. While JIT sales accounted for only 17% of system-wide sales of VOIs for the year ended December 31, ~~2019~~2020, JIT arrangements are often entered into in connection with fee-based sales arrangements. In general, acquisition of VOI inventory through JIT segments are at a higher cost compared to developed VOIs of secondary market sources. We also typically hold the HOA management contract associated with these resorts.

Secondary Market VOI Sales

We acquire VOI inventory from HOAs and other owners generally on a non-committed basis. These VOIs are typically obtained by the applicable HOA through foreclosure or termination in connection with HOA maintenance fee defaults or from charities from which a consumer has donated their VOI. ~~Accordingly~~In these cases, we generally purchase VOIs from secondary market sources at asignificant ~~greater~~ discount to retail price ~~compared to developed VOI sales and JIT sales~~. During the year ended December 31, ~~2019~~2020, secondary market sales accounted for 2023% of our system-wide sales of VOIs.

~~Developed VOI Sales~~18

Developed VOI sales are sales of VOIs in resorts that we have developed or acquired (excluding inventory acquired pursuant to JIT and secondary market arrangements). During the year ended December 31, 2019, developed VOI sales accounted for 29% of our system-wide sales of VOIs. We hold the notes receivable originated in connection with developed VOI sales. We also typically hold the HOA management contract associated with these resorts.

Future VOI Sales

The retail value of our completed VOI inventory increases or decreases from period to period due to the acquisition of inventory through JIT and secondary market arrangements, development of new VOI units, reacquisition of VOIs through notes receivable defaults and changes to sales prices and completed sales. As of December 31, ~~2019~~2020 and ~~2018~~2019, we owned completed VOI inventory (excluding units not currently being marketed as VOIs, such as model units) and had access to additional completed VOI inventory through fee-based and JIT arrangements having a retail sales value as follows (dollars are in thousands and represent the then-estimated retail sales value):

	As of December 31,
Inventory Source	~~2019~~2020		~~2018~~2019
Owned completed VOI inventory	$	1,~~115~~111,~~822~~277	$	~~969~~1,~~167~~115,822
Inventory accessible through fee-based
and JIT arrangements		~~312~~293,~~816~~056		~~487~~312,~~391~~816
Total	$	1,~~428~~404,~~638~~333	$	1,~~456~~428,~~558~~638

Based on current estimates and expectations, we believe this inventory, combined with inventory being developed by us or our third-party developer clients, and inventory that we may reacquire in connection with mortgage and maintenance fee defaults, can support our VOI sales at our current levels for ~~over~~approximately four years. We maintain relationships with numerous third-party developers and expect additional fee-based and JIT relationships to continue to provide ~~high-quality~~ VOI inventory to support our sales efforts. In addition, we are focused on strategically expanding our inventory through development at ~~five~~certain of our resorts over the next several years. We intend to continue to strategically evaluate opportunities to develop or acquire VOI inventory in key strategic markets where we identify growing demand and where we currently have ~~already~~or ~~established~~expect to have significant marketing and sales networks.

16During the years ended December 31, 2020 and 2019, the estimated retail sales value and cash purchase price of the VOIs we acquired through secondary market arrangements were as follows (dollars in thousands):

During the years ended December 31, 2019 and 2018, the estimated retail sales value and cash purchase price of the VOIs we acquired through secondary market arrangements were as follows (dollars in thousands):



	Year Ended December 31,
	2020		2019
Estimated retail sales value	$	103,134	$	228,632
Cash purchase price	$	4,558	$	15,962

	Years Ended December 31,
	2019		2018
Estimated retail sales value	$	228,632	$	164,390
Cash purchase price	$	15,962	$	11,994

Active development activities consist primarily of additional VOI units being developed at The Cliffs at Long Creek and The Bluegreen Wilderness Club at Big Cedar in Ridgedale, Missouri.

Development activities currently consist primarily of additional VOI units being developed at The Cliffs at Long Creek and The Bluegreen Wilderness Club at Big Cedar in Ridgedale, Missouri.

Management and Other Fee-Based Services

We earn recurring management fees for providing services to HOAs. These management services include oversight of housekeeping services, maintenance and certain accounting and administrative functions. We believe our management contracts yield highly predictable cash flows that do not have the traditional risks associated with hotel management contracts that are linked to daily rate or occupancy. Our management contracts are typically structured as “cost-plus” management fees, ~~which~~pursuant ~~means~~to which we generally earn fees equal to 10% to 12% of the costs to operate the applicable resort. These agreements generally have an initial term of three years with automatic one year renewals. As of December 31, ~~2019~~2020, we provided management services to 49 resorts. We also earn recurring management fees for providing services to the Vacation Club. These services include managing the reservation system and providing owner billing and collection services. Our management contract with the Vacation Club currently provides for reimbursement of our costs plus a fee equal to $10 per VOI owner. We may seek to expand our management services business, including to provide hospitality management services to hotels for third parties.

In addition to HOA and club management services, we also provide other fee-based services that produce revenue without the significant capital investment generally associated with the development and acquisition of resorts. These services include title and escrow services for fees in connection with the closing of VOI sales, servicing notes receivable held by third parties (typically a fee equal to 1.5% to 2.5% of the principal balance of the serviced portfolio), and construction management services for third-party developers (typically fees equal to 4% of the cost of construction of the project). We also receive revenue from retail and food and beverage operations at certain resorts.

These services include title and escrow services for fees in connection with the closing of VOI sales, servicing notes receivable held by third parties (typically a fee equal to 1.5% of the principal balance of the serviced portfolio), and construction management services for third-party developers (typically fees equal to 4% of the cost of construction of the project). We also receive revenue from retail and food and beverage operations at certain resorts.

Customer Financing

We generally offer qualified purchasers financing for up to 90% of the purchase price of VOIs. The typical financing provides for a term of ten years, and a fixed interest rate that is determined by the FICO score of the borrower and the amount of the down payment and existing ownership, is fully amortizing in equal installments, and may be prepaid without penalty. Purchasers may receive an additional 1% discount on the interest rate by participating in our pre-authorized payment plan. As of December 31, ~~2019~~2020, approximately 9592% of our serviced VOI notes receivable participated in our pre-authorized payment plan. During the year ended December 31, ~~2019~~2020, the weighted-average interest rate on our VOI notes receivable was 1415.90%.

VOI purchasers are generally required to make a down payment of at least 10% of the sales price. As part of our efforts to manage operating cash flows, we currently incentivize our sales associates to encourage cash sales and higher down payments on financed sales, with a target of 40-45% of the VOI sales price collected in cash. We also promote a point-of-sale credit card program sponsored by a third-party financial institution. As a result of these efforts, we have increased both the percentage of sales that are fully paid in cash and the average down payment on financed sales as compared to historical levels. Including down payments received on financed sales, approximately 42% of our system-wide sales of VOIs during the year ended December 31, ~~2019~~2020 were paid in cash within approximately 30 days from the contract date.

See “Sales/Financing of Receivables” below for additional information regarding our receivable financing activities.

Loan Underwriting

We generally do not originate financing to customers with FICO scores below 575. However, we may provide financing to customers with no FICO score if the customer makes a minimum down payment of 20%. For loans made during ~~2019~~2020, the borrowers’ weighted-average FICO score after a 30-day, “same as cash” period from the point of sale was ~~731~~725. Further information is set forth in the following table:

FICO Score		Percentage of originated and‎ serviced VOI receivables ~~(1)~~
<600		2.0%
No Score (1)		1%
600 - 699		28.0%
<600		2%
700+		69.0%
600 - 699		32%
700+		65%

(1)~~Excludes~~Financing ~~loans~~to customers for which the obligor did not have a FICO score. ~~For 2019, approximately 1% of our VOI notes receivable related to financing provided to borrowers with no FICO score.~~

Collection Policies

Financed VOI sales originated by us typically utilize a note and mortgage. Collection efforts related to these VOI loans are managed by us. Collectors are incentivized through a performance-based compensation program.

We generally pursue collection efforts with respect to Vacation Club owners with outstanding loans secured by their VOI by mail, telephone and email (as early as 10 days past due). At 30 days past due, we mail a collection letter to the owner if a U.S. resident advising that if the loan is not brought current, the delinquency will be reported to a credit reporting agency. At 60 days past due, we mail a letter to the owner advising that he or she may be prohibited from making future reservations for lodging at a resort. At 90 days past due, we stop the accrual of, and reverse previously accrued but unpaid, interest on the note receivable and typically mail a notice informing the owner that unless the delinquency is cured within 30 days, we may terminate the underlying VOI ownership. If an owner fails to bring the account current within the given timeframe, the loan is typically defaulted and the owner’s VOI is terminated. In that case, we mail a final letter, typically at approximately 127 days past due, notifying the owner of the loan default and the termination of his or her beneficial interest in the VOI property. Thereafter, we may seek to resell the VOI to a new purchaser. In certain cases, at our discretion, we may not default the loan and terminate the underlying VOI, in which case the loan would remain delinquent.

delinquency is cured within 30 days, we may terminate the underlying VOI ownership. If an owner fails to bring the account current within the given timeframe, the loan is typically defaulted and the owner’s VOI is terminated. In that case, we mail a final letter, typically at approximately 127 days past due, notifying the owner of the loan default and the termination of his or her beneficial interest in the VOI property. Thereafter, we may seek to resell the VOI to a new purchaser. In certain cases, at our discretion, we may not default the loan and terminate the underlying VOI, in which case the loan would remain delinquent.

Allowance for Loan Losses

~~Under~~We ~~vacation ownership accounting rules, we~~ estimate uncollectible VOI notes receivable based on historical amounts for similar VOI notes receivable and do not consider the value of the underlying collateral. We hold large pools of homogeneous VOI notes receivable and assess uncollectibility based on pools of receivables as we do not believe there are significant concentrations of credit risk with any individual counterparty or groups of counterparties. In estimating future loan losses, management does not use a single primary indicator of credit quality, but instead evaluates our VOI notes receivable based upon a combination of factors, including a static pool analysis that incorporates the aging of the respective receivables, default trends, and prepayment rates by origination year, as well as the FICO scores of borrowers.

Substantially all defaulted VOI notes receivable result in the holder of such receivable acquiring the related VOI that secured such receivable, typically soon after default and at little or no cost. The reacquired VOI is then available for resale in the normal course of business.

See “Management’s Discussion and Analysis of Financial Condition and Results of Operations” for additional information about the performance of our notes receivable portfolio.

Sales/Financing of Receivables

Our ability to sell or borrow against our VOI notes receivable has historically been an important factor in meeting our liquidity requirements. The vacation ownership business generally involves sales where a buyer is only required to pay 10% of the purchase price up front, while at the same time selling and marketing expenses related to such sales are primarily cash expenses that exceed the down payment amount. For the year ended December 31, ~~2019~~2020, our sales and marketing expenses totaled approximately 5159% of system-wide sales of VOIs. Accordingly, having facilities for the sale or hypothecation of VOI notes receivable, along with periodic term securitization transactions, has been a critical factor in meeting our short and long-term cash needs. There are no assurances that sales, hypothecation or securitization of VOIs will be available to us in the future at acceptable terms or at all. See “Management’s Discussion and Analysis of Financial Condition and Results of Operations” for additional information about our VOI notes receivable purchase facilities and term securitizations.

Receivables Servicing

Receivables servicing includes collecting payments from borrowers and remitting the funds to the owners, lenders or investors in such receivables, accounting for principal and interest on such receivables, making advances when required, contacting delinquent borrowers, terminating a Vacation Club ownership in the event that defaults are not timely remedied and performing other administrative duties.

We receive fees for servicing our securitized notes receivable. These fees are included as a component of interest income. Additionally, we earn servicing fee income from third-party developers in connection with our servicing of their loan portfolios under certain fee-based services arrangements, which is netted against the cost of our mortgage servicing operations.

Our Core Operating and Growth Strategies

Grow VOI sales

Our goal is to utilize our sales and marketing platform to achieve VOI sales growth through the expansion of existing alliances, continued development of new marketing programs and additional VOI sales to our existing Vacation Club owners. We believe there are a number of opportunities within our existing marketing alliances to drive future growth, including the potential expansion of our marketing efforts with Bass Pro. In addition, through our agreement with Choice Hotels, we plan to enhance our marketing program through Choice Hotels’ call-transfer programs. In addition to existing programs, we hope to utilize our sales and marketing expertise to identify unique marketing relationships with nationally-recognized brands that resonate with our core demographic. We will also continue to actively seek to sell additional VOI points to our existing Vacation Club owners, which typically involve significantly lower marketing costs and have higher conversion rates compared to sales to new customers. Our goal continues to be to expand and update our sales offices to more effectively convert tours generated by our marketing programs into sales. To this end, we have focused on identifying high traffic resorts where we believe increased investment in sales office infrastructure will yield strong sales results.

Continue to enhance our Vacation Club experience

We believe our Vacation Club offers owners exceptional value. Our Vacation Club offers owners access to our 45 Club Resorts and 23 Club Associate Resorts in ~~premier~~popular vacation destinations, as well as access to ~~over~~nearly 11,~~350~~300 other hotels and resorts and other vacation experiences, ~~such as cruises,~~ through partnerships and exchange networks. We continue to seek to add value and flexibility to our Vacation Club membership and enhance the vacation experience of our Vacation Club owners, including through the addition of new destinations, the expansion of our exchange programs and the addition of new partnerships offering increased vacation options. We also continuously seek to improve our technology, including websites and applications, to enhance our Vacation Club owners’ experiences. We believe our focus, combined with our high-quality customer service, will continue to enhance the Vacation Club experience, ~~driving~~supporting our objective to entice guests to vacation and drive sales to new owners and additional sales to existing Vacation Club owners.

19Increase higher-margin, cash generating businesses

Grow our higher-margin, cash generating businesses

We seek to continue to grow our ancillary businesses, including resort management, title services and loan servicing. We believe these businesses can grow with little additional investment in infrastructure and potentially produce higher-margin revenue.

Increase sales and operating efficiencies across all customer touch-points

We actively seek to improve our operational execution across all aspects of our business. In our sales and marketing platform, we utilize a variety of screening methods and data-driven analyses intended to identify and attract high-quality prospects to our sales offices ~~in an effort to increase Volume Per Guest (“VPG”), an important measure of sales efficiency.~~ We ~~also~~intend ~~continue~~ to test new and innovative methods to generate sales prospects with a focus on increasing cost efficiency. In connection with our management services and consumer financing activities, we will continue to seek to leverage our size, infrastructure and expertise to increase operating efficiency and profitability. Inand ~~addition,~~hope ~~as we expand, we expect~~ to gain further operational efficiencies by streamlining our support operations, such as call centers, customer service, administration and information technology.

Maintain operational flexibility while growing our business

We believe we have built a flexible business model that allows us to capitalize on opportunities and quickly adapt to changing market environments. We intend to continue to pursue growth through what we believe to be an appropriate mix of capital-light sales vs. developed VOI sales, sales to new customers vs. sales to existing Vacation Club owners and cash sales vs. financed sales, all based on market factors, our financial condition and operating needs, and other factors that our management may deem relevant. ~~While we may from time to time pursue opportunities that impact our short-term results, our long-term goal is to achieve sustained growth.~~

Pursue strategic transactions

As part of our growth strategy, we may seek ~~acquisitions~~to ofacquire other VOI companies, resort assets, sales and marketing platforms, management companies and contracts, and other assets, properties and businesses, ~~including~~particularly where we believe significant synergies and cost savings may be available. WeThese acquisitions may ~~choose~~be topursued ~~pursue these acquisitions~~ directly or in partnership with third-party developers or others, including pursuant to arrangements where third-party developers purchase the resort assets and we sell the VOIs in the acquired resort on a commission basis. We ~~have a history of successfully identifying, acquiring and integrating complementary businesses, and we~~ believe our flexible sales and marketing platform ~~enables~~may usmake ~~to complete~~ these transactions possible in a variety of economic conditions.

Impact of the COVID-19 pandemic

Initial Impact and Response

The COVID-19 pandemic has resulted in an unprecedented disruption in the U.S. economy and the travel, hospitality and vacation ownership industries due to, among other things, resort closures, travel restrictions and restrictions on business operations, including government guidance and restrictions with respect to travel, public accommodations, social gatherings and related matters. Our operations have been and continue to be adversely impacted by the pandemic. On March 23, 2020, we temporarily closed all of our VOI sales centers, our retail marketing operations at Bass Pro Shops and Cabela’s stores and outlet malls, and our Choice Hotels call transfer program. In connection with these actions we canceled existing owner reservations through May 15, 2020 and new prospect guest tours through June 30, 2020. Further, some of our Club Resorts and Club Associate Resorts were closed in accordance with government mandates and advisories. Beginning in mid-May 2020, we recommenced our sales and marketing operations and our closed resorts began to welcome guests as government mandates were lifted. By December 31, 2020, we were operating in a total of 98 Bass Pro and Cabela’s stores, we reactivated our Choice Hotels call transfer program, all of our resorts were open, and all but two of our VOI sales centers were open. However, there is no assurance that our marketing operations at Bass Pro or Cabela’s stores, or our VOI sales centers will remain open, including in the event of an increase in COVID-19 cases. Additionally, reflecting our temporary cessation of marketing activities in the beginning months of the COVID-19 pandemic in general, our pipeline of vacation packages was 121,900 at December 31, 2020 compared to 169,300 at December 31, 2019. However, utilization of the packages has been significantly lower as purchasers have not traveled at the same pace as was traveled pre-pandemic. For more detailed information please see “Results of Operations” included in Part II—Item 7: Management’s Discussion and Analysis of Financial Condition and Results of Operations.

As a result of the effect of the pandemic, we implemented steps to mitigate our costs beginning in March 2020, including reductions in workforce of over 1,700 positions and the placement of another approximate 3,200 of our associates on temporary furlough or reduced work hours. As of December 31, 2020, approximately 3,200 associates had returned to work on a full-time basis for a total of approximately 4,600 full-time associates compared to approximately 5,900 full-time associates as of December 31, 2019. As a result of the effect of the COVID-19 pandemic, during the year ended December 31, 2020, we incurred $5.0 million in severance and $14.3 million of payroll and payroll benefit expense relating to employees on temporary furlough or reduced work hours. These payments and expenses are included in selling, general and administrative expenses in our consolidated statements of operations and comprehensive income for the year ended December 31, 2020. While we paid a special cash dividend of $1.19 per share during August 2020, we suspended the payment of regular quarterly cash dividends during the second quarter of 2020 and there is no assurance that we will recommence paying regular dividends or pay any additional special dividends in the future.

As a precautionary measure to provide additional liquidity if needed, in March 2020, we drew down $60.0 million under our lines-of-credit and pledged or sold receivables under certain of our receivable backed facilities to increase our cash position. As of December 31, 2020, we repaid the $60.0 million borrowed under our lines-of-credit. Also, in June 2020, we amended our Liberty Bank Facility to extend the advance period and maturity date, reduced the outstanding borrowings from $50.0 million to $40.0 million, decreased the advance rate from 85% for qualified conforming receivables to 80% effective September 2020 and, commencing July 1, 2020, changed the interest rate from the Prime Rate with a floor of 4.00% to the Prime Rate minus 0.10% with a floor of 3.40%. In September 2020,

we amended our NBA Receivables Facility to extend the advance period and maturity date, decreased the advance rate from 85% for qualified receivables to 80%, and changed the interest rate from one month LIBOR plus 2.75% (with an interest rate floor of 3.50%) to one month LIBOR plus 2.25% (with an interest rate floor of 3.00%). In October 2020, we completed the 2020-A Term Securitization, a private offering and sale of approximately $131.0 million of investment-grade, VOI receivable backed notes (the “Notes”) at an overall blended interest rate of approximately 2.60%. The gross advance rate for this transaction was 88.0% and the Notes mature in February 2036. Proceeds from the 2020-A Term Securitization were used to paydown approximately $82.1 million owed on existing receivable-backed facilities, (thus creating additional availability on those facilities), to capitalize a reserve fund, to pay fees and expenses associated with the transaction, and for general corporate purposes. In December 2020, we amended our Quorum Purchase Facility to extend the advance period from December 2020 to December 2022 and extend the maturity date from December 2032 to December 2034. We continue to actively pursue additional credit facility capacity and capital market transactions. For more detailed information please see “Liquidity and Capital Resources” included in Part II —Item 7: Management’s Discussion and Analysis of Financial Condition and Results of Operations.

We have historically provided financing to customers for a majority of our sales of VOIs, and accordingly, are subject to the risk of defaults by our customers. GAAP requires that we reduce sales of VOIs by our estimate of uncollectible VOI notes receivable. The COVID-19 pandemic has had a material adverse impact on unemployment in the United States and economic conditions in general and the impact may continue for some time. We believe that the COVID-19 pandemic will continue to have an impact on the collectibility of our VOI notes receivable. Accordingly, the estimate of defaults for the 2021 year was increased by approximately $6.0 million, based on historical experience, forbearance requests received from customers, and other factors, including, but not limited to, the seasoning of the notes receivable and FICO scores of the customers. The impact of the COVID-19 pandemic on default or delinquency rates is rapidly changing and highly uncertain.

The Coronavirus Aid, Relief, and Economic Securities Act (“CARES Act”) was signed into law on March 27, 2020 in response to the COVID-19 pandemic. As of December 31, 2020, we evaluated the income tax provisions of the CARES Act and determined they had no significant effect on the computation of our estimated effective tax rate for the year ended December 31, 2020. However, we have taken advantage of the deferral of the employer portion of the tax withholding amounts and the employee retention tax credits provided for in the CARES Act. During the year ended December 31, 2020, we recorded a tax withholding deferral of $8.6 million and employee retention tax credits of $7.1 million, which is included in selling, general and administrative expenses in our consolidated statements of operations and comprehensive income for the year ended December 31, 2020.

Continued Impact of COVID-19 on our Business

We continue to experience lower travel rates especially to high traffic destinations such as Orlando and Las Vegas. The occupancy rates at resorts with sales centers during the fourth quarter of 2020 was approximately 71% as compared to 80% during the fourth quarter of 2019. This trend of reduced travel was also reflected in utilization of vacation packages especially for vacation packages sold prior to the COVID-19 pandemic.

Industry Overview

The vacation ownership, or timeshare, industry is a ~~fast~~ growing segment of the global travel and tourism sector. By purchasing a VOI, the purchaser typically acquires either (i) a fee simple interest in a property (or collection of properties) providing annual usage rights at the owner’s home resort (where the owner’s VOI is deeded), or (ii) an annual or biennial allotment of points that can be redeemed for stays at properties included in the vacation ownership company’s resort network or for other vacation options available through exchange programs. Compared to hotel rooms, vacation ownership units typically offer more spacious floor plans and residential features, such as living rooms, fully equipped kitchens, laundry appliances and dining areas. Compared to owning a vacation home in its entirety, the key advantages of vacation ownership products typically include a lower up-front acquisition cost and annual expenses, resort-style features and services and, often, an established infrastructure to exchange usage rights for stays across multiple locations.

The vacation ownership industry was historically highly fragmented, with a large number of local and regional resort developers and operators having small resort portfolios of varying quality. We believe that growth in the vacation ownership industry has been driven by increased interest from resort developers and globally-recognized lodging and entertainment brands, increased interest from consumers seeking flexible vacation options, continued product evolution and geographic expansion. Approximately 9.6 million families (approximately 7.1% of U.S. households) own at least one VOI. 24

20The vacation ownership industry was historically highly fragmented, with a large number of local and regional resort developers and operators having small resort portfolios of varying quality. We believe that growth in the vacation ownership industry has been driven by increased interest from resort developers and globally-recognized lodging and entertainment brands, increased interest from consumers seeking flexible vacation options, continued product evolution and geographic expansion. Approximately 9.9 million families (approximately 7.7% of U.S. households) own at least one VOI.

The average VOI owner is 40 years old, and married, and 7981% have either graduated from ~~college~~ or ~~have~~ attended ~~some~~ college. VOI owners have an average household income of over $8685,000.

Regulation

The vacation ownership and real estate industries are subject to extensive and complex governmental regulation. Weand as a consequence we are subject to various federal, state, local, foreign, environmental, zoning, consumer protection and other laws, rules and regulations, including those regarding the acquisition, marketing and sale of VOIs, as well as various aspects of our financing operations. At the federal level, the Federal Trade Commission has taken an active regulatory role through the Federal Trade Commission Act, which prohibits unfair or deceptive acts or unfair competition in interstate commerce. In addition, many states have what are known as “Little FTC Acts” that apply to intrastate activity.

In addition to the laws applicable to our customer financing and other operations discussed below, we are or may be subject to the Fair Housing Act and various other federal laws, rules and regulations. We are also subject to various foreign laws with respect to La Cabana Beach Resort and Casino in Oranjestad, Aruba and Blue Water Resort at Cable Beach in Nassau, Bahamas. The cost of complying with applicable laws and regulations may be significant and while weefforts ~~strive~~are toin beplace into monitor compliance, wethose efforts may not at all times be successful. Any failure to comply with current or future applicable laws or regulations could have a material adverse effect on our results and operations.

~~Our~~The vacation ownership product is subject to various regulatory requirements, including state and local approvals. In most states we are required to file with the jurisdictions a detailed offering statement describing our business and all material aspects of the project and sale of VOIs with the designated state authority. In addition, when required by state law, we provide our VOI purchasers with a public offering disclosure statement that contains, among other items, detailed information about the VOI product and the purchaser’s rights and obligations as a VOI owner. Laws in each state where we sell VOIs generally grant the purchaser of a VOI the right to cancel a purchase contract at any time within a specified rescission period following the earlier of the date the contract was signed or the date the purchaser received the last of the documents required to be provided by us. Most states have other laws that regulate our activities, which may include real estate licensure requirements, sellers of travel licensure requirements, anti-fraud laws, telemarketing laws, prize, gift and sweepstakes laws, and labor laws.

Under various federal, state and local laws, ordinances and regulations, the owner of real property is generally liable for the costs of removal or remediation of certain hazardous or toxic substances located on or in, or emanating from, the property, as well as related costs of investigation and property damage. These laws often impose liability without regard to whether the property owner knew of the presence of such hazardous or toxic substances. The presence of these substances, or the failure to properly remediate these substances, may adversely affect a property owner’s ability to sell or lease a property or to borrow using the real property as collateral. Other federal and state laws require the removal or encapsulation of asbestos-containing material when such material is in poor condition or in the event of construction, demolition, remodeling or renovation. Other statutes may require the removal of underground storage tanks. Noncompliance with any of these and other environmental, health or safety requirements may result in the need to cease or alter operations or development at a property. In addition, certain state and local laws may impose liability on property developers with respect to construction defects discovered on the property or repairs made by future owners of such property. ~~Under these laws, we may be required to pay for repairs to the developed property.~~ The development, management and operation of our resorts are also subject to the Americans with Disabilities Act.

Our marketing, sales and customer financing activities are also subject to extensive regulation, which can include, but is not limited to: the Truth-in-Lending Act and Regulation Z; the Fair Housing Act; the Fair Debt Collection Practices Act; the Equal Credit Opportunity Act and Regulation B; the Electronic Funds Transfer Act and Regulation E; the Home Mortgage Disclosure Act and Regulation C; the Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010 (the “Dodd-Frank Act”); Unfair or Deceptive Acts or Practices and Regulation AA; the Patriot Act; the Right to Financial Privacy Act; the Gramm-Leach-Bliley Act; the Fair and Accurate Credit Transactions Act; and anti-money laundering laws. The Dodd-Frank Act contains significant changes to the regulation of financial institutions and related entities, including the creation of new federal regulatory agencies, and the granting of additional authorities and responsibilities to existing regulatory agencies to identify and address emerging systemic risks posed by the activities of financial services firms. The Consumer Financial Protection Bureau (the “CFPB”) is one such regulatory agency created pursuant to the Dodd-Frank Act. 25

21Our marketing, sales and customer financing activities are also subject to extensive regulation, which can include, but is not limited to: the Truth-in-Lending Act and Regulation Z; the Fair Housing Act; the Fair Debt Collection Practices Act; the Equal Credit Opportunity Act and Regulation B; the Electronic Funds Transfer Act and Regulation E; the Home Mortgage Disclosure Act and Regulation C; the Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010 (the “Dodd-Frank Act”); Unfair or Deceptive Acts or Practices and Regulation AA; the Patriot Act; the Right to Financial Privacy Act; the Gramm-Leach-Bliley Act; the Fair and Accurate Credit Transactions Act; and anti-money laundering laws. Pursuant to the Dodd Frank Act, the Consumer Financial Protection Bureau (the “CFPB”) was created. The CFPB’s mandate is to protect consumers by carrying out federal consumer financial laws and to publish rules and forms that facilitate understanding of the financial implications of the transactions consumers enter into. Consistent with this mission, the CFPB amended Regulations X and Z to establish new disclosure requirements and forms pursuant to Regulation Z for most closed-end consumer credit transactions secured by real property. The practical impact upon us is the requirement to use a new Integrated Mortgage Disclosure Statement in lieu of the separate Good Faith Estimate and Closing Statement. In addition, our term securitization transactions must comply with certain requirements of the Dodd-Frank Act, including risk retention rules.

The CFPB’s mandate is to protect consumers by carrying out federal consumer financial laws and to publish rules and forms that facilitate understanding of the financial implications of the transactions consumers enter into. Consistent with this mission, the CFPB amended Regulations X and Z to establish new disclosure requirements and forms pursuant to Regulation Z for most closed-end consumer credit transactions secured by real property. The practical impact upon us is the requirement to use a new Integrated Mortgage Disclosure Statement in lieu of the separate Good Faith Estimate and Closing Statement. In addition, our term securitization transactions must comply with certain requirements of the Dodd-Frank Act, including risk retention rules.

Our management of, and dealings with, HOAs, including our purchase of defaulted inventory from HOAs in connection with our secondary market arrangements, is subject to state laws and resort rules and regulations, including those with respect to the establishment of budgets and expenditures, rule-making and the imposition of maintenance assessments.

During the year ended December 31, ~~2019~~2020, approximately 74% of our VOI sales were generated by marketing to prospective purchasers obtained through internal and third-party vendors’ outbound telemarketing efforts. We attempt to monitor the actions and legal and regulatory compliance of these third parties, but there are risks associated with our and such third parties’ telemarketing efforts. In recent years, state and federal regulators have increased regulations and enforcement actions related to telemarketing operations, including requiring the adherence to state “do not call” laws. In addition, the Federal Trade Commission and Federal Communications Commission have implemented national “do not call” legislation. ~~These~~We ~~measures~~ have ~~significantly~~attempted ~~increased~~to mitigate the ~~costs~~risks associated with telemarketing. ~~While~~through we continue to be subject to telemarketing risks and potential liability, we believe our exposure to adverse impacts from this heightened telemarketing legislation and enforcement may be partially mitigated by the use of “permission based marketing,” whereby we obtain the permission of prospective purchasers to contact them in the future, thereby exempting such calls from the various “do not call” laws. We have also implemented policies and procedures that we believe will help reduce the possibility that individuals who have requested to be placed on a “do not call” list are not contacted, but such policies and procedures ~~may~~do not beensure ~~effective in ensuring~~ strict regulatory compliance.

To date, no material fines or penalties have been imposed on us as a result of our telemarketing operations. However, from time to time, we have been the subject of proceedings for violation of the telemarketing laws and other laws applicable to the marketing and sale of VOIs. See “See Note 12 to the Consolidated Financial Statements included in Part II Item 3.8 ~~Legal~~for ~~Proceedings~~additional information.”

See “Risk Factors” for a description of additional risks with respect to regulatory compliance.

Competition

We compete with various high profile and well-established companies, many of which have greater liquidity and financial resources than we do. Many of the world’s most recognized lodging, hospitality and entertainment companies develop and sell VOIs in resort properties. Major companies that now operate vacation ownership resorts directly, through subsidiaries or through strategic relationships include Marriott Vacations Worldwide Corporation, the Walt Disney Company, Hilton Grand Vacations, Travel + Leisure Co. (formerly Wyndham Destinations), and Diamond Resorts International. We also compete with numerous smaller owners and operators of vacation ownership resorts and from alternative lodging options available to consumers through both traditional methods of delivery as well as new web portals and applications, including private rentals of homes, apartments or condominium units, which have increased in popularity in recent years. Our ability to remain competitive and to attract and retain customers depends on our customers’ satisfaction with our products and services as well as on distinguishing the quality, value, and efficiency of our products and services from those offered by our competitors. In our fee-based services business, we typically compete with Hilton Grand Vacations and ~~Wyndham~~Travel ~~Destinations~~+ Leisure Co. In addition to competing for sales leads, prospects and fee-based service clients, we compete with other VOI developers for marketing, sales and resort management personnel.

Seasonality

We have historically experienced, and expect to continue to experience, seasonal fluctuations in our revenue and results of operations. This seasonality has resulted, and may continue to result, in fluctuations in our quarterly operating results. Due to consumer travel patterns, we typically see more tours and experience higher VOI sales during the second and third quarters. However, due to the impact of the COVID-19 pandemic, including the temporary closures of our marketing operations and VOI sales centers, we experienced significantly decreased sales of VOIs in the second, third and fourth quarters of 2020 as compared to prior years and currently expect such adverse impact to continue into 2021.

22Human Resources

~~Employees~~As of December 31, 2020, we had 4,637 employees, 458 of whom were located at our headquarters in Boca Raton, Florida, compared to 5,873 and 520 respectively, as of December 31, 2019. As of December 31, 2020, a total of 27 of our employees were covered by two collective bargaining agreements, which address the terms and conditions of their employment, including pay rates, working hours, certain employee benefits and procedures for settlement of labor disputes. We believe that our employee relations are good and our employees are important to achieving our business objectives.

AsOn ~~of December 31~~March 23, ~~2019~~2020, we ~~had~~temporarily ~~5,873~~closed ~~employees,~~all ~~520~~ of ~~whom~~our ~~were~~VOI ~~located~~sales atcenters and our ~~headquarters~~marketing operations in ~~Boca~~connection ~~Raton~~with the COVID-19 pandemic. Further, ~~Florida~~some of our corporate offices, Club Resorts and ~~5,353~~Club ofAssociate ~~whom~~Resorts were ~~located~~closed in ~~regional~~accordance ~~field~~with ~~offices~~government ~~throughout~~mandates ~~the~~and ~~United~~advisories ~~States~~in ~~and~~connection ~~Aruba~~with the COVID-19 pandemic. AsWe ofalso ~~December~~commenced 31remote work protocols for those employees that, ~~2019~~based on their position, ~~approximately~~were 27capable of working from home. Beginning in mid-May 2020, we started the process of recommencing our ~~employees~~sales ~~were~~and ~~covered~~marketing byoperations ~~two~~and ~~collective~~our ~~bargaining~~closed ~~agreements~~resorts began to reopen as government mandates were lifted. Upon reopening, ~~which~~we ~~address~~had ~~the~~COVID-19 ~~terms~~prevention ~~and~~protocols ~~conditions~~designed to minimize the spread of ~~their~~COVID-19 ~~employment,~~at ~~including~~our ~~pay~~resorts ~~rates~~and workplaces. These protocols, ~~working~~which ~~hours~~remain in place, ~~certain~~meet ~~employee~~or ~~benefits~~exceed the Centers for Disease Control guidelines and ~~procedures~~where applicable, state mandates. We continue to encourage a remote work protocol for ~~settlement~~portions of ~~labor~~the ~~disputes~~workforce due to the continuing pandemic. Further, Wewe ~~believe~~continuously ~~that~~evaluate our ~~relations~~operations ~~with~~in light of recent resurgences of COVID-19, federal, state and local guidance, evolving data concerning the pandemic and the best interests of our employees ~~are~~and ~~good~~customers.

Bluegreen seeks to offer competitive compensation and benefit programs for our employees in our effort to attract and retain superior talent. In addition to competitive base wages, additional programs include: Incentive Compensation Plans, Long-Term Incentive Plans, a company matched 401(k) plan, healthcare and insurance benefits, a tuition assistance program, health savings and flexible spending accounts, paid time off, family leave, and employee assistance programs.

We are committed to foster an inclusive work environment that supports our workforce and the communities we serve. It is our policy to seek to hire the best qualified employees regardless of gender, ethnicity or other protected traits and to fully comply with all laws applicable to discrimination in the workplace.

Implications of Being an Emerging Growth Company

We qualify as an “emerging growth company” as defined in the Jumpstart Our Business Startups Act of 2012 (the “JOBS Act”). As an emerging growth company, we ~~may~~can take advantage of specified reduced disclosure and other requirements that are otherwise applicable generally to public companies, including reduced financial disclosure, reduced disclosure about our executive compensation arrangements, exemption from the requirements to hold non-binding advisory votes on executive compensation or shareholder approval of golden parachute payments, and exemption from the auditor attestation requirement in the assessment of our internal control over financial reporting. We expect to continue to take advantage of certain of the exemptions available to emerging growth companies until December 31, 2022 (the end of the fifth fiscal year following the completion of the initial public offering of our common stock) or such earlier time that we no longer qualify as an emerging growth company. We would cease to be an emerging growth company if we have more than $1.07 billion in annual revenue, more than $700.0 million in

We have taken advantage of certain of the exemptions available to emerging growth companies and may continue to do so until December 31, 2022 (the end of the fifth fiscal year following the completion of the initial public offering of our common stock) or such earlier time that we no longer qualify as an emerging growth company. We would cease to be an emerging growth company if we have more than $1.07 billion in annual revenue, more than $700.0 million in market value of our stock is held by non-affiliates, or we issue more than $1.0 billion of non-convertible debt securities over a three-year period.

Where You Can Find More Information

Our website address is www.bluegreenvacations.com. Information on, or that may be accessed through, our website is not incorporated by reference herein. We file reports with the SEC, including annual reports on Form 10-K, quarterly reports on Form 10-Q and current reports on Form 8-K, and, in certain cases, amendments to these reports. Copies of these reports are available free of charge on our website as soon as reasonably practicable after we file the reports with the SEC. The SEC also maintains a website at www.sec.gov that contains reports, proxy and information statements, and other information regarding issuers that file electronically with the SEC.

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Item 1A. Risk Factors

Our business, financial condition and results of operations, and the ownership of our common stock, are subject to various risks, including those described below~~, which in turn may affect the value of our common stock~~. The risks described below are not the only risks we face. Other risks not presently known to us or that we currently believe to be immaterial may also adversely affect our business, financial condition and results of operations, or the value of our common stock. The risks discussed below also include forward-looking statements, and actual results and events may differ substantially from those expressed in, or implied by, the forward-looking statements. See “Cautionary Note Regarding Forward-Looking Statements.”

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