Armani Hotel Dubai
BUSI 2208 K
Introduction to Marketing
Winter 2011
Written By
Zain Mahmood
Kristina Vald
Ravneet Jammu
Robert Kiwanuka
Paul Gremmen
Dr. Irfan Butt
March 31, 2011
Table of Contents
Title Page
Executive Summay……………………….……..………...............................................................2
Problem Statement………………………………………………………..……………………….2
External Analysis………………………..…………………………………………………...……3
Internal Analysis…………………..………………………………………………………...…….6
Segmentation Analysis…………………………………………………………………………….9
Alternatives ………...…………………………………………………………………………....11
Recommended Alternative ………………………..…………………………………………….14
Implementation…………………………….…………………………………………………….15
Conclusion……………………………………………………………………………………….18
Appendices……………………….………………………………………………………………19
References ……………………………….………………………………………………………25
Executive Summary
The Armani Group has found itself at crossroads of a great opportunity of tapping into a prosperous market of luxury hotels. Considering the Armani group is the only branded luxury hotel they can take advantage of the “first movers advantage”. The Armani Group has opened up a new branch named: “the Armani Hotels & Resorts”. The decision that they are facing is where to expand into next within the North America. Since the target market is high-income travellers the alternatives were listed by the number of annual visitors to major North American Cities. Top three alternatives were New York, Los Angeles and Las Vegas. After vigorous research of annual visitors and their expenditures, hotel occupancy and average household income of visitors the obvious choice was Las Vegas. The implementation of this choice should take about two years during which there will be a physical hotel built within the Las Vegas strip (Downtown). Price will be held strategically high and the intense promotion will
Introduction to Marketing
Winter 2011
Written By
Zain Mahmood
Kristina Vald
Ravneet Jammu
Robert Kiwanuka
Paul Gremmen
Dr. Irfan Butt
March 31, 2011
Table of Contents
Title Page
Executive Summay……………………….……..………...............................................................2
Problem Statement………………………………………………………..……………………….2
External Analysis………………………..…………………………………………………...……3
Internal Analysis…………………..………………………………………………………...…….6
Segmentation Analysis…………………………………………………………………………….9
Alternatives ………...…………………………………………………………………………....11
Recommended Alternative ………………………..…………………………………………….14
Implementation…………………………….…………………………………………………….15
Conclusion……………………………………………………………………………………….18
Appendices……………………….………………………………………………………………19
References ……………………………….………………………………………………………25
Executive Summary
The Armani Group has found itself at crossroads of a great opportunity of tapping into a prosperous market of luxury hotels. Considering the Armani group is the only branded luxury hotel they can take advantage of the “first movers advantage”. The Armani Group has opened up a new branch named: “the Armani Hotels & Resorts”. The decision that they are facing is where to expand into next within the North America. Since the target market is high-income travellers the alternatives were listed by the number of annual visitors to major North American Cities. Top three alternatives were New York, Los Angeles and Las Vegas. After vigorous research of annual visitors and their expenditures, hotel occupancy and average household income of visitors the obvious choice was Las Vegas. The implementation of this choice should take about two years during which there will be a physical hotel built within the Las Vegas strip (Downtown). Price will be held strategically high and the intense promotion will
References: About Emaar . (n.d.). Emaar . Retrieved March 30, 2011, from http://www.emaar.com/index.aspx?page=about Anhar, L Armani Hotel Burj Khalifa, Dubai - Hotel Management. (n.d.). Hotel Management. Retrieved March 30, 2011, from http://www.hotelmanagement-network.com/projects/Armani/ Armani Hotel Dubai To Open In Burj Khalifa On April 21 :: Hotel News Resource Chronicles. (2009, July 14). Armani starts recruiting hospitality professionals. Dubai Chronicle. Retrieved March 9, 2011, from http://www.dubaichronicle.com/news/armani-hotel-dubai-starts-recruitment-drive-for-hospitality-professionals-12172 Demographics Giorgio Armani brand strategy, fashion brand. (n.d.). Martin Roll - Business, Brands and Leadership. Retrieved March 30, 2011, from http://www.venturerepublic.com/resources/giorgio_armani_-_the_ultimate_fashion_brand.asp Hotels & Resorts launches Kerr, S. (n.d.). Middle East & North Africa - Armani and art restore some of Dubai’s glitz." . FT.com. Retrieved March 20, 2011, from www.ft.com/cms/s/0/cac9e792-52e5-11df-813e-00144feab49a.html#axzz1HASWV4sh Kissel, W Los Angeles Tourism by Numbers. (n.d.). Discover Los Angeles. Retrieved March 18, 2011, from Discoverlosangeles.com/business-services/research-and-reports/ TOURISMSTATS2010.pdf Metropolitan Las Vegas Tourism Statistics Press release. (2009, July 5). Armani Press. ARMANI PRESS. Retrieved March 12, 2011, from http://www.armanipress.com/pressRelease/pressDetail?prid=48&year=2009&language=JP Press Release Staff. (2010, January 31). Online booking . Business intelligence Middle East. Retrieved March 19, 2011, from www.bi-me.com/main.php?c=3&cg=2&t=1&id=43902 The Palazzo Resort Hotel & Casino at the Venetian