Marquee: The Business of Nightlife
MARK 60100 – Marketing
Management CASE ANALYSIS
Marquee: The Business of Nightlife
Marquee: The Business of Nightlife
I. Tepperberg’s Strategy and Marquee’s Destiny
How should Tepperberg approach a possible second club in New York City? And what should be Tepperber’s strategy regarding Marquee? Why?
Standing at the beginning of the year 2008, Mr. Noah Tepperberg should consider the following 3 steps before launching the second club in New York City.
Location and Market Research While the West Chelsea community might be a good location for the new club, it is worth spending some time and energy to find out whether the “club row” is still the hottest club circle for clubgoers. In starting a new club, Mr. Tepperberg would have to make sure the new club, with a half size of Marquee, will duplicate the
Marquee’s success in location setting. Besides, the research on economic scope, people’s spending ability, clubgoers’ mindset and behavior will be necessary in making the new club marketing strategy.
Develop and Finance Mr. Tepperberg should note that the primary fixed cost of a night club would be a big financial burden at the beginning, the potential increase in price of lease should also be concerned.
Launching The new club should have a clear positioning strategy. According to Mr.
Tepperberg, the new club’s ideally mission is to co-exist with Marquee and stay Marquee’s current customers, it should operate with a different marketing strategy which can both attracting new customers and competing less with Marquee.
Regarding Marquee’s current financial situation and Marquee’s brand image, we would recommend Mr. Tepperber (1) Change promotioners’ flat compensation rate; (2)Recreating its brand image and attracting new customers; (3)Sell Marquee in 3-5 years. Our suggestions are based on the following analysis.
Net Income Analysis The year 2008 would be Marquee’s fifth financial year, combine its first 3 year projected income statement with the actual 2006-2007 income
Management CASE ANALYSIS
Marquee: The Business of Nightlife
Marquee: The Business of Nightlife
I. Tepperberg’s Strategy and Marquee’s Destiny
How should Tepperberg approach a possible second club in New York City? And what should be Tepperber’s strategy regarding Marquee? Why?
Standing at the beginning of the year 2008, Mr. Noah Tepperberg should consider the following 3 steps before launching the second club in New York City.
Location and Market Research While the West Chelsea community might be a good location for the new club, it is worth spending some time and energy to find out whether the “club row” is still the hottest club circle for clubgoers. In starting a new club, Mr. Tepperberg would have to make sure the new club, with a half size of Marquee, will duplicate the
Marquee’s success in location setting. Besides, the research on economic scope, people’s spending ability, clubgoers’ mindset and behavior will be necessary in making the new club marketing strategy.
Develop and Finance Mr. Tepperberg should note that the primary fixed cost of a night club would be a big financial burden at the beginning, the potential increase in price of lease should also be concerned.
Launching The new club should have a clear positioning strategy. According to Mr.
Tepperberg, the new club’s ideally mission is to co-exist with Marquee and stay Marquee’s current customers, it should operate with a different marketing strategy which can both attracting new customers and competing less with Marquee.
Regarding Marquee’s current financial situation and Marquee’s brand image, we would recommend Mr. Tepperber (1) Change promotioners’ flat compensation rate; (2)Recreating its brand image and attracting new customers; (3)Sell Marquee in 3-5 years. Our suggestions are based on the following analysis.
Net Income Analysis The year 2008 would be Marquee’s fifth financial year, combine its first 3 year projected income statement with the actual 2006-2007 income