Marketing Plan for Hotel

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Marketing Plan for the

April 2010

Executive Summary

Contents:

Executive Summary 2
1.0 Corporate objectives and strategy 5
2.0 Marketing audit 5
2.1 External Analysis – PESTLIED 5
2.2 Industrial and Market Analysis 7
2.3 Competitive Analysis 9
2.3.1 Direct competition 9
2.3.2 Indirect Competition 9
2.3.3 Critical Success Factors 9
2.4 Customer Analysis 10
2.4.1 Grey Market Customers 10
2.4.2 The business related travel. 11
2.4.3 The youth market (16-25). 11
2.4.4 The youth market (26-35). 11
2.5 Market Audit Conclusion – SWOT Analysis 12
3.0 Assumptions 13
4.0 OBJECTIVES 14
4.1 Strategic Objectives 14
4.2 Financial Objectives 14
4.3 Marketing Objectives 14
5.0 Marketing Strategy 15
5.1 Segmentation Analysis 15
5.2 Overarching Growth Strategy 16
5.3 Positioning 17
5.4 New Product development (NPD) 18
6.0 Marketing Program 20
6.1 Product 20
6.1.1 Physical Aspect 20
6.1.2 Quality of Service 21
6.1.3 Product Branding 21
6.2 Place (Channel Management) 22
6.2.1 Selection of Channel Partners 22
6.2.2 Channel Control and Conflict Management 24
6.3 Promotion (Integrated Marketing Communication) 25
6.3.1 Direct Promotion: 25
6.3.2 Indirect Promotion: 25
6.4 Price 27
6.5 People (Human Resource Management) 29
6.6 Process 32
6.7 Physical Evidence 33
6.8 Marketing Mix/Program Conclusion 34
7.0 Market Plan Controls 35
7.1 Budget 35
7.2 Contingency 35
7.3 Evaluation and Measurement 35
8.0 References & Bibliography 36
9.0 Appendices 37
9.1 Appendix 1 – PESTLIED Analysis 37
9.2 Appendix 2 –Consumer Analysis 39
9.3 Appendix 3 – SWOT Analysis 40
9.4 Appendix 4 – Market segmentation Analysis 42
9.5 Appendix 5 – IMC budget 43
9.6 Appendix 6 - Appendix Revenue Forecast 44
9.7 Appendix 7 - Appendix P&L Forecast 45
9.8 Appendix 8 - Appendix Gantt Chart 46

1.0 Corporate objectives and strategy

The primary corporate strategy for Premier Leisure Group is related to growth maximisation in the Hospitality business, concentrating its resources on its core business of hotels. The acquisition of the Debarry Hotel is inline with achieving a market share within the growing tourism market outside the UK.

The key objective for the Debarry Hotel is to restore the quality and former glory of the Hotel by investing in its infrastructure and human resources supported by a targeted marketing plan which will result in the Debarry Hotel achieving financial success.

Vision Statement:

“The Debarry Hotel is to become the Flagship of Luxury and Professional Quality Service for the Premier Leisure Group within the European Hospitality Market.”

2.0 Marketing audit

The following Market Audit gives an overview of the market influences which will affect the future growth of the Debarry Hotel (DH). These influences shall be analysed using the following methodology

1. PESTLIED Analysis

2. Industrial/Market Analysis

3. Competitive Analysis

4. Consumer Analysis

2.1 External Analysis – PESTLIED

The PESTLIED analysis supplied in Appendix 1 gives a full overview of the factors affecting Hoteliers within the Languedoc-Rousisillon region. This analysis is based on the information given in the Debarry Case Study from which the aspects of greatest concern are the issues discussed below.

1. Political

One of the advantages available to the Premier Leisure Group (PLG), are the national and regional policies to improve the popularity of the Languedoc-Rousisillon regions. The interest is mainly related to improving the attractiveness of this region especially with respect to high spending visitors rather than the accustomed camping tourist, the region is mostly noted for. In addition to these policies is also the benefit of European investment in the region to further develop tourism infrastructure, amenities and appeal.

2.1.2...
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