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3
3.1
MARKETING POSITIONING
STRATEGIC FOCUS
Briefly describe
Examples:
Delivering a level of personal service and product which is excellent, innovative and
customer driven.
To understand our strengths and weaknesses and the business environment we operate
in and to expand our market and identify new markets
To attain the 20xx budget of Rooms revenue: XXX and F&B Revenues of XXX
To accomplish a score of 75% in 20xx on the LQA quality control versus both
Kempinski and LHW standards.
To accomplish a score of GSS (Guest Satisfaction of) 84% fully satisfied by the end of
20xx
3.2
Briefly describe
Area Size
Population
Borders
Dialling Code
Border Points
Road Networks
Airports
Climate
Currency
Postal services
Courier Services
Internet Services
Please complete:
Indicator/Year
2013
2014
2015
2016
Nominal GDP
GDP Growth (%)
Real GDP
CPI (%)
Trade Balance
Current Account
Foreign exchange reserves
(USD million)
Source: Ministry of Finance and National Economy XXXX
Agriculture: %
industry: %
services: % (2009 est.)
lowest %:
highest %
Labour force:
Labour force - by occupation:
Unemployment rate:
Agriculture - products:
Industries:
3.3
MARKET FORCES
Briefly describe future economic activities and how they will affect the hotel occupancy rate
anticipate the economic trends and find solutions to maximise occupancy rate.
Arrival trends
County: the number of inbound tourism arrivals into the country and domestic tourism
within the country. Include airline capacities. Focus on changes both negative and
positive, i.e., new flights to the city or re-routings, etc.
City: the tourism arrival figures for the specific city (inbound and domestic)
Geographical Origin
Identify the major geographical origin of the hotels anticipated guests, and ensure that
it is relevant to the context of the market.
The room inventory supply and occupancy levels of hotels in the market with specific
focus on the direct competitor set. It is important to agree what the competitor set will be
for the hotel and this should already been articulated in the positioning statement (in the
Executive Overview or in the Positioning Statement)
room inventory
room supply
room demand
industry occupancy
Collect tourist board hotel industry statistics; include the most reliable, relevant data in
the workbook.
Worksheet: the tourism and hotel industry market trends table provides a summary
displaying the demand and supply trends in the city for hotels or direct competition and
all other hotels that compete with your hotel indirectly.
Seasonality
Special Dates
Create a listing of critical / important dated including public holidays, holidays, trade
shows, etc.
Identify if the market has any particular trends that support a variation in day of week
demand for hotel accommodation.
The business market mix will be different from the weekday to weekend. The
corporate business will support most of the weekday business (up to 80% of total mix)
while the leisure segment will dominate the weekend business (up to 60% of total mix).
We anticipate that the corporate segment will drop down to 25-28% of total guest mix
in the weekend.
Example of Graph:
MARKET MIX
Briefly describe the market mix, which will specify the customer segments that the hotel will
focus on. This can include the following:
Business FIT
Business groups
Airline crew
Leisure FIT
Leisure groups
Specify the marketing objectives and its corresponding strategies by market segments
The immediate pricing will be based on a Preopening promotional rate; this will need
to be balanced with the corporate accounts
Examples:
Create the two tier rack rates for the first six months and then for the full opening
which occurs just prior to the high season. These rates booked by phone for Rack paying
FIT. The main revenue stream will be the FIT Rooms Revenue Segment, mainly based on
GCC & Russian business. This high value segment affects all other areas of the operation
such as (F&B outlets, room service and laundry). For this reason, a direct sales approach
toward this clientele is required. It is important to note that this segment is highly
profitable due to its impact on ARR and REVPAR.
The secondary areas of the room revenue are the corporate segment and the meetings
Segment. These also bring about approx. 30-35% of rooms revenue. This is done to
maintain and then further develop these segments
Pegged the corporate segment to gain a maximum number of accounts for 2010 and
2011 based on the size of the property
Local and International RFPs will be completed for the first year as soon as possible,
local ones including added value or a discount until the full opening. Local bookings will
be by phone whereas International bookings will be made through GDS channels
MICE rates will be aligned with the main competitors XXX and XXX to ensure the
highest chance for 2010, once the property positioned on the market, a revision of these
will be done based on the location of the hotel versus these competitors, the channel will
be through ISO RFPs email and fax requests. In addition, banqueting should become the
profit driver of F&B with excellent revenues thanks to citywide conventions.
On the Airlines business will focus towards the 120 non-renovated rooms, which will
not be refurbished before 2010 The British Airways contract will not be renewed, and
therefore another airline partner needs to be contracted. Alternatives need to look at
Pure internet rates (ex. Early booker), promotions and seasonal offers will develop to
be appealing during the soft opening period. Internet marketing, including key words,
destination tools and search engines as well as reference tools will be used to market the
home page
The hotel has signed up accordingly with to the various road shows, and will
aggressively contact all the key accounts for new contracts
3.5
Define the hotel competition; it is highly probable that you compete with very different hotels /
furnished apartments for various customers segments. It is important to understand the mix of
hotels the various customers segments choose among when making accommodation decisions. It
may be possible that your hotel compete with hotels in different cities especially in the case of
MICE business.
Competitive Set
Indirect: defined as all other hotels that the hotel competes with for at least one
customer segment
Complete the competitor analysis table with the following factors:
State new hotel development projects entering the market in the coming years and
possible closure of competitor hotels
Rooms available
% Occ
Average Rate
% Occ
Average Rate
%
%
%
%
%
%
%
2014
Ritz-Carlton
%
%
%
%
%
%
%
% Occ
%
%
%
%
%
%
%
Average Rate
Breakdown of figures
5*****
Hotel
Month
July
Year
2013
The RitzCarlton
3rd
Qtr
August
2014
2015
2013
2014
2015
2013
2014
2015
Occupancy %
Average
Room Rate
Hotel xxx
Occupancy %
Average
Room Rate
Hotel xxx
Occupancy %
Average
Room Rate
Hotel Name
Location
Distance To City Centre; km
Distance To Exhibition Centre
Distance To Airport; km
Category
Last Renovation
Number of Rooms
Nr. of Suites, Studios, Apartments
Ballroom
Function Rooms
Largest Function Room
W-LAN
Business Centre
Restaurants
Caf/Bar
FMS
Ritz
Carlton
*****
Hotel Name
Ritz
Carlton
*****
RATE
3.6
Identify each of your direct competitors strengths, weaknesses, opportunities and threats. Specify
which particular market segments this would relate. You should provide a ready assessment of
the relative strength and competitive advantage (or otherwise) the hotel will have.
Strengths
Weaknesses
Opportunities
Threats
3.7
INTERNAL SWOT
Briefly describe of the strengths and weaknesses of your hotel for the various customer segments
based on their needs and wants from a hotel in your city. It is easier to form tactics and actions
for the customer segments when we know our strengths and weaknesses vis--vis our
competition.
Customer decision-making factors should include:
Location
Facilities / product
Service quality
Price / value
Loyalty programme
Repeat guest
Reservation network
Distribution access
What are the hotels unique selling points that create competitive advantages over the
hotel competition:
USP Product feature: based on product features associated with the product, ranging
from what it does to the quality of your support services.
factors of the hotel unique amongst its competitor set : distinctive grand ballroom
designed by Mr. X with 5m ceiling, cedar wood walls and abundant natural daylight with
seating for 100 guests
Points of differentiation relating to the destination where the hotel is located when
competing against other destinations for the same market especially MICE destinations:
located at a historical landmark.
Describe critical issues/key factors, which have or will have a material impact on the
hotel operations and / or its financial results. These should be defined in short, medium
and long term where appropriate (the hotel location may be an issue at present but in 5
years time the area will have developed and the location could well be a major plus point.
3.8
PRICING
Briefly describe
Examples:
Identify the thought process that justifies the rate and pricing structure of the hotel and
the channel management requirements of the hotel. This must include an assessment of
internet distribution and the relationship between identified customer segments and their
anticipated channels of distribution.
A Preopening rate has been defined from XX valid from XX to XX. It will be promote
in all categories.
During the next 6 months period in 2010, we will be offering a special introductory
25% discount to the Corporate FIT and Corporate Groups in order to provide more
opportunities for the corporations to experience the hotel. This, in turn, will help the
future business because of the word of mouth advertising effect.
Beginning the calendar year 2010, the maximum discount will be reduced to 20%
For the corporate negotiated companies, two room categories will be offer the lead in
standard room and Superior room, other rooms will be sold at published corporate rate
All RFPs for the corporate client have been process with the International Sales
offices and have been loaded in the systems accordingly. During the soft-opening period,
a 30% discount is offer to the applicable corporate rates.
3.9
Standard Rooms
Superior Room
Deluxe Room
Deluxe View
Junior Suite
Deluxe Junior
Presidential Suites
5*****H
otel
Percent of
Occupancy
Average Room
Rate
REVPAR
Rooms Sold
Rooms
Revenue
The Ritz- 2013 2014 2015 2013 2014 2015 2013 2014 201 2013 2014 201 2013 2014 201
5
5
5
Carlton
*****
XXX
*****
Categories:
Hotels