2016

303 MKT
Corporate Marketing Strategy
Coursework 1- Birmingham Barge Trips

Shahid Zaman
Microsoft
1/1/2016
Table of Contents
1.0 Marketing Audit ..................................................................................................................... 2
2.0 External Analysis .................................................................................................................... 2
2.1 PESTEL ............................................................................................................................... 2
2.2 Porters Five Forces ............................................................................................................. 3
3.0 Internal Analysis .................................................................................................................... 4
4.0 SWOT..................................................................................................................................... 8
5.0 Marketing Plan .................................................................................................................... 10
5.1 Aims and Objectives ......................................................................................................... 10
5.2 Segmentation, Targeting, Positioning ............................................................................... 12
5.3 Marketing Mix.................................................................................................................. 16
5.4 Implementation and control............................................................................................. 21
6.0 References ........................................................................................................................... 23
1.0 Marketing Audit

2.0 External Analysis

2.1 PESTEL

Political

 Increase in minimum wage resulting in higher disposable income to spend on BBT however
more money will have to be paid to staff. (Gov.uk 2016)
 Birmingham City Council authorising the development of the Canal network, will benefit BBT
as will lead to more distribution channels.(Birmingham city council 2016)
 VAT and Corporation task are on an increase therefore BBT will have to charge more to
maximise efficiency. (Gov.uk 2016)

Economical

 Rise in inflation rate has affected consumer confidence on spending, additionally cost of
purchasing stock from UK suppliers will increase affecting BBT unfavourably.(Macadam
2016)
 Unemployment rate is on a decline to 1.86m therefore more people are in work so increased
market to expose for BBT.(BBC 2015)
 Exchange rate has had a negative effect as the pound has become weaker, therefore the
cost of importing goods and materials have increased, however tourist have more money to
spend within the UK and BBT.(Chapman 2016)

Social

 Individuals prefer to eat at home then go outside therefore affecting BBT, who need to make
their restaurants feel like home. (Hyde 2015)
 Higher increase in individuals travelling and exploring new cities and countries therefore
having a positive effect on BBT as tourist are likely to spend more. (Bridge 2013), (Roberts
2010
 High increase in social media, more individuals are on one or more forms of social media,
this therefore affects BBT in the way in which they contact and advertise to consumers.
(Statista 2016)

Technological

 Advancement in technology affects BBT in a positive way as employees can be replaced for
automated replacements.
 Advancement in technology has made consumers want things quicker and easier e.g.
bookings 24/7, at home and on the go therefore affecting the way BBT reach their
consumers. (Richmond, Douglas 2009)
Ecological

 Environmental group pressures to work in a more sustainable way through the way waste is
disposed, not wasting fuel or food, recycling, cleaner emissions and preservation of marine
environment (Gov.uk 2016) (letsrecycle 2005)

Legal

 Government schemes in place for funding of new business start-ups affecting BBT as high
chance of new entrants.(Gov.uk 2016)
 Environmental and Birmingham City laws affecting noise, waste, air and water pollution
needs to be minimised for cleaner communities. (Gov.uk 2016) (Environmentallaw 2016)
 Safe keeping of the marine environment which includes canals therefore BBT needs to have
protocols in place. (Gov.uk) (Environmentallaw 2016)
 Birmingham City regulations and deregulations on times which organisations can operate
and how they operate therefore affecting BBT as they may not be allowed to offer tours
during the nights.(Environmentallaw 2016)

2.2 Porters Five Forces

Power of Buyers +

Is positive as consumers have a selection of services to choose from all offering both similar and
niche services e.g. hiring out, entertainment, and gourmet meals, moreover the service provided is
not a necessity.

Power of suppliers +

Is positive as there are not a large number of suppliers that cater for the narrowboat market,
therefore are able to charge a premium price for their products additionally due to many
narrowboats being old the parts that are needed will cost a premium.

Threat of substitutes +

Is Positive with the narrowboat being in Birmingham customers have the possibilities to go to
alternative attractions e.g. restaurants, Cadbury world, Sea life centre, cinema’s or to stay at
home/Hotel as well as this they can either walk or catch a taxi if they want to see the landmarks
within Birmingham and not necessary get a narrowboat, therefore the threat of substitutes is very
high as it is not a necessity.

Threat of new entrants -

Is neutral as there are limited barriers in starting an organisation within the industry as permits are
needed to start certain functions such as selling alcohol, and dinner dances, additionally new
entrants will need permits that allow them to operate for the year, and only small narrow boats can
open in certain vicinities besides that there are limited restrictions.
Competitive Rivalry +

Is positive due to the high number of businesses operating within the same market (Hire boat
market, tour market, and dining/experience and local restaurants), with no regulations in place for
charging lower prices or changing strategies e.g. hire market to tour market.

3.0 Internal Analysis

Productivity

 BBT has amounted profits for the year this is due to the ‘Floating boat’ however shows that
the organisation is doing well for the short terms however will need to change for future
growth, howeverhas more money to spend on investment. BBT has a strong Balance sheet
due to the assets of the barges therefore suggesting that the organisation can easily get an
influx of cash if needed. BBT are also looking to expand their business therefore showing the
business is productive.

Tangible assets

 BBT has six narrow boats in total (four 70 foot and two 40 foot), as well as 30 permanent
staff and licenses for 3 boats for the full year, also the organisation uses a website where it
sells tickets, these are all strengths for the organisation. However if the organisation wishes
to expand they need a loan.

Intangible assets

 BBT has a strong brand reputation and heritage being the first narrow boat to open in 1996,
additionally it has strong community support moreover employees have a strong skill set
acquiring Boat master qualifications and twenty years of experience within the industry.

Relationships

 BBT has a good reputation with the local community, however some feel that the quality
provided is inadequate, additionally the organisation does not really have any links or
connections with other networks or organisations outside Birmingham. However as the
organisation has a strong history the bank manager will loan a considerable amount to BBT.

Strategy

 BBT at present is in profit this is due to the Floating boat service however this is just short
term success as if the business continues as it is for the long term it will fail to grow, this is
down to the business operating in declining markets.
Product

Floating Boat- is currently a Question Mark due to it being a new market where BBT currently having
high relative market share as well as the industry still growing with a strong possibility of it becoming
a star in the future.

Birmingham Tradition- is currently a dog as consumers no longer want to see tours and prefer an
experience instead as this market is on a decline, therefore the organisation needs to either reinvent
it or discontinue it.

Black country tradition- is a cash cow as there is little market growth for this product however
consumers prefer the longer journeys as oppose to the short ones therefore it is making profits for
the business.

Floating Boat Birmingham BC tradition Birmingham tradition

Figure 1- Product life cycle & BCG Matrix (Slidemodel 2016)

Place

BBT currently operates solely within Birmingham, with

their base being situated in the International Convention
Centre which is regarded as a luxury side of Birmingham
however distribute their services around the Black
Country, though other options are available such as
London, Manchester and France these options have not
been undertaken.

Currently operates

Possibility of
expansion
 Figure 2- Birmingham Canal network
Promotion
(Casestudy 2016)

BBT currently provide no promotions of their brand, services or offers to tourist, businesses or local
community both through their website and tickets sales, this therefore is a weakness to BBT as no
exposure is provided distinguishing their services to that of competitors.

Promotional Possibilities DO BBT currently do this

Online/website 
TV X
Radio X
Newspapers X
Billboards X
Social Media X
Leaflets/Flyers X
Branding X
Figure 3- Promotional methods (Case study 2016)
Segmentation

BBT has segmented the market to focus solely on tourist, these are individuals who are visiting
Birmingham from other cities or countries, moreover it can be understood that they are focusing on
the 30+ market due to their higher than market prices.

Birmingham Barge Trips

Demographic -Medium-high income consumers
-25 and older
-Financially independent
-Tourist
Lifestyle & Values -Want to be seen similar to others
-Low risk individuals
-Want luxury

Behaviour -Light Users, use product only once

Benefit sought -Education as well as quality cuisine
-Nice evening out
-Relaxation and comfort

Figure 4- BBT Segmentation (Case study 2016)

Targeting

BBT has targeted their products to Tourist and visitors to the city, however when adopting the
targeting strategy model it can be understood that they use Undifferentiated marketing as they use
the same marketing mix for the whole market and on each product therefore not giving products a
USP.

Figure 5- BBT Targeting (Blogspot 2016)

Positioning
Positions within the
BBT services are positioned in a strong market, however consumers feel that the market to exploit

services provided do not reflect the

quality nor price and prefer to choose
competitors, moreover BBT best
product ‘Floating Boat is doing very well
however consumers feel the it is high
price but the quality not so great and
therefore prefer Canal Gourmet.

In terms of Birmingham Tradition

consumers prefer the longer tours and
rather go to competitors who offer an
experience in terms of dinner dance or
entertainment.

Figure 6- BBT Current Positioning (Case study 2016)

4.0 SWOT

Strengths

BBT owns six narrowboats three of which possess special licenses for the year, this has led to a
strong balance sheet and ability to secure a sizable loan from the bank.

BBT employs 30 permanent staff that are fully trained in catering or have boat master qualifications
(skippers)

BBT has a strong community following and is known as the first narrowboat to operate in
Birmingham therefore has a strong tradition which can be exploited this goes away if they change
vicinity.

Have operated in the tourism industry since 1996, therefore have two decades of experience within
this sector, moving to another area may become troublesome.

BBT offer 3 types of experiences, with the floating boat doing very well as it is operating within a
new market

Weaknesses

BBT offers a restricted service as there marketing mix is the same across all services additionally
consumers enjoy dinner dances and less sober activities which the organisation fails to provide,
furthermore BBT only operate within Birmingham where only 130,000 people took trips to 10 million
in London and Paris.

BBT sole focus is on Tourist and the tour market which is in decline

BBT sells ticket and promotes itself in a limited way only through the means of the internet, this
therefore limits the exposure of the organisation especially to tourist as they are exploiting the city
rather than on the web.

Limited narrowboats and licenses this is especially the case for the 40 foot as there is only two and
they are the only boats that can be used for longer journeys in other city’s therefore restricting the
organisation.

The owner has very limited knowledge of modern times, this has been expressed by customers
through negative reviews of the service provided and that local businesses people stating that the
organisation does not know what businesses want in terms of image and quality.
Opportunities

BBT have the possibility to operate in new cities and countries e.g. London and Paris, as there is a
larger market and chances of higher returns, however face strong competition.

BBT have the ability to enter into new markets that cater for different types of people these include
educational tours for schools and businesses, less sober cruises for younger audience, longer cruises
for tourist including overnight stays and luxury dining for businesses within the city.

BBT has the opportunity to network with third parties to increase ticket sales through partnerships
as well as using a variety of advertising and promotional methods to increase awareness

BBT can hire out narrowboats to holidaymakers this is an area the organisation has not looked into,
this will allow the organisation to cut down on staff cost whilst earning up to £450- £850 a trip,
however due to strength of suppliers cost of repairing will be high.

Weakened pound has meant a large influx on tourist coming in to the UK as well as Birmingham
being a top destination with further investment from outside sources this gives the organisation the
opportunity to charge a higher premium to increase sales.

BCC has given authorisation to extend the canal system within Birmingham therefore giving BBT the
opportunity to distribute further, as well as the positioning map has identified gaps in the market for
luxury and low cost services in the tourist market.

Threats

BBT faces threats from alternatives such as restaurants, attractions and other leisure activities that
customers may decide to go to instead of a boat trip.

Short cruise market is on the decline due to the number of competitors and visitors preferring longer
journeys this is a huge threat for BBT as it is one of the key products, BBT facing short term success
but long term failure.

Furthermore BBT faces the threat of bad exposure this is due to bad word of mouth as consumers
feel the service is out-dated this is harmful for BBT.

BBT facing increased competition from direct competitors as their rivals are performing better and
setting better prices than BBT having sold out evenings and catering for consumers needs as well as
selling tickets for much cheaper prices, which the organisation fails to do.
5.0 Marketing Plan

5.1 Aims and Objectives

Figure 7- Ansoff Matrix (Ansoffmatrix 2016)

BBT Growth strategy

The best growth strategy for BBT for the commencing two years is Product development, this will be
achieved by developing the current products to meet the needs of consumers consequently a low
risk strategy, this will be achieved by providing experiences in the form of dinner dances,
entertainment and dining during the existing cruises which has high demand.

moreover BBT has the knowledge of the tourist industry for over twenty years, as well as strong
investment coming into Birmingham and the development of the canal network will lead to
increased tourism and distribution, furthermore due to the weakened pound tourist have a higher
disposable income and more tourist will enter Birmingham, as well as there being sufficient evidence
of the strong demand within the experience market rather than tours.

Moreover it would be unrealistic to enter into new markets when the current services and marketing
mix provided are not operating to maximum efficiency where current tourist and local business
people think negatively of the product so therefore a strong inclination that new markets will think
the same.

When applying Porters (1985) generic strategy after understanding the Internal and external
analysis, BBT should undertake a Differentiation Focus, by setting their USP on quality and
experience however providing the service to a narrow market i.e. Tourist.
 Growth Reasons for not adopting
strategies
Market Not a suitable option for BBT as the current products that are on offer in terms of
penetration Birmingham Black Country Tradition and Birmingham Tradition is operating within a
market with low growth

Tourist now desire experiences rather than tours which the new direction will allow
us to fulfil.

Market Entering into new cities and countries will be extremely competitive and SWOT has
Development identified BBT will be a very small business within the market competing against
businesses with up to 30 boats and only 40 foot narrow boats could operate where
BBT only have two.

Providing educational tours to businesses and schools, shows little reliable data and
whether there is strong demand for the service as well as not knowing what
students are expecting furthermore businesses think that BBT service quality is
poor.

The hire market is a possibility however BBT only have three licenses, and is a
market that BBT has little experience of, furthermore recently competitors have
changed from hiring to tours therefore suggesting the market isn’t profitable, and
additionally with the strength of suppliers the cost of repairs will be very high.

Diversification The most risky growth strategy where entering a new product into a new market
this should only be succumbed to when previous growth strategies have been
fulfilled or adopted.

Figure 8- Ansoff growth strategies (Case study 2016)

Mission Statement- By applying Piercy model framework-Our mission is to change to the needs of
our customers, focusing solely on them, providing cruises that exceed expectations whilst being
affordable, we aim to bring people together with honesty and integrity, we’re here for the long haul
our boats haven’t sunk.

Corporate Objective Increase market share by 15% this will be done through an increase in sales, by
introducing a new product as well as developing existing services to existing consumers this will be
achieved in the next two years.

Marketing Objective Increase brand awareness by 20% this will be achieved by increasing the
distribution channels by selecting 3rd party’s to distribute tickets and raising awareness through
several online and offline platforms, this will be measured through ticket sales as well as visits to the
online website, this will be achieved in the next year.

Financial Objectives Increase profits by 10% this will be achieved by reducing unnecessary
overheads as well as setting better pricing strategies and products that meet the needs of
consumers this will be measured through ticket sales and annual profits which will be achieved in
the next year.
 5.2 Segmentation, Targeting, Positioning

Segmentation

BBT previously focused on a narrow segment within the tourist industry focusing on middle to high
income tourist who wanted a tour or couple who were looking for a dining experience, however
through this new growth strategy the best suitable option for BBT is to target the whole segment of
tourist, Therefore the market can be segmented as follows:

 High income tourist and individuals coming into the city preferably aged 30 and over, both
Male and Females in which individuals want a luxury and comforting dining experience
often as a couple or group where the benefits sought are quality cuisine, entertainment and
relaxation.
 Low income tourist aged 18-30 who want to be seen similar to others, both Male and
Female with the main benefit being a fun day out and a group social gathering , who enjoy
light entertainment (Less sober activities) as well as getting to understand the city whilst on
holiday.
 Medium income males and females, preferable have small families and are on a family trip,
working class/middle class individuals, prefer slight luxury and comfort, aged 25+ and prefer
a nice meal, sightseeing and comfort, however are price conscious but like to experience
new things.

Segment 1 Segment 2 Segment 3

Demographic High income, business Low income, aged 18- Medium income, 25
professionals and high spending 30, and over, working
tourist, male and female, Both male and female, /middle class
business people within city and tourist from other
tourist within Birmingham countries and
individuals from other
cities
Lifestyle & Want luxury, prefers fine dining, Want to be seen similar Want to be seen as
Values low risk individuals, likes to to others , outgoing, luxury individuals,
express their wealth socially active, enjoy low risk, outgoing,
new experiences enjoy new
experiences,
Behaviour Light users- quality conscious, Light user- price Light users, however
conscious, tech savvy likely to come on a
frequent basis, tech
savvy, price conscious
Benefit Quality cuisine, valuable team building, fun day Pleasant day out, new
sought entertainment, relaxation and out, Group day out experience,
comfort educational purpose,
relaxation and
comfort
Figure 9- BBT New Segmentation (Case study 2016)
Targeting

In terms of targeting BBT will need to change their targeting strategy and change from
undifferentiated marketing to a Differentiated marketing strategy where a new marketing mix is
offered to different segments, this will allow the organisation to provide a personalised service to
their target market and consumers get a personalised service in return, moreover through the
segmentation framework BBT will need to target different segments accordingly.

Figure 10- BBT New Targeting Strategy (Blogspot 2016)

New Product- Will target financially independent tourist aged 30 and over, who desire luxury and
comfort, these individuals desire quality and a nice ambiance, however will be targeted in year 2

Birmingham tradition will target low income tourist, who are working class, preferably 18-30, they
desire a short experience with dinner dance target in year 1

Birmingham Black Country Tradition & Floating Boat- medium income tourists, who are considered
working/middle class, who are price sensitive with their main benefit is a nice meal and sight-seeing
target year 1.

Year Low Income Medium income High income

1
2

Figure 12- Targeting Gantt chart (Case study 2016)

Resources likely not available, due to purchasing new
narrowboat, acquiring Licenses, employee training,
fixture and fittings, suitable marketing mix and
PESTEL identified influx in tourist in second year
 Positioning

When looking at the improved perceptual map below it shows where products A & existing services
will be positioned within the market:

Product A (Year2) - will be positioned as High price and High quality due to our closest rival Canal
Gourmet adopting this strategy and having great success by being booked out Thursday to Tuesday,
furthermore tourist and business people don’t want tours but want a quality experience this product
therefore provides that.

Birmingham Tradition (Year1) - will be positioned as low price and medium quality due to the gap in
the market and the opportunity from the SWOT analysis that there is demand for less sober
activities and cruises however as competitors already provide these services to compete the best
possible action is to charge a lower price whilst providing a good level of quality.

Existing Products (Year1) - will be modified as medium price and medium quality to provide a
healthy competition with our close competitors, where Birmingham Black Country tradition will
provide entertainment as to the original tour as they are in decline, with the Floating Boat catering
now for working/ middle class consumers, this will allow BBT to target any existing consumers that
have been missed.

Gap in the market

Needs to be targeted
Target 2nd year
straight away
(High end segment)
(Low end segment)

Re-position existing
products during first year

(Medium income
segment)

Figure 13- BBT positioning map Price/Quality (Case study 2016)


Narrow boat will have
limited selection of
entertainment/ food and
narrowboat will be very
basic resembling the
quality and price
Figure 14- BBT positioning map
Selection/Appearance (Case
study 2016)
B’ham tradition will now
focus on younger tourist
as well as providing a
basic service.
Figure 15- BBT positioning map
Age/Style (Case study 2016)
B’ham tradition will be
more of a general service
open to everyone with
no specific focus and
targeted to working class
individuals
Figure 16- BBT positioning map
Status/Expertise (Case study
2016)
Product A will be stylish
resembling its high
quality as well as a
variety of food options
and entertainment.
Product are positioned
all over map covering
variety of needs and
demographics
Product A will focus on
the older tourist due to
their higher income as
well as providing a
premium service, with
existing products focused
on middle aged people
therefore targeting all
segments.
Product A will be a
specialist in providing
quality and will be target
towards middle class and
higher people who have
a high disposable income
Existing products will
have a range of specialty
focusing on a specific
service e.g. dance or
dining however will be
focused towards
working/middle class
tourist
 5.3 Marketing Mix

Product

Existing Products

 Birmingham Black Country tradition- will provide a long cruise along the black country,
however will differ from before as it will also include a dinner dance experience

 Floating Boat- will stay as it is however will not be promoted as a high end product, but as a
reasonable priced alternative to restaurants nearby, therefore fewer staff and a selected
menu thus altering the opinions of consumers.

Birmingham Tradition

 will be replaced by a low cost short cruise through Birmingham in a small narrowboat
catered to groups where a selection of alcoholic drinks are available and entertainment,
limited amount of staff, a no frills cruise.

Product A

 Will provide a short cruise through Birmingham in a luxury narrowboat, provided with
experienced staff (Skippers), will have beautiful fixtures and fittings resembling its quality as
well as company Logo to emphasise the point, where consumers will be given a premium
fine dining experience and entertainment.

Figure 17-New BBT Product life cycle & BCG Matrix (Slidemodel 2016)
 BCG Matrix
Star Question mark

Birmingham Black Country Tradition Product A

Will now be a star as it currently has high market
share in the market however as it is now offering
an experience rather than just a tour the market
is still growing.
Operates in an industry with high market growth
as it is a fairly new industry, however the
organisation has little market share, however
through effecting pricing and positioning this will
become into a star as the only competitor it is
facing is Canal Gourmet.

Floating Boat
likely to become a star as BBT currently have
high market share as it is a new industry
however due to the new marketing mix strategy
consumers will now think differently.

Birmingham Tradition
now targeting a new segment it therefore will
now be a product that has low market share in
an industry with high market growth, however as
there is only one competitor in that market it
can easily become a Star
Cash Cow Dog

Figure 18-New BBT BCG Matrix (Case study 2016)

Price

Due to BBT losing out to competitors and consumers feeling that the service provided is inadequate
of the price being offered, one new product will be offered to the market thus meeting the needs of
consumers as products will target various consumers and there price points.

Pricing Strategy
Service Strategy Reason
Floating Boat Value based pricing  Product now being medium quality and
price
Birmingham Black  Costs will decrease to compete with market
Country Tradition and economic factors
 Consumers felt that the service provided
was inadequate of the price being asked
Birmingham Tradition Economy pricing  This product is targeting the younger
audience, groups and tourist with low
income,
 Product will be offered lower than
competitors to gain strong market share
Product A Premium pricing  Due to the product being high quality, it
needs to resemble a high price to
emphasises its quality
Figure 19-New BBT pricing strategy (Case study 2016)
 Place

Currently the organisation offers their services within Birmingham City Centre and selected routes
within the Black Country, however the organisation can improve by widening the perimeters of
operation within the city, . Furthermore previously BBT sold directly to consumers through Exclusive
distribution, however for the growth of the organisation the best strategy is intensive distribution
allowing us to reach all segments of tourist.

Current perimeter of operation

New perimeter of operation

Figure 20--New Distribution channel (Case study 2016)

Alliances/Venue (ticket Price Description

sales/Promote service)
BBT Website Inexpensive Sell Tickets on BBT website
Taxis Free Hand out cards to tourist driving within city centre or
from Birmingham Airport
Hotels Free Provide cards to hotels for guests to show them local
attractions
Birmingham Mail £1000 Small add in newspaper to reach wide audience of
tourist from other cities
Pubs Free Local pubs can promote the service within business
form alliance by selling their alcohol
Museums, symphony hall, Inexpensive Local attractions can work in conjunction with BBT
Birmingham Library
Figure 21-New ticket distribution (Case study 2016)
Promotion

BBT only form of promotion currently is awareness through a third party website and consumer’s
word of mouth who currently feel the product offering is of poor quality

To help raise awareness of BBT they should invest in a range of marketing communication strategies
as follows:

 Invest in their own website- identifies a premium company to tourist and can see what
options are available allowing the company to give detailed descriptions and positive
testimonials
 Social media advertising – PESTEL identifies increase use in social media so therefore reach
a wide audience and tourist from other countries who are considering coming to
Birmingham
 Newspaper advertisement- Local newspaper (Birmingham Mail and Metro for tourist and
consumers in other cities to see what’s on offer raising awareness
 Local venues- leaflets in pubs, hotels and local attractions (e.g. sea life centre, symphony
hall, cinemas to reach tourists)

Types of Promotions Should BBT enforce

Posters, Leaflets 
Social media 
Website 
3rd party (Symphony hall, Sea life centre) 

Newspaper- Birmingham Mail, Metro 

Television x

Figure 22-New BBT promotional strategy (Case study 2016)

Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct
Posters,
leaflets
Social
Media
Website
3rd party
Newspaper
B’ham Mail

Figure 23-New BBT promotional strategy Gantt chart (Case study 2016)
Physical evidence

Consumers previous felt the service delivered was inadequate and underperformed therefore
leaving negative reviews and selecting competitors instead

Figure 24-New BBT GAPS model (Case study 2016)

 Website and leaflets should look and appear professional with clear navigation and useful
information

 Employees should dress appropriately wearing clean uniforms with company branding and
well groomed, with all cutlery and napkins branded.

 Narrowboats should be positioned within a luxury area within Birmingham city centre (e.g.
symphony hall) due to pleasant scenery and high end stores nearby therefore enforcing the
companies Quality.

 Narrowboats should be branded , painted and stating its history furthermore illustrating its
quality and heritage

 Narrowboats should look more appealing than competitors such as Gourmet Canal, with the
inside decorated, clean and tidy leaving a nice aroma and a feeling of calm and relaxation.

 Food provided should be fresh and made with quality ingredients, and entertainment should
resemble quality.
Process

The process period of BBT needs to resemble high quality to their potential customers, therefore the
website will have quick loading times, easy navigation, quick and efficient booking process where
individuals can select the number of people, dietary requirements or extra requirements (e.g.
Stroller for child) needed at the time of booking

Moreover customers will have no waiting times being greeted at the door by a professional
employee, as well as a selection of payment options to add to the experience (Card, cash or online if
not the dining experience.

Furthermore customer complaints and queries will be dealt promptly and in a professional manner
as well as customer being kept informed of any changes or cancellations for their visit enforcing our
professional/premium stance

People

BBT employ thirty member of staff some of which have boat master qualifications however as the
organisation is now focusing on quality and providing a new service, all staff must be re-trained in
providing a consistent high level of service and professionalism, as previously they were overly
chatty and friendly.

Employees will need to be trained in handling complaints both face-to-face and through the means
of internet such as BBT website and Social media as well as offer after service support asking
customers how their experience was and how they can make it better in a professional manner as
happy customers lead to strong advocates for the organisation.

5.4 Implementation and control

Implementation

For the objectives to be met changes would need to be made firstly to the culture of the
organisation as it would need to change from a bureaucratic to a democratic organic organisation
where experienced staff members should be involved in decision making as BBT currently lack
knowledge of modern times.

Additionally licenses will need to be acquired for the new narrowboat however as it will be running
in year two it gives BBT one year to acquire paperwork for the authorisation as well as modifications
and refurbishments that need to be made.

Training will additionally need to be provided throughout the two years however rigorously during
the beginning of year 2 as this is when the premium product will be offered.

Alliance will need to be formed with local attractions and hotels to assist in distributing our service
through leaflets and coupons.
 Figure 25-Implementation Gantt chart (Case study 2016)

Control

To make sure BBT is running efficiently specific KPI need to me measured and controlled:

 To control sales customers will be given questionnaires and option to review the service
online where changes will be made accordingly if they found the service troublesome,
additionally ticket sales will be monitored monthly and an increase in promotion will be
made if targets are falling.
 In terms of awareness social media and website reviews will be monitored, to see if there is
an increase in visits and word of mouth from customers regarding our product of this fails
then an increase in awareness through online means will be necessary.
 To control costs cheaper suppliers will be chosen, however not affecting the quality of
service.

Budget

During year one BBT will need to acquire a very small loan to help fund training, promotional activity
and refurbishments made to existing narrowboats, however as the organisation will be heading for
profit this will help fund the license and refurbishment of the luxury narrowboat for year 2
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