Contents
Abstract
Introduction
Task 1 - Research Planning for Decision Making
Task 2 – Questionnaire Design and Fieldforce Instructions
Task 3 - Information for Marketing Decisions
Conclusion
Bibliography
Abstract
Growth in tourism globally has forced some standardization in the facilities made available to guests at the establishments. This ensures that guests can have a good feel of what to expect. An increase in business travel too has come about as businesses have gone global. A substantial amount of traffic is generated through these business travelers and the growth in this segment is directly linked to the growth in international business at the hotel location.
Global hotels and motels, not including casino hotels, generated a volume of business at the level of $ 488.6 billion in 2006. Revenue contribution of other accommodation providers who provided accommodation and food services are included in the estimate. This was a rise of 6.4% over the revenue of the earlier year. By the year 2011, the hotel and motel revenue is expected to rise by 31.2% to reach $640.9 billion. The biggest contributor is Europe, contributing 41.8 % by value. Hotels & motels industry generated revenues of $ 90 billion or 18.4 %.
Marketing researchers need a broad understanding of marketing in order to communicate and work effectively with marketing professionals. The main research objectives in marketing are to suggest that unstructured and informal research designs are likely to be used when attempting to arrive at a more clear description of an apparent problem; to indicate that exploratory research designs are typically used when researchers are trying to identify a potential marketing opportunity.
Introduction
The hospitality industry is about providing hospitality to travelers. The hospitality typically includes accommodation, food, beverages and other recreational facilities.
The hotel should concentrate and keep up the good work even if the business is already strong. Each relevant factor needs to be rated according to its importance- high, medium, or low for the business as a whole. This Hotel Industry utilizes the latest marketing principles and information technology updates to get a respectable position in the world market. In the face the worldwide economic recession, the guests have become more sensitive to price which calls for effective formulation of the pricing strategy.
A hotel is an establishment which provides paid lodging usually for a short time. These establishments often provide additional services such as a restaurant, swimming pool, health club and even child care. Conference and meeting rooms are also provided by some for conventions and meetings for groups.
The Grande Bretagne Hotel is a 273-room hotel (Standard – 233, Executive – 30, Suites - 10). It is located on the corner of Marloes Road and Cromwell Road in West London. The hotel opened in March 2007. It is of a four star standard with rooms of approximately 29 square meters.
Each room has minibar, remote control TV with choice of satellite channels, radio, in-house movies and extension speaker in bathroom, direct dial telephone with connection points by both bed and writing desk. Individually controlled air conditioning and heating, well lit adequately sized desk area, hairdryer and dual voltage shaver outlet, toiletries in bathroom, trouser press, hospitality tray.
The executive rooms and suites additionally include a generally higher quality of furnishings and fittings selection of magazines bathrobes and a higher standard of toiletries, telephone in the bathroom.
It is part of a French national hotel group that has 45 hotels in France and last year started expanding into Europe, four hotels have already been opened in Paris, Berlin, Madrid and London and the company is actively seeking sites in other major European capitals.
The Grande Bretagne Hotel's mission is to provide quality hospitality services to its guests in a comprehensive and cost competitive manner.
«The hotel should concentrate and keep up the good work even if the business is already strong» (Hotel Front Office Management by James A. Bardi March 2006, Hardcover, 4th edition). Each relevant factor needs to be rated according to its importance- high, medium, or low for the business as a whole. The Grande Bretagne Hotel Industry utilizes the latest marketing principles and information technology updates to get a respectable position in the world market.
Every business with the global prospects in the multi dimensional, volatile atmosphere has to introspect its strategies taking into consideration the strengths, weaknesses, opportunities and threats. The hotel industry also tags along the line and has to undertake smart and innovative moves to woo its clientele who expect best possible service at competitive rates.
Though the sales and market conditions are changing rapidly, the marketing principles are not changing. Hotel owners and managements tend to be more inclined towards marketing and sales rather than cost control, constantly seeking to maximize room sales - double- bed occupancies. All this may fail and such a scenario may result in profit problem on cyclic basis, which may sometimes lead the hotel into liquidation or forced sale.
The required first step in SWOT analysis is the definition of the desired end state or objective. The definition of objective must be explicit and approved by all participants in the process. This first step must be performed carefully because failure to identify correctly the end state aimed for leads to wasted resources and possibly failure of the enterprise.
Strengths are attributes of the organization that are helpful to the achievement of the objective. Weaknesses are attributes of the organization that are harmful to the achievement of the objective. Opportunities are external conditions that are helpful to the achievement of the objective. Threats are external conditions that are harmful to the achievement of the objective.
The aim of any SWOT analysis should be to isolate the key «issues» that will be important to the future of the hotel; and that subsequent marketing planning will address.
Following diagram indicates the Strengths and Weakness Analysis of the Grande Bretagne Hotel.
| Strengths- England's rich cultural heritage- International hotel chain- All rooms have suite facilities- Demand far exceeds Supply- Global economical turn-up- New business opportunities | Weaknesses- Capital intensive- Lack of adequate Man power- Regional imbalance of hotels- Long gestation period- Poor infrastructure and cleanliness- Huge labor turnover- Less corporate ownership |
| Opportunities- Boom in tourism- Privatization of airlines- Increase in disposable incomes- Boost in tax concessions | Threats- Sensitive to disturbances in the country- Competition from other European countries- High service and luxury taxes may render England as an unviable destination.- Lack of trained entrepreneurs |
SWOT analysis allows author to formulate the main objectives of the Grande Bretagne Hotel:
- Increase sales volume.
- Increase revenue.
- Achieve or increase profits.
- Increase or maintain market share.
- Eliminate competition.
Factors influencing price-determination:
- Production and distribution costs.
- Substitute goods available.
- Reaction of distributors.
- Reaction of consumers.
Profitability is driven by efficient operations mainly, as many costs are fixed in nature. Several recent changes in the industry causing profitability pressures. Growth in internet reservation channels has helped improve the industry occupancy rate of hotels. However, it has caused a cost pressure too. Increased sales through these intermediaries has allowed them to charge higher amounts of commissions and degraded the ability of the players to control pricing or the presentation of their products. Indirect competition through alternative forms of holiday accommodation, are increasing. Holiday homes, timeshare accommodation and such other shared accommodation schemes are biting into the shares of the mainstream hotel and motel industry.
The outlook for the hospitality market in England is optimistic and will continue to remain so, in my opinion. The economy’s buoyancy, initiatives to improve infrastructure, growth in the aviation and real estate sectors and easing of restrictions on foreign direct investment will fuel demand for hotels across star categories in the majority of markets. Several international chains have been established or enhanced their presence here. England is one of the world’s fastest growing tourism markets.
External environment
Positive forces include the generally prosperous economy that is currently in place, full employment, rising wages, and low inflation, leading more people to be able and willing to spend money and to get away for some time. The Grande Bretagne Hotel offers an affordable alternative to a flyaway destination. There are conference, banqueting and leisure facilities.
The Grande Bretagne Hotel has:
- The brasserie/coffee shop seating 120 people and open for all day dining and an a la carte restaurant seating 70 people opens every day for lunch and dinner only; a 50 seat bar adjoining the a la carte restaurant open in the evenings and providing light entertainment (piano music).
- A lobby/lounge bar seating 120 people open from 1.00 a.m. until midnight, seven days a week, suitable for informal business meetings and rendezvous.
- A ballroom - 400 square metres allowing for 260 people classroom style. Eight syndicate rooms between 30 and 50 square metres.
-A small swimming pool, sauna and steam rooms.
-A gym with a selection of exercise equipment and a small room for aerobics, yoga lessons.
- A business centre.
These surroundings will attract and retain guests who appreciate such refined environments.
As faced by all businesses, the proper insurance needs shall be met and all operations and policy manuals shall be reviewed by appropriate legal experts. The facility will obtain all the necessary building permits prior to construction. Present facility zoning allows for this proposed use, including bars, restaurant, and business centre.
The Grande Bretagne Hotel utilizes the existing software packages available in the hotel industry, including: room and facility management database, controlled bar and inventory measuring systems, and room key cards that allow patrons to charge directly to their room account, this technology shall assist management in controlling costs, reducing cash management, and maximizing revenue.
«Networking within business and civic groups is important; even if the business results are not immediately felt, it is an excellent public relations opportunity» (www.hotelinteractive.com). Live piano, or jazz style trio, on the weekends will add excitement to the hotel and draw community residents and guests from other properties.
Smoking Ban may have an affect on businesses in the future. The implications of an overall ban would have on the industry would be more so in the pub sector, hotels having a more family orientated and diverse market segment could relish the smoke free environments.
Consumer’s behavior
Buyer behavior is focused upon the needs of individuals, groups and organizations. To understand consumer buyer behavior is to understand how the person interacts with the marketing mix. As described by Cohen (1991), the marketing mix inputs (or the four P's of price, place, promotion, and product) are adapted and focused upon the consumer.
The psychology of each individual considers the product or service on offer in relation to their own culture, attitude, previous learning, and personal perception. The consumer then decides whether or not to purchase, where to purchase, the brand that he or she prefers, and other choices.
People today are looking for prevention rather than just cure. In 1994, 32% of New Zealanders took some form of supplement and in the latest study in 1997 this figure has increased to 74%. Each different product market consists of buyers, and buyers are all different in one way or another. They may differ in their wants, resources, locations, buying attitudes and buying practices. Because buyers have unique needs and wants, each buyer is potentially a separate market.
Consumer involvement is the perceived personal importance and interest consumers attach to the acquisition, consumption, and disposition of a good, service, or an idea. As their involvement increases, consumers have a greater motivation to attend to, comprehend, and elaborate on information pertaining to the purchase. (Mowen & Minor, 1998, p.64). In the case of low involvement, consumer views a purchase as unimportant and regards the outcome of his or her decision as inconsequential. Because the purchase carries a minimal degree of personal relevance or identification, the individual feels there is little or nothing to be gained from attending to the details of a purchase. (Hanna & Wozniak, 2001, p.290). High involvement purchases are those that are important to the consumer either from a financial, social, or psychological point of views. The purchase is characterized by personal relevance and identification with the outcome. (Hanna & Wozniak, 2001, p.291). An individual anticipates a potentially significant gain from expending time and effort in comparison-shopping before buying. For example, a girl purchasing an expensive ball dress has a high degree of personal identification. Therefore, a high level of felt involvement can increase an individual’s willingness to search for, process, and transmit information about a purchase.
The most important factors influencing a consumer’s involvement level are their perceived risks. The purchase of any product involves a certain amount of risk, which may include:
- Product Failure – risk that the product will not perform as expected.
- Financial – risk that the outcome will harm the consumer financially.
- Operational – risk that consists of alternative means of performing the operation or meeting the need.
- Social – risk friends or acquaintances will deride the purchase.
- Psychological – risk that the product will lower the consumer’s self-image.
- Personal – risk that the product will physically harm the buyer.
In a high degree of perceived risk, decisions in this case may require significant financial commitments, involve social or psychological implications. In the case of low degree of perceived risk, decisions in this case may require small or no financial commitments that involve social or psychological implications. Consumers may already established criteria for evaluating products, services, or brands within the choice category.
In high involvement situations consumers are usually more aroused and more attentive, which expands their short-term memory capacity to its maximal extent. In low involvement conditions, the arousal level is apt to be low, so consumers focus relatively little memory capacity on the stimulus. (Mowen & Minor, 1998, p.101). As involvement levels increases, consumers may allocate more capacity to a stimulus.
Evaluative criteria are the various features a consumer looks for in response to a particular problem. The number of evaluative criteria used by consumers depends on the product, the consumer and the situation. ((Neal, Quester & Hawkins, 2000, p.5.3-5.4 & p.5.22) Formal Clothing In the process of evaluation, a student will evaluate the characteristics of various formal clothing and choose the one that is most likely to fulfil her or her needs. The evaluative criteria of the students include tangible cost, social and psychological measures. The importance of particular evaluative criteria differs from consumer to consumer. The decision to purchase formal clothing is base on the following evaluative criteria:
- Price.
- Quality.
- Brand.
- Style.
- Store.
The evaluative criteria regarding the purchase of formal clothing are complex due to the level of perceived risk involved with such a high involvement purchase. Typically, high involvement planned purchases (such as formal clothing) follow the more complex compensatory decision rules. A compensatory model involves students evaluating each formal wear they view across all need criteria. In this instance, one formal wear may compensate for weaknesses in one criterion.
However, often consumers will go through different stages of rules, that is, they will utilize a range of rules when evaluating alternatives with different attributes being evaluated by different rules at each stage. There are certain criteria regarding the purchase of formal clothing that the students is not willing to accept at a minimum level. Style and price are two attributes that was found from the interviews. Students are not prepared to lower their expectations; therefore the compensatory model does not always apply in this situation. These two criteria are more non-compensatory rules. Initially a disjunctive approach was adopted by respondents, where they would evaluate all formal clothing that meet their requirements concerning style. Then they would move onto an elimination-by-aspects approach. This involved them choosing formal clothing that rated highest on their next most important criteria (price), and then continuing through the other attributes (brand, quality) until only one formal wear remained. In summary, the formal clothing purchase decision involves both compensatory and non-compensatory models depending on the stages of the evaluation.