Jumat, 18 September 2009
STRATEGI PEMASARAN HOTEL DALAM MENGHADAPI PERSAINGAN GLOBAL
Competition in business environment is the most influencing factor of marketing strategy for enterprises, including hotels. The ability to survive and succeed is determined by optimizing the use of all resources and assessment of current competition atmosphere. Choosing the right strategy based on strengths, weaknesses, opportunities, and threats identification will significantly effect the positioning of hotels in the market. This paper presents an introductory assessment of existing position of hotels, followed by a discussion on competition strategy available. In addition to that, an overview of current competi-tion in the market should give a better understanding of the matter.
UK’s Telegraph on finding hotel bargains
Booking a three-star hotel can sometimes be cheaper than booking a one-star property, according to an in-depth survey of the prices paid for hotel rooms in the first half of this year.
The reason for this appears to be that, as the credit crunch has hit tourism, mid-range hotels have had to work particularly hard to attract business, while those at the lower end – automatically attractive to those looking to cut costs – have not suffered so much.
The ease with which such comparisons can be made is one of the most interesting side-effects of the steady shift to online travel bookings. The computerised databases of the websites that take those bookings can now give us a real and accurate account of how much people are spending on – or how much they are being charged for – their holidays.
In an industry notorious for its claims of bargain offers and discounts, but chary of sharing the real costs with its customers, this is a new experience. In harsh economic times it makes bargain-hunting much easier.
Get the full story at the Telegraph.co.uk
The reason for this appears to be that, as the credit crunch has hit tourism, mid-range hotels have had to work particularly hard to attract business, while those at the lower end – automatically attractive to those looking to cut costs – have not suffered so much.
The ease with which such comparisons can be made is one of the most interesting side-effects of the steady shift to online travel bookings. The computerised databases of the websites that take those bookings can now give us a real and accurate account of how much people are spending on – or how much they are being charged for – their holidays.
In an industry notorious for its claims of bargain offers and discounts, but chary of sharing the real costs with its customers, this is a new experience. In harsh economic times it makes bargain-hunting much easier.
Get the full story at the Telegraph.co.uk
Why your advertising isn’t working
The vast majority of ads don't register with consumers. BusinessWeek thinks it has seven straight-up reasons why your message probably isn't getting through.
Recently, an AdweekMedia poll of LinkedIn members posed this question: “Of the ads you see in a typical day, how many engage your attention?” A remarkable two-thirds of respondents said “a small minority of them.” Another quarter answered “none of them.” Together, that’s 91%. Only one in 100 respondents said “most of them.”
Ouch. While polls like these have their limitations (we often can’t - or won’t - tell the truth about our own purchase behavior), I suspect few us would doubt the overall conclusion that a lot of advertising doesn’t work very well. Your own advertising may even fall into that category.
If you find yourself nodding your head and wringing your hands right now, keep in mind this simple business axiom: Companies get the advertising they deserve. If your advertising isn’t working, it may be you that’s the problem
Get the full story at BusinessWeek
Recently, an AdweekMedia poll of LinkedIn members posed this question: “Of the ads you see in a typical day, how many engage your attention?” A remarkable two-thirds of respondents said “a small minority of them.” Another quarter answered “none of them.” Together, that’s 91%. Only one in 100 respondents said “most of them.”
Ouch. While polls like these have their limitations (we often can’t - or won’t - tell the truth about our own purchase behavior), I suspect few us would doubt the overall conclusion that a lot of advertising doesn’t work very well. Your own advertising may even fall into that category.
If you find yourself nodding your head and wringing your hands right now, keep in mind this simple business axiom: Companies get the advertising they deserve. If your advertising isn’t working, it may be you that’s the problem
Get the full story at BusinessWeek
How Guide Michelin embraces social media
Michelin is rigorously tight-lipped about the information in its guides until they arrive in stores, and requires similar discretion from its reviewers, who are anonymous. But in this Facebook era, when privacy and anonymity seem like vestiges of a bygone time, Michelin is making itself a bit more accessible.
As Guide Michelin prepares for the New York guide’s fifth edition, scheduled to be in stores on Oct. 6, and San Francisco’s fourth edition, scheduled for Oct. 20, the company is running an ad campaign for the guides highlighting its “famously anonymous” professional reviewers. Michelin protects the identities of its reviewers to the point that they generally are not allowed to do interviews with the press, and must invent cover stories about their profession so that even friends and family don’t know what they do.
Despite those precautions, with this campaign, Michelin is peeling back the mask of its reviewers. They will post items on Twitter at @MichelinGuideNY and @MichelinGuideSF, including items about places they are dining, advance critiques of chefs and complaints about service.
Get the full story at The New York Times
As Guide Michelin prepares for the New York guide’s fifth edition, scheduled to be in stores on Oct. 6, and San Francisco’s fourth edition, scheduled for Oct. 20, the company is running an ad campaign for the guides highlighting its “famously anonymous” professional reviewers. Michelin protects the identities of its reviewers to the point that they generally are not allowed to do interviews with the press, and must invent cover stories about their profession so that even friends and family don’t know what they do.
Despite those precautions, with this campaign, Michelin is peeling back the mask of its reviewers. They will post items on Twitter at @MichelinGuideNY and @MichelinGuideSF, including items about places they are dining, advance critiques of chefs and complaints about service.
Get the full story at The New York Times
Marketing strategy (2)
Tactics and actions
A marketing strategy can serve as the foundation of a marketing plan. A marketing plan contains a set of specific actions required to successfully implement a marketing strategy. For example: "Use a low cost product to attract consumers. Once our organization, via our low cost product, has established a relationship with consumers, our organization will sell additional, higher-margin products and services that enhance the consumer's interaction with the low-cost product or service."
A strategy consists of a well thought out series of tactics to make a marketing plan more effective. Marketing strategies serve as the fundamental underpinning of marketing plans designed to fill market needs and reach marketing objectives. Plans and objectives are generally tested for measurable results.
A marketing strategy often integrates an organization's marketing goals, policies, and action sequences (tactics) into a cohesive whole. Similarly, the various strands of the strategy , which might include advertising, channel marketing, internet marketing, promotion and public relations can be orchestrated. Many companies cascade a strategy throughout an organization, by creating strategy tactics that then become strategy goals for the next level or group. Each one group is expected to take that strategy goal and develop a set of tactics to achieve that goal. This is why it is important to make each strategy goal measurable.
Marketing strategies are dynamic and interactive. They are partially planned and partially unplanned. See strategy dynamics.
Types of strategies
Marketing strategies may differ depending on the unique situation of the individual business. However there are a number of ways of categorizing some generic strategies. A brief description of the most common categorizing schemes is presented below:
Strategies based on market dominance - In this scheme, firms are classified based on their market share or dominance of an industry. Typically there are three types of market dominance strategies:
- Leader
- Challenger
- Follower
Porter generic strategies - strategy on the dimensions of strategic scope and strategic strength. Strategic scope refers to the market penetration while strategic strength refers to the firm’s sustainable competitive advantage. The generic strategy framework (porter 1984) comprises two alternatives each with two alternative scopes. These are Differentiation and low-cost leadership each with a dimension of Focus-broad or narrow.
Product differentiation
Market segmentation
Innovation strategies - This deals with the firm's rate of the new product development and business model innovation. It asks whether the company is on the cutting edge of technology and business innovation. There are three types:
Pioneers
Close followers
Late followers
Growth strategies - In this scheme we ask the question, “How should the firm grow?”. There are a number of different ways of answering that question, but the most common gives four answers:
Horizontal integration
Vertical integration
Diversification
Intensification
A more detailed scheme uses the categories :
Prospector
Analyzer
Defender
Reactor
Marketing warfare strategies - This scheme draws parallels between marketing strategies and military strategies.
A marketing strategy can serve as the foundation of a marketing plan. A marketing plan contains a set of specific actions required to successfully implement a marketing strategy. For example: "Use a low cost product to attract consumers. Once our organization, via our low cost product, has established a relationship with consumers, our organization will sell additional, higher-margin products and services that enhance the consumer's interaction with the low-cost product or service."
A strategy consists of a well thought out series of tactics to make a marketing plan more effective. Marketing strategies serve as the fundamental underpinning of marketing plans designed to fill market needs and reach marketing objectives. Plans and objectives are generally tested for measurable results.
A marketing strategy often integrates an organization's marketing goals, policies, and action sequences (tactics) into a cohesive whole. Similarly, the various strands of the strategy , which might include advertising, channel marketing, internet marketing, promotion and public relations can be orchestrated. Many companies cascade a strategy throughout an organization, by creating strategy tactics that then become strategy goals for the next level or group. Each one group is expected to take that strategy goal and develop a set of tactics to achieve that goal. This is why it is important to make each strategy goal measurable.
Marketing strategies are dynamic and interactive. They are partially planned and partially unplanned. See strategy dynamics.
Types of strategies
Marketing strategies may differ depending on the unique situation of the individual business. However there are a number of ways of categorizing some generic strategies. A brief description of the most common categorizing schemes is presented below:
Strategies based on market dominance - In this scheme, firms are classified based on their market share or dominance of an industry. Typically there are three types of market dominance strategies:
- Leader
- Challenger
- Follower
Porter generic strategies - strategy on the dimensions of strategic scope and strategic strength. Strategic scope refers to the market penetration while strategic strength refers to the firm’s sustainable competitive advantage. The generic strategy framework (porter 1984) comprises two alternatives each with two alternative scopes. These are Differentiation and low-cost leadership each with a dimension of Focus-broad or narrow.
Product differentiation
Market segmentation
Innovation strategies - This deals with the firm's rate of the new product development and business model innovation. It asks whether the company is on the cutting edge of technology and business innovation. There are three types:
Pioneers
Close followers
Late followers
Growth strategies - In this scheme we ask the question, “How should the firm grow?”. There are a number of different ways of answering that question, but the most common gives four answers:
Horizontal integration
Vertical integration
Diversification
Intensification
A more detailed scheme uses the categories :
Prospector
Analyzer
Defender
Reactor
Marketing warfare strategies - This scheme draws parallels between marketing strategies and military strategies.
Marketing strategy (1)
Marketing strategy is a process that can allow an organization to concentrate its limited resources on the greatest opportunities to increase sales and achieve a sustainable competitive advantage. A marketing strategy should be centered around the key concept that customer satisfaction is the main goal.
1. Key part of the general corporate strategy
Marketing strategy is a method of focusing an organization's energies and resources on a course of action which can lead to increased sales and dominance of a targeted market niche. A marketing strategy combines product development, promotion, distribution, pricing, relationship management and other elements; identifies the firm's marketing goals, and explains how they will be achieved, ideally within a stated timeframe. Marketing strategy determines the choice of target market segments, positioning, marketing mix, and allocation of resources. It is most effective when it is an integral component of overall firm strategy, defining how the organization will successfully engage customers, prospects, and competitors in the market arena. Corporate strategies, corporate missions, and corporate goals. As the customer constitutes the source of a company's revenue, marketing strategy is closely linked with sales. A key component of marketing strategy is often to keep marketing in line with a company's overarching mission statement.
Basic theory:
- Target Audience
- Proposition/Key Element
- Implementation
1. Key part of the general corporate strategy
Marketing strategy is a method of focusing an organization's energies and resources on a course of action which can lead to increased sales and dominance of a targeted market niche. A marketing strategy combines product development, promotion, distribution, pricing, relationship management and other elements; identifies the firm's marketing goals, and explains how they will be achieved, ideally within a stated timeframe. Marketing strategy determines the choice of target market segments, positioning, marketing mix, and allocation of resources. It is most effective when it is an integral component of overall firm strategy, defining how the organization will successfully engage customers, prospects, and competitors in the market arena. Corporate strategies, corporate missions, and corporate goals. As the customer constitutes the source of a company's revenue, marketing strategy is closely linked with sales. A key component of marketing strategy is often to keep marketing in line with a company's overarching mission statement.
Basic theory:
- Target Audience
- Proposition/Key Element
- Implementation
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