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Marketing for Hospitality and Tourism, 3e©2003 Pearson Education, Inc. Philip Kotler, John Bowen, James MakensUpper Saddle River, NJ 07458 1 Chapter 19.

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Presentation on theme: "Marketing for Hospitality and Tourism, 3e©2003 Pearson Education, Inc. Philip Kotler, John Bowen, James MakensUpper Saddle River, NJ 07458 1 Chapter 19."— Presentation transcript:

1 Marketing for Hospitality and Tourism, 3e©2003 Pearson Education, Inc. Philip Kotler, John Bowen, James MakensUpper Saddle River, NJ Chapter 19 Next Year’s Marketing Plan The marketing department should operate with direction and be proactive. A new marketing plan must be written each year.

2 Marketing for Hospitality and Tourism, 3e©2003 Pearson Education, Inc. Philip Kotler, John Bowen, James MakensUpper Saddle River, NJ A marketing plan serves several purposes within any hospitality company: Provides a road map for all marketing activities of the firm for the next year Ensures that marketing activities are in agreement with the corporate strategic plan Forces marketing managers to review and think through objectively all steps in the marketing process Assists in the budgeting process to match resources with marketing objectives Creates a process to monitor actual against expected results.

3 Marketing for Hospitality and Tourism, 3e©2003 Pearson Education, Inc. Philip Kotler, John Bowen, James MakensUpper Saddle River, NJ A Marketing Plan I.Executive summary II. Corporate connection III. Environmental analysis and forecasting IV. Segmentation and targeting V. Next year’s objectives and quotas, VI. Action plans: strategies and tactics VII. Resources needed to support strategies and meet objectives, VIII. Marketing control IX. Presenting and selling the plan, X. Preparing for the future

4 Marketing for Hospitality and Tourism, 3e©2003 Pearson Education, Inc. Philip Kotler, John Bowen, James MakensUpper Saddle River, NJ Overview of the entire plan, including a description of the product or service, the differential advantage, the required investment, and anticipated sales and profits. Table of Contents Executive Summary

5 Marketing for Hospitality and Tourism, 3e©2003 Pearson Education, Inc. Philip Kotler, John Bowen, James MakensUpper Saddle River, NJ Corporate Connection A marketing plan is not a stand-alone tool. It must be linked to the firm’s strategic plan and supported by the other functional areas.

6 Marketing for Hospitality and Tourism, 3e©2003 Pearson Education, Inc. Philip Kotler, John Bowen, James MakensUpper Saddle River, NJ Environmental Analysis and Forecasting Major environmental factors: –Social –Political –Economic trends Competitive Analysis Market Trends Market Potential Market Research

7 Marketing for Hospitality and Tourism, 3e©2003 Pearson Education, Inc. Philip Kotler, John Bowen, James MakensUpper Saddle River, NJ Segmenting and Targeting Describe your target market segment in detail by using demographics, psychographic, geographic, life-style, or whatever segmentation is appropriate. Why is this your target market. How large is it? (Size may be described by both geographic dimensions and actual numbers).

8 Marketing for Hospitality and Tourism, 3e©2003 Pearson Education, Inc. Philip Kotler, John Bowen, James MakensUpper Saddle River, NJ Next Year’s Objectives and Quotas Give the overall marketing goals of the firm. State precisely the marketing objectives in terms of sales volume, market share, return on investment, awareness, or other measurement and indicate the time needed to achieve each one.

9 Marketing for Hospitality and Tourism, 3e©2003 Pearson Education, Inc. Philip Kotler, John Bowen, James MakensUpper Saddle River, NJ Action Plans: Strategies & Tactics Consider the alternatives for overall strategy, chose those alternatives which you think are most appropriate.

10 Marketing for Hospitality and Tourism, 3e©2003 Pearson Education, Inc. Philip Kotler, John Bowen, James MakensUpper Saddle River, NJ Action Plans: Strategies & Tactics State how you will implement the marketing strategy (s) chosen in terms of product, price, promotion, distribution, and other tactical variables. The tactical section will become your action plan. It should be specific, include times, persons responsible, and other details. Someone new to the business should be able to pick up the action plan and implement it, because it states clearly and precisely what is to be done. Any potential problem areas with the implementation of the plan should be mentioned, along with suggestions on to avoid them.

11 Marketing for Hospitality and Tourism, 3e©2003 Pearson Education, Inc. Philip Kotler, John Bowen, James MakensUpper Saddle River, NJ Resources needed to support strategies and meet objectives Compute sales increases and contribution margins to justify your marketing plan. These will be compared with a detailed budget for the marketing plan.

12 Marketing for Hospitality and Tourism, 3e©2003 Pearson Education, Inc. Philip Kotler, John Bowen, James MakensUpper Saddle River, NJ Marketing Control Sales objectives Sales forecast and quotas Expenditures against budget Periodic evaluation of all marketing objectives Marketing activity timetable Readjustments to the marketing plan

13 Marketing for Hospitality and Tourism, 3e©2003 Pearson Education, Inc. Philip Kotler, John Bowen, James MakensUpper Saddle River, NJ Presenting and Selling the Plan Members of marketing/sales department Vendors/ad agencies and others Top management

14 Marketing for Hospitality and Tourism, 3e©2003 Pearson Education, Inc. Philip Kotler, John Bowen, James MakensUpper Saddle River, NJ Preparing for the Future Market planning as a growth tool –Managers learn to set objectives and timetables –Managers learn to establish strategies and develop tactics to achieve them


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