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

2. 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.
Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc.
Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458

3. 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
Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc.
Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458

4. Executive Summary
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
Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc.
Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458

5. 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.
Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc.
Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458

6. Environmental Analysis and Forecasting
Major environmental factors:
Social
Political
Economic trends
Competitive Analysis
Market Trends
Market Potential
Market Research
Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc.
Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458

7. 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).
Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc.
Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458

8. 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.
Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc.
Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458

9. Action Plans: Strategies & Tactics
Consider the alternatives for overall strategy, chose those alternatives which you think are most appropriate.
Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc.
Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458

10. 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.
Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc.
Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458

11. 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.
Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc.
Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458

12. 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
Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc.
Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458

13. Presenting and Selling the Plan
Members of marketing/sales department
Vendors/ad agencies
and others
Top management
Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc.
Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458

14. 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
Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc.
Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458