MARKETINGSALES FOR TOURISMHOTELS.docx

1、MARKETING SALES FOR TOURISM HOTELSMARKETING & SALES FOR TOURISM & HOTELS1.0 IntroductionIt is the intention of this report to create a tourism or hospitality experience for New South Wales. It is expected that this new international market would be developed with effective marketing campaign. New So

2、uth Wales is recognized as tourism destination at the global level and has diversity tourism resources to attract international tourists (Pegg et al, 2012). Hence, it is possible to perform resource integration in this market to provide impressive tourism or hospitality experience for customers acro

3、ss the world (Priskin, 2001). New South Wales is located in the east coast of Australia (Simon & Hildebrand, 2008). It has several significant geographical advantages, such as the pleasant climate, convenient transportation, and excellent sightseeing. In addition, the cultural diversity in NSW also

4、provides the opportunity to meet the need of cultural tourism (Argent, 2008). Sydney, which is the state capital of New South Wales and located in Australias south-east coast, is a key attraction for tourists. The Sydney International Convention, Exhibition and Entertainment Precinct are all outstan

5、ding places for tourists to gain unique tourism experience. This report firstly provides the overview of the destination NEW SOUTH WALES (DMO). After that, the key experience categories of the destination are analyzed to understand the strengths and weaknesses, and identify the market opportunity fo

6、r the destination. This is followed by the analysis of the target market and the identification of strategic opportunity. Based on these, an integrated communication mix is discussed and a specific item is created to promote the destination. 3.0 Customer Analysis3.1 Market Segmentation and Target Ma

7、rket Selection ProcessThe segmentation, target market, positioning (STP, Appendix H) strategy suggests that market segmentation, targeting, and positioning are three important steps to create marketing strategy (Jun, 2011). Market segmentation is to divide the whole market into different customer gr

8、oups based on their needs, characters, or purchasing behaviour (Reid & Bojanic, 2009). An important step in market segmentation is to identify the bases for segmentation. In general, market segmentation could be conducted according to geographic basis, demographic basis, cultural basis, and so on (G

9、uo et al, 2013). This report takes geographic, demographic, psychographic, and behavioural factors to segment the current customers and potential customers of the destination. At present, the current customer of the destination mainly is from New Zealand. Due to the increase in competitive pressure

10、in the local tourist industry and the impact of the global financial crisis, the attractiveness of the destination for current customers is decreasing. Within this context, the selection of new potential target customers is crucial for the sustainable development of the destination. Consumers from C

11、hina and America are the main target customers of the destination. Target consumers are further selected from this group according to demographic, psychographic, and behavioural factors. 3.2 Justification of the new target marketing choiceTarget customers of the destination could be described as app

12、endix G. The segmentation of the new target market is based on the resources and capabilities of New South Wales. China has seen a quick economic growth during the past few decades (Qin & Hsieh, 2014). Under this background, peoples household incomes increase significantly along with the economic gr

13、owth and the improvement of income level. According to appendix G, customers with high income and high education are target customers of the destination. Over the decades, the rapid growth of economy in China promotes the improvements of Chinese peoples income level. This means that Chinese people h

14、as higher abilities to engage in leisure consumption. In this condition, the demand of tourism is also increasing accordingly (Zhang, 1989). Hence, consumers from China are the potential target consumers for New South Wales tourism industry (GOH et al, 2009). In addition to this, Chinese people who

15、aged from 30 to 49 are mainly target customers of the destination. To some extent, this consumer group often has stable income and high education. In this content, they pay more attention to leisure consumption. Thus, Chinese people with higher income and education are selected as the potential targ

16、et potential consumers for the destination as they can afford the price and interest in the local culture in New South Wales. Based on this perspective, it can be concluded that China is target make for the destination. According to appendix G, Chinese people love to adventure, and are interested in

17、 resort stay and in local culture. Thus, they often will travel to different destinations around the world in order to obtain leisure and stimulating tourism activities. Therefore, China will be the ideal target market for New South Wales. More importantly, according to behavioural variable, Chinese

18、 people are not sensitive price, pursue high quality service and often will search information online or through agent (appendix G). Under this condition, if Chinese people are provided ideal tourism destination, they are more likely to conduct tourism consumption. Therefore, Chinese people are the

19、ideal target consumers for New South Wales. 4.0 Strategic opportunityThis section identifies the strategic opportunity for New South Wales and outlines the new experience idea for the destination. 4.1 Strategic OpportunityWiersema and Bantel (2000) suggest that the capability of to anticipate opport

20、unity and respond to internal and external changes is a crucial way to ensure competitiveness. In the current business environment of tourism industry, external environment changes quickly and constantly. As a consequence, the capability to anticipate opportunity and respond to external changes is i

21、mportant for the development of New South Wales. It is suggested that changes could be planned and created (Lewin, 1947). Lewin (1947) describe the process of planned change as unfreezing, changing, and refreezing. In the change process, the identification of strategic opportunity is an important st

22、age. The strategic opportunity for New South Wales is the emergence and fast development of cultural tourism and Festival & Event tourism in recent years. In recent years, tourists start to take tourism as an opportunity to acquire knowledge and participate in large events that held in the cities th

23、ey visit (Kim et al, 2010; Ahmad, 2013). 4.2 New Experience IdeaTo meet the need of cultural tourism and Festival & Event tourism, the new experience idea is created for New South Wales: Shape the attractiveness of New South Wales by holding events at Sydney International Convention, Exhibition and

24、Entertainment Precinct Use the cultural diversity and alternative lifestyles to attract international tourists Attract tourist who pursue fashion by holding fashion shows in shopping mallsAs it mentions above, people with high income and high education from China are the target potential consumers f

25、or New South Wales. They are interested in local culture and focus on experience. Therefore, the demands of this group of target potential consumers could be met by holding large events and providing cultural tourism experience. Moreover, Chinese people love to adventure, and are interested in resor

26、t stay. it has been identified that Chinese people who pursue adventure and are interested in resort stay n are the target potential consumers for the destination from China. Finally, Chinese people are not sensitive price and pursue high quality service. Therefore, they would conduct tourism consum

27、ption for meeting the demand of high quality service. Generally speaking, China is ideal target market for New South Wales4.3 DiscussionThe strategy, action plan, and the new experience idea work together to differentiate New South Wales from other destinations by making good use of the unique resou

28、rces and capabilities of the destination; they help to form the competitive advantages of the destination. Porter (1985) suggests that competitive advantage occurs when a new attribute or combination of attributes is developed to outperform competitors. The new experience idea has included the uniqu

29、e resources and capabilities of New South Wales, such as shopping malls, cultural resource to meet the needs of target potential consumers. Currently, Chinese people are target customers, therefore, New South Wales should provide the unique resources and cultural tourism experience and improve its a

30、ttraction in order to attract more target customers from China. 5.0 Integrated communication mixCsiksov et al (2014) defines Integrated marketing communication (IMC) as an approach to brand communications where the different modes work together to create a seamless experience for the customer. The c

31、urrent communication item for New South Wales focuses greatly on the use of traditional media. The key strength of the current communication item is the quick information communication in visual formats. However, there are several weaknesses in the current communication item, such as the limitation

32、of national boundaries in communication and low access ability to target consumers compared with Victoria. 6.0 New communication itemTo make up for the weaknesses of the current communication item, it is recommended that photos about the life, events, buildings, and sightseeing should be posted on s

33、ocial networking sites such as Youtube and Facebook to approach the identified target potential consumers of the destination. The AIDA principle stands for Attention (A), Interest (I), Desire (D), and Action (A). As it mentions above, the new target consumers of New South Wales focus either on culture and experience or fashion. P