Strategic Marketing for Hospitality and Tourism

Question: Analyse the strategic marketing for hospitality and tourism. Answer: Introduction: Obtaining a strategic marketing plan is one of the prerequisites in todays business world to have an inclusive competitive advantage over the competitors. Novotel of Sydney, Parramatta is one of branch of the AccorHotelsgroup (Accorhotels.com 2016). It is operating in this region with a commendable success. The report will discuss its features and market position with a comparison with its competitors. Features and services: Novotel Sydney, Parramatta is a four star rated hotel. It has the modern room services. The Novotel Sydney, Parramatta is also offering its customers the availabilities and amenities of the suit service. Here the rooms provided to the customers are equipped with the flat-screen TVs, free Wi-Fi services. In addition to that, the rooms are operational with the facilities of preparing tea and coffee. here the Suites are provided with the lounges with sofa beds. Novotel Sydney, Parramatta also have upgraded quarters add kitchenettes and whirlpool baths (Kucukusta et al. 2013).the hotel is offering a 24/7 service to the customers. Here, the kids up to the age of 15 are facilitated with the free of cost staying with their parents. The hotel is also offering its customers comfortable restaurant/bar, an open-air pool and a hot tub. Here the customers can also get an event space for their celebrations or occasions, a gym and a steam room. Here a convenient parking is also available to the gue sts. The brand: As mentioned by Chalenon and Moalla 2013, the Accor is the one of the leading operators in the hospitality business in the world. Novotel Sydney, Parramatta holds the tag of this company. Accessibility: The hotel obtains a great competitive advantage over its competitors for its position. It is located at 350 Church Street, Parramatta NSW 2150. It is positioned in the nightlife-rich neighborhood of Sydney (Accorhotels.com 2016). It greatly accessible from the city as it is only 11-minute walk from the Parramatta trainstation. In most of the online surveys carried out by various researchers the customers have rated the hotel a high rank for its great accessibility. Target markets: The target markets of this hotel are the clients with the corporate requirements like (arrangements for meeting or conferences) and the customers who are hoping to have a luxury leisure time. Pricing and revenue management: The Novotel Sydney, Parramatta is targeting the corporate, high end and upper middle class group of customers. They are providing a luxurious service to their customers. Therefore, they are following a premium pricing strategy (Chalenon and Moalla 2013). The marketing tools: Novotel is following an online marketing strategy. They are available in social networking sites and their website is offering the customers a comment page as a communication channel between the customers and the hotel (Verboz et al. 2013). Radio and newspaper is also working as their marketing tools. Their marketing strategy includes a commitment to sustainable tourism. The distribution: The hotel is offering their service with online, telecom and in person basis. The confirmation can be done over phone or e-mail services. The guest benefit: The USP of this hotel is the 24/7 service and the state of the art rooms. The location is a benefit for the customers. The hotel has a natural lighting and green plants. They are provided required assistance all the time. The staffs are efficient and experienced (Verboz et al. 2013). HRM: It is providing a god staff training to ensure better customer service and low turnover rate. The competitors and a competitor analysis: Within the same region, there are hotels, which are offering almost the same services. In Sydney, there are a number of hotels with share the same rating. Hence, it can be said that a tough competition is present. With the help of the Porters five forces model the competitive setting of the hotel can be discussed: Power of suppliers: The suppliers hold a lower power. The hotel has most of the resources. Power of buyers: The Power of buyers is high; they have a number of available choices. They can switch to the low cost hotels (Kucukusta et al. 2013). Threat of substitute: The power is high. A number of substitutes offering the same services are available. The Novotel has to make differentiation in pricing and services to obtain a competitive advantage. Rivalry among competitors: A high rivalry is present here. It is leading to a slow growth. The hotel is facing a challenge in stating out. The hotel should opt for opening an economy service to expand its market share. Threat of new entrants: Here the threat is low as the company is operating in the high-end industry. Not many entrants have to be faced, as it will require a large amount of capital. However, the new entrants will not be able to disrupt the demand and supply chain as the service differentiation is limited in this industry. The economy of scale is high and the high switching cost restricts the threats of new entrants (Chalenon and Moalla 2013). Conclusion: Thus, this discussion provides a picture of Novotels market strength. It is a four star high-end hotel with a marketing strategy of sustainable marketing. It is providing them a great competitive advantage over its competitors. References: Accorhotels.com. (2016).Book Hotel Online - Best Price Guarantee - AccorHotels.com. Chalenon, L. and Moalla, E., 2013. Establishing foreign subsidiaries: the Accor group.Management of Multinational Companies: A French Perspective, pp.99-110. Kucukusta, D., Mak, A. and Chan, X., 2013. Corporate social responsibility practices in four and five-star hotels: Perspectives from Hong Kong visitors.International Journal of Hospitality Management,34, pp.19-30. Verboz, S., Bucak, T. and Atay, L., 2013. Product Differentiation in International Accommodation Establishments: The Case of Accor Hotels.Consortium Journal of Hospitality Tourism,18(2).