Marketing Strategies And The Positioning Of Hotels Tourism Essay

Marketing Strategies And The Positioning Of Hotels Tourism Essay A hotels positioning is a crucial determinant in developing its subsequent marketing strategies. Incorrect hotel positioning will lead to an unclear vision of the hotels development and eventually affect the profitability of the hotel (Ransley Ingram 2004, p.37). Our hotel has been positioned as a 3.5 start hotel that sits in the middle of the competition. This is a very strategic approach for our hotel to proceed with as it allows us to target upper-end of the market since our hotel has the resource and capability to do so and simultaneously attract other markets segments such as leisure and family holiday makers since our price and products are very competitive compared to other hotels in the same category. Hotels targeted market segments: Corporate Our hotel will continue to set company executives and business travellers as our priority of focus, since this market segment has always been a major proportion of the hotels business in terms of the number of rooms sold and incomes from the room sales. This market segment would also bring additional revenue to the hotel such as onsite dinning and purchase of other facilities. Therefore, meeting, business and conference related facilities needs to be developed to meet these customers needs. Leisure The city which our hotel is suited in is a destination of family and leisure vacations and our hotels location itself imposes a unique marketing advantage as it is located on the seafront and close to the main shopping centres. Therefore, with the competitive marketing advantage, if we could offer a mix of quality products and services, in fact, all of our hotels guests rooms are able to accommodate families and other services such as Pub and full service restaurant are integrated to deliver a desired level of convenience. Scale of economy is another critical element that attracts leisure and family holiday makers, however, simply reduce our room rate is not a strategic action to take. Therefore, special discount can be allowed for weekdays bookings in order to maintain the level of room occupancy rates and design various packages for the weekend in order to improve the sales of FB facilities. Tour Tourism has boomed in this region, there are various venues take place in the city throughout the year. This induces a great opportunity to improve our room occupancy rate and ultimately to increase our overall profitability. As tourists have similar features with leisure and family holiday makers in terms of scale of economy and convenience of hotels location. Our hotel should come up with different and differentiate packages to suit various venues so that our customers can receive and perceive added values from our hotel. For example, we can assist our customers in booking the tickets for some of venues such as the International Music Festival and International Dance Festival. Internally, we can offer special check-in and check-out channels for group tourists in order to diminish the hassles for them. Additionally, it is essential to have multi-lingual staff at the front desk as we expect group tourists from overseas. Weddings Frankly, we cannot host ant weddings prior to our conference facilities in place. Therefore, at this stage, with the available resources and capacities in terms of our rooms and restaurant, we can arrange Honeymoon specials for the new married couples. Once we obtain any honeymoon bookings, we can pre-decorate the rooms with romantic features and ambiences to provide a physical environment which allow those couples to have intimate times together. Additionally, we can also offer discount for new married couples to have dinner in our restaurant with the menu especially designed for the venue. FB Services It would pose a great impact on the operation of our FB department since the potential resignation of our Head Chef. However, we can take this opportunity to be innovative in terms of turning our restaurant into a completely different concept of dining. Nowadays, FB services are usually seen as an adhering service to the accommodation. However, the potential ability of FB services of generating revenue is significant. Therefore, providing we have sufficient financial founds, we can hire another Head Chef who is innovative in culinary arts and develop our restaurant as a dining destination of the region, it is implementable as the local population of over one million in the city ensures the demands of such service if we operate it successfully. Promotion: Promotion is a very vital element in the marketing mix (4Ps), as in it builds the hotels image and increases the hotels public awareness and helps the hotel to reach more markets (Kotler, Bowen Makens 2006, p.539). Our promotion mix will include a number of media such advertising, hotels website and join in marketing consortiums. Advertising: Our hotel will still adopt some of the traditional media such as newspaper, travelling magazines and advertising campaign on radio. These media can effectively reach a large group of audience even though involves costs and cannot receive instant response on the effectiveness until the guests actually come to our hotel. For that reason alone, our hotel should use on-line social networks such as Facebook and Twitter. These social networks has increasingly become the primary information sources for people especially for Gen Ys whose purchasing power has increased dramatically. The social networks allow us nearly zero-cost and can reach to more potential customers. Hotels website: Hotels website is the first impression we give to our potential guests when they intend to choose us as their hospitality provider. Therefore, a well-established, designed and managed website will effectively promote our hotel to those who are very likely to become our customers. Marketing consortium: Since we are an independent hotel and especially with limited budget, we are in a weak position in competing with those international chains in terms of spending money on marketing and promoting themselves. Therefore, join a marketing consortia is a strategic approach at this stage for our hotel. For example, The Leading Hotels of the world, will give us access to its worldwide reservation centre and they have more than 20 offices in the most important cities and this organization also participate in some of the most popular travel exhibitions and trades shows in the pursuit of promoting its members. However, it charges annual membership fees and additional shares for each room they have generated (The Leading Hotels of the World, 2010). Other marketing related strategies: Converting guests rooms into Conference facilities: Currently our hotel does not gain any business from this market segment due to the lack of conference facilities. Functions and banquets are very profitable to conduct as it requires intensive FB services which can generate significant profits and also impose the potential of room sales and long-term business relationships with the clients. Therefore, the next strategic projection for our hotel is to turn some of rooms into conference facilities (our average room occupancy rate was 20% which means 80% of the room inventory have not been generating profits, and hotel rooms are perishable products). This strategy will require additional financial founds to support, there will be risk involved, but it will be profitable in the long-haul. Merge to gain additional founds: Our hotel can merge with another non-hospitality establishment in order to get additional financial support as we are suffering for lack of funds. Although merge is not as fierce as acquisitions, it still poses a certain degree of risks to the management of the hotel in terms of the absolute authority and power over making business decisions (Beamish 2008, p.288). Budgeting for marketing department: There are two major areas that require enormous funds to complete. Projected Budget for Regency Hotel-Marketing Department Converting rooms into conferences facilities $1.5 million Advertising $2,000 per month Join marketing Consortia $200,000 per year Maintaining Website $1000 per year Labour costs $80,000 per year

Mock Exam Constitutional Law B

Constitutional Law Exam (Practice) N. B. The questions in this exam are taken, in part, from the tutorial questions – but expanded. Question One: The Commonwealth government passes a tax act on coal which is 10% tax on the sale of coal. The act also deals with regulations on the way coal is mined in states. If a coal company heeds all the regulations the government will increase the amount of funding given to the States for all its projects. The tax will increase the price of coal sold interstate as the companies attempt to offset the tax increase. The act also provides provisions for new mining companies that set up in ‘country towns’ will pay only 7% of the tax – this is part of its decentralised sustainable planning policy. To encourage people to go and work in these country towns and to encourage other businesses also the act adjusts the income tax rate for people who work in the mines and live in the country. It also prescribes a reduction in HECS and education costs for miners with children who attend university/school. †¢Is there a head of power to support these laws? If yes, †¢Is the Act constitutionally valid? Issues for concern: Multi-characterisation: †¢S 51(20) – Corporations power – ‘trading corporation’ –Adamson’s activities test etc. †¢S 51(1) – Trade and Commerce. †¢S 51(2) – Taxation power. †¢S 51(39) – Incidental Power. Constitutional Limitations: †¢S 51(2) does it discriminate between States? – s51(2) – issue of non-coal mining tax compared to coal mining states – Tasmania v Queensland †¢Regulations – cleaner technology – more funding from federal government gives preference to mining States – Tasmania v Queensland – possible breach of s 99? The coal tax act must deal exclusively with tax anything else [regulations] shall have no effect: s 55. So notwithstanding s 99 breaches may have no effect through s 55 anyway. †¢Section 92 – in effect the laws impact on the ‘absolutely free’ intercourse of trade between states à ¢â‚¬â€œ increase in prices. †¢Section 117 – tax reduced to 7% or new business setting up in country towns; adjustment of income tax rates in for country towns – and educational benefits – discrimination between the residences of States. Question Two: The Federal Government makes a regulation in the immigration legislation in relation to that claiming refugee status. It states that the applications of those who come from Middle Eastern countries should not be processed for six months. The Government argues these rules are necessary because the situation in those countries is unsettled, and it is difficult for them to properly assess claims of persecution at this time. The new regulations also prevent the renewal of all working visas for Middle Eastern people, and require immediate deportation of people whose visas have expired. The new regulations also require that those of Islamic faith (from Middle-Eastern countries) must identify themselves with a patch sewn on their clothes and any mosque must be registered with the Australian Federal Police. The regulations prescribe that the accounting books of these mosques are audited every two months. There has been a great deal of protest over these new laws and so the government has also passed regulation that attempts to retard the more aggressive protestors by imposing mandatory prison sentences for those people cause grievous bodily harm to police officers in protesting, or cause damage to cars/buildings or other property. †¢Is there a head of power to support these laws? If yes, †¢Is the Act constitutionally valid? Issues for concern: Multi-characterisation: †¢S 51(19) – Alien power. †¢S 51(26) – Race. S 51(2) – Emigration or Immigration. †¢S 51(39) – Incidental Power. †¢S 51(6) – Defence Power (not an issue for the exam – but noteworthy). Constitutional Limitations: †¢Breach of freedom of religion s 116. †¢Implied freedom of political communication †¢Possibly an issue of Separation of Powers – Kable – (not an issue for the exam – but noteworthy). Question Three: The F ederal Government makes regulation to stimulate the economy and then begins issue handouts to business in the Eastern States, as well as Eastern State Governments. They argue that because Eastern States contribute the most to our economy their economies are more important coming out of a recession. †¢Is there a head of power to support these laws? If yes, †¢Is the Act constitutionally valid? Issues for concern: Multi-characterisation: †¢S 96 – Grants to the States. †¢S 81 – Appropriations – head of power for this section: †¢S 51(20) – Corporations power – ‘trading corporation’ –Adamson’s activities test etc. †¢S 51(1) – Trade and Commerce. S 51(39) – Incidental Power. Constitutional Limitations: †¢Section 99 – preference to States. †¢Section 117 – residence. Question Four: (Essay Question) Are rights in Australia sufficiently covered by the Constitution; even when rights have been provided for – right to trial by jury – they have been narrowly construed to circumvent their application? Should this happe n? Is a bill of Rights need in our constitutional regime? Are implied rights sufficient. Discuss – with reference to examples.

Managers confuse BSC means with the ends Essay

Intel can maximize the success of the balanced scorecard implement by designing and implementing if properly. Cooperation of all managers is crucial to the success of balance scorecard. Leadership within the organization should realize that balanced scorecard is not a project measure rather that it is a program of change. The leaders and managers will be expended to mobilize the people within the organization while launching the balance scorecard. Resistance is inevitable and the managers of Intel should ensure that the managers see the benefits they could reap out of the management system. For instance, managers in charge of more than one program/project will benefit from clarity when gauging performance. This is because he will be able to marry the desired outcomes with the organization strategies as a performance measure as opposed to the conventional on time and on budget measure previously used. The balance scorecard will help managers to defend their project performance based on facts rather than on speculation. More to that, organization strategy will be every persons job specifications thus more direction to employees effort will be raised. In the end, Intel will maximize its performance outcome significantly one thing to note is that the balance scorecard will be unique to the needs of Intel, meaning, the metrics used to measure the performance of Intel will also be decided by management. Recommendations The balanced scorecard implementation at Intel should occur first on a simulation or experimentation basis before been replicated to the whole organization. This is because the process itself requires adequate funding and the results of the implementation process may vary and sometimes fail to make valuable impact. Think of it as a piloting program. The situation is similar in other changes or projects undertaken within an organization, piloting is crucial companies, which have implemented balance scorecards voice certain challenges that Intel should be aware of for instance. Managers confuse BSC means with the ends. Other words, they confuse the investment of customers’ employees or suppliers with the goal while this is just a mean to improving performance of the organization. In instances where the concept of balance sco0recard has been misunderstood, it has been used to justify poor performance in financial terms. In other cases, managers confuse an excellent design scorecard and clear metrics with the absolute winning strategy. Often this has taken precedence over other equally important activities. Therefore, Intel should be to weary of repeating mistakes done by other companies and carefully deliberate and rethink the strategy of implementing the balance scorecard. The balanced scorecard is a suitable system that will benefit Intel greatly. A proper implementation plan should be developed alongside the designing of the balance scorecard. Additionally, support from staff and top level managers needs to be sought in order for the implementation process to be successful. REFERENCES Oorschot, A. H (2002). Developing a balanced Scorecard with System Dynamics. Available At:Http://Www. Minase. Nl/Pdf/balancced Pdf.. accessed on September 26, 2007. Bain & Company. (2002). Vencedoras Confirmadas. Hsm Management, Sao Paulo, Ano 6, N. 31, P. 138-142, MarcoAbril. Balance scorecard institute. What is a balanced scorecard? Available at www. balancedscorecard. org accessed on September 26, 2007. Dickinson, J. R. (2003) â€Å"The Feasibility Of The balanced Scorecard For Business Games. † Developments in Business Simulation and Experiential Learning. Baltimore, Vol. 30, 2003, 90-98. Espstein, M. J & Wisner, P. S. (2001) â€Å"Increasing Corporate Accountability: The External Disclosure Of Balanced Scorecard Measures. † Balanced Scorecard Report. Harvard Business School Press, Vol. 3, 4, 10-3. Kaplan, R. S. & Norton, D. P. (2000) â€Å"Having Trouble With Your Strategy? Then Map It. † Harvard Business Review. Boston, Vol. 78, 5, Sept-Oct 2000b, 76-167. Kaplan, R.S. & Norton, D. P. (1993) Putting the Balanced Scorecard to Work. Harvard Business Review. Boston, Vol. 71, 5, 134-147 Kaplan, R. S. ; Norton, D. P. (1996) Using The Balanced Scorecard As A Strategic Management System. Harvard Business Review. Boston, Vol. 74, 1, 75-851996. Norton, D. P. (2001) Building Strategy Maps: Testing the Hypothesis. Balanced Scorecard Report. Harvard BusinessSchool Press, Vol. 3, 1, 1-4. Pray, T. F et al. (2003). Using the Balanced Scorecard To Improve Strategic Planning And Effective Decision Making Within Simulations. Developments In Business Simulation and Experiential Learning, Baltimore, 30. Sauaia, A. (2001) â€Å"Evaluation Of Performance In Business Games: Financial and Non Financial Approaches. † Developments in Business Simulation and Experiential Learning, San Diego, vol. 27, 210-4. Kallas, D. & Sauaia, A. (2003) â€Å"Cooperate For Profits Or Compete For Market? Study of Oligopolistic Pricing with a Business Game. † Developments in Business Simulation and Experiential Learning, Baltimore, V. 30, P. 232-242. Stewart, S. (2000) â€Å"ABC, The Balanced Scorecard And EVA. Distinguishing The Means From The End. † Evaluation, London, V. 1, 2. Young, S. D. & O’Byrne, S. F. (2001) EVA and Value-Based Management: A Practical Guide To Implementation. New York: McGraw-Hill, 2001. 248. Hoque, Z. & James, W. (2000). Linking Balanced Scorecard Measures to Size and Market Factors: Impact on Organizational Performance. Journal of Management Accounting Research, 12, p. 1-17. Lipe, M. G. & Salterio, S. (2000). The Balanced Scorecard: Judgmental Effects of Common and Unique Performance Measures. The Accounting Review, 75, 3, p.283-298. Dilla, W. & Steinbart, P. (2005). Relative Weighting of Common and Unique Balanced Scorecard Measures by Knowledge Decision Makers. Behavioral Research in Accounting, 17, p. 43-53. Warner, M. (2001). Comparative management: critical perspectives on business management. London, Routledge publishers. Sunden, J. & Stralton (2006) Introduction To Mangment Accounting. London, Prentice hall. Kirkegaad, H. (1997). Improving Accounting Reliability: Solvency, Insolvbency And Future Cash Flows. Westport, ct. quorum books publishers.

Minor Breaches Within The Boundary - 919 Words

Minor breaches in boundary such as briefly touching the clients hands to show support when they are very emotional is considered insignificant and can sometimes be beneficial to client, however, major breaches such as regularly answering client’s call outside of workplace is more severe, and can be harmful to client’s treatment (Williams and Swartz, 1998). Britzman and Pitt (1996) described transference as impression of unresolved past conflict with others that is projected into the new interaction and relationship. Usher (2013) suggested that transference occurs when the client makes fabricated connection to the therapist. Freud proposed that transference occurs unconsciously in two ways: Template is when the client attempts to categorises all their later relationship based on the earlier relationship; and repetition compulsion is when the client replays traumatic past relationship or situation (Kahn, 2003). For example, if a client has a critical mother, then, they wi ll categorise all women of certain age and characteristics to that template. And client sees the therapist as the critical mother and repetition causes them to act in certain ways to get the reaction they want from the therapist. Freud found that transference occurs everywhere, and it is not isolated to just therapy setting. Freud found that all types of transference was indispensable for the therapist in understanding their client’s unconscious memories or wishes and gaining insightShow MoreRelatedNasw. â€Å"The Primary Mission Of The Social Work Profession1130 Words   |  5 Pagesoppressed and living in poverty.† (1) â€Å"The unique contribution of the social work practice is the duality of the professions person and environment mandate: social workers must help society work better for the people and help people function better within society.† (Segal, Gerdes, and Steiner, 2016, p. 3). 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