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Atlants.lv bibliotēka
Improving Existing Loyalty Programme in H10 Hotel Chain
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Publicēts: 03.01.2014.
Valoda: Angļu
Līmenis: Augstskolas
Literatūras saraksts: 31 vienības
Atsauces: Ir
Laikposms: 2012.g. - 2012.g.
Nr. Sadaļas nosaukums  Lpp.
  Abstract summary    1
1.  Introduction    1
2.  Problem statement    2
3.  Delimitation    3
4.  Methodology    4
4.1.  Data collection    4
4.1.1.  Primary research    4
4.1.2.  Secondary research    4
4.2.  Internal analysis    5
4.2.1.  Value chain analysis    5
4.2.2.  Organisational structure    6
4.3.  External analysis    6
4.3.1.  PEST analysis    6
4.3.2.  Porter’s Five Forces    7
4.3.3.  Competitor mapping    8
4.4.  SWOT analysis    8
4.5.  Customer Behaviour Analysis    8
4.6.  STP model    9
4.7.  The Seven P’s    10
5.  Description of H10 Hotels and Club H10    11
6.  Internal analysis    13
6.1.  Value chain analysis    13
6.1.1.  Sales and marketing    13
6.1.2.  Service    14
6.1.3.  HR management    17
6.1.4.  Conclusion    17
6.2.  Organisation structure    18
6.3.  Club H10 analysis    19
7.  External analysis    22
7.1.  PEST analysis    22
7.1.1.  Political and legal factors    22
7.1.2.  Economic factors    25
7.2.  Porter’s five forces – industry analysis    29
7.2.1.  Internal rivalry and competitors    29
7.2.2.  Threat of substitutes    31
7.2.3.  Buyer power    32
7.2.4.  Threat of new entrants and Entry barriers    33
7.3.  Competitor mapping    34
8.  Primary Research    35
8.1.  Qualitative research    36
8.1.1.  Interview setting    36
8.1.2.  Recruitments    36
8.1.3.  Moderator    36
8.1.4.  Moderator guide    36
8.1.5.  Answers    37
8.1.6.  Conclusion    39
8.1.7.  Bias problems    40
9.  Secondary research    41
9.1.  Tripadvisor.com    41
9.2.  Booking.com    44
9.3.  Conclusion    46
10.  SWOT    48
10.1.  Core competences    48
10.2.  Competitive advantage    49
11.  Marketing plan    50
11.1.  Customer behaviour analysis    50
11.1.1.  Identifying a need    50
11.1.2.  Establishing desires and preferences    50
11.1.3.  Information search    53
11.1.4.  Evaluation of possibilities    53
11.1.5.  Post-purchase evaluation    54
11.2.  STP model    54
11.2.1.  Segmenting    54
11.2.2.  Targeting    55
11.2.3.  Positioning    56
11.3.  The Seven P’s    57
11.3.1.  Product    57
11.3.2.  Price    58
11.3.3.  Place    58
11.3.4.  Promotion    58
11.3.5.  People    59
11.3.6.  Process    59
11.3.7.  Physical evidence    60
11.4.  Budgeting    60
11.5.  Monitoring    62
11.6.  Future scenarios    62
11.7.  H10 Costa Adeje Palace ****    63
12.  Conclusion    65
13.  Bibliography    67
13.1.  Books    67
13.2.  Internet resources    67
14.  Appendices    71
Darba fragmentsAizvērt

12. Conclusion
In order to answer the main problem proposal, answers to sub questions must be given first.
During the analysis it was determined that on average 1/3 of the total customers in H10 Costa Adeje Palace **** are already members of the loyalty programme. The data used to reach such statement were obtained from the hotel.
Despite this fact many members as well as regular clients were expressing their dissatisfaction with the hotel. The main reason for this was the dichotomy between the promoted and the received service in this particular hotel. The area that was criticised the most was the catering service in restaurants. Therefore extra efforts will be put into resolving this problem to avoid unwanted criticism.
Through qualitative research it was determined that the members would appreciate larger loyalty programme benefits. In their opinion there should be special offers available only for loyalty members as well as discounts for hotel services, for example SPA. Other clients suggested improving the user interface on hotel’s website as well as increasing the customer awareness of the loyalty programme existence.
In order to improve the customer tracking system and ease the work for reception and guest service employees a new computer system must be integrated. A network that would connect all H10 chain hotels throughout Europe would increase the response time to clients who need help. Moreover, it would make the hotels more adaptive to the changing environment as the information could be processed much faster.
To answer the main problem statement a marketing plan was created introducing new ideas that would increase customer perceived value to the whole membership programme and H10 Costa Adeje Palace ****. Since the main marketing decisions are made in Barcelona – the headquarters of the H10 group, the plan was created to bring benefits to all members, not only the ones who are visiting specific hotel.
The new marketing plan is proposing to make some considerable changes in the current membership programme. The new variations will increase the customer perceived value and are designed to attract more new members to the programme. One of the most challenging tasks will be to create the new partner network that will also award members with points with each purchase made with the “H10 friends”. This task includes high marketing costs, but is the most promising one in attracting customers in long term.…

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