Business Portfolio of Australian Leisure and Hospitality Group

This article discusses the current business operation of Australian Leisure and Hospitality Group, which owns and operates bars, pubs, and nightclubs in Australia. It also recommends a future integrated marketing campaign and innovative ideas to enhance the group's competitive advantage in the rapidly changing hospitality industry. The article provides insights into the Australian hospitality industry and its target market.

Running head: BUSINESS PORTFOLIO OF AUSTRALIAN LEISURE AND HOSPITALITY
GROUP
Business Portfolio of Australian Leisure and Hospitality Group
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1BUSINESS PORTFOLIO OF AUSTRALIAN LEISURE AND HOSPITALITY GROUP
Table of Contents
Introduction..........................................................................................................................2
Current Business Operation.................................................................................................2
Recommended Future Campaign........................................................................................3
Recommended innovative or New Idea...............................................................................4
References............................................................................................................................6

2BUSINESS PORTFOLIO OF AUSTRALIAN LEISURE AND HOSPITALITY GROUP
Introduction
Australian Leisure and Hospitality Group are positioned in Australia and own as well as
operate bars, pubs along with night clubs with offering food and accommodation (Bowie et al.
2016). The current business operation of this hospitality organization is to offer consumers with
several hospitality services including electronic gaming, restaurants, retail liquor and sports bars
for the tourists and visitors. The organization operates in Australian travel and hospitality
industry that is rapidly growing and constantly innovating based on changing trends (Dai et al.
2015). The paper will consider preparing a future integrated marketing campaign along with
considering innovating new ideas for business of Australian Leisure and Hospitality Group.
Current Business Operation
Australian Leisure and Hospitality Group Pty Limited owns and operates over pubs,
bars, and night clubs in Australia. In 2012, ALH Group acquired some 29 hotels in New South
Wales. It also acquired a number of individual hotels and now owns and operates over 320
Venues across Queensland, New South Wales, Victoria, and the like. The ALH group manages
over gaming; on-premise pub operations, including bars, food, and accommodation. It also
manages off-premise liquor shops as per the demand of the customers in the different markets.
The company offers its customers with various luxury class hospitality services like electronic
gaming experiences, sports, bars, bistros and the like (Sigala and Gretzel 2017).
The target market of the organization is the high income group of people whose age
ranges from around 25- 40 years. The majority of the services that are offered by the
organization are dependent on the identification of the needs of the high- income groups and

3BUSINESS PORTFOLIO OF AUSTRALIAN LEISURE AND HOSPITALITY GROUP
thereby the organization has taken steps to induce the skimming pricing model. The organization
gains a competitive edge over the other competitors in the market are facilitated through the
quality of the services and the manner in which they retain their customers through their
innovative processes and better customer dealings (Lu and Kandampully 2016). The retention of
the customers of the business facilitate as a marketing tool while operating in the international
markets.
Recommended Future Campaign
The future campaign that might be considered by the ALH Group are dependent on the
identification of the needs of the organization to undertake proper marketing communications to
promote their services to the target customers. The future campaign might be based on the
innovations that are planned by the business in the service offerings of the organization to make
the customers aware of the modifications in their offerings. The group might make use of the
social media platforms to communicate their modified offerings to the targeted customers of the
business (Pappas 2016).
The organization might make use of Facebook to reach out to their target customers
whose age ranges from 25- 40 years. The organization might create a new page with a short brief
on the product offerings of the same. Suppose for example, the company has taken steps to open
a new electronic gaming parlor, the page that will be created by the organization will be based on
the utilities that will be offered by the electronic gaming parlor. It will be helping the
organization to make the target audience aware of the different utilities and the innovations that
will be undertaken by the business (Lee, Hallak and Sardeshmukh 2016). The creation of the
webpage will be helping the organization to undertake integrated business communication with

4BUSINESS PORTFOLIO OF AUSTRALIAN LEISURE AND HOSPITALITY GROUP
the target consumers and thereby making the same aware of the innovativeness of the service
offerings. On the other hand, the feedbacks from the customers in the fan page will be helping
the organization to bring in innovativeness in the processes.
Recommended innovative or New Idea
In order for Australian Leisure and Hospitality Group to attain better competitive
advantages in rapidly changing hospitality industry, certain innovative or new ideas are
recommended to the group (Divisekera and Nguyen 2018). The group must consider connecting
all the departments of the hotel that can enhance staff communication as well as task
management. This recommended strategy can facilitate in showcasing new product line and
features within the group. The new product or service line extensions recommended for the
group includes Guest text messaging, photo attachments and new concierge experience (Jones,
Hillier and Comfort 2016). The new ideas for this innovative product line recommended for the
group of hotels are explained under:
 The new concierge experience- Through implementation of this service the guests can
have easy access to their individual services and applications as they expect more from
the group’s concierges. New ideas to implement features such as updated imaginary,
updated reminders along with new package management tools that are deemed to support
the concierge as well as front desk exceed expectations of guests (Lee, Hallak and
Sardeshmukh 2016).
 Guest text messaging- Messaging is observed to serve as engagement channel in the
hotel and all its target consumers are very well aware of texting as this do not require
downloading applications (Jones, Hillier and Comfort 2016). This group is recommended

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to improve its text messaging feature set that can facilitate all the departments of this
hotel to leverage messaging as a manner to offer highly personalized service and up sell
to guests at scale.
 Photo attachments- A picture is deemed to be highly elective in enhancing brand image.
The group must consider implementing the idea of attaching photos within internal notes.
In addition work orders indicate better interaction among staff members that are from
maintenance, engineering and housekeeping teams (Jones, Hillier and Comfort 2016).

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References
Bowie, D., Buttle, F., Brookes, M. and Mariussen, A., 2016. Hospitality marketing. Taylor &
Francis.
Dai, W.D., Mao, Z.E., Zhao, X.R. and Mattila, A.S., 2015. How does social capital influence the
hospitality firm's financial performance? The moderating role of entrepreneurial
activities. International Journal of Hospitality Management, 51, pp.42-55.
Divisekera, S. and Nguyen, V.K., 2018. Determinants of innovation in tourism evidence from
Australia. Tourism Management, 67, pp.157-167.
Jones, P., Hillier, D. and Comfort, D., 2016. Sustainability in the hospitality industry: Some
personal reflections on corporate challenges and research agendas. International Journal of
Contemporary Hospitality Management, 28(1), pp.36-67.
Lee, C., Hallak, R. and Sardeshmukh, S.R., 2016. Innovation, entrepreneurship, and restaurant
performance: A higher-order structural model. Tourism Management, 53, pp.215-228.
Lu, C. and Kandampully, J., 2016. What drives customers to use access-based sharing options in
the hospitality industry?. Research in Hospitality Management, 6(2), pp.119-125.
Pappas, N., 2015. Marketing hospitality industry in an era of crisis. Tourism Planning &
Development, 12(3), pp.333-349.
Sigala, M. and Gretzel, U. eds., 2017. Advances in Social Media for Travel, Tourism and
Hospitality: New Perspectives, Practice and Cases. Routledge.