Marketing Plan and Analysis of the Hospitality Industry in Australia: A Case Study of Hilton Hotels PLC

This report provides a comprehensive marketing plan and analysis of the Australian hospitality industry, focusing on the Hilton Hotels PLC. It examines the industry's micro and macro factors, including demographics, economic conditions, competition, society & culture, political & legal environment, and technology. The report analyzes the opportunities and challenges presented by the Australian market, highlighting the potential for Hilton Hotels PLC to expand its operations in Sydney. The report concludes with a discussion of the key factors that will influence the success of Hilton Hotels PLC in the Australian market.

Assessment 1 Part 1
1 | P a g e

Contents
Introduction...............................................................................................................................3
Industry Analysis........................................................................................................................4
Demographics........................................................................................................................4
Economic Conditions..............................................................................................................4
Competition...........................................................................................................................5
Society & Culture...................................................................................................................5
Political & Legal......................................................................................................................5
Technology.............................................................................................................................6
References..................................................................................................................................8
2 | P a g e

Introduction
The main aim of the report provided below is to briefly prepare a marketing plan and
analyse the hospitality industry of Australia. In order to prepare the report h data has been
collected from various trusted and reliable sources which have helped the researcher in
effectively and efficiently analysing the marketing environment of the industry. In the
market environment, a critical evaluation of the micro and macro factors has been
presented. The organisation that has been chosen for the organisation is the Hilton Hotels
PLC. The targeted market of the industry is Sydney and strategic analysis has been
conducted taking into consideration the objectives of the company and offerings of the
market (Seymour, 2012).
3 | P a g e

Industry Analysis
Demographics
The ethnicity and the demographics of Sydney have identified to be diverse in nature which
can help in the creation of a beneficial situation for the company competing in the hotel and
hospitality environment of Sydney. The population of Sydney is overseas born and this
population constitutes the 31.7% of the total people living in the country. The majority of
the population is the younger generation and this generation accounts for around 40% of
the total number of people living in the city (Curtis & Leonard, 2012). As the targeted
consumer group of the country is the consumer from the age group of 25-30, Hilton can
effectively take advantage of this situation and plan the expansion in the market as the
demographics of the location have identified to be in the favour of the objectives of the
country (Mitchell & Beales, 2015).
Economic Conditions
In the terms of economic conditions, the Sydney is one of the most beneficial places where
Hilton can plan its expansion and it this can be stated from the fact that the country is
among the world’s top 16 Global elite cities and stands the 15th place. The further insights
can be developed into the fact that the city is the leading destination in Australia and is a
home to around 2.2 million residents (Li, 2017). Apart from this, the GRP of the city is
approximately around $115.55 Billion per year which accounts for 70% of the total GROP of
the country. Thus the company can enjoy financial advantages and high revenue
generations in the industry. Apart from being one of the fastest growing regions, Sydney has
identified to be one of the most multicultural cities and has an extensive network of
cultures, languages and cuisines. The currency value is efficient and almost matches with
USD. The high per capita income ensures that the expenditure of the citizens is high
(Economy.id.com.au, 2018).
4 | P a g e

Image: Economic figures of Sydney
Image source: Economy.id.com.au. (2018)
Competition
The competition in the hotel industry has analysed to be intense and this may be an issue
for the company. The market of Sydney is filled with hotels and restaurants. This is because
of the tourism of the city which is on a rising trend. This industry is being targeted by many
big hotel chains such as Marriot, Dalata, ITC, Lemon tree etc. (Richard, 2017). These hotels
are the big players in the market and may provide tough competition to the Hilton. It is thus
important to pay a critical emphasis on the location of the premise such that the negative
impacts can be reduced. It is important that the unique services should be offered such that
the company might be able to offer different services than its competitors (Bohle et. al.,
2017).
Society & Culture
The social and cultural factors of the industry of Australia are varied. The society which is
inclusive of the various cultural and demographics have identified to be on the explosive
population rise due to which the industry might have to face serious issues with the old age
population by the next decade. This is due to good medical care facilities but it has been
found that the population which would be more than 64 years will constitute about 50% of
the population by the next decade due to which the country might have to face problems
with the age variables (Luke, 2018).
Apart from this, the cultural diversity of Sydney is extensive and the major reason behind
the same is the high levels of immigration. This is majorly due to the various opportunities
being offered by the industry (Skoubey et. al., 2018).
5 | P a g e

Political & Legal
The hotel industry of Sydney is being effectively governed by the political and legal
environment of the country and there are various laws and regulations which might have an
impact on the working of the company. The taxation laws of the country are also in the
favour of business development. Apart from this, there are various competition laws such
as Australian Competition and Consumer Commission (ACCC) which ensures that the
competition stays healthy. Also, the Australian consumer law ensures that the rights of
consumer are protected. It can thus be said that the legal environment of the country is in
the favour of business opportunities and expansion. The environment is strict and it is
required that the business practices should be regulated (Cavusgil et. al., 2014).
Technology
The technology development in the Australian economy is governed by The Commonwealth
Scientific and Industrial Research Organization (CSIRO) and The Defence Science and
Technology Organization (DSTO) which are headquartered in Melbourne and Canberra
respectively. The technological environment of the country is though developed by lags
from the western countries which may be an issue as well as advantage for Hilton. The
company can use updated technology to get a competitive edge in the country (Law, 2013).
6 | P a g e

Conclusion
Thus from the analysis of the market environment of Australia presented above it can be
concluded that the opportunities in the industry are on a constant rise which can help the
company to effectively and efficiently develop in the environment. It is important to keep in
mind the issues and challenges in the industry which have the potential of hampering the
operations of the company. In this report, it has been found that though some challenges
may exist, the industry is in favour of organisational development and the demographics
and socio-cultural factors have identified to be in support of the objectives of the
organisation.
7 | P a g e

References
 Bohle, P., Knox, A., Noone, J., Mc Namara, M., Rafalski, J., & Quinlan, M. (2017). Work
organisation, bullying and intention to leave in the hospitality industry. Employee
Relations, 39(4), 446-458.
 Cavusgil, S. T., Knight, G., Riesenberger, J. R., Rammal, H. G., & Rose, E. L.
(2014). International business. Pearson Australia.
 Curtis, K., & Leonard, E. (2012). The trauma nurse coordinator in Australia and New Zealand:
demographics, role, and professional development. Journal of Trauma Nursing, 19(4), 214-
220.
 Economy.id.com.au. (2018). Economic profile | City of Sydney | economy.id. [online]
Available at: https://economy.id.com.au/sydney [Accessed 26 Apr. 2018].
 Law, R., Leung, D., Au, N., & Lee, H. A. (2013). Progress and development of information
technology in the hospitality industry: Evidence from Cornell Hospitality Quarterly. Cornell
Hospitality Quarterly, 54(1), 10-24.
 Li, Y. T. (2017). Constituting co-ethnic exploitation: The economic and cultural meanings of
cash-in-hand jobs for ethnic Chinese migrants in Australia. Critical Sociology, 43(6), 919-932.
 Luke, A. (2018). Critical literacy in Australia: A matter of context and standpoint. In Critical
Literacy, Schooling, and Social Justice (pp. 168-188). Routledge.
 Mitchell, T., & Beales, D. (2015). Knowledge and Use of The ‘Clinical Framework For the
Delivery of Health Services’ in Western Australia: Summary report of a survey of Workers’
Compensation stakeholders.
 Richard, B. (2017). Hotel chains: survival strategies for a dynamic future. Journal of Tourism
Futures, 3(1), 56-65.
 Seymour, R. (Ed.). (2012). Handbook of research methods on social entrepreneurship.
Edward Elgar Publishing.
 Skouby, S., Nylander, M., Frøssing, S., & Faber, J. (2018). Contraception and aboriginal
culture: lessons from across Australia. The European Journal of Contraception and
Reproductive Health Care, 23, 4.
8 | P a g e