Marketing Plan for Crown Hotels, Australia: Electronic Bracelets

This report outlines a marketing plan for Crown Hotels, Australia, proposing the implementation of "Electronic Bracelets" within their system. The plan is structured into three parts, starting with an executive summary and table of contents. Part A analyzes the internal business environment, including core activities, customer profiles, SWOT, and PESTEL analyses. It also evaluates current marketing efforts and capabilities. Step 2 focuses on developing a marketing strategy using the four P's (Product, Price, Place, Promotion) and integrated marketing communications. Step 3 presents a detailed marketing plan, including budgets and teamwork. Part C then evaluates the marketing strategy, including evaluation criteria, benchmarks, and timeframes. It also details the implementation plan, Gantt chart, monitoring procedures, and communication processes. The report concludes by assessing the plan's consistency, exposure, market penetration, cost-effectiveness, and adherence to the timeframe. The overall goal is to enhance the visitor experience at Crown Hotels.

Running head: MARKETING PLANNING
Marketing Planning
[Crown Hotels, Australia]
Name of the student:
Name of the university:
Author note:

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Executive summary
The main purpose of this study is to propose a marketing plan for Crown Hotels. This study is
divided into three distinct segments, which are Part A, Part B and Part C. the study identifies
“Electronic Bracelets” as a beneficial prospect for the hotel. The marketing plan is being
constructed to support the implementation of the bracelet within the system of the hotel.

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Table of Contents
Part A:..............................................................................................................................................3
Step 1:..........................................................................................................................................3
The Internal Business Environment.........................................................................................3
PESTEL analysis.....................................................................................................................5
Step 2: Develop a Marketing Strategy.........................................................................................6
Step 3: A Marketing Plan............................................................................................................7
Step 4: The Monitoring and Evaluation Strategies......................................................................8
Step 5: The Implementation Plan................................................................................................9
Part C: Evaluation of the Marketing Strategy................................................................................11
References......................................................................................................................................13

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Part A:
Step 1:
The Internal Business Environment
1. Core activities, typical customer profile, business direction and business value
Core activities include hosting wedding ceremonies, sponsoring events & conferences
and distributing gifts to the guests etc.
Customer profile are as under;
 Millennials, ageing population, and kids etc. under demographics
 Sportspersons, celebrities and event teams under psychographics
 Wedding couple, business people and regular travelers etc. under behaviours
(Crownhotels.com.au, 2019)
Business direction for Crown Hotels include providing exemplary and trending services
to visitors, growing in popularity by hosting events, shows and ceremonies, using trending
technologies to further the service quality, and maintain a healthy impact on the financial,
human, physical and environmental aspect of the company.
Business value include Capital, Talent, Assets, Organisational Culture, Social Capital,
Brand Value and Intellectual Property (Crownhotels.com.au, 2019).
2. Effectiveness of current and past marketing efforts
The past marketing efforts were effective; however, those relied mostly on direct mail
and TV advertising missing on a multi-channel and balanced approach.

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The current marketing efforts include a mobile app dedicated to the hotel, improved
websites and a progressive social presence.
(Crownhotels.com.au, 2019)
3. SWOT analysis with critical success factors
Strengths
 Brand recognition
 Service quality
 Customer relationship management
Weaknesses
 Marketing efficiency lacks the
competency
 Increased dependency of proprietors
 Issues in China
Opportunities
 Australian economy that has seen 27
years without a recession
 Relationship management
 Procurement of neighborhood
properties
Threats
 Huge rivalry
 Increasing minimum wage
 New substitute
Table 1: SWOT analysis
(Source: Edgington, 2018)
The critical success factors for Crown Hotels include price packages and discounted
facilities to encourage customers keep visiting to its various properties, adherence to safety
requirements and certain financial security to be able to manage smooth renewal of license for
hotel and gambling services, and increasing the sales (Divisekera & Nguyen, 2018).
4. Current capabilities and resources

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Current capabilities: Low price, fast, reliable, error-free, ability to change, flexibility and
dependability.
Human resources: Employees, suppliers and other personnel
Financial resources: Hotels, resorts and casinos
Information resources: Knowledge sharing and use of technologies such as CRM etc.
Tangible resources: Hotels, resorts, casinos, raw materials, production offices, parts and
any kinds of equipment.
The underperforming products and services include its casino service. Softening
economic growth in China, increasing trade tension with the USA and a crackdown on
conspicuous consumption by the government can all affect the number of Chinese gamblers from
visiting to the casino (Smh.com.au, 2019).
(Crownhotels.com.au, 2019)
PESTEL analysis
Political
 High taxes (threat)
 Stable political
condition
(opportunity)
 Supportive prospects
for investment
 Effective policy
Economic
 Economy is going up
(opportunity)
 Currency exchange
rates are favourable
for foreign companies
(opportunity)
 The company tax rates
Social
 Growing population
of millennials
(opportunity)
 Ageing population
(threat)

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making by the
government
(opportunity)
is high (threat)
 High consumers’
disposable income
(opportunity)
Technological
 Digital technology
 Use of latest
technologies like
CRM
Environmental
 Initiatives to reduce
its carbon footprint
impact
Legal
 Strict regulations for
the insurance of
commercial terrorism
 Certain countries have
ban imposed on travel
Table 2: PESTEL analysis
(Source: Prajogo, 2016)
Step 2: Develop a Marketing Strategy
1. Four P’s of Marketing
Product: The proposed product for Crown Hotels is “Electronic Bracelets” that works on
artificial intelligence (AI) concept (Steels & Brooks, 2018). By wearing this bracelet visitors
would be able to make payments in easier and sophisticated ways, identify their room location
and much more.
Price: This will cost millions of dollar to the company. However, the product should expectedly
create good returns in terms of increased customer satisfaction rate and number of visitors.

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Place: It is present in major Australian cities such as Melbourne, Perth and Sydney. Crown
Casino operates in China and the United States of America. It has many tie-ups with travel
agencies both online and traditional.
Promotion: They do promotion with direct sales and community involvement. Community
involvement is one of the most efficient ways to promote the product or service. Crown does that
by being a part of range of organisations such as Chambers, Non-Profits, Associations, Tourism
Authorities, Military Affairs and much more. Sponsorships are also used to promote a product
related awareness.
2. Integrated marketing communications
Within the company communication happens through official mailing portal, video
conferencing and social media channels. With social media sites like LinkedIn they form a
networked environment of communication.
Outside the company Crown uses online marketing to reach to people. Online marketing
is a faster way to connect with consumers all around the globe.
(Valos et al., 2016)
Step 3: A Marketing Plan
1. Budgets
Actions Total Cost
Sponsorships AUD 63927
Online Marketing AUD 73060
Social Media Marketing AUD 109589

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Table 3: Programming Calendar
(Source: As created by the author)
2. Teamwork for designing the marketing planning
Marketing planning can be a tiring project to conduct. However, this can become simpler
if divided between the team members. Some of the team members can participate by
brainstorming ideas for four P’s or marketing whereas many others can give a presentation on
the marketing plan. Similarly, few others can analyse internal and external factors impacting the
business operations of Crown.
Step 4: The Monitoring and Evaluation Strategies
1. Evaluation criteria
Evaluation of the proposed marketing planning can be done by following the variables
mentioned as under;
 Return on investment
 Customer reaction and responses
 Sales numbers
 Marketing partner response
 Action of competitors
2. Benchmarks
Benchmarking will be done using various factors such as those mentioned as under;
 Internal like improved marketing capabilities
 Competitive like huge growth in the numbers of visitors and repeated visitors

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 Functional like positive customer review on the “Electronic Bracelets”
 Generic like increased co-partners’ satisfaction
3. Timeframes
Online marketing will last for 5-6 months. Community involvement will go on a regular
basis.
4. Provisions for adjustment/continuous improvement
Provisions for continuous improvement will be identified after testing the suggested
alternatives. Once it is detected will require allocating it resources to ensure the improvement
made is not less than a success.
5. Communication requirements
The needs to evaluate a marketing planning should be communicated to get the heartiest
cooperation from all. To ensure such cooperation the stakeholders should be made aware on
areas to look for. These areas include but not limited to ROI, Customer Feedback, Actions of
Competitors and Marketing Partner Response.
Step 5: The Implementation Plan
1. Gantt chart
Task Duration June
2019
July
2019
August
2019
September
2019
October
2019
November
2019
Situation
Analysis

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SWOT
and
PESTEL
Making
Marketin
g
Strategies
Four P’s
of
Marketin
g
Execute
Table 4: Gantt chart
(Source: As created by the author)
2. An overview of the monitoring procedures including the data collection mechanisms or
the types of reports
Monitoring will be made by measuring the marketing plan against a set of variables.
These are as under;
 Increased number of first-time and repeat visitors
 Gross profit margin
 Revenue

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The types of reports include conversion metrics, social overview, SEO overview, blog leads,
PPC campaigns and traffic metrics etc.
The data collection mechanisms include questionnaires and surveys, documents and records,
and observations.
3. Communication processes
Communication processes are as under;
 Objectives: to further the visitors’ experience of hotels and resorts
 Audience: travelers of all age groups, gender and income-bracket
 Key messages: “Enrich your experience with an innovative bracelet that lets you enjoy a
cashless payment”
 Communications channel: direct sales, community involvement and online marketing
 Timeline: 5-6 months
 Evaluation: as discussed under the evaluation section
(Kitchen, 2017)
Part C: Evaluation of the Marketing Strategy
1. Consistency with overall marketing direction of the organisation
The proposed marketing plan is in a fit with the traditional marketing strategy of Crown
Hotels. This is from a perspective that the hotel has always been keen on attaining sustainable
business, which requires strategy making to penetrate more into the market (Morgan et al.,
2019).
2. Exposure achieved for the product

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This can be known by identifying the progress of the implementation plan for “Electronic
Bracelets”. This will also be assessed form the numbers of visitors who have used this product.
Moreover, their feedback will also help to identify the exposure.
3. Penetration of the target market
Penetration of the target market will be known from the number of visitors who have use
this service and appreciating it.
4. Cost-effectiveness of human and financial resources
Cost-effectiveness of human resources will be known from how capably the people
employed in Crown Hotels uses and applies this to the system.
Cost-effectiveness of financial resources could be known from the increment in profit
margin and revenue post the implementation of the marketing plan.
(Hasan & Ali, 2015)
5. Completion of strategy with established timeframe
Once the bracelet is ready for use for the visitors this will be understood that the strategy
implementation process is completed within the established timeframe.

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References
Crownhotels.com.au. (2019). Crown Hotels | Luxury Hotels and Resorts Australia. Retrieved
from https://www.crownhotels.com.au/en/ourhotels.html#towers
Divisekera, S., & Nguyen, V. K. (2018). Determinants of innovation in tourism evidence from
Australia. Tourism Management, 67, 157-167.
Edgington, D. W. (2018). Japanese business down under: Patterns of Japanese investment in
Australia. Routledge.
Hasan, Z., & Ali, N. A. (2015). The impact of green marketing strategy on the firm's
performance in Malaysia. Procedia-Social and Behavioral Sciences, 172, 463-470.
Kitchen, P. J. (2017). Integrated marketing communications. Evolution, current status, future
developments. European Journal of Marketing, 51(3), 394-405.
Morgan, N. A., Whitler, K. A., Feng, H., & Chari, S. (2019). Research in marketing
strategy. Journal of the Academy of Marketing Science, 47(1), 4-29.
Prajogo, D. I. (2016). The strategic fit between innovation strategies and business environment in
delivering business performance. International Journal of Production Economics, 171,
241-249.
Smh.com.au. (2019). China slowdown hits high-roller spending at Packer's Crown casinos.
Retrieved from https://www.smh.com.au/business/companies/asian-high-roller-retreat-
hits-profits-at-packer-s-crown-20190220-p50yxn.html
Steels, L., & Brooks, R. (2018). The artificial life route to artificial intelligence: Building
embodied, situated agents. Routledge.

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Valos, M. J., Haji Habibi, F., Casidy, R., Driesener, C. B., & Maplestone, V. L. (2016).
Exploring the integration of social media within integrated marketing communication
frameworks: Perspectives of services marketers. Marketing Intelligence &
Planning, 34(1), 19-40.