The paper "Sea Paradise Hotel SWOT Analysis" is a good example of a marketing case study. This is a hots simulation report of Sea paradise hotel (Team 8) that aims at carrying out a strategic analysis of the hotel. It includes environmental analysis, as well as SWOT analysis and capability assessment. It will also cover the hotel’ s current strategy, particularly in regard to marketing strategy and operational management strategy. More importantly, the recent financial and operational performances of the hotel have also been illustrated. Lastly, this report has offered a concrete conclusion, as well as possible recommendations that can enhance the hotel’ s competitive advantage in the long run. Environmental Analysis Assessment of Industry Environment In the 1970s, increased affluence and the desire for regional and national travel produced a boom in this seaside town as it developed into a popular destination for coastal vacations and off-season breaks.
This influx encouraged the establishment of annual tourism and recreational events, which, in turn, attracted increased levels of tourism. Many hotels entered the market during this period offering traditional facilities in well-constructed buildings and conveniently situated for both the sea and the town.
The town grew to a city of 200,000 residents and in the 1980s the city economy began to diversify into service and soft industry, which generated a small market for commercial room nights. The combination of regional tourist events and commercial growth prompted one of the established hotels to build an excellent conference centre. With a diversified economy, a seafront location, and good hotel facilities, the city seemed to be in a strong position. Unexpectedly, in the late 1980s, the tourism market in the city began to soften as tourists looking for new venues and new types of tourism experiences.
There was also public criticism of the city's hotel facilities, which had not kept up with the times. By 1995, only 50% of the previous levels of tourism remained and this was largely due to the annual tourist events which had become very well established. No longer a boomtown, and short on tax funds to maintain its infrastructure, the town was also losing its appeal for small industry relocation, as well. In the early 2000s, many companies were looking to relocate to areas that offered lower commercial costs, lower taxes, and a higher quality of life.
The local authority decided to offer an exceptionally favorable economic relocation package for small and medium-size firms. This plan has been very successful and many companies have relocated or have committed to relocating. The council has used tax income from these commercial developments to re-establish the seafront facilities to meet the highest expectations of modern tourists. Recently, the resort has become a popular location for conferences, both in and out of season. The following information defines what would be considered the norms for 4-star, 3-star and 2-star hotels operating in this market.
A 4-star hotel has 150 guest rooms, À la carte restaurant and coffee shop, two bars, health club, conference and business bureau, car parking to the rear, as well as standard refurbishment. A 3-star hotel should have 200 guest rooms, restaurant, bar, small health club, conference facilities and business services, ample car parking, grounds, as well as standard refurbishment. A 2-star hotel should have 70 guest rooms, restaurant, bar, no health club, two conference rooms, no business services, car parking, as well as standard refurbishment.
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