What Facilities/Services Should Marriot Offer To The Business Customers?
The Business to Business or B2B customers of Nynas are the local authorities which require thin surfacing for the ageing pavements of the housing estates. Tarmac is a contractor company which requires supply of the high quality bitumen and the builders who require mastic asphalts which are polymer-enhanced. Nynas has a varied combination of Business to Consumer or B2C consumers. The B2C consumers of the organization have a formal process of tendering and the guarantees related to quality of the products. The other types of consumers purchase the products based on routine re-buy process and they have limited interaction with the organization on a regular basis (Buckley, Burton and Mirza 2016).
The characteristics of the B2B consumers of the organization are different from that of the B2C consumers. The B2B consumers of Nynas prefer the delivery of products in such a manner so that they do not have to repeat the process frequently. The high quality bitumen that is produced by the company is not available for the competitors. This enables Nynas to make sure that the consumers get the desired products. The B2C consumers on the other hand require regular support from the organization related to the issues that have occurred in the products. The helpline of the organization should be able to resolve the issues and provide the customers with immediate assistance (Ashkenas et al. 2015).
Identify the type of business market(s) procuring Nynas product, and explain their buying process? (You are required to identify and explain at least two business markets).
The two major business markets that use the products manufactured by Nynas are, the local authorities which require bitumen for the purpose of thin surfacing of the pavements of the housing estates and the contractor like Tarmac which requires the supply if high quality bitumen for 24 hours a day for the purpose of constructing of new motorways. The buying process of the consumers involve tendering and providing guarantees so that penalties can be charged in case of the failed deliveries and supply of the inferior products. The field force of the organization needs to be ready to provide immediate assistance to the consumers in case of failure of the products (Sharma, Mithas and Kankanhalli 2014).
Critically analyse and explain the buying situations of at least three business customers of Nynas?
The market of the organization is challenging and diverse in nature and they been able to establish a successful position in Europe within a short span of time. The three major consumers of the company are,
The authority of the local area which requires this product for the purpose of providing thin surfacing to the pavements which are ageing. The buying situation of the consumers relates to the immediate supply of the product and improve their performance so that do not need to use the products frequently. The buying situation of these customers are suitable for them as the work process of this type cannot be repeated on a regular basis (Burke and Noumair 2015).
The builders purchase asphalts that are polymer enhanced and can act as waterproofing membranes for the properties that are developed by them. The buying process of the builders are similar to that of the local authorities and they also require products that have high levels of longevity and do not need to repeat the process. The buying related situation of these customers is suitable for them as these products cannot be purchased on a frequent basis as it can be quite costly for the organization.
The other clients of the organization are related to the activities that deal with waterproofing of dams and houses which are time-consuming in nature. Nynas provides special Venezuelan bitumen which are not required to be changed on a frequent basis. The buying process of these clients involve the supply of high quality products which are not needed to be changed frequently (Hammer 2015).
The Marriot Group has been marketing greater than 3000 resorts and hotels in about 68 countries of the world under 16 different brands. The different brands of the organization have different positioning in the market. The slow economic growth has increased the rivalry within the hotel and hospitality industry. The various brands of the other hotels like, Hilton, Accor, Hyatt, Intercontinental, Starwood are now offering a wide range of services to the business customers. The organization now strive to understand the needs and the desires of the customers and provide services according to their behaviour and preferences. The research that has been conducted by the organization on the behaviour of the consumers based on online surveys and focus groups have depicted that the different business customers have different behaviour and preferences. The marketers of the organization then targeted a specific group of business customers who were termed as “achievers”. The advertisement of the organization helped in communicating that the strategy of Marriot is related to performance and productivity. The various services and facilities that can be offered to the business customers of Marriot are related to providing technological support to the business travellers who are tech savvy (Lub et al. 2016).
The other target customers of the Marriot Group are the business organizations which require hotel for meeting related purposes and seminars. The organization offers help to the business organizations so that they can plan their meetings and events related to the distributors. The workshops that are arranged for employees are also planned by the organization along with the business organizations. The facilities like video-conferencing and other high-technology equipments are provided by the organization to the business customers. Marriot has developed the concept of green hotels for the growing market of consumers who are concerned about the environment. Marriot has installed many high technology equipments in the meeting rooms of the hotel so that they can be appealing to the segment of the business customers (Neirotti, Raguseo and Paolucci 2016).
An iron ore company has signed a contract with Marriot to accomodate their fly in and fly out (FIFO) business customers for three years. What internal and external data Marriot could use to design facilities and services for the fly in and fly out (FIFO) business customers?
The Marriot Group has designed a central database so that they can capture the details of the customers and study their behaviour and the longevity of their stay in the hotel. The organization further analyses the data to find out the purchase related behaviour of the consumers and the things that they purchase during their stay in the hotels. The demographic data of the customers is analysed by the organization so that they can track down their individual preferences. The organization can use the demographic data of the customers of the iron ore company and design the facilities and services that they can provide to these customers (Radojevic, Stanisic and Stanic 2015). The behaviour of the customers of the organization can be tracked down with the help of the central database of the organization. The statistical models that have been created by Marriot has helped the organization to track the preferences of the customers of the iron ore company. The external data that can be used by the organization is the database that is maintained by the iron ore company about their customers and the processes that are used for their meeting related purposes (Schuckert, Liu and Law 2015).
Marriot hotel has built advanced conference facilities in their hotel chain at Perth and Hobart. The conference facilities are suitable for facilitating business communications between onshore and offshore business stakeholders. Using appropriate segmentation approaches, identify the target business market for Perth and Hobart cities, and suggest appropriate strategies to create better customer value.
Market segmentation is a process by which the organization can group the consumers who have common behaviours related to purchase. The segments are formed for the purpose of targeting the consumers of that particular segment with the help of effective and efficient methods related to marketing. The segmentation approach is mainly related to the preferences of the customers who belong to the sector. The consumer profiles of the citizens of the two cities are used for the purpose of identifying the target market. The demographic information of the consumers is important for identifying and creating the target market. The demographics that are important for the purpose of selecting the target market are gender, age, educational level, area where they reside. The detailed information about the consumers of the area is important for strengthening the process of segmentation (Lanz and Carmichael 2015).
The city of Perth is filled with many five star hotels which are able to provide services which are similar to those provided by the Marriot Group. The major competition of Marriot in Perth are Fraser Suites Perth, Crown Promenade Perth, Rendezvous Grand and many more. The target market of the Marriot Group in Perth will be the tourists and travellers who visit the city as the major part of the economy of Perth is related to the tourism industry.
Hobart is the capital city of the island state of Australia and it holds the position of the second least populated city in Australia. The city attracts a lot of tourists and this will act as a major advantage for the Marriot Group. The target customers for Marriot in this city also are the tourists who search for high levels of comfort during their travel (Law et al. 2015).
The facilities that can be provided to the consumers of these two cities include, offers and discounts on the booking of packages designed by the hotel, premium services in the suites of the hotel. The customer value can be created by the organization by creating membership related offers with the help of the website of the hotel.
References
Ashkenas, R., Ulrich, D., Jick, T. and Kerr, S., 2015. The boundaryless organization: Breaking the chains of organizational structure. John Wiley & Sons.
Buckley, P.J., Burton, F. and Mirza, H. eds., 2016. The strategy and organization of international business. Springer.
Burke, W.W. and Noumair, D.A., 2015. Organization development: A process of learning and changing. FT Press.
Hammer, M., 2015. What is business process management?. In Handbook on Business Process Management 1 (pp. 3-16). Springer, Berlin, Heidelberg.
Lanz, L.H. and Carmichael, M., 2015. Digital marketing budgets for independent hotels Continuously Shifting to Remain Competitive in the Online World.
Law, R., Leung, R., Lo, A., Leung, D. and Fong, L.H.N., 2015. Distribution channel in hospitality and tourism: Revisiting disintermediation from the perspectives of hotels and travel agencies. International Journal of Contemporary Hospitality Management, 27(3), pp.431-452.
Lub, X.D., Rijnders, R., Caceres, L.N. and Bosman, J., 2016. The future of hotels: The Lifestyle Hub. A design-thinking approach for developing future hospitality concepts. Journal of Vacation Marketing, 22(3), pp.249-264.
Neirotti, P., Raguseo, E. and Paolucci, E., 2016. Are customers’ reviews creating value in the hospitality industry? Exploring the moderating effects of market positioning. International Journal of Information Management, 36(6), pp.1133-1143.
Radojevic, T., Stanisic, N. and Stanic, N., 2015. Ensuring positive feedback: Factors that influence customer satisfaction in the contemporary hospitality industry. Tourism Management, 51, pp.13-21.
Schuckert, M., Liu, X. and Law, R., 2015. Hospitality and tourism online reviews: Recent trends and future directions. Journal of Travel & Tourism Marketing, 32(5), pp.608-621.
Sharma, R., Mithas, S. and Kankanhalli, A., 2014. Transforming decision-making processes: a research agenda for understanding the impact of business analytics on organisations. European Journal of Information Systems, 23(4), pp.433-441.
Trainor, K.J., Andzulis, J.M., Rapp, A. and Agnihotri, R., 2014. Social media technology usage and customer relationship performance: A capabilities-based examination of social CRM. Journal of Business Research, 67(6), pp.1201-1208
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