Radisson Hotels were started in 1962 by Curt Carlson who bought one Radisson Hotel in Minnesota at the time (Schroeder, 2006). By 1998, Mr. Carlson had expanded to over 300 Radisson Hotel locations in multiple countries around the world (Schroeder, 2006). One of the ways that the Radisson Hotels were able to grow at such a phenomenal rate is its focus on the customer’s experience. Radisson Hotels implemented a “Stay your maintain device” advertising campaign in order to enhance the focus on the customer (2008). They have also developed global partners in order to proceed into other countries mercurial and successfully.
The Radisson Hotel organization has also chosen to market with technology by implementing such things as the fully integrated guest information system, product distribution system, and the customerKARE system (Schroeder, 2006). They have also implemented control measures to track employee and guest satisfaction globally.
Radisson Hotels defines their service guarantee very clearly through five strategies that must be focused on. These strategies are a focus on the customer, to provide individualized marketing and services, to develop hotels in key locations, to leverage the Carlson companies, and to strengthen global heed presence (Schroeder, 2006).
One of the key ways that the Radisson Hotels implements their service guarantee is through the “Yes I Can” training program (2008). This program empowers the front line employees to take of situations for the customer without long chains of command to deal with first. This program encompasses the organizations service philosophy and allows the front line employees to meet the needs and wants of the individual customer.
In an organization of this magnitude utilizing fully integrated technology is a necessity in today’s swiftly paced and global society. Radisson Hotels found that by utilizing a world wide reservation system, which provided instant access to availability at any of the Radisson locations worldwide (2008). This made reservations much simpler for the customer, travel agents, and businesses trying to book rooms in multiple places on a regular basis. Since this was the first of its kind, it gave Radisson Hotels a competitive advantage.
Technology can also be utilized to accelerate the improvement of service quality through what Radisson Hotels calls the CustomerKARE System. This system allows employees of any of the worldwide Radisson Hotels to access information on customer service expectations of specific customers. This allows the customers to receive the same service that they had expected at any other Radisson that they had stayed at. This system also allowed the marketing department to instantaneously notice trends and other demographic information for certain geographic locations.
Radisson Hotels has implemented an “Express Yourself” (Schroeder, 2006) pre-arrival check in system to allow customers the convenience of checking in without spending time at the front desk. In order to improve measurement of customer service, Radisson Hotels could implement a self check out computer system that asks a few speedily quality and service questions as the check out process is completed.
Radisson Hotels could also implement a call back to ensure the customers received what they were expecting once their stay is completed. This would help to solidify loyalty out of a customer because when the customer knows that the hotel cares enough to call and make sure they were satisfied without any provocation, the customer is more likely to continue staying at those hotels.
The case study suggests that employee satisfaction can be linked to customer satisfaction (Schroeder, 2006) therefore, just measurement and control of customer satisfaction will be critical to having satisfied employees. Another plot to measure employee satisfaction would be to have surveys that the employees must fill out once a month when they receive their paycheck. This would be another control mechanism for customer satisfaction as well.
Many web sites have information available about the Radisson Hotels that provide unbiased information and reviews about individual Radisson Hotel franchises across the globe. For example, on tripadvisor.com information was able to be found regarding the Radisson Hotel in Bangkok. Basic room and service information is provided along with reviews from customers. Radisson employees can spend sites like this one to read reviews that actual customers are posting. This is a improbable control mechanism for driving the commitment to service quality worldwide at Radisson Hotels.
With the implementation of all the new service quality programs, Radisson Hotels had to implement an extensive training program to solidify the current brand strategy to all of the franchised worldwide. Also, once the training programs are completed, follow up must continue on a regular basis to ensure that the new quality and service standards are being utilized. This will help to align the entire organization from the top management team all the way down to the bell hop.
This case was full of interesting information about how the Radisson Hotels grew so quickly and with a mindset of the customer first and has thrived. The five strategies that were implemented at the Radisson Hotels were essential to it staying on top of the competition through a competitive advantage of valid customer service. The technology utilized to integrate all of the Radisson Hotels worldwide is vital to the success of the 100% Service Guarantee (Schroeder, 2006).
Based on reviewing the company website along with several reviews on tripadvisor.com, I feel that all of the programs implemented by the Radisson Hotels are excellent and helping daily to improve customer satisfaction and loyalty. One recommendation that I would make to the Radisson Hotels is that customer satisfaction cards placed in the rooms is not sufficient information to ascertain what most of the customers are feeling. Most of the time people will only fill those cards out in a room if they have something to complain about.
Therefore, I would suggest implementing a customer satisfaction survey into the checking out process. This would save the customer the time of completing this on their own and it would allow for a more accurate view of the service quality being received all across the globe. Aside from this puny suggestion I feel that the Radisson Hotels should continue down the path they are on because they are making broad strides toward being number one.
References
tripadvisor, (2008). Radisson Hotel Bangkok. Retrieved August 5, 2008, from tripadvisor.com Web site: http://www.tripadvisor.com/Hotel_Review-g293916-d305548-Reviews-Radisson_Hotel_Bangkok-Bangkok.html
(2008). The Radisson Story. Retrieved August 5, 2008, from Radisson Hotels & Resorts Web site: http://www.radisson.com/aboutus/story.jsp
Schroeder, R.G. (2008). Operations Management. New York, NY: McGraw- Hill Companies
Tags: market segmentation hotels, marketing ideas hotels, marketing mix hotel, marketing strategy for hotelsFiled under Marketing Tools Suite by on Dec 13th, 2011. Comment. 
Advertising and marketing managers formulate policies and administer the advertising and marketing firm’s operations. Managers may oversee the operations of an entire company, a geographical territory of a company’s operations, or a specific department. Managers direct a company’s or a department’s daily activities within the context of the organization’s overall plan.
They implement organizational policies and goals. This may involve developing sales or promotional materials, analyzing the department’s budgetary requirements, and hiring, training, and supervising staff. Advertising and marketing managers are often responsible for long-range planning for their company or department. This involves setting goals for the organization and developing a workable plan for meeting those goals.
Advertising and marketing managers work to coordinate their department’s activities with other departments. If the firm is privately owned, the owner may be the manager. In a large corporation, however, there will be a management structure above the advertising and marketing manager.
In companies that have several different locations, advertising and marketing managers may be assigned to oversee specific geographic areas. For example, a large ad firm with facilities all across the nation is likely to have a number of managers in charge of various territories. There might be a Midwest manager, a Southwest manager, a Southeast manager, a Northeast manager, and a Northwest manager. These managers are often called regional or area managers. Some advertising and marketing firms break their management territories up into even smaller sections, such as a single state or a part of a state. Managers overseeing these smaller segments are often called district managers, and typically report directly to an area or regional manager.
Advertising managers are responsible for coordinating the work of researchers, copywriters, artists, telemarketers, space buyers, time buyers, and other specialists. One type of advertising manager is the account manager, who represents the agency to its clients.
Managers working at large advertising agencies usually handle a variety of accounts, while those working at smaller agencies usually only handle definite types of clients. For example, smaller firms may handle only financial accounts, hotels, book publishers, or industrial clients. Some managers work for agencies that are known for promoting package goods. Others work in retail and department store promotion.
In contrast, marketing managers work with their staff and other advertising professionals to determine how ads should look, where they should be placed, and when the advertising should begin. Managers must keep staff focused on a target audience when working on the promotion of a particular product or service. Managers must also carefully time the release of an ad. For example, launching an advertising campaign too early may create interest well before the product is available. In such cases, by the time the product is released, the public may no longer be interested.
The marketing manager must also oversee his or her department in developing a distribution plan for products. If a product is expected to sell well to a certain group, for example, then marketing professionals must decide how to speak to members of that group based on when and where they shop.
Once markets are evaluated and merchandise is designed, the real production begins. At this time the marketing manager, along with the public relations department, contact members of the press with the aim of getting product information out to the public.
Because research studies have shown that how a product looks on the shelf can often affect sales, managers work with designers to contemplate new color combinations, more appealing shapes, engrossing patterns, and new materials.
Marketing managers use a scientific and statistical come in answering a client’s questions about selling a product to the public. The advertising aspect of a marketing campaign must gain attention, arouse interest, secure belief, perform desire, and traipse action. Beauty, comfort, convenience, and quality are the promises that sell all kinds of products, from consumables to cars.
Tags: business plan hotels, market segmentation hotels, marketing plan hotels, marketing strategy for hotels, marketing strategy hotel industryFiled under Marketing Tools Suite by on Sep 1st, 2011. Comment.
Radisson Hotels were started in 1962 by Curt Carlson who bought one Radisson Hotel in Minnesota at the time (Schroeder, 2006). By 1998, Mr. Carlson had expanded to over 300 Radisson Hotel locations in multiple countries around the world (Schroeder, 2006). One of the ways that the Radisson Hotels were able to grow at such a phenomenal rate is its focus on the customer’s experience. Radisson Hotels implemented a “Stop your own way” advertising campaign in order to enhance the focus on the customer (2008). They have also developed global partners in order to move into other countries hasty and successfully.
The Radisson Hotel organization has also chosen to market with technology by implementing such things as the fully integrated guest information system, product distribution system, and the customerKARE system (Schroeder, 2006). They have also implemented control measures to track employee and guest satisfaction globally.
Radisson Hotels defines their service guarantee very clearly through five strategies that must be focused on. These strategies are a focus on the customer, to provide individualized marketing and services, to develop hotels in key locations, to leverage the Carlson companies, and to strengthen global heed presence (Schroeder, 2006).
One of the key ways that the Radisson Hotels implements their service guarantee is through the “Yes I Can” training program (2008). This program empowers the front line employees to take of situations for the customer without long chains of command to deal with first. This program encompasses the organizations service philosophy and allows the front line employees to meet the needs and wants of the individual customer.
In an organization of this magnitude utilizing fully integrated technology is a necessity in today’s fast paced and global society. Radisson Hotels found that by utilizing a world wide reservation system, which provided instant access to availability at any of the Radisson locations worldwide (2008). This made reservations much simpler for the customer, recede agents, and businesses trying to book rooms in multiple places on a regular basis. Since this was the first of its kind, it gave Radisson Hotels a competitive advantage.
Technology can also be utilized to accelerate the improvement of service quality through what Radisson Hotels calls the CustomerKARE System. This system allows employees of any of the worldwide Radisson Hotels to access information on customer service expectations of specific customers. This allows the customers to receive the same service that they had expected at any other Radisson that they had stayed at. This system also allowed the marketing department to instantaneously notice trends and other demographic information for certain geographic locations.
Radisson Hotels has implemented an “Express Yourself” (Schroeder, 2006) pre-arrival check in system to allow customers the convenience of checking in without spending time at the front desk. In order to improve measurement of customer service, Radisson Hotels could implement a self check out computer system that asks a few quick quality and service questions as the check out process is completed.
Radisson Hotels could also implement a call back to ensure the customers received what they were expecting once their stay is completed. This would help to solidify loyalty out of a customer because when the customer knows that the hotel cares enough to call and effect sure they were satisfied without any provocation, the customer is more likely to continue staying at those hotels.
The case study suggests that employee satisfaction can be linked to customer satisfaction (Schroeder, 2006) therefore, accurate measurement and control of customer satisfaction will be critical to having satisfied employees. Another way to measure employee satisfaction would be to have surveys that the employees must occupy out once a month when they receive their paycheck. This would be another control mechanism for customer satisfaction as well.
Many web sites have information available about the Radisson Hotels that provide unbiased information and reviews about individual Radisson Hotel franchises across the globe. For example, on tripadvisor.com information was able to be found regarding the Radisson Hotel in Bangkok. Basic room and service information is provided along with reviews from customers. Radisson employees can utilize sites like this one to read reviews that actual customers are posting. This is a astounding control mechanism for driving the commitment to service quality worldwide at Radisson Hotels.
With the implementation of all the current service quality programs, Radisson Hotels had to implement an extensive training program to solidify the new brand strategy to all of the franchised worldwide. Also, once the training programs are completed, follow up must continue on a regular basis to ensure that the new quality and service standards are being utilized. This will help to align the entire organization from the top management team all the way down to the bell hop.
This case was stout of spellbinding information about how the Radisson Hotels grew so quickly and with a mindset of the customer first and has thrived. The five strategies that were implemented at the Radisson Hotels were critical to it staying on top of the competition through a competitive advantage of superior customer service. The technology utilized to integrate all of the Radisson Hotels worldwide is critical to the success of the 100% Service Guarantee (Schroeder, 2006).
Based on reviewing the company website along with several reviews on tripadvisor.com, I feel that all of the programs implemented by the Radisson Hotels are excellent and helping daily to improve customer satisfaction and loyalty. One recommendation that I would make to the Radisson Hotels is that customer satisfaction cards placed in the rooms is not sufficient information to ascertain what most of the customers are feeling. Most of the time people will only fill those cards out in a room if they have something to complain about.
Therefore, I would suggest implementing a customer satisfaction survey into the checking out process. This would attach the customer the time of completing this on their own and it would allow for a more accurate view of the service quality being received all across the globe. Aside from this small suggestion I feel that the Radisson Hotels should continue down the path they are on because they are making great strides toward being number one.
References
tripadvisor, (2008). Radisson Hotel Bangkok. Retrieved August 5, 2008, from tripadvisor.com Web site: http://www.tripadvisor.com/Hotel_Review-g293916-d305548-Reviews-Radisson_Hotel_Bangkok-Bangkok.html
(2008). The Radisson Story. Retrieved August 5, 2008, from Radisson Hotels & Resorts Web site: http://www.radisson.com/aboutus/story.jsp
Schroeder, R.G. (2008). Operations Management. New York, NY: McGraw- Hill Companies
Tags: business plan hotels, market segmentation hotels, marketing strategy for hotels, target market hotelsFiled under Marketing Tools Suite by on Apr 26th, 2011. Comment.
If you want to utilize SEO to increase your Web site rankings within the major search engines, I must state that Google Analytics is not something you should deem utilizing for SEO. Google Analytics is flawed even with its ease of usage and tools.
Firstly, Google Analytics utilizes “page tagging technology” and this particular program can only record information on browsers which enact JavaScript. These types of browsers will never do JavaScript in your source code. Google Analytics is wonderful at tracking visitors but Google Analytics is flawed when it comes to reporting spider behavior.
If you want to make the most of your SEO techniques, you need to understand when a spider comes into the picture, what pages the spiders are asking for and when they will come attend. This information is very much needed so you can launch new pages as well as dwelling up great internal links while prioritizing your changes with your source code. You must withhold in mind that tracking spiders are as significant as tracking your visitors to your website.
Google Analytics is very much relied on by numerous SEOs. I would recommend utilizing log file analyzers as compared to Google Analytics. Log file analyzers oppose page tagging with technologies directly behind web analytics. Particular tools do indeed rely on log files which are using coded server logs to mine the information. The requests for files on your site are recorded with the IP address, referral sting and user agents. This is of course more work however; the data you will get back makes it worth the effort.
Log analysis allows you to build filters. Google Analytics does attempt to address this however; Google Analytics lacks the control which you have. You are not allowed to upload log files with Google Analytics as with other applications.
You will need to check reports as well as access then online. Google Analytics does not effect this accessible and offers no way of archiving your data. Google has full control over your particular data period. If Google changes the style of reporting or the interface, you will then be stuck with whatever Google gives you. If you think about it, do you want Google to have control over your website as well as your visitors? Of course you don’t therefore, do not give Google that particular power which you should retain in the first place.
It sounds as if I’m on a rampage about Google, I’m here to state I am not however if you are looking to accomplish the most with analytics, you should utilize multiple tools. Where I’m stating that Google contains many flaws, I will also state that Google Analytics is not overall a useless tool but if you want a tool which addresses the serious needs of your business marketing needs, Google Analytical is not for you.
SKG Technologies is a professional search engine optimization firm that aids enterprises, small businesses, and nonprofits rise to the top while recognizing their potential for growth in their industries. Our clients enjoy top rankings on Google, Yahoo through a suite of unique pay-for-performance search engine optimization with online marketing services. The SKG Technologies team of SEO engineers, copywriters, and web designers are one hundred percent dedicated to increasing the value of your business web plot. Ask us for free seo analysis of your website.
Filed under Email Marketing Pro by on Jan 30th, 2011. Comment.
As with any major stadium or facility it is important to have financial systems in place to ensure we continue to be successful. Arguably the most important of these activities is budgeting. It’s important to have both financial data for the current year as well as budget predictions for the next year. That way if it’s anticipated that less profit will be made adjustments or ways to increase profit can be made. As is accepted place in public assembly facilities we will use the fiscal year running July 1st to June 30th. Our budget statement shows the initial FY 2006/2007 and also the prospective estimate for the FY 2007/2008. Obviously once we have full financial information we would be able to develop our financial statements. These statements are necessary to illustrate our financial performance. They consist of Income Statement, Balance Sheet and Statement of Cash Flow.
Our Income Statement is somewhat similar to our budget and is a statement of our income and our expenses. It also easily shows if the stadium is currently profitable and by how much. Our Balance Sheet is the breakdown of Assets and Liabilities. Assets are usually things that we can sell to generate cash and Liabilities are forms of debt and expense. Our current assets are Cash, Petty Cash, Payroll Fund, Temporary Investment, and Accounts Receivable. Sundry Assets are Prepayments and Deposits. Fixed Assets are costs that are not constantly changing. Our Fixed Assets are Building Equipment, Kitchen Equipment, Concession Equipment, Tools, Box Office Equipment, Communications Equipment, Transportation Equipment and Building Improvements. Statement of Cash Flow shows how money is spent and where the money is going
12 month budget for Tampa Stadium
Revenue FY 2006/2007 FY 2007/2008
Parking Fees $ 260,000.00 $ 275,000.00
Sponsorships $ 200,000.00 $ 240,000.00
Naming rights payments $ 500,000.00 $ 500,000.00
Luxury suite leases $ 150,000.00 $ 150,000.00
Ticket fees $ 416,000.00 $ 425,000.00
Ticket commission $ 832,000.00 $ 900,000.00
Advertising income $ 250,000.00 $ 265,000.00
Merchandise sales $ 350,000.00 $ 250,000.00
Rent $ 600,000.00 $ 600,000.00
Profits from promoted events $ 80,000.00 $ 120,000.00
Catering comissions $ 400,000.00 $ 325,000.00
Other $ 20,000.00 $ 180,000.00
Total Revenue $4,058,000.00 4,230,000.00
Expenses
Operating expense $ 550,000.00 $ 650,000.00
Concessions $ 450,000.00 $ 475,000.00
Catering $ 350,000.00 $ 310,000.00
Event operations $ 600,000.00 $ 670,000.00
Box office $ 510,000.00 $ 620,000.00
Admininistrative $ 270,000.00 $ 350,000.00
Accounting $ 300,000.00 $ 350,000.00
Employee welfare expenses $ 200,000.00 $ 225,000.00
Total operating expenses $3,230,000.00 3,650,000.00
Profit/Loss $ 828,000.00 $ 580,000.00
The below chart illustrates our anticipated profit.
Below shows a breakdown of our revenues during the two years of our budget.
Below is a similar graph to illustrate expenses.
Finally there is a graphical illustration of the profits throughout the two years of the budget.
As with the majority of public assembly facilities we will use Line Item Budgeting. This allows us to have detailed control over facility expenses. In order to keep finances under control we will conduct both unscheduled internal and external audits. This auditing process includes review of contracts, advertising agreements, box office settlements, payments to vendors, clients and customers as well as payroll documents.
Settlements are done at the end of events and for our facility it’s an principal process and the documents needed for a settlement our listed below.
• A box office statement detailing tickets distributed, sold, and not sold
• Invoices from Tampa stadium documenting production, security, and contracted
• Invoices for equipment
• Catering bills
• Advertising bills
• Other invoices
It’s important that we conduct all of our contract negotiations in the just way. The most vital components are Mutual assent, capable parties, Fair considerations and Terms. Our most important contract is the lease agreement of our facility.
Included below is a petite portion of a marketing settlement.
Tampa Stadium Gross Net
Marketing Settlement
Advertising
Print:
Inquirer $40,000.00
Courier $10,000.00
News Journal $ 5,000.00
Tribune $ 2,500.00
Metro $ 4,000.00
NIE $ 3,000.00
Times $ 1,000.00
Total Print $65,500.00
Television
ABC $ 40,000.00 $32,000.00
FOX $ 30,000.00 $25,000.00
Comcast Cable $ 12,000.00 $ 8,000.00
PBS $ 10,000.00 $ 9,000.00
Total Television $ 92,000.00 $74,000.00
Filed under Email Marketing Pro by on Jan 23rd, 2011. Comment.