Search results for: 'Tourism'
The Expansion of Palladium Hotel Group DE1-224-I
The case describes the challenges and opportunities of the Palladium Hotel Group (PHG). PHG is a Spanish company founded in the 60s by the Matutes family that, with over 60 years in the market, is one of the leading companies in the sector.
This case describes the main milestones and challenges of PHG caused by the digital transformation trends in the tourism sector during the previous decade. It includes the story Ushuaïa Ibiza Beach Hotel, which is known for changing Ibiza forever. It also discloses the P2P dynamics achieved with the consolidation of Palladium Addicts.
There is also a description of the segmentation, targeting and positioning strategy followed by the marketing team and the importance of the digital transformation to create a dynamic and proactive management strategy.
The growth of the company was effective in terms of revenue and profits in the past decade, and PHG’s next challenge was to further conquer the American traveller and redesign the strategic roadmap for the coming years in order to achieve the growth and customer experience objectives.
This case has been designed for use in undergraduate, graduate (MBA programs and Master in Management programs), and Executive MBA and Executive Education programs as well as in courses such as Marketing Strategy, Digital Transformation and Digital Innovation.Academic Area:Strategy | Marketing
Calviá Beach: Meliá Hotels International Leading the … MK1-165-I
The case describes the story of Meliá Hotels International in Magaluf, Mallorca, as a touristic destination that had an extraordinarily fast development. It became a reference destination, due to its climate and privileged environment. It turned into a reference of quality and cost-effectiveness in Spain for decades, driven by hotel investment and tourism in the area.
However, in the 90s the perception of the area, as a quality tourist destination, decreased and began a period of inflection. These actions led to the fall of prices and margins of hotels.
Faced with the situation of serious deterioration of the Magaluf area and the declining results of Meliá hotels in the area, Mark Hoddinott knew that they had to make a strategic decision about the positioning of Meliá in that destination. After detailed analyzes, reflections and a wide network of consultations with collaborators, Hoddinott concluded that the best alternative for the company was investing in the area and promoting a strategic repositioning to restart Magaluf as a tourist destination.Academic Area:Marketing
Uruguay: Differentiation of an emerging tourist dest … DE1-171-I
This case study was carried out at the request of the World Tourism Organization with the objective of being used for the training of professionals in the tourism sector. The case describes the main aspects that characterized the Uruguayan tourism sector from 200-2009. During this period the income generated by inbound tourism was doubled in American dollars as a consequence of a significant increase in spending by tourists. The objective of the case is to provide the reader with sufficient information to analyze which factors explain said increase and which are the possible challenges Uruguay faces in terms of is touristic strategy in the coming years.Academic Area:Strategy
Iceland: Marketing and Promoting the Ultimate Touris … MK1-158-I
The case reflects the situation of Iceland as a Tourism Destination. The country has been growing in number of tourists in the last few years and it is expected to continue growing. The students should analyze the current situation of Iceland as a tourism destination and review critically its marketing and promotional actions to end up proposing what Iceland should do in the future to continue developing Iceland as a tourism destination. The specific questions to be discussed are:
- The Marketing Budget. How much money should Iceland invest in tourism marketing? Should Iceland increase its marketing budget? Why? What should be the right marketing budget for Iceland and why?
- The Target Markets. What should be the top 10 target countries for Iceland? Why? Give a list of the five most important countries to be targeted by Iceland’s tourism marketing campaigns and provide a breakdown of the budget by target markets (% of the budget to be dedicated to each one of the top 10 target countries previously identified).
- The Marketing Actions. What should be the mix of marketing actions to be done with Iceland’s tourism marketing budget? Provide a ranking of the 10 most important marketing actions where Iceland should use its tourism marketing budget and give a breakdown of the budget by marketing actions (% of the budget to be dedicated to each one of the top 10 marketing actions previously identified).
- The Touristic “Products”. What should be the “touristic products” to be promoted and marketed with Iceland’s tourism marketing budget? Develop a ranking of the top 10 touristic products to be promoted with Iceland’s tourism marketing budget and provide a breakdown of the budget by touristic product (% of the budget to be dedicated to each one of the top 10 touristic products previously identified).