STRATEGY AUDIT JOONDALUP RESORT
IT’S THE LITTLE THINGS
TACTICAL MARKETING SPECIALISTS Tel: (08) 9206 5773 Prepared by: Mobile: 0401 003 631 Email: [email protected] DEBORAH IEVERS PGrad MSc (Marketing) AsBBus (Business) www.redivy.com.au 18th November 2018 EXECUTIVE SUMMARY
“You can’t sell a secret”
Opened in April 1996 as an extension to the Joondalup Resort Golf and Country Club, Joondalup Resort hotel and event venue is well known in the Western Australian hospitality and golf industries for it’s award winning golf course and it’s reputation for being unique, credible and sustainable in the minds of the both it’s consumers and it’s suppliers.
Currently Joondalup Resort has a range of eleven fully equipped conference venues, secretariat and break out rooms, including the state-of-the-art Lakeview Ballroom, accommodating groups from six to 900 delegates; on-site spacious accommodation rooms for multi-day conferences; award-winning 27 hole championship golf course, available for networking and corporate golf days; and on-site team building activities to entertain and inspire delegates.
In a market that is in crisis due to a downturn in the local economy and a decline in business spend, Joondalup Resort has maintained it’s market position and secured just over $2.4m revenue from business events in the 2015-16 financial year (Gleeson & Ievers, 2016) of which approximately 50% was from repeat clients (Gleeson & Ievers, 2017).
While enjoying a competitive advantage due to it’s large indoor exhibition facility, recent upgrade in technology across the complex and it’s ability to cater for up to 230 players per corporate golf event, Joondalup Resort’s marketing and sales departments lack structure, which is having a direct impact on future income.
In order to counter this, opportunities are open to Joondalup resort in the form of rebranding the Lakeview Ballroom, modernising brand elements and building on customer loyalty to become the venue of choice for businesses in the area.
This in-depth report focuses on Joondalup Resort’s position within the Exhibition and corporate event venue industry and market, as well as their target market and competitive advantage over other suppliers in order to assess the viability of these opportunities.
“A vision without a strategy remains an illusion.” ~Lee Bolman.
Page 2 TABLE OF CONTENTS
Executive Summary...... 2 Table of Contents...... 3 1 Company Background...... 4 1.1 Business Event Facilities...... 4 1.2 Lakeview Ballroom...... 5 2 Market Analysis...... 6 3 Customer Analysis...... 7 Table 1 - Target market for Joondalup Resort corporate and conference venues...... 7 3.1 Marketing Personas...... 8 4 Market Orientation...... 12 5 Value Proposition...... 12 6 Market Position...... 12 7 Competitor Analysis...... 13 David Porter’s 5 forces model - Exhibition and conference venue industry...... 13 7.1 Competitor SWOT analysis...... 14 7.2 Competitive advantage...... 15 8 Capabilities...... 15 9 SWOT Analysis...... 16 Figure 1 - SWOT analysis overview...... 16 9.1 Strengths...... 16 9.2 Weaknesses...... 17 9.3 Opportunities...... 17 9.4 Threats...... 18 10 Marketing strategy evaluation...... 18 Reference List...... 19
Page 3 1. COMPANY BACKGROUND
Joondalup Resort was opened in April 1996 as a boutique Resort, which was built as an expansion of Joondalup Country Club and its spectacular championship 27 hole golf course, which is currently Australia’s number one golf resort and WA Golf Industry’s Metropolitan Golf Course of the year 2017.
Well known in the Western Australian hospitality and golf industries, the Resort was the vision of two Singaporean businessmen, Dr TK Low and Mr Peter Kwee, who still own the resort today along with fellow Singaporean Mr James Chan. The Resort comprises 70 resort style accommodation rooms, a bistro style restaurant, British style pub, a café overlooking the 27 hole Championship golf course, and eleven state of the art event venues with a maximum capacity of 900 for cocktail functions. (Ievers, 2017)
Joondalup Resort employs over 100 full and part time staff led by an executive management team of departmental heads.
Joondalup Resort’s mission across all business units is “To create environments that are a home away from home and to deliver unique, personal experiences that make guests feel connected, valued and recognised (Joondalup Resort, 2016).”
As Joondalup Resort has several business units, this analysis focuses on the Corporate Conference & Event Venues Business Unit of Joondalup Resort.
1.1 Business Event Facilities
In its inception, Joondalup Resort boasted eight event venues with capacities of 6 to 180. As the need for business event venues grew, the Resort transformed an outdoor wedding marquee venue into a permanent structure allowing for expos, business and special event dinners and conferences. Business events make up 62% of the Resort’s event revenue. (Gleeson & Ievers, 2017)
In October 2013, the Lakeview Ballroom, designed by Perth Architect Christou Design Group, was opened to provide an exceptional and unique event. This facility boasts 6 metre high floor to ceiling, wall to wall windows overlooking the lake and golf course, customizable LED lighting, a purpose built secretariat office. Its capacity for a seated dinner is 500 and up to 900 for a cocktail function. In 2014 the Lakeview Ballroom was awarded a commendation for Commercial Architecture Award from Australian Institute of Architects.
Page 4 1.2 Lakeview Ballroom
Joondalup Resort’s main selling point along with its stunning surroundings, is its state of the art Lakeview Ballroom and its ease of access. In comparison to Perth CBD venues and other corporate facilities in the local area, the Lakeview Ballroom’s unique selling points include:
• Beautifully manicured, natural and tranquil surrounds with a unique Koi fish pond and families of kangaroos and ducks amongst the wildlife that wander freely around the facility, • Abundance of natural light from 27m long, 6m high glass windows at both ends of the facility with an uninterrupted view over the lake and golf course on the West facing side. • Customisable LED strip lighting allowing corporate brand colours to be displayed • Smart lighting and air conditioning systems allow optimum conditions. • Its own reception area, secretariat room, bar and foyer. • Ground level, drive-in wide loading bay enabling flexibility and easy set up of events, car launches, expo equipment and much more • Easy access: Located only 5 minutes from the freeway, the Resort is exceptionally easy to reach from all directions. Complimentary transport to/from the Joondalup Train Station (direct line from Perth CBD) and VIP pick ups from the Airport or any CBD location are also available. • Free parking for every event delegate/guest, enabling a huge cost saving to Companies considering venues in Perth CBD • Exclusivity – Having just 70 accommodation rooms means that a conference group has the ability to reserve all accommodation. • Personalised and dedicated Event Executive for each corporate event.
Page 5 2. MARKET ANALYSIS
The Exhibition and Conference Centre industry Australia-wide has performed relatively well over the past five years in spite of a downturn in economy. Additionally, the number of businesses in the industry has risen, which has widened the market supporting revenue growth.
As a result of these positive trends, revenue is expected to increase by 2.1% over the next five years, potentially reaching $11.3 billion. This includes an expected 1% rise in 2017-18 as growth in interstate and international business tourists increases industry demand (Ibisworld, 2018).
Western Australia is a fast growing commercial demographic and whilst it is normal for industries to fluctuate throughout the years, using Australian Bureau of Statistics information and data from the City of Joondalup and Greater Perth, it shows that between 2013 and 2015, businesses with 20-199 employees grew by 12% with the biggest growth industries being construction, financial services and real estate. However, between 2015 and 2017, businesses with 20-199 employees dropped by 14% overall with the largest 3 increases being in the local retail, administrative and construction industries (Economy.id, 2015). This shows the need to shift the marketing focus in order to become the venue of choice and market leader for local businesses within the City of Joondalup.
Interstate and international companies that travel to Perth represent only a small segment of the target market based on the limited accommodation rooms at the Resort. As such, Joondalup Resort appears not devote many resources to competing in this market segment, however they remain open to them by providing discounted rates on accommodation partners in the immediate area (Joondalup Resort website). This approach has won the Resort large events from prestigious clients, including an international residential conference from Mitsubishi (Gleeson & Ievers, 2017).
w Contents End | Next
ANNUAL REPORT 2017 STATE OF THE 2012 BUSINESS EVENTS Crown
INDUSTRY REPORT Resorts Economic Limited
Annual Snapshot
Dr Marg Deery Report Tourism and Business Events International
September 2013 2017
Report Commissioned by The Business Events Council of Australia
crownresorts.com.au
CRL091.1 - AR17 COVERS_AW.indd 1 Contents Previous Next | Start End14/9/17 | 11:22 am
*Photos provided courtesy of the Association of Australia Convention Bureaux Inc.
Page 6 3. CUSTOMER ANALYSIS
Until recently, Joondalup Resort employed a Director of Sales & Marketing to oversee the promotion of products and events across the Resort. The DOSM in conjunction with the Graphic Designer was responsible for assessing current market trends, brand guardianship, design, advertising, campaign management and develop strategies to attract various customer segments.
The target markets for attracting and growing the number of business events held at Joondalup Resort are detailed below.
Table 1 - Target market for Joondalup Resort corporate and conference venues
How Joondalup Resort meets their Target Market Key Characteristics expectations
Businesses in the Perth Hold meetings off-site Provides various function spaces of Metro area with employee different sizes, suited to any size group May not have their own function base of 20+ staff spaces Provides public events that companies (82% customer base) may attend or able to develop specific Hold staff celebrations e.g. event in line with client needs Christmas, end of financial year All events professionally organised Typically will have one person for the client in timely manner with sourcing venues & organising high level of accuracy to provide events peace of mind and relieve pressure Motivated by efficiency, accuracy on company’s event organiser and promotion favourable image
City of Joondalup location Provides top class venue close to their place of business
City of Stirling location Provides easy to reach alternative to CBD venues
Perth CBD location Provides retreat style venue to escape Perth CBD without long travel times or high travel costs
National corporates: Require accommodation 70 on-site accommodations rooms Businesses delivering plus partnerships with other local May choose venue based on events and travelling to accommodation providers if needed. promotional material alone as Perth for single or multi- unable to complete site visit Able to send imagery, video and day business events virtual tours to interstate clients Requires local area information (11% customer base) for delegates Supplies information on local attractions both online and in print
Page 7 How Joondalup Resort meets their Target Market Key Characteristics expectations
International companies: Require accommodation 70 on-site accommodations rooms Companies with a base plus partnerships with other local May choose venue based on in Perth looking for accommodation providers if needed. promotional material alone as residential events unable to complete site visit Able to send imagery, video and (2% customer base) virtual tours to interstate clients Requires local area information for delegates Supplies information on local attractions both online and in print
Professional Conference Working on behalf of client, PCOs are treated as any other client, Organisers (PCOs) motivated by commission & ease receiving an accurate proposal of doing business delivered in a timely manner. As with clients, PCOs are offered a site visit Requires timely response to (5% customer base) to further help their understanding of event needs due to (often) strict the venue’s facilities deadlines
3.1 Marketing Personas
The key distinction between a buyer persona and a target market is the focus. On the following pages are 3 buyer personas which are fictional, generalized representations of the Joondalup Resort target market, focusing on their requirements, goals and values rather than geographics, demographics and psychographics.
Page 8 SAMANTHA JONES - EXECUTIVE PA TASK To organise the annual Leadership Summit for a mid tier mining company with both local and interstate delegates
GOALS AGE: 32 CHALLENGES GENDER: Female Samantha’s Goals: Samantha has a busy work schedule • Find venue with on-site corporate MARITAL STATUS: Single allowing her limited time to organise the golf, accommodation and team summit. building facilities. CHILDREN: None • Ensuring venue has state-of-the-art For this reason she prefers to make conference and audio visual facilities. LOCATION: Sorrento arrangements and communicate via • Ensuring all dietary requirements can email. be catered for on-site by venue. • Ensuring delegates will be With a large number of delegates comfortable and relaxed during attending, Samantha has to correlate summit. travel plans and airport pick-ups • Organise airport pick-ups for for interstate delegates and dietary interstate delegates. requirements for all delegates.
SOURCES OF INFORMATION OBJECTIONS & ROLE Media: Possible objections: • LinkedIn • Can Joondalup Resort cater for 150+ • Business magazine delegates? • Industry websites • Can Joondalup Resort cater for 63 • Blogs interstate delegates? • Is there enough parking or public COMPANY INFORMATION transport for local delegates? Influences: • Managers LOCATION: Perth CBD Role in purchase process • Peers EMPLOYEES: 200+ • Samantha is the decision maker for • Professional Associations the event. • Bloggers INDUSTRY: Mining • She is very specific about what she • Social Media Influencers wants before purchasing. BUDGET: $25,000+ • Samantha wants value for money while maintaining the service / product quality.
Page 9 PEGGY CAMPBELL - RECEPTIONIST
TASK To find a suitable venue and organise the company’s annual end of year staff Christmas Party
GOALS AGE: 38 CHALLENGES GENDER: Female Peggy’s Goals: Peggy is challenged with organising • To stay within budget. MARITAL STATUS: Widow a Christmas Party that will be seen a • To research private event vs public favourable by attendees. event with a sit down or buffet CHILDREN: 2 (11yrs & 14yrs) dinner followed by dancing. She has a relatively busy work day with • To research live bands vs DJ. LOCATION: Joondalup little time for research. • To research venues offering She has to receive and correlate RSVP’s Corporate Christmas Parties within a given time-frame in order to catering to multiple companies at confirm venue booking. one event. • To book a Christmas Party that will appeal to all (or most) staff members.
SOURCES OF INFORMATION OBJECTIONS & ROLE
Media: Possible objections: • Facebook • Can additional attendees be added • Industry Websites after booking confirmation? • Specialty Publications • Will the venue stay within budget or COMPANY INFORMATION are there ‘hidden’ costs associated Influences: with the event. • Colleagues LOCATION: Joondalup CBD • Friends Role in purchase process • Previous event organisers EMPLOYEES: 26 - 199 • Peggy is not the decision maker • Social Media Influencers INDUSTRY: Financial in the business and has to get approval from her manager to make BUDGET: $10k - $12k purchases. • Even though she is not the decision maker, Peggy can influence the purchase to a point.
Page 10 JAMES WATSON - SMALL BUSINESS OWNER TASK To organise an affordable annual end of financial year corporate golf day for major clients and their guests
GOALS AGE: 56 CHALLENGES James’ Goals: GENDER: Male James has recently moved to bigger • To increase brand loyalty amongst premises and needs to increase his his client base. MARITAL STATUS: Married customer base to keep the company viable. • To increase market reach by CHILDREN: 2 (28yrs & 31yrs) encouraging delegates to bring a He needs to be able to entertain clients on a budget, while maintaining quality and value. guest. LOCATION: Sinagra • To network with current and James is time poor and, other than potential clients in a relaxed, non invitations and RSVPs, he needs a full business environment. service venue for peace of mind.
SOURCES OF INFORMATION OBJECTIONS & ROLE Media: Possible objections: • LinkedIn • How much of James’ income can • YouTube be used on for marketing and • Industry websites entertaining? • Professional Publications • Do James’ clients have enough free COMPANY INFORMATION time to attend a weekday corporate Other: golf event? • Conferences LOCATION: Wangara EMPLOYEES: 5 - 20 Role in purchase process Influences: • James is the primary decision • Peers INDUSTRY: Printing maker in the business, however he • Professional Associations discusses all purchases with his son • Oldest son BUDGET: $5,000 prior to committing to the purchase. • He is extremely cautious when making purchases and very conscious of the price point.
Page 11 4. MARKET ORIENTATION
Although Joondalup Resort attempts to meet the needs and desires of its customers through its product mix, it is in fact not market orientated. This is highlighted in their marketing collateral and product orientation – where the focus is on establishing selling points for existing products and services as opposed to marketing the consumer experience.
5. VALUE PROPOSITION
It is Joondalup Resort’s physical environment, its unique offerings, award winning function centre and uncompromising commitment to service that allows event organisers and delegates to relax, retain focus on their event and immediately unwind afterwards. Attending an event or conference at Joondalup Resort isn’t considered work, but instead an escape from the daily grind where learning, networking, celebrating and planning become a thoroughly enjoyable retreat, leaving every individual refreshed and rejuvenated.
6. MARKET POSITION
The corporate event market in Perth, Western Australia is in crisis at the moment after a severe downturn in the economy. Up until 2012 hotel rooms and event venues were at a premium for most of the year (Acott, 2018), however due to the decline in the mining boom and increase in new hotels and venues in Perth, corporate event operators are increasingly focusing on their market positioning to gain competitive advantage.
According to Ibisworld’s latest industry research report, there are no companies with a dominant market share in the Exhibition and Conference Venue Industry within Australia (Ibisworld, 2018), however, for the most part Joondalup Resort holds a strong position within their target market in that they are perceived as unique, credible and sustainable in the mind of the average consumer.
In the 2015-16 year, Joondalup Resort secured just over $2.4m revenue from business events in their market segments (Gleeson & Ievers, 2016). Approximately 50% of corporate event business is from repeat clients, indicating not only a solid loyal customer base, but also a growth in new business, mainly based on reputation and word of mouth from current clients (Gleeson & Ievers, 2017).
Joondalup Resort’s main, and only local direct competitor offering similar services is Novotel Vines in Swan Valley, a less prestigious family friendly hotel, spa and Golf Resort, which is perceived as being a more affordable business venue than Joondalup Resort.
Indirect competitors located in Perth have localized transport with both hotel accommodation and conference facilities but lack a wide-open, resort style, green environment with on-site golf course. The leading competitor for Perth corporate venue operators being Crown Perth with 182,000 patrons attending their convention facilities in 2016, up 16% in spite of a downturn in the local economy (Crown Annual Report, 2017).
Page 12 7. COMPETITOR ANALYSIS
Supplier’s Power Barriers to Entry Competitive Rivalry Threat of Substitutes Buyer’s Power
• Suppliers have a major • Barriers to entry • Rivalry within the • The threat of substitutes • Due to the decrease in impact on delegate across the industry industry within Western within the industry is demand, buyers have rates charged by the are moderate for small Australia is high due to fairly low due to the an increased ability venue due to the cost of meeting venues. the decrease in demand inability of other types of to negotiate lower products supplied. for corporate event venues to cater for mid day delegate rates or • Barriers to entry in the venues. to large conferences and complementary venue • Suppliers have the conference and expo expos. hire with venues. ability to negotiate industry are high due • Venues are cutting the best rate between to significant financing prices to almost cost • The biggest threat to • If a service is not up to venues, especially in the required to construct as well as offering free conference venues is the buyer’s standard, corporate entertainment large buildings, along venue hire in order to the Government funded they can have an and team-building with the high cost of claim business. Business Station as adverse effect on a industry. land these are often built a more affordable venue by posting a on. substitute to privately negative review on owned venues social media or Google • It is then difficult to Reviews. build a profitable ROI on the capital investment, as the venues need to build a reputation and relationships with event hosts before they will succeed.
MICHAEL PORTER’S FIVE FORCES MODEL - EXHIBITION AND CONFERENCE VENUE INDUSTRY
Page 13 7.1 Competitor SWAT Analysis Rendezvous Hotel - SWOT Analysis
STRENGTHS WEAKNESSES
• Reputation for being an excellent • Lack of on-site parking for delegates conference venue with alternative off-site parking being at a premium and expensive. • Close to Perth CBD with ample free public transport available for day • Out of date conference audio visual COMPANY INFORMATION delegates. and WiFi equipment necessary LOCATION: Scarborough for seamless presentations during • Beach and shopping facilities in conferences. close proximity to the hotel. MAIN INDUSTRY: Hotel • Hotel complex is dated and in need CONFERENCE PRICE of modernising. POINT: $55 - $79 pp
OPPORTUNITIES CONFERENCE FACILITIES THREATS • Partnership with local businesses DINING: 2 • Downturn in local economy meaning to become venue of choice through business are spending less. special rate agreements. EVENT VENUES: 6 • New hotels being built in close • Annual live music event on the MAX CAPACITY: 240 proximity adding to the perception of beach in conjunction with the city ON-SITE PARKING: Limited the complex being dated. council. NO OF ROOMS: 103 • Multi industry conference venues, eg. • Upgrade conference audio visual Optus Stadium, Crown Hotel & Casino, and WiFi facilities across the Joondalup Resort & Country Club (Golf complex. Course), allowing for diversity when hosting conferences.
Novotel Vines Resort - SWOT Analysis
STRENGTHS WEAKNESSES
• Excellent price point for • Located away from the city with accommodation encouraging more limited access to public transport delegates to stay overnight after a conference. • On-site restaurant expensive with limited menu options. • Reputation for being an affordable, full service conference facility. • No indoor expo facilities on-site for wet season bookings • On-site spa and mini golf as entertainment for families to joining • Limited corporate golf player interstate delegates. COMPANY INFORMATION capacity as they have an 18 hole golf course. LOCATION: Swan Valley MAIN INDUSTRY: Hotel & Golf OPPORTUNITIES THREATS CONFERENCE PRICE • Partnership with local businesses POINT: $55 - $75 pp • Downturn in local economy meaning to become venue of choice through business are spending less. special rate agreements. CONFERENCE FACILITIES • Increase in newer, bigger inner city • Partnership with local and interstate venues close to public transport. sports teams to become the venue DINING: 4 of choice for golf tours / social golf • Larger venues offering cheaper EVENT VENUES: 9 while on tour. delegate rates and free venue hire. MAX CAPACITY: 300 • Host national golf tournament appealing to professional golfers. ON-SITE PARKING: Limited NO OF ROOMS: 163
Page 14 7.2 Competitive advantage
Competition is at the core of the success or failure of a business, and also determines the appropriateness of activities or services offered that can contribute to it’s bottom line and performance. The attributes that allow Joondalup Resort to outperform its competitors and give it a competitive advantage are:
1. Joondalup Resort boasts a large indoor exhibition facility enabling customers to confidently book their expo anytime during the year without having to make contingency plans in the event of bad weather. This facility is the only venue with an on-site golf course in Greater Perth that has a ground floor access and is large enough to accommodate multiple vehicles.
2. Due to a recent upgrade in technology across the Joondalup Resort complex, conference hosts, delegates and guests now have access to the latest available technology for audio visual purposes along with newly installed and configured WiFi supplying a consistently strong signal across the Resort complex with no dead spots allowing uninterrupted access to the internet for communication and wireless equipment connection.
3. Unlike it’s competitor’s 18 hole golf courses, the Joondalup Resort 27 hole golf course caters for up to 230 players per corporate golf event, the largest golf course capacity in Greater Perth alongside a high capacity function centre.
8. CAPABILITIES
Capability Description Strength
Highly experienced team of greenskeepers maintain both Award winning golf Talent the golf course and resort surrounds course
Recent upgrades to the WiFi technology and hardware in Consistent WiFi across Innovation all areas of the Resort complex the complex
Staff turnover at Joondalup Resort is low with most permanent Knowledgeable and Staff Loyalty staff exceeding 5 years employment with the Resort. dependable staff
A consistent look and feel is used across all external and Easily identifiable Consistent brand identity internal communications amongst competitors
Joondalup Resort undertake an authentic commitment to Low environmental Sustainability ethical and sustainable business practices footprint
Page 15 9. SWOT ANALYSIS
Established prestigious Lack of structure in Rebrand and relaunch Downturn in economy brand sales & marketing function centre Increased competition Ideally situated out of the Perceived as older style Build on customer and in Perth city with green spaces resort and facilities brand loyalty Loss of customer base Golf and driving range Autocratic, archaic Improve on superior facilities management team customer service Full service corporate Public transport Build on unique function destination accessibility features including green sustainable ethos
Figure 1 - SWOT Analysis overview
9.1 Strengths
1. Reputation for being unique, credible and sustainable in the mind of the average consumer which can be leveraged in marketing and sales
2. The only full service corporate function event venue with conferencing and expo facilities, team building, restaurants, pub, corporate golf and accommodation all on-site.
3. The only full service corporate function venue in Greater Perth providing conference and expo venues that have the ability to cater for up to 900 delegates in the largest venue.
4. Consistent WiFi connection strength throughout the Resort complex and extra large accommodation rooms, to facilitate consistent communication ability and wireless connectivity for all guests and delegates.
Page 16 9.2 Weaknesses
1. Due to the resignation and non replacement of the Director of Sales and Marketing, Joondalup Resort lacks structured within it’s sales and marketing abilities Due to the lack of structure and planning within the department, sales and marketing methods are out of date and are no longer effective in a digital age, resulting in a loss of potential business. A lack of structured marketing has resulted in diminished visibility within the industry by potential clients. “You can’t sell a secret”
2. Hotel and facilities, with the exception of the Lakeview Ballroom, are dated and in need of renovations. Brand elements, although steeped in tradition, are out dated. Both issues detract from the historical equity of the Resort by appearing shabby instead of traditional.
3. The Resort is run by an autocratic, archaic management team which inhibits innovation within the Resort and amongst staff.
4. Joondalup Resort’s brand equity lies with it’s reputation as a world-class golf club, supported by the prestigious member’s golf club house which is evident in their member satisfaction, sought after member’s shares and positive customer experiences, however the resort lacks the same brand equity perception with their other products such as accommodation, bistro and event facilities.
9.3 Opportunities
1. Rebrand and relaunch the Lakeview Ballroom as the Lakeview Function Centre or Joondalup Resort Function Centre. In doing this market reach for the function centre would be increased by widening it’s appeal in the corporate market, but at the same time retaining the wedding & special event market. The Lakeview Ballroom is currently perceived only as an additional ballroom within the Resort complex instead of as a complete stand-alone, state-of-the-art function centre. Rebranding the Lakeview Ballroom as a function centre will increase it’s equity to the Resort, open up new marketing opportunities and, with the right marketing strategy in place, ultimately increase the Resort’s return on investment.
2. Closure of local businesses catering to corporate clients within the City of Joondalup allows Joondalup Resort the opportunity to build on customer and brand loyalty to become the venue of choice for businesses in the area.
Page 17 3. Rebrand and relaunch Bistro 38 as a public restaurant by developing a modern brand personality incorporating new advertising, new promotions and signage, thereby revitalising the brand and breaking away from perception of only being an in-house food outlet. Rebranding Bistro 38 as a public restaurant will increase it’s market share within the local market resulting in increased equity for the Resort as well as an increased return on investment.
9.4 Threats
1. The current downturn in the local economy has resulted in less business spend on conferencing, corporate events and exhibitions.
2. New hotels opening in Greater Perth with newer, more technologically advanced conference facilities and more accommodation capacity to cater for a higher number of delegates.
10. MARKETING STRATEGY EVALUATION
The Resort puts forward superior service as their main marketing message and is a core value of the brand. This comes across strongly in their printed and online presence with the Resort’s core values easily identifiable through their marketing communications. The best marketing is quality service manifested through word of mouth.
While targeted marketing adds value and is inclusive, from a mass-marketing perspective, Joondalup Resort uses a full complement of channels where traditional marketing activities been supplemented, and in some cases replaced, by digital marketing approaches
The Joondalup Resort marketing strategy includes promoting a holistic experience, maintaining marketing consistency, understanding guests, examining website efficiency, increasing online marketing, maintaining previous guests, and creating strong industry relationships through digital and traditional channels with the primary method of developing business-based relationships being one-on-one contact.
Face-to-face selling has been reintroduced though is not as successful as consumer trade shows and print advertising in the form of newspaper advertising, magazine advertising, and brochure distribution is widely used.
Marketing Campaigns differ substantially between seasons with seasonal all-inclusive corporate product offerings shown to positively influence value perceptions among guests.
Page 18 A variety of internal marketing methods are used for cross promoting on-site corporate facilities and activities. The most popular methods include brochure stands in guest rooms, informational signs and posters, digital promotional screens near income-generating outlets, restaurant table tents, brochure racks and in-house television stations.
E-mail communication is done in three basic formats: the electronic newsletter, the follow-up or exit survey, and a marketing focused communication. Marketing emails or email blasts are typically sent out on a monthly basis. Email address are collected via sign-ups for alerts and discounts on the website, when reservations are made either online or over the telephone, through comment and feedback cards, and at various Resort outlets through loyalty cards and electronic competition sign-ups.
The current marketing strategy, although mostly effective, does not align with the strategic business plan.
Page 19 REFERENCE LIST
Acott, K. (2018) Perth hotel room glut risks jobs, businesses. Retrieved August 6, 2018, from PerthNow News web site: https://www.perthnow.com.au/business/perth-hotel-room-glut-risks- jobs-businesses/
Crown Annual Report (2017) Retrieved November 15, 2018, from https://www.crownresorts.com.au/ CrownResorts/files/4b/4b6605a0-dded-422a-9b3c-515854df365b.pdf
Economy.id (2015) Number of businesses by Industry. Retrieved November 14, 2018, from https:// economy.id.com.au/joondalup/number-of-businesses-by-industry?sEndYear=2015&IndkeyNieir= 23701&BType=400
Gleeson, D. & Ievers, D. (2016) “Joondalup Resort Business Event Venues, Market Size, ”, Western Australian Tourism Awards Submission 2017, Section 3, p21
Gleeson, D. & Ievers, D. (2017) “Joondalup Resort Business Event Venues, Tourism Excellence”, Western Australian Tourism Awards Submission 2018, Section 1, p1
Gleeson, D. & Ievers, D. (2017) “Joondalup Resort Business Event Venues, Target Market”, Western Australian Tourism Awards Submission 2018, Section 3, p19 - 20
Ibisworld (2018) Australia Market Research Report. Retrieved 18 November, 2018 from https:// www.ibisworld.com.au/industry-trends/market-research-reports/thematic-reports/exhibition- conference-centres.html
Ievers, D. (2017) “Function room capacities and maps”, Work, Stay, Celebrate, Play, Issue 2, p19
Joondalup Resort (2016) “Mission” One Page Strategy, Issue 1
Page 20