Integrated marketing communications report (High 1st)

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This report is my university submission for a 'integrated marketing communications' module. This example of my work achieved a high 1st grade.

Project brief

The overall aim is to appeal to a new customer segment to increase occupancy of Harts Hotel Nottingham by 10% in the period April 2020 to March 2021. You are a Marketing Executive and have been tasked with investigating how you can utilise Integrated Marketing Communications to reach a new segment of the market with your existing services.

You have to produce a 4000 word individual MarComms Plan, based on the SOSTAC model. You are expected to develop the integrated MarComms Plan using at least 3 of the 5 MarComms tools and demonstrate an awareness of the elements that make up these tools by discussing them and using them.

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Integrated Marketing Communications Individual Report

Executive Summary

This marketing report has been compiled with the overall aim for Harts Hotel to increase its occupancy by 10% within the April 2020 to March 2021 period.

The introduction outlines current background information about the hotel and explores the identified problem of recent low occupancy, and the reasons Hart’s has experienced it. Limitations of the report are discussed and ideas of how to mitigate these problems presented. The introduction explains why it is important for this report to be read and three marketing communication objectives are presented.

The segmentation, targeting and positioning section outlines why it is important to sector and target a specific market, and what repositioning will achieve. Two new potential market segments- one a behavioural segment and the other descriptive- are identified and justified for choice. We decided the more suitable choice for Hart’s is to target individuals with an income range between £50,000-£120,000. We reference the concentrated strategy model and explain what type of customers this segment includes and what they expect from a good hotel stay. Within internal communications, we outlined why it is an important concept and how using it can benefit the hotel in multiple ways. We selected the use of an employee networking site, as well as face to face meetings and explained their advantages that proved them as most suitable choices for Hart’s. The ladder of support model was referenced in relation to how internal communications affect employees.

The benefits of branding section uses the brand onion model in explaining how all branding concepts integrate. Many concepts are defined, explained and applied to Hart’s, including: branding as a whole, brand vision, brand values, brand promise, brand personality and brand positioning. The benefits of these concepts are additionally discussed, and this section also includes effects of branding on competitive differentiation. The brand promise model is defined and applied to Hart’s as a tool to generate positive customer feedback.

The next section involves how Hart’s can build credibility to customers and what doing so achieves. The customer value proposition concept is explained and introduces the customer value segmentation model, which is further applied to Hart’s hotel. Also, in this section, types of messages (rational and emotional) are defined, explained and applied to Hart’s hotel.

The marcomms plan introduces the communication tools selected for Hart’s- advertising, direct marketing and sales promotion. The MCs mix and marcomms selection criteria are introduced and applied throughout this section. The selection of advertising is justified, with referenced studies to support views, and the first marcomms objective is set: is ‘to increase awareness by 10% amongst individuals with an income bracket of £80,000 to £120,000, between the April 2020 and March 2021’. Billboards are chosen as the advertising form and locations to advertise them, due to their high wages: Derby, Milton Keynes, Oxford, Cambridge and Reading. More detail of the advertising plan is explained, referencing a Gantt chart and the hotel’s budget is considered.

The second communication tool of direct marketing is defined and different aspects within the concept are involved. The specific decision to email marketing is explained and the objective set: to deliver more information to customers amongst 30 – 60-year olds, within the April 2020 to March 2021 period. The targeting of customers is justified using a study by Sloan et al. (2015). Specific details of this communication form are discussed, with reference to the Gantt chart.

Sales promotions are the final communications tool, which were defined, explained and then specifically applied to Hart’s. Both aims of sales promotions were considered, before selecting ‘value adding’ as the most suitable- in the form of a loyalty scheme, in order to achieve the marcomms objective: To increase customer retention by 20% amongst customers aged between 25- 50, between May 2020 and March 2021.

Finally, methods of controlling and measuring effectiveness of these marcomm tools are outlined and each proposed method is fully costed out. A summary of recommendations brings the suggestions made together and concludes the report.

Introduction

Harts Hotel is an award winning 32-bedroom boutique hotel located in The Park, Nottingham. The hotel is owned by the Hambleton Hall organisation, which also owns a number of independent restaurants and hotels throughout the Midlands, London and Palma. Harts hotel is currently a 4-star establishment and holds a Silver AA award- accrediting it as one of the highest rated hotels in the area (Harts Nottingham, 2019). With a night costing anywhere from £130 to £279 for a weekend stay (Booking.com, 2019), Harts is one of the most expensive hotels in the area.

A report in The Nottingham Post stated that there had been a decrease in occupancy in the Hotel as a result of having to close the upstairs function room (Nottingham Post, 2019a). Some problems this report will address is that secondary research used may be limited. By the end of this report there should be a better understanding of how we aim to market, both internally and externally, in new ways to increase occupancy.

Despite branding Harts as a luxurious hotel, one problem is that their prices are deemed as too high by many customers (TripAdvisor, 2019). Value for money is the lowest rated factor on TripAdvisor, with a rating of 3.5/5 (TripAdvisor, 2019) and Trivago, at 7.7/10 (Trivago, 2019), indicating that customers don’t view the current prices fair for the services provided. The main problem highlighted through background research has been the pricing in relation to comparable substitutes; similar luxury hotels in the city of Nottingham, including Marriott, Hilton Hotel and Crusader Mezzanine.

There are a few problems/limitations within the report- firstly that data referenced is secondary, which may be less accurate than primary. However, it is still beneficial to help create a marketing plan and also doesn’t require the high cost of research. In terms of the marketing communications plan, offline advertising is more limited to performative review without specific analytics available with online- however other ideas are presented to measure effectiveness.

This report is important for Hart’s to read and implement because it offers a detailed description as to why Hart’s should target a new segment and how to do so, justifying why- with referenced concepts- at each stage.

The communication objectives set are:

- To increase awareness by 10% amongst individuals with an income bracket of £80,000 to £120,000, between the April 2020 and March 2021.

- To deliver more information to customers amongst 30 – 60-year olds, within the April 2020 to March 2021 period.

- To increase customer retention by 20% amongst customers aged between 25- 50, between May 2020 and March 2021.

Segmentation, targeting and positioning

Reasons market segmentation is important for Hart’s to engage in include increased profits, increased customer retention and better future prospects for the brand (Doyle & Stern, 2006).

The two potential target segmentations chosen are ‘business travellers’ and ‘individuals with an income range between £80,000-£120,000’. Business travellers are part of behavioural segmentation (Copley, 2014), as they focus on the relationship the individual has with the hotel. The second segment is descriptive (Copley, 2014) and focuses on demographic segmentation, in particular wealth and age (Sethna Z, Blythe J, 2019).

The first behavioural (Copley, 2014) potential segment to target is ‘business travellers’. Despite the individual staying for a short period, there may be an increased chance of repeat customers from companies repeating stays at the hotel when in Nottingham. This segment uses the hotel for attending conferences and networking with clients. Furthermore, the needs of the segment would be to have “reliable internet, power-outlets, easy-check-in, transportation information and a work area” (Trivago Business Blog, 2019).

The second, descriptive potential segment targeted are ‘individuals with an income range between £50,000-£120,000’- a demographic segmentation of wealth and age (Copley, 2014). In comparison to business travellers, individuals with a £80,000-£120,000 income may stay at the hotel for longer periods of time for leisure purposes like attending events, dining at the restaurant and visiting attractions (Tripadvisor, 2019). These guests would expect excellent customer and room service, dining facilities and well-trained employees (SGEi, 2018). The hotel would be an attractive option to this segment due to its’ USP of being a countryside-like retreat close to the city centre- “A unique refuge from the chaos of the bustling city centre” (Tripadvisor, 2019). This is a differentiating factor to many competitors, such as Premier Inn, with its’ most central location on a busy street opposite a university (Google Maps, 2019).

The specific target segment we selected to use through concentrated strategy (Appendix 1) are the £80,000-£120,000 income individuals. These are consumers who are likely to have a higher budget to stay in higher-end rooms and dine in the restaurant. Rather than treating the hotel as a hub to simply sleep and eat, as business individuals may, customers using the hotel as a leisure experience are a more suitable market and will appreciate Hart’s beauty more- including their “secluded garden with stunning views” (Hart’s, 2019). These guests are likely to typically spend more and stay for longer, in comparison to business travellers who may stay for the bare minimum required by their company.

“Repositioning involves changing the target markets, the differential advantage, or both” (Fahy & Jobber, 2015). The position we want to set is to be the first-choice hotel for luxury, which will be aided by repositioning one of the segmented target markets. The message that would need to be communicated to differentiate Hart’s from competitors is its’ focus on a ‘customer-first’ attitude and to draw attention to their tranquil location and gardens (Hart’s, 2019).

Internal Communications

Focusing effort on internal communications is vital in keeping all staff and stakeholders up to date with brand objectives and initiatives and by sustaining motivation, as Olins (2004) suggests that service brands have to spend at least 50% more time influencing their own employees. Employees fall under the category of internal stakeholders and are the largest sector of stakeholders, meaning it is vital they're briefed with changes in brand aims which is, in this case, to increase occupancy within a new customer segment.

We have selected to use the employee networking site Yamma to primarily communicate within the organisation and advertise targets internally. This will be the most effective tool because, with the hotel operates 24/7, it means that some staff will rarely see each-other face-to-face: for example, a manager with day shifts may not frequently come into contact with evening managers, for example whoever is managing room service. Therefore, an online interface allows them to communicate easily and directly- rather than messages or issues being passed through other members of staff or being put on hold until they arrange a meeting.

Other advantages of Yamma include the site providing a hub to inform and educate staff, such as reminding employees to act accordingly to key objectives- for example, specifically encouraging 25-40 year olds to sign up to the mail list, in order to raise awareness in this demographic and achieve the new marketing objective and overall objective.

Another appropriate form of internal communications would be face to face meetings, a form of personal selling, which will be used to persuade staff to help meet set objectives. With Harts being a small-scale hotel, face to face meetings with different departments can be effective in delivering objective aims, due to its personal, articulated manner- as opposed to an email that may be ignored. This tool may achieve increased motivation, as it can help employees feel more involved and valued within the company, which may increase productivity levels and overall company success. Face to face meetings may increase motivation and are likely to see progress in the ladder of support (Jobber, 2010) from acceptance to commitment (see Appendix 1), due to employees feeling valued and influential to company success.

The Benefits of Branding

A brand is “A name, term, sign, symbol or design, or a combination of them, intended to identify the goods or services of one seller or group of sellers and to differentiate them from those of competitors” (American Marketing Association, (1960) in Fill & Turnbull, 2016:291). Making Harts hotel as a successful brand will involve four concepts: brand vison, brand values, brand personality and brand image which are illustrated in the ‘Brand Onion’ concept (Appendix 3).

The middle of the ‘onion’, in red, contains the brand’s internal identity for employees to use as guidance in building the brand and the outer area relates to the external brand, as seen by customers. The core of the ‘onion’ contains the vision and is what Harts hotel stands for to stakeholders. Brand values is the other internal concept and should influence every communication between Harts and their stakeholders, in order to be beneficial in achieving its vision.

A brand’s promise involves the emotional and rational benefits that customers obtain from the product/service. Brand promises are highly beneficial internally to organisations: a statement supported by a study from Samiei Nasr et al. (2014). Their assessment results concluded that “management’s tendency and employees’ motivation were positively and significantly associated with fulfilment of brand promise.” (Karvandi, 2016:558).

Brand personality, presented as an external factor in Appendix 3, is “the set of human characteristics associated with a brand” (Aaker, 1997:347). This concept is about people building relationships with a brand (Blackston, 2000), enforced by marketing tools such as personal selling and advertisement. Harts hotel states that “every guest is treated as an individual - not a room number” (Hart’s Hotel & Kitchen, 2019). This is an example of how they currently use brand personality to attract customers; by applying the human trait of ‘treating guests as an individual’, to their brand.

Brand positioning is “based on the assumption that consumers have limited mind space for commercial messages and that the most successful brands hence are the ones able to position themselves in the minds of consumers” (Heding, Knudtzen & Bjerre, 2009: 14). Positioning relates to many other influences than just the customers: “with stakeholders, competitors, regulators, suppliers, legislators, and the public.” (Wheeler, 2018). Harts’ website currently repeats the word ‘luxury’ a lot, an example of brand positioning encouraging the reader to connote the brand with this quality. However, as Harts is a smaller, lesser well-known brand, they must focus more effort on advertising to “position themselves in the minds of consumers” (Heding, Knudtzen & Bjerre, 2009: 14).

Increasing brand awareness using advertising, one of the marcomms tools we will implement, is particularly effective within brand positioning- a statement supported by Fahy & Jobber: “Repetition means that a brand positioning concept can be effectively communicated” (Fahy & Jobber, 2015). This will benefit Harts’ competitive differentiation; establishing themselves as one of the first brands a customer thinks of regarding hotels is a huge advantage against competitors.

Appendix 5 illustrates how marketing communications should evenly value brand awareness (promise), attitudes towards the brand (positioning) and brand response (performance). In order for Hart’s to follow this model, they should consistently meet or exceed customer expectations set by the brand promise- for example providing the luxury stay the hotel advertises- to generate positive customer feedback. The model shows that these integrated concepts will work more effectively when used together than when 100% of marketing effort is inputted into just one.

Building credibility

A customer value proposition is “a clear statement of the differential benefits offered by a product or service.” (Fahy & Jobber, 2015), which delivers some form of value to a customer group and also generates profit. A clearly defined customer value proposition is one reason customers return to companies (Fahy & Jobber, 2015), which would be beneficial towards Hart’s communication objective of increasing customer retention by 20%, and thus the primary objective. Valued customers can be segmented using the model in Appendix 2: displaying MVC as the smallest segmentation group, MGC as average and BZC the largest. MVCs for Hart’s would be calculated through analysing recency and frequency of visits, as well as monetary value spent. MVC should be targeted by Hart’s with more value, a concept recognised and integrated into the loyalty scheme proposed later in the report.

Hart’s current customer value proposition focuses primarily on luxury and good quality (Hart’s, 2019)- within both tangible hotel rooms and intangible service from staff (“The Hart’s team aim to deliver the warmest welcome and unobtrusive professional service in all departments.” (Hart’s, 2019). If Hart’s can deliver the value promised, they position themselves as more respectable in the consumer’s mind and results in better brand performance (Appendix 4)- in this case, increased occupancy.

Types of messages can be utilised in different ways by marketers; however, some are more suitable for specific occasions than others (Copley, 2014). “At the broadest level, appeals are broken down into two categories- rational/informational and emotional.” (Copley, 2014). Brands advertising rationally tend to emphasise features, benefits and facts and position themselves as the best option on the market. On the other hand, emotional appeals, often referred to as the ‘soft sell’, include techniques such as fear, humour and sex (Copley, 2014).

Hart’s evidence these concepts: as rational appeals they use logical, tangible reasons, such as highlighting the hotel’s close proximity to the city and their private car park & garden, exclusive to customers (Harts, 2019). Hart’s rational promotion focuses on persuading potential customers as to why their brand is statistically and realistically the best option, in terms of reaping the best service and experience for the price paid. The use of emotional persuasion is evident in the statement: “Enjoy our relaxed and intimate setting and take delight in the occasion whilst our team look after you.” (Harts, 2019). Rather than promoting physical aspects, they are selling an intangible atmosphere or experience, emphasising the hotel’s value of customer comfort and the staff’s attentiveness.

MarComms Plan

Harts hotel will communicate with the new targeting segment through advertising, direct marketing and sales promotion, as they’re the most suitable options for the new market to help achieve both communication objectives, explained further on. Appendix 4 evaluates key criteria for tools of the marcomms mix and will be applied in justification as to why the chosen tools are the most suitable to help achieve the objectives. Communication integration within tools will be achieved by applying the marcomms mix (Appendix 5).

Advertising

Advertising is “good for awareness building because it can reach a wide audience quickly” (Fahy & Jobber, 2015). Our selected element is outdoor advertising, in the media form of printed billboards. A 2018 report revealed that 84% of those researched paid attention to outdoor advertising (PressOn, 2019) and another source estimated that customers who are exposed to out-of-home advertising are 17% more likely to engage with brands (Inman, 2019). Using billboards in central locations will encourage a large passing audience and organisations have a ‘medium’ level of control over this tool (Fill, 2013: Appendix 4). The communications objective this marketing form will aim to achieve is ‘to increase awareness by 10% amongst individuals with an income bracket of £80,000 to £120,000, between the April 2020 and March 2021’.

The selected locations chosen to advertise billboards within city centres are:

- Derby

- Milton Keynes

- Oxford

- Cambridge

- Reading

Figure 2: UK towns and cities with highest wages (BBC News, 2018)

In two out of the five selected locations, two billboards will be used to advertise Hart’s- in both Derby and Milton Keynes, as they are home to the 14th and 15th largest shopping centres in the UK (en.wikipedia.org, 2019) and may be more competitive to advertise.

These locations have been demographic-segmented (Copley, 2014), as they are included in the towns/cities with highest wages (BBC News, 2018). They are also partially geographic-segmented (Copley, 2014), due to their relative proximity to Nottingham. Targeting specifically affluent areas helps achieve the objective to increase awareness among people with an income between £80,000-£120,000.

We will advertise informationally and emotionally via print (Appendix 8) to portray Hart’s brand promise of luxury to position the hotel as a more suitable choice to customers and eliciting the response of higher hotel occupancy (as illustrated by Appendix 3). A model example of the billboard design displaying the hotel is shown in Appendix 6. We plan to use 48 sheet outdoor standard billboards 3 times for 90-day periods, within April 2020- March 2021- a long term option justified by the statement: “six-monthly or annual agreements are more suited to improving brand awareness levels.” (Inman, 2019). By advertising for a total of 9 months, we believe this is the most viable method for achieving the objective of increasing brand awareness by 10%, and also the overall aim of increasing occupancy by 10%. 48 sheets are fairly large and a lot cheaper than 96 sheets (Inman, 2019)- making it an ideal option for Hart’s budget.

Appendix 8: Example Hart’s Hotel Billboard design

Direct marketing

The second marcomms tool we plan to use is direct marketing: “the distribution of products [or services], information and promotional benefits to consumers […] through digital technologies” (Fahy & Jobber, 2015). Direct marketing can be used as a complimentary tool, primary differentiator, sales channel or brand vehicle. We will use direct marketing as a complementary tool and aim to achieve tasks of ‘persuading’ and ‘reinforcement’, as highlighted in Appendix 4. Informational and emotional messages will by conveyed through direct marketing via the internet in integration (Appendix 5).

Hart’s would use email marketing to achieve the communications objective: ‘to deliver more information to customers amongst 30 – 60-year olds, within the April 2020 to March 2021 period’. As the hotel already collects customers emails as part of the standard check-in process, they have a high level of dispersion- enforced by Appendix 4. To inform new potential customers about Hart’s hotel we recommend mailing list records from agencies e.g. SendInBlue (Get.sendinblue.com, 2019).

For Hart’s, we believe email marketing is a more suitable choice of online communication than social media marketing, which is expensive- “Even if you do not pay outright for ads, a brand may still have to pay more to create really good social media content that gets noticed” (Holloman: Palmer, 2014). Engaging in social media advertising would risk Hart’s fairly limited budget being exhausted on creating noticeable content and hiring ad space- leaving little to invest in other marcomm tools and limiting integration. Email marketing is, however, significantly less expensive than advertising (Appendix 4) and is more noticeable due to personal delivery. Secondly, the objective target audience is 30-60 and social media isn’t as widely used by older generations- an assumption supported by a study from Sloan et al. (Holloman: Palmer, 2014) which found that, from accounts that stated their age, 93.9% of Twitter users are age 35 or younger, as displayed in Figure 3.

Figure 3: Sloan et al. 2015

We plan to send out 6 emails per year to customers and 4000 mailing list contacts, which will consist of rationally and emotionally persuasive messages and offers. This form of communication will convey similar messages of Hart’s providing a luxury experience as the other tools, to sustain brand continuity. These emails will support the marketing objective by aiming to increase awareness of services, as well as persuading customers and reinforcing brand promises- helping achieve the overall objective of increasing occupancy.

Sales Promotions

Our third marcomms tool we chose to use are sales promotions via the internet, to convey messages of emotion (Appendix 5)- that we value our loyal customers. Sales promotions are “incentives to consumers […] that are designed to stimulate purchase (competitions, special offers).” (Fahy & Jobber, 2015). Information collected through loyalty schemes are also an effective means of collecting customer data to implement within future marketing strategy (Hofman-Kohlmeyer, 2016). Sales promotions can either be value-increasing or value-adding- explained in Appendix 7. We have selected a value-adding approach, as rather than looking for a fast spike in occupancy, with a longer objective period of 12 months, this will add longer-term value, which is more viable for Hart’s (Fill & Turnbull, 2016).

The loyalty program scheme, an accumulated value concept (Fill & Turnbull, 2016), will act as an indirect method of increasing hotel occupancy by focusing on persuading customers (Appendix 4) and developing trust in the brand- as “it is known that there is a positive relationship between customer loyalty and profitability.” (Hofman-Kohlmeyer, 2016). Statistical data obtained by Tahal (2014) supports this view- he found that loyalty programs generated 95% more repeated purchases and an increase of 95% brand awareness (Hofman-Kohlmeyer, 2016). It will also act as a competitive advantage, as a customer is likely to choose a hotel with additional benefits than those which don’t.

We plan to implement an online customer loyalty scheme for Hart’s hotel- aimed at customers who use the hotel or restaurant. Types of rewards on offer would include a room upgrade, afternoon tea at the restaurant, an extra night stay and a weekend stay- increasing in value as individuals progress. This marcomm tool will use the media of print, in reference to Appendix 4, to advertise this scheme throughout the hotel using posters and displays.

The Gantt chart (Appendix 10) shows the timeline of proposed activity from April 2020 to March 2021 and illustrates how communications are dispersed throughout the year, to sustain consistent marketing efforts throughout the objective period.

Control

Figure 3: Budget costing sheet of proposed activity

The total amount required to implement the marketing communications suggested is £53,125- an amount justified due to marcomms recommended correlating increased sales (supported by research), and thus, occupancy.

Figure 4: Budget implementation sheet

Note: Some aspects of the table have been omitted to avoid repetition.

Summary of recommendations

This marcomms plan has integrated three communication methods in Hart’s effort to increase occupancy by 10% by April 2021. Three marketing tools were analysed in depth and justified as the best options for Hart’s to achieve the marketing objective. They each increase levels of integration individually, and also interplay effectively together- advertising consistent brand promises and increasing customer value proposition.

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Appendices