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Canvas Business Model and Strategy Tools
Canvas Business Model and Strategy Tools
USEFUL TOOLS TO DRAFT AN EFFICENT BUSINESS PLAN
THE BUSINESS MODEL CANVAS
The Business Model CANVAS is a business model that explains how a company works, manufactures, supplies and becomes more valuable. It identifies the elements which are part of the company: actors, market and relationships. The Business Model Canvas, invented by Alexander Osterwalder, is one of the most used models.
Key elements of the Business Model Canvas:
CUSTOMERS
It identifies customers, divided into groups according to needs, interests,kind of relationships, profit and distribution channels;
It allows to understand customer needs, divide them into classes, understand what they would pay and turnover potentiality;
VALUE PROPOSITIONS
It describes the collection of products and services a company offers to meet the needs of its customers. It identifies the value, divided into classes and linked to customers;
CHANNELS
It is the mean that the company uses to deliver its value to customers. For example trade, communication etc…It identifies channels, the purchase experience and the purchase life cycle;
CUSTOMER RELATIONSHIPS
It is the process by which the company attracts customers and preserve them in the future.
It helps to understand the process efficiency, the company’s image and the customer experience;
REVENUE STREAMS
The way a company makes income from each customer, divided into classes and values.
It is composed of: what customers pay, how do they pay and price analysis;
KEY RESOURCES
Material and non-material resources necessary for a company in order to create value for customers.
It allows a resources assessment in accordance with value offered to a customer;
KEY ACTIVITIES
Activities made by a company in order to produce value for customers, for example goods, production etc…It allows to underline the activities in accordance with the offered value;
PARTNER NETWORK
Strategic alliances, co-operations, suppliers. All those co-operations that produce value for customers. They increase value, decreasing costs and risks.
COSTS
Finances used by a company in order to create value, through activities, people and partnerships. Creating a list of fixed and variable costs, divided into categories;
The Business Model Canvas is a very efficient system that contains key elements of business. It is composed of these 9 elements linked together.
What is the difference between Business Plan and Business Model?
The Business Plan analyses what, how long and money needed to start a The Business Model.
CONCEPTUAL MAPS
A conceptual map is a diagram which graphically represents words, ideas and activities developed around a key concept.
While making a Business Plan is fundamental to create a mind or conceptual map in order to have a 360° vision of the project.
In this way it is possible to take under control the key elements of your start-up: finance, marketing, team, technology, etc…
Organise and write a good mind map is the first step to have a successful Business Plan.
STRATEGY TOOLS
SWOT ANALYSIS (Strengths, Weaknesses, Opportunities, Threats)
Strengths: Which are the excellences and the advantages of your company? Which are your highest quality products? Which are the unique or low price resources you can have access to? Which elements are perceived as your strengths by market actors you work with?
Weakness: What could you improve? What could you avoid? Which elements are seen as your weakness by people or by the external environment? Which are the reasons of your losses? What competitors do better than you?
Opportunities: Which are the best opportunities for your business? Which are the trends you want to pay attention to? Which technological or market changes could be useful to your business? Which policies could be interesting for your business? Which local events could be positive for you?
Threats: Which could be your obstacles? What are your competitors doing? How market demands are changing? Which technological changes of the market could affect your product? Do you have a negative cash-flow or a complex debt situation? Which one of your weakness could represent a threat? Which local policies could affect you?
PEST ANALYSIS (Political Economic Socio-Cultural, Technological)
Politics: Government typology and stability, freedom of the press and of speech, laws and bureaucracy, scale of corruption, labour market and legislation, political changes expected;
Economy: Status of the business cycle, expected growth, inflation level, interest rates, distribution of the income, economic changes expected;
Socio-cultural: : population growth, age, health, education, social mobility, press, public opinion, attitudes and life styles, socio-cultural changes;
Technology: Impact of technologies, internet, research and development activities, technology transfer, socio-cultural changes expected.
ANSOFF MATRIX
Market development:
Target: New markets and market areas;
Activities: Increase quantities sold to different customers;
How: Aim for different markets (domestic and foreign), using different kind of sales (online, direct sales, sale to groups different from regular customers, according to customer age and sex) ;
Market penetration:
Target: Market concerned;
Activities: Increase quantities sold to your customers;
How: Foster market sales with advertisements, increase your customers or products sold, create a customer loyalty plan, promotional prices and initiatives, buy a competitive company established in developed countries.
Diversification:
Target: Enter different markets with different customers;
Activities: Sold different products or services to different customers;
How: Pay attention to chose the right places to use the existing know-how, move toward niche economies.
Product development:
Target: Market concerned;
Activities: Sell more products to your customers;
How: Make different varieties of the same product or pack the product with different forms, develop linked products and services, improve the “time to market” or the perceived customer service quality.
COST LEADERSHIP
Increase profits, decreasing costs, maintaining prices on market average, increase the market share through more competitive prices. In order to maintain cost leadership it is important to:
- have own funds to invest in technology which will cut costs;
- have a very efficient logistics;
- have a low cost structure (labour, machinery, materials)
- have a sustainable austerity policy;
- cut supply costs of products and services;
An efficient way to do it? The Kaizen philosophy of “continuous improvement”
Porter’s five forces analysis
DIFFERENTIATION
Create more attractive products and services, different from competitors. How to obtain it?
It depends on sectors, the nature of the products and services. It depends on how customers perceive the brand value. In order to have a successful differentiation strategy, the main elements are:
- Ongoing research and development and innovation;
- Supply high quality products
- Efficient sales and marketing: market has to understand the differentiation advantages.
In order to have a successful differentiation strategy it is important to develop new products quickly.
FOCUS STRATEGIES
Pay attention to niche market, understanding the dynamics of the specific market, customer needs, developing customised products at the lowest price.
Aim to a strong customer loyalty to the brand, this makes that market sector less attractive for competitors. How to obtain it? Offering “something more” cutting costs (for example with specialised suppliers) or being different from competitors through a deep comprehension of customer needs.
BUDGETING
Budget has been for decades a management tool, with two different meanings:
- Economic and financial planning system, in order to evaluate needs of resources and arrange for a rational assignment of the different organisation parts.
- Relationships regulation between company people, in order to guide individual behaviours to common goals.
Its structure is a function of the company management and its degree of complexity.
FOR FURTHER INFORMATION ABOUT THE BUSINESS MODEL CANVAS / BUSINESS PLAN OR FOR A FREE CONSULTATION WRITE A QUESTION IN SECTION , AN EXPERT WILL ANSWER OR SEND US AN E-MAIL AT THE LINK BELOW
Business Plan in Export and Foreign Direct Investment FDI
DEVELOP ABROAD: REASONS FOR THE INTERNATIONALISATION
- survive;
- reach the best dimension;
- optimise investments;
- support competition;
- find new places.
INTERNATIONALISATION OPPORTUNITIES
- There are always fewer customs barriers;
- Consumption tends to be global;
- People are always more interested in the “Made in Italy”;
-There are new emerging countries which will be possible customers.
INTERNATIONALISATION RISKS
- Financial risks for the company;
- New competitors;
- Company process become more complex;
- Domestic market may be overlooked transferring resources
- The personnel doesn’t always perceive positively the change.
WHICH IS THE PURPOSE OF THE EXPORT BUSINESS PLAN OR FDI?
The key points while drafting a Business Plan are geographical market analysis, trends, competition, targets, substitute goods, partners, pricing, suppliers, financial analysis, a study on fixed and variable costs, a team, technologies. In order to draft an efficient Business Plan it is important to start with a Business Model.
It is useful for the domestic market, to support and guide the company activities such as export activities or FDI ( open new factories and transfer there the company processes, create a joint venture, establish new agreements with suppliers on behalf of third party).
REASONS WHY A BUSINESS PLAN IS USEFUL
In activities such as export, international operational marketing, internationalisation the focus is on:
- how to enter a foreign market;
- supply;
- development steps
The internationalisation process is less taken into consideration:
- check carefully the situation of the company;
- imagine different situations;
- check the resources at disposal and the achievable goals.
Internationalisation is important for commercial functions and:
- for organisation because it requires new roles in the company, new competences for human resources, movements, skills for distance relationships;
- for production, because of the increasing amount and new productions;
- for financial resources management, whose needs could quickly increase;
- for logistics, in order to supply different territories.
IT REQUIRES TO ALLOCATE RESOURCES FOR DIFFERENT GOALS IN PARTICULAR:
- financial resources;
- human resources;
- time;
- technical resources.
BUSINESS PLAN AS STRATEGIC AND OPERATIVE PLANNING SYSTEM:
- to define vision and business goals;
- understand the external environment of the company;
- analyse if the project is financially and economically possible;
- planning the operative strategy;
- use budgeting and deviation analysis in order to control results;
- define the organisational set-up;
- accede to financial funds.
BUSINESS PLAN TO SUBMIT A PROJECT BUT ALSO AS MANAGEMENT TOOL:
» Internal function: Economic and financial feasibility plan; in case of a potentiality evaluation for an investment project (for a start-up) or to support the current business management (for going concerns). Measuring the financial and economical sustainability of the business, guiding the implementation of the company operative plan, stimulating contribution and the mission acceptance by the personnel.
» External function: : submission scheme (asking for funds too) and project development, “external” because it is referred to people who didn’t follow the plan in order to evaluate it.
» Operative plan
The business plan is used for the following business activities:
- investment feasibility;
- ask for funds;
- market analysis (supply and demand);
- evaluate a company;
- strategic planning;
- budgeting;
- operative planning.
HOW TO CREATE A BUSINESS PLAN
- essential and simple style;
- few graphics and charts;
- attach documents which widely explain different aspects (generally technical);
- direct participation of the entrepreneur, managers, or board of directors;
- write truthful information, accurate and useful.
BUSINESS PLAN STRUCTURE
Descriptive section: explain the aim of the project and its nature, business vision, market analysis and competition, description of goods and and services offered, strategic and operative plan of the investment;
Economic and financial section: : evaluation projections, that are output esteemed and financial results of the project, the return of the capital invested, both for project promoters and financiers.
In detail:
INTRODUCTION AND MISSION : Describes goals fixed following study data. It is based on the business statement, which are goals and nature of the company. It contains supply advantages, target customers, pricing policy adopted.
BUSINESS DESCRIPTION : Describes the field where the company works or will work and how it wants to settle in the market in terms of supply and competitive position. It considers the following aspects: company analysis, goods analysis, market analysis, sector analysis and company strategies.
COMPANY ANALYSIS: If it is a going concern, it is important to describe its history, write about its establishment year, ownership structure (during the years), business entity, acquired competences, usual activity, etc…extraordinary events (transfers, board of directors changes) in the company, and if the company is part of an industrial or financial group.
MARKETING MANAGEMENT : how to increase your value for customers, analysis, decisions and relations between three fundamental steps:
GOODS ANALYSIS AND MARKETING: Describes the offer behind the business idea, linking goods and services to their target.
It is important to consider the offer as an instrument to satisfy market needs, avoid considering your offer suitable for everyone, interesting for many consumers with different characteristics and needs.
Proceed with the segmentation of the demand, analyse suitable consumers, identify useful parameters in order to analyse their needs and reasons to purchase.
The following levels are taken into consideration for consumer goods:
- socio-demographic : age, sex, revenue, geographical position, etc..;
- psychographic : needs, purchase reasons, values;
- aimed benefits : product benefits perceived by the consumer;
- behavioural : purchase behaviour of different consumers groups.
Study how your offer is able to satisfy market expectations (demand) and who it is oriented to (target). Linking goods and services to a specific consumers segment, it is possible to identify business units, in order to divide business activities.
However, to be efficient it is fundamental to have important business activities, with economic dimensions that justify the business focus. They must be accessible, easy to reach (economically) by the company.
SECTOR ANALYSIS : it is focused on the offer characteristics, namely, competitors, distribution channels structure and supply market. The analysis has to be carried out both in an historical and prospective basis: indeed study the evolution of the offer (related to demand) provides useful information about the competitive scenarios expected.
First of all it is important to ask yourself in which sector you are working or you are going to work on, in order to understand its life cycle. Indeed sectors have different life cycles such as: launch, development, maturity and decline. Each step needs different competitive logics.
Moreover it is important to carry out a study on business positioning, using:
- analysis variables divide the structure of the offer (specialisation, commercial brand, vertical integration, etc…);
- a matrix (technology pervasiveness, commercial value) which clarify the impact of new technologies on existing players and competitiveness problems.
MATRIX
Technology pervasiveness : production, logistics, marketing, trade;
Commercial value: purchase reasons, trust, offer characteristics;
After having analysed structure and characteristic of the sector, it is important to analyse competitors, dividing them according to their proximity to target market:
- direct and indirect competitors , whether they aim to satisfy needs similar or different from the target;
- primary or secondary direct competitors …classified according to their proximity to user market;
- inter-channel or intra-channel competitors , players focused on concrete or digital activities.
In order to complete the analysis, it is important to focus on supply and target markets, studying structure and characteristic of suppliers and then distribution channels.
At this step it is possible to draft competitive maps , choosing suitable classification variables, in order to identify competitors strategy market characteristics.
In this way the company can verify suitability and efficiency of a strategy in addition to latent markets opportunities.
EVALUATION TOOLS FOR CORPORATE FINANCE : the corporate finance goal is to provide the business decision maker tools for an efficient planning of business financial resources.
IN BIRIEF, THE BUSINESS PLAN WILL INCLUDE A SYNTHETIC DESCRIPTION OF THE FOLLOWING CHAPTERS:
- business mission and strategic orientation;
- needs analysis;
- market segmentation;
- potential market quantification;
- analysis of competitors;
- goods and services description;
- marketing policy;
- productive process description;
- internal organisation;
- external coalitions and co-operations;
- authorisations and registrations;
- business entity choice;
- headquarter location and characteristics;
- economic and financial plans, synthetic information of basis hypothesis:
- forecasted income statement ( 3 years);
- balance sheet and planned investments identification;
- financial budget, identifying financial requirements and its collaterals.
FUNDAMENTAL STEPS WHILE DRAFTING A BUSINESS PLAN:
Index
It has to be clear, synthetic, it has to include the following parts:
Summary
- company goals;
- mission;
- key success factors.
General and legal information
- information about how the property is divided, company shares distribution;
- information about company history (for existing companies)
- information about company location, existence and subsidiary companies.
Goods and Services
- goods and services description from the consumer point of view;
- competitors description form the consumer point of view;
- sales trends data of a specific sector;
- first materials supply modalities;
- criticality and opportunities of goods and services and potential evolutions.
Market analysis
- aim to a market segmentation;
- describe the strategy chose for the target market;
- identify market needs and trends, and evaluate its growth rate;
- analyse the production chain, its structure and main actors;
- analyse supply methods of the sector;
- identify main competitors.
Market analysis strategy and implementation
- business values identification;
- writing general strategy, tactics for specific problems, process new steps and action plans;
- define your competitive advantage;
- set a marketing strategy and how you want to position in the market, set a price policy, goods promotion, set a distribution channel and sale strategy;
- evaluate the possibility of operative and strategic alliances;
- identify the main steps of business development.
Legal aspects and project participants
- clear identification of organisational structure, managers, how to improve lacks of knowledge;
- quantify the involved personnel, tasks and responsibilities.
Financial plan
- describe hypothesis underlying the financial plan;
- financial break-even analysis;
- analysis of profits and losses expected on a changing temporary horizon with respect to the business plan goals;
- cash flows analysis on the long term;
- draft a forecast balance;
Plan
- financial break-even;
- profit and losses expected;
- cash flows expected;
- other specific plans.
Ideally, the document drafted has to be 40/50 pages long and you have to be able to present it through an Executive Summary in a power point file no longer than 15 slides.
FOR FURTHER INFORMATION ABOUT TO THE BUSINESS PLAN OR FOR A FREE CONSULTATION, WRITE A QUESTION IN SECTION, THE EXPERT WILL ANSWER OR CONTACT US VIA E-MAIL IN THE LINK BELOW
Crisis Management
Crisis Management
CRISIS MANAGEMENT AND HUMANITARIAN DEVELOPMENT
INSTANT SUPPORT TO THE HUMANITARIAN RESPONSE
The service has been thought for International Organizations, Government Organizations, Agencies and NGOs: – Assistance in the design of the interventions; – Identification of a KIT for the people’s training in case of emergency; – Expert organization, such as team leader, coordinator, nutritional experts, WatSan/WASH, medical staff, health panel and logistic personnel; – Management of the logistic services to conduct an emergency operation; – Correct setting of the Humanitarian Security; – Negotiation and mediation for the conclusion of agreements; – Analysis of the openings of the country; – Back rear, ask office services; – Training, simulation and distance learning; – Analysis and strategic consultancy, reinforcement of the organizational structure; – Fundraiser and scouting;
PROTECTION AND CIVIL DEFENSE
FORECAST, PREVENT, RESPOND TO AN EMERGENCY, SUPPORT IN THE RECONSTRUCTION
- Implementation of the monitoring systems of the areas in emergency; – Emergence plans and civil protection for an entire community or an organization; – Analysis and finalizing of plans of preventions, according to the level of real risks; – Making plans and prevision of potential disaster; – Recruiting of specialist in cases of emergency: field leaders, disaster manager, logistic experts, department head; – Assistance in the process of creation groups of volunteers who help the emergency experts; – Training activities (coordination, planning, report and monitoring, logistic, Incident Command System, administration in case of emergency); – Exercises, simulations and role playing.
SERVICES FOR THE PA
- Professional education of the civil protection and training of the staff of the operations centre; – Recruiting and setup of the volunteers, promotions activities, training off the job and on the job, organization of the operating area; – Scouting for the action and for the tools used during the trainings; – Support and edit of an contingency plan / civil protection; – Thematic technical seminars;
EVENTS
- Management and web communication, development of ad hoc computer system;
TRASVERSAL SUPPORT SERVICES
- Planning, strategy and analysis; – Project Management; – Logistic services and procurement strategy; – Interpreters and translators.
FOR ASSISTANCE AND PROMPT SUPPORT
IN CASE OF DISASTER AND HUMANITARIAN CRISIS
CALL THE NUMBER FOR THE EMERGENCIES : 24 hours +39 348 38 54 743 In maximum 18 hours the Crisis Response Team leave for every destination BEACON OPERATING OFFICES: Via Mac Mahon 78, Milan, Italy
Specialist Advice on Hotels
How tourism has changed?
The economic crisis has emphasized the profound changes already happening in the tourist market, a sector in constant evolution in distributing and widespreading the tourist product.
About 85% of the world tourist users (business, leisure or other), looks for information on the reputation of hotels for the destination on the web, and 60% ends the reservation of the trip on line.
Most of all after the start of the mobile, the potentiality of the web, take for the tourist sector a big importance, in the exponential growth of the sales, allowing to reach infinite targets of customers and of markets at reasonable, flexible costs, and in real time.
What are the most evident evolutions?
The rapid transformation of the touristic demand concerns most of all the growth of its complexity. In mature markets, the communication in real time has led to instantaneous purchases, asking operators a higher flexibility in the answer times, pulling down the space-time limits.
The use of the web, has led to pulling down the times of execution of the requests, multiplying the sales channels and the visibility. It is therefore fundamental a correct management of the “WEB REPUTATION”, qualifying one’s own communication online supplying information of viral type and of sharing on the social canals.
In a market therefore at high competitiveness as that of tourism, in which there is a high perishability of the product, for example the hotel room if it is not occupied in time, knowing how to manage costs and quality of the offer, dynamic rating and politics of marketing on the web, are fundamental elements to enhance the profitability of the tourist enterprise.
What are the solutions to follow change and not to suffer it?
It is necessary to become an efficient organisation, with high quality standards, a constant quality of the services offered, and to satisfy the expectations of the guest since the first impact.
Since this tendency is in rapid growth, the solution is necessarily to evolve to seize new opportunities and markets, through elements of innovation, adjusting one’s own communication online, on the different targets of customers, optimizing the redditivity of the hotel. The web allows to create a very fast and direct interaction between the demand and the offer trough multicanal and innovative logics.
What includes all this?
The opening of new markets with their specificities and peculiarities, involves factors to customize and diversify the service.
Why not forget the Cross Culture?
The accurate study of habits and cultures, allows to take care of the “DETAILS OF THE SERVICE”, in a way to be in line with different traditions respecting specific needs; all this “makes the difference” in the perceived of the CUSTOMER.
Also an overall view of the land, through the unique characteristics; the gastronomic, naturalistic, artistic and cultural offer, become all elements for a product politics, for an effective hospitality and for a correct reference for the markets.
Why are our Solutions different?
Our solutions are flexible and dynamic, they allow us to:
- help the hotel to create a product that improves the hotel characteristics and of the land in which it is inserted, compared with the request;
- operate the integrated commercial development through the planning of strategies of marketing mix and the management of the sales channels;
- through advanced instrumentations of analysis of the demand and the application of dynamic tarifs as lever stimulus of the market.
What is the value added of our Expertise?
Over the last 15 years, our attention has concentrated on the technologic evolution applied to hospitality and tourism; we have reached a high specialisation in the sector of hotel consultancy in these fields:
- Start-up;
- Pre-opening;
- Advanced web marketing;
- Revenue and yield management;
- Brand reputation;
- Communication and online contents;
- Web analytics.
What instruments do we use?
We operate creating a direct interaction between the demand and the offer, increasing the disintermediation in the sale of the product, building customer loyalty, lowering the commercial costs. We operate and implement the ordinary management of the hotel:
- Strategic plans, marketing mix and advanced web marketing;
- Revenue management;
- Social media marketing;
- Booking engine;
- Usability of the web sites;
- Statistical evaluations and data analysis;
- Brand reputation and communication online;
- Analysis of the tourist product and reference targets;
- Definition of objectives and monitoring of results;
- Training of personnel in presence and at distance.
Product Marketing
Objective of the product marketing: identifying the product and the reference target
The MKT of product has got a key function to plan the REVENUE and the commercial politics of every single structure or hotel.
We start with the analysis and a data collection on the destination, from a market study, from the reference target, basing also on the historical data on production, the analysis of the sales channels, of the origin markets travelled from the hotel and lastly the stay indexes:
- SWOT analysis;
- Analysis of the reference market;
- Identification of competitors;
- Elaboration and gathering of statistical data on the fluxes and origin (bodies, observers, etc.);
- Calculation of the stay indexes such as: length of stay, ADR, RevPar, Booking Window, etc depending on the markets and of the origin fluxes and on the period of the year;
- Analysis and successive evaluation of the complete mapping of the distribution of the hotel;
- Analysis of the clusterized production for the single customer targets;
- Analysis of the production processes and of the quality standards;
- Plan and implement (if not already existing) the management control and analytical accountability that creates a relationship on costs and revenues of every single sector, emphasizing the fixed costs, the variable costs and the degree of productivity and the efficiency of every single sector.
THE PRODUCT IS THE RESULT OF THE ANALYSIS AND OF THE CORRECT READING OF DATA. AFTER DEFINING THE OFFER OF THE HOTEL STRUCTURE, AFTER ANALYSING AND IMPROVING THE PRODUCT, AND THE RELATIVE REFERENCE TARGETS, WE WILL ANALYZE THE NEW DISTRIBUTION CHANNELS.
Revenue Management
REVENUE MANAGEMENT
It’s an articulated and complex philosophy, expressing itself in a strategic commercial plan in view of a bettering of our productive capacity and thus to the exponential improvement of occupation of our rooms intervening on the market with different price levels and services, that determine the attention of the market towards our structure.
In effect, if we want to make a practical example, the strategy of revenue is well represented by the flower field in our photograph.
We have to be able to sow different types of flowers that can satisfy a wide range of potential customers, to identify the characteristics that every flower must have to satisfy the customer’s needs and to match our offer to the right price according to the period and to the relationship between the demand and the offer.
All this has of course to be supported by an effective system of listening to the market, of communicative exchange with it and a capacity to transmit the qualities and the characteristics of our brand.
In order to simplify we have to sell the right product/service, in the right moment, to the right customer and with the right channel.
Therefore when we talk of Revenue Management we mean directly the politics of tariffs and the sales channels online and offline, sustained by adequate actions of marketing.
The result is the optimisation of the average occupation of the rooms during the year and the increase of the average redditivity of the rooms.
Following the continuous evolution of the market, means implementing constantly our plan of marketing and communication that completes the offer.
The objective is always and only that of widen our reference market, to improve the attention to the customer, disintermediate the sale of our rooms and to build customer loyalty.
Price Management
The objective of the Price Management: analyze historical data and forecasts (Forecasting)
Through the analysis of historical data of the Hotel, the average price and REVPAR (calculated on the profitability of the room available rooms and not on those in employment), along with other indicators that we will not be here to call for short exposure should be performed a focused assessment of the perception of the market compared to the price / quality ratio of our offer.
Having previously defined quality standards of our products and services, you are going to indentificare of the tariff schedules of segmented based on the time, the services requested, length of stay, number of occupants, and how many other variables we deem appropriate to identify the different types of clients to whom they are diversified tariff levels that will interact with the progress of requests and confirmations.
After this analysis will be established tariff policy future, shared with the property. We aim to implement a policy “strongly REVENUE ORIENTED”, customized to the needs and trends of the market.
- Analysis and optimization of the next trade policies and pricing;
- Strategic management of the daily tariff policy both on-line and off-line;
- Evaluation daily tariff levels applied to the online channel;
- Analysis of the continuous flow of reservation relating to individual sales channels;
- Create different pricing plans based on demand and market needs;
- Analysis of hotel services in order to increase the feedback or reviews on-line;
- Analysis and development activities related to brand reputation.
Distribution
The aim of Distribution: Optimizing Sales Channels on and off line
We talked about this, but it is worth reiterating some basic concepts that today are involved significantly on the distribution of the tourism product.
First, the web has completely transformed the communication system and information retrieval enabling the end user to form their own opinions directly compared to what is offered and the satisfaction of their needs and expectations.
Therefore, knowing how to get in touch with this vast pool of market, knowing how to implement the wishes and needs, establishing a direct communication exchange and dialogue between them, meaning to perceive the pulse of the market and adjust accordingly the offer to the changing needs of customers.
Making an assessment of the existing channels and their productivity, new channels of distribution will be analyzed on the basis of changing market evaluating the actual adherence to the tourist flows and their ability to intercept tourism demand in relation to our product.
It will also optimize the content of the channels of sale (photos, texts, etc), so you always have effective tools.
- Search and continually assess new sales channels online;
- Create any new products and manage the connections between the various channels;
- Create promotions and events promotions for the web;
- To harmonize the rates of all the sales channels used;
- Manage operationally sales channels online daily;
- Check the pick up daily requests and actual bookings;
- Check daily quotas on all the sales channels online;
- Optimize the content-channel online sales.
Marketing and Communications
The aim of the Department of Marketing and Communications: Branding Optimization, Social Media & Email Marketing
The main objective of this section is to communicate to the market and potential customers our philosophy of hospitality, the specific features that distinguish us, the environment and the atmosphere of our hotel, attention to detail and hospitality. We want to tell our guests their centrality in our actions, the importance that they play for us and the effectiveness of our action for the satisfaction of their needs.
For us, every customer is unique and special, and our efforts are directed to make him a stay, whatever the reason for his trip, which leaves a positive memory and a sign of our “home” that will allow him to choose us again and to talk well of us.
The brand for us is not only image but also content, essence and originality.
It will therefore developed a specific plan of communication with the use of several tools that can be transferred in a clear “sense” of a stay with us.
This will create a project that focuses on the development of BRAND and increasing the visibility of the structure. The research and subsequent management of SOCIAL CHANNELS allow you to reach a large number of visitors and potential new customers.
Using the same channel and with direct mailings, through appropriate tools and professional, you can create targeted promotions or emphasize existing ones. The result will be a significant increase in brand awareness, reputation and visibility online.
In addition, it will also be developed COMMUNICATION PLAN addressed to channel print, online and off line. Finally a plan for reporting, consistent over time, the performance and the feedback of every single action that will allow us to measure the results objectively.