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Burj Al Arab: Tala Murad Iman Kabir

The document discusses Burj Al Arab, a luxury hotel in Dubai. It provides details about Jumeirah Group, the owner of Burj Al Arab, and discusses trends in the luxury hotel industry. It then analyzes Burj Al Arab's strengths, weaknesses, opportunities, and threats. Finally, it outlines the hotel's target market, positioning strategy, marketing objectives and integrated marketing communications mix, and proposed budget and evaluation plan.

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Tala Murad
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83 views

Burj Al Arab: Tala Murad Iman Kabir

The document discusses Burj Al Arab, a luxury hotel in Dubai. It provides details about Jumeirah Group, the owner of Burj Al Arab, and discusses trends in the luxury hotel industry. It then analyzes Burj Al Arab's strengths, weaknesses, opportunities, and threats. Finally, it outlines the hotel's target market, positioning strategy, marketing objectives and integrated marketing communications mix, and proposed budget and evaluation plan.

Uploaded by

Tala Murad
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Burj Al Arab

Tala Murad
Iman Kabir
THE INDUSTRY, CURRENT TRENDS AND
DEVELOPMENTS
• Increase of the tourism industry, an increase in preference for leisure travel and changes in the
standards of living have played a vital role in the growth of the Global Luxury Hotel Industry with
a market size of $194,500M and an estimated CAGR of 2.8% during 2021-2026 and a revenue of
$23,6490M by the year 2026. (market updates, 2020)
• Current Trends and Developments in the Luxury Hotel Industry include Environmental
Friendliness, Technological Advances, and Personalization.
THE COMPANY
• Jumeirah GroupTM , member of Dubai Holding, is a luxury hotel group established in 1997 based
in Dubai that operates 26 luxury hotel developments in 12 cities. Since it has launched, Jumeirah
Group has had a large impact on the global hospitality market with its flagship store, Burj Al Arab,
being the blueprint of luxury hotels in Dubai and the Middle East. (Jumeirah - A Dubai Holding
Company, n.d.)
• Burj Al Arab is a luxury hotel opened in 1999 and is the only seven-star hotel in the world,
described as “the most luxurious hotel in the world” by travel writers and critics. It stands on a
manmade island and its architecture resembles the sail of a traditional Arab yacht.
MARKET SHARE AND BRAND IMAGE
• Jumeirah Group does not make their annual reports public; however, in February of 2017 Dubai
Holding, the parent company, announced that there was an 8% increase in net profits to
$1.72Billion and a 16% increase in revenue to $4.58Billion. (McGinley, 2019)
• What Differentiates and is necessarily Burj Al Arab’s brand image is that it offers its guest a
uniquely luxurious experience through services such as the Helipad experience, where guests can
get a private tour of Dubai on a helicopter and a large team of butlers that service every suite, as
well as a lobby filled with silk, a 24 carat gold leaf, marbles and top quality furniture to provide
the essence of an Arabian Palace. (Jumeirah - Burj Al Arab Jumeirah - Brand Differentiators, n.d.)
SWOT ANALYSIS
STRENGTHS WEAKNESSES
1. ideal location
2. Worldwide recognition as the most luxurious rates are very high which results in a limited
hotel audience.

3. Financial Strength
4. tourist attractions near the hotel

OPPORTUNITIES THREATS

1. increased international flights to Dubai 1. very humid climate


2. support from the Government 2. too many competitors
3. attracting new geographical markets 3. a decrease in tourism in Dubai
BUYING DECISION
• Demographic factors that influence the buying decision process is age and most importantly
income. When it comes to a luxury hotel such as Burj Al Arab where prices are extremely high,
having a large income and being the right age to earn said income is what essentially determines
whether a guest is able to stay in the hotel or not.
• Geographical factors also plays a role in the consumer buying behavior as potential guests decide
whether to stay in a hotel based on surrounding areas, tourism attraction.
• Social Media, third party apps, customer reviews, recommendations are all influencers, and the
buyers are customers who ultimately make the final decision to book a room in the hotel.
COMPETITORS

• One of the many competitors is Sheraton Jumeirah Beach Resort, owned by Marriott International,
with the company generating around $20.97Billion in revenues worldwide in 2019 and a brand value
of 5.5 billion U.S. dollars in 2018. (Lock, 2020). Sheraton’s marketing strategies As well as, Hyatt
Regency located in Dubai with the company accumulating approximately $5.02 billion in revenue and
a global brand value of $3.68 billion in 2019. (Lock, 2020).
• Indirect competitors are Hilton, Ibis hotels, Novotel and essentially any hotel that provides the same
services but to different target markets.
TARGET MARKET AND POSITIONING STRATEGY

• the target market is focused on demographic segmentations and psychographic


segmentation.
• Demographic segmentation divides consumers based on age and income and
psychographic segmentation divides based on lifestyle and interests, while targeting
guests whether it’s a corporate visit or leisure visit.
• The positioning strategy is a quality positioning strategy to find a way to become the first
choice for both, corporate and leisure guests around the world by offering a unique
experience and excellent services with signature quality.
THE OBJECTIVES AND IMC MIX

The objectives of the campaign are specified following the AIDA model.
1. attention: grasping the attentions of larger audience through influencer marketing. Social
Media influencers and Celebrities posting pictures of themselves staying in the hotel will
grasp the attention of larger audiences.
2. interest: as the consumer’s interest is peaked, the hotel finds a way to boost the consumers
interest level by using SEO to increase brand awareness and attract the consumers curiosity.
3. desire: Showcasing an ad that draws potential consumers in by highlighting Burj Al Arab’s
most desirable features and services and showing that what you pay for is exactly what you
get.
4. action: when the ad is finished, a link that sends the consumer to a booking page must be
added and if interest and desire levels are peaked, action will be taken.
FINANCIAL BUDGET AND EVALUATION

1. $5000 on social media marketing


2. $10,000on the ad
3. $4000 on Search Engine Optimization
4. $1000 on quality review monitoring
5. overall $20,000 is part of this campaign’s budget.
• Evaluating the success of the campaign through direct business bookings; the number
of bookings made after the IMC campaign is released and On- site conversion activity,
customer reviews uploaded on third party apps like trivago or booking.com,
clickthrough rates which is used to see the number of clicks an ad received, and word
of mouth marketing and ultimately increases brand loyalty.

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