Two Key Demographics - Interpretation of Marketing Strategy - Research Paper Example

Section/# Two Key Demographics: An Interpretation of Marketing Strategy One of the most effective means for a business entity to increase its overall level of sales and integration with the consumer market is to seek to differentiate its consumer base between key demographics. As a means of understanding, differentiating, and drawing inference upon the needs and wants of each of these specific demographics, the firm is more able to speak to these needs and specific desires in a way to maximize the profitability and means by which the entity and/or organization operates within a given market. For purposes of this brief analysis, too specific to the graphics will be analyzed with relation to formulating a marketing strategy more appropriate to the needs of Marriott Hotel group. Within this analysis, the age groups of 18 to 29 as well as 61 to 75 will be analyzed. The ultimate rationale for picking these two demographic groups is with regards to the fact that the age group between 61 to 75 represents nearly the entire non-business travel and client base that hotels receive in any given year. Similarly, it is necessary to examine the 18 to 29-year-old demographic so that the marketing strategy will not be unnecessarily/unduly focused upon the needs of a much older demographic. Likewise, it is the hope of this author that through a distinct analysis of all of these groups, the marketing strategy which will be formulated will be more able to target specific needs, weaknesses, and strengths that exist with respect to each group. Firstly, with regards to the expectations that 61 to 75-year-old age group integrates with, it is been the understanding of the research that has been performed that the level and extent to which services within the hotel experience are made available are one of the primary determinants for whether or not the experience was ultimately positive or ultimately negative (Borrus 36). Whereas this is not to say that the quality and extent to which services are offered within other age groups and demographics are not the value, it merely underscores the fact that within the specific age group a level of expectation has come to exist with regards to the way in which stakeholders within the hospitality industry will seek to go above and beyond as a means of maintaining a valued customer relationship with some of their most frequent visitors. Naturally, when engaging with an older demographic such as those between the ages of 61 to 75, it is also necessary and has been referenced from the research that this particular group places a high emphasis on the representation of an on staff concierge (Cook 155). Whereas other younger demographics might not require such services due to the pervasive level of the Internet and the readily available information that it provides, this particular older demographic still relies upon in greatly values the existence of a concierge within the hotels in which they stay. This preference and reality must necessarily inform the marketing strategy of the firm as a means not only of saving many of the concierge positions and not letting them fall victim to cost-cutting but also as a means of marketing specifically to this particular demographic. Whereas it is always been necessary for a hotel chain to update and renovate on a regular basis, with respect to the youngest in a graphic which will herein be analyzed, that of the ages between 18 to 29, this demand is of vital importance and preference (Brier 28). As a function of the research which is been performed, the author has noted that this particular demographic places a high level of emphasis and preference with regards to how modern and technically up to date a given hotel might be. Whereas all demographics place a high level of importance upon cleanliness, friendliness of staff, location, and level of services offered, the younger demographic places the most emphasis on the aesthetic values combined with the chic factor. Moreover, as one might expect, the overall level of economic development that is oftentimes illustrated within the younger generation is much less as compared to the older demographic which is been discussed (Ng 23). As a function of this, the marketing strategy for the younger demographic must necessarily be focused more upon the cost-effectiveness of the brand and the means by which it can be with many of the other low-cost alternatives that might exist (Katz 5). Of all of the strategies which might be recommended, this one is perhaps the one which represents the greatest level of risk. Compared to a number of low-cost alternatives, the Marriott hotel brand has oftentimes sought to be portrayed as slightly above average and representing a moderate level of luxury (Birkner 15). Accordingly, in order to integrate and engage with the specific demographic and this specific consumer taste and desire, it is necessary and required that the firm not deviate to distinctly from the product image that it has worked for so long to create (Yang 71). In such a way, the reader is brought to an understanding that although the firm seeks to present a unified image with regards to the level of services and products that it offers to the consumer, it must market these on different levels to different demographic groups. This presents a challenging situation due to the fact that the chain must find a unified marketing strategy that will both speak to the younger demographic that is most interested upon the aesthetic value and cost-effectiveness that the firm can offer as well as speaking to the level and quality of personal care and service that the older generation most stately grades (Fitch 67). As a function of this level of understanding, the following research will be informed as a means of helping to generate a solid and credible marketing strategy through which Marriott hotels will be able to present such a unified marketing approach. Rather than attempting to combine these demographics within a particular marketing plan, as represented in a number of environments, a far better approach, within the mind of this author, will be for the brand to market Marriott hotels in distinctly different ways with regards to what specific demographic and market is being targeted. In such a way, several different representations of Marriott hotels will exist within the market and have a higher probability of engaging consumer interest (Bartelmay 67). Works Cited Bartelmay, Ryan. "Dream Team." PM Network 22.3 (2008): 66-72. Business Source Premier. Web. 6 May 2013. Birkner, Christine. "SUCCESS By ASSOCIATION. (Cover Story)." Marketing News 46.5 (2012): 14-18. Business Source Premier. Web. 6 May 2013. Borrus, Amy. "A Hotel That Clicks With Guests." Businessweek 3699 (2000): EB58. Business Source Premier. Web. 6 May 2013. Brier, Steven. "How MARRAIOTI Got Marketing RIGHT." Baseline 114 (2012): 28-29. Business Source Premier. Web. 6 May 2013. Cook, Catherine. "Mobile Marketing And Political Activities." International Journal Of Mobile Marketing 5.1 (2010): 154-163. Business Source Premier. Web. 6 May 2013. Cuneo, Alice Z. "Mobile Marketing Is About Much More Than Kids, Marriott Explains." Advertising Age 77.22 (2006): 33. Academic Search Complete. Web. 6 May 2013. Fitch, Stephane. "Soft Pillows And Sharp Elbows." Forbes 173.10 (2004): 66-78. Business Source Premier. Web. 6 May 2013. Katz, Rayna. "For Marriott's New Sales VP, The Hotel Biz Is A Family Affair." Meeting News 32.19 (2008): 5. Business Source Premier. Web. 6 May 2013. Ng, William. "Driving In Business." Incentive 185.3 (2011): 26-29. Business Source Premier. Web. 6 May 2013. Yang, Catherine, and Diane Brady. "Marriott Hip? Well, It's Trying." Businessweek 3952 (2005): 70-72. Business Source Premier. Web. 6 May 2013. Read More