Marketing strategies for hotel culture

Strategy

The connotation of hotel cultural marketing. Hotel cultural marketing refers to the marketing activities in which the hotel discovers, screens, cultivates or creates a certain cultural concept based on its own situation, and integrates this cultural concept into the hotel marketing process.

Characteristics of hotel cultural marketing

(1) Unique marketing process and marketing products. The core part of hotel culture marketing is hotel culture, so the products of hotel culture marketing should be different between different hotels. (2) The particularity of marketing products with values ??as the core. (3) High-quality marketing personnel. Hotel culture marketers must have an in-depth understanding of the hotel and have long-term practical experience in the hotel. (4) High dependence on the environment. When conducting cultural sales for hotels, you must not only pay attention to the local environment, but also integrate your own concepts. (5) Consistency. When hotels carry out cultural marketing, they must keep their own culture consistent in time and space, and cannot follow others at will.

An overview of hotel cultural marketing strategies.

The connotation of hotel cultural marketing strategy. Hotel cultural marketing strategy refers to the planned, purposeful and targeted measures taken by the hotel in the marketing activities to achieve strategic goals, which mainly includes hotel development policies, hotel systems, etc.

Characteristics of hotel cultural marketing strategies. The characteristics of hotel cultural marketing strategy are mainly reflected in four aspects:

(1) Uniqueness. Hotel cultural marketing strategy and hotel cultural marketing have one thing in common: the pursuit of being different. A more unique hotel culture marketing strategy tends to produce better results. (2) Timeliness. The introduction of hotel cultural marketing strategies must not only meet the requirements of the hotel itself, but also meet the political, humanistic, and social requirements of the era. (3) Detailedness. Details are often what keep customers coming back. (4) Regionality. The hotel's cultural marketing strategy must conform to the environment of the location.

1.3.3 Types of hotel cultural marketing strategies. Hotel cultural marketing strategies can be roughly divided into five categories: concept cultural marketing strategies, product cultural marketing strategies, environmental cultural marketing strategies, price cultural marketing strategies, and promotional cultural marketing strategies.

2 The current situation and problems of hotel cultural marketing at home and abroad

2.1 The successful application of hotel cultural marketing in foreign international chain hotels.

2.1.1 The cultural construction of Accor Group and the application of hotel cultural marketing strategies. The Accor Group was founded in Paris, France, in the mid-1960s by Frenchmen Paul Dubru and Gerard Berlisson. The original meaning of Accor Group in French is "harmony", which implies that the culture of Accor Group follows the main body of harmony. Behind the harmony, Accor Group mainly promotes French luxury hotel culture. Customers of the Accor Group can feel the romance of French culture and the meticulous French service.

2.1.2 The construction of hotel culture and the application of hotel culture marketing. The Burj Al Arab Hotel is the world-famous Burj Al Arab Hotel in Dubai. As the only seven-star hotel in the world, it welcomed guests from all over the world in the millennium. In the early stages of its construction, it was given a hotel culture by the Ruler of Dubai: creating an Arabian-style hotel environment and shaping Arabian-style luxury palace services.

Bo Ci Hotel has fully built its own culture in terms of construction and hardware and software. The theme of the Burj Hotel is a white building in the shape of a sailboat, which mainly means setting sail on the waves in Arabia. From the 180-meter pure white atrium of the world's tallest hotel to the 220 top royal suites, they all demonstrate the standards of an Arab sheikh. In terms of service, the Burj Hotel closely follows the hotel's Arabian palace culture, from the guest rooms with seven servants to the Rolls-Royce fleet.

2.2 The successful application of hotel cultural marketing strategies in domestic and international chain hotels.

2.2.1 The application of cultural construction of Shangri-La Group and hotel cultural marketing. Shangri-La Group was founded in Singapore in 1971 by Mr. Robert Kuok, a Malaysian Chinese, and is headquartered in Hong Kong. Shangri-La Group takes "Hospitality and Shangri-La Love" as its cultural concept to shape its own hotel culture.

2.2.2 The application of Jinjiang Group’s cultural construction and hotel cultural marketing. The unique hotel culture of Jinjiang Group is "Passion for excellent, one team, one goal." which translates as "full of passion and excellence all the time."

Its specific connotation is: a unified team, consistent enthusiasm, and unchanging goals. In the special hotel cultural atmosphere of Jinjiang Group, a group of "cultural marketing" personnel have grown up who are good at listening, understanding, thinking about what customers think, and eager for customers' needs.

Jinjiang Group has allowed the world to witness the successful shaping of hotel culture and the successful application of concept culture marketing strategies.

2.3 Problems arising during the application of hotel cultural marketing strategies.

2.3.1 Homogenization of hotel culture in different hotels. After the financial crisis, 414 star-rated hotels entered the Beijing area in 2008 alone. Foreign high-end hotels are flocking in, causing the immature Chinese hotel market to be full of pathologies. The primary problem is that the products and services sold by different hotel groups are increasingly similar.

From a consumer perspective, with the continuous improvement of living standards and the development of China's economic and humanistic environment, consumers' ideological level and behavioral awareness have been greatly improved. Therefore, the homogeneous culture of hotels can no longer meet the consumption needs of consumers, which will lead to fluctuations in the hotel economy and even cause consumer resistance.

2.3.2 Cultural differences within international hotel groups. In the period of crazy expansion, another sticking point in the process of formulating cultural marketing strategies for international hotel chains is the inconsistency in the culture of each branch of the hotel group. Due to expansion, international hotel chains will enter countries in different regions. The economic level, humanistic environment, enterprise development level and enterprise management level of these countries are uneven. I once worked in a five-star international hotel chain in Harbin. During my work, I discovered that the culture of the hotel was extremely inconsistent with the culture of the hotel chain. After reviewing the information, I found that the culture of the hotel chain in China was inconsistent. The problem caused by these objective reasons is essentially that the hotel culture is not penetrated thoroughly enough. However, the core cultural concept and the cultural marketing strategy formed on this basis are immutable.

2.3.3 Hotel culture deviates from regional culture. Hotel expansion will inevitably allow hotel groups to appreciate regional cultures with different styles, which have complex historical, geographical, and humanistic backgrounds. For example, in China, if the main building of the hotel, which has a short hotel culture marketing cycle, has Japanese ghost culture, the hotel will not be accepted by the public; if the restaurant of a star hotel provides red wine to women in Islamic areas, it will not be accepted by the public according to the level of the international chain hotel. , is likely to cause the hotel to withdraw from the local area, and even cause serious political problems.

2.3.4 Inappropriate references to hotel cultural marketing strategies. Hotel management groups should not maintain a static model when applying hotel cultural marketing strategies. Instead, they should make timely changes and improvements with time, geographical location and various environments to avoid bringing negative effects to the hotel cultural marketing strategies. Influence.

From a time perspective, it can be in two aspects: subdivision period and specific meaning stage. Green cultural marketing can be integrated into the hotel’s existing cultural marketing strategy.

From the perspective of geographical location, it mainly depends on the geographical environment where the hotel is located and the political, economic and humanistic environment under the background of this geographical environment. For example, the detail of providing red wine to women in the Arab region mentioned above should be a factor that international chain hotels take into consideration.

2.3.5 Conflict between hotel culture and regional environment. The deviation between hotel culture and regional environment mainly means that the hotel cultural marketing strategy violates the political background, economic conditions and local people's customs and habits of the area where international chain hotels are stationed. This is the most easily overlooked issue for hotel management groups.

The most noteworthy region for political factors is the Arab region, where there are many factors that produce political changes and the probability of emergencies is high.

Economic factors are also difficult problems for international hotel management groups. Since many expansion plans were formulated and implemented before the impact of the global financial tsunami, it may cause the cultural marketing strategy of the hotel management group to deviate from that of the hotels in the region.

There are fewer opportunities for the humanistic aspects to collide with the cultural marketing strategies of hotel management groups, because hotel management groups generally pay great attention to the humanistic environment. The humanistic environment includes consumer groups, which is difficult not to cause international hotel linkage. of attention.

Hotel Cultural Marketing

What does the company sell? Does McDonald's only sell bread and ham? The answer is no. It sells fast, fashionable and personalized food culture (QSCV image). Does Kodak only sell cameras? No, what it sells is allowing people to keep eternal memories.

What do we eat when we eat mooncakes during the Mid-Autumn Festival? Do we only eat the taste? No, what we eat is Chinese traditional culture - reunion and celebration. Are rice dumplings eaten during the Dragon Boat Festival? No, on Dragon Boat Festival we are eating Qu Yuan - eating history and culture. It’s not cake that you eat on your birthday. What you eat is the hope and value of life. When you drink Pepsi-Cola, you drink the sunshine, vitality, youth and health it contains; when you drink Master Kong iced tea, you drink its passion, coolness and fashion. In short, through the above examples, we see that there is a hidden thing deep in the product - culture. What enterprises sell to consumers is not just a single product. The products not only meet the material needs of consumers, but also meet their spiritual needs, give consumers cultural enjoyment, and satisfy their high-grade consumption. This requires companies to change their marketing methods for cultural marketing. Material resources will be exhausted, only culture can continue to thrive. Culture is the soil, products are the seeds, and marketing is like sowing and cultivating the soil to cultivate the brand seedling. Coca-Cola is just a special drink, not much different from other soda drinks. However, the reason why it has become a well-known global brand and has a history of more than 100 years is because it has a close connection with American culture. Coca-Cola’s Every marketing campaign reflects American culture and makes its brand a symbol of American culture. Therefore, drinking it often gives you a feeling of enjoying American culture. Cultural marketing refers to using commodities as a carrier of culture to enter consumers' consciousness through market exchange. It reflects, to a certain extent, various cultural elements of consumers' material and spiritual pursuits. Cultural marketing includes not only shallow-level conception, design, modeling, decoration, packaging, trademarks, advertising, and styles, but also value judgment, aesthetic evaluation, and moral evaluation of marketing activities. It includes three levels of meaning: ① Enterprises need to rely on or adapt to the environmental culture with different characteristics to carry out marketing activities; ② Cultural factors need to penetrate into the marketing mix, and comprehensively use cultural factors to formulate a marketing mix with cultural characteristics; ③ Enterprises should make full use of CI strategy and CS strategy to comprehensively build corporate culture. From a small perspective, the significance of cultural marketing is that corporate culture is the core value concept that is heartily recognized and owned by all employees of the company. It stipulates people's basic thinking patterns and behaviors. The attractiveness of this excellent culture can attract external Excellent marketing personnel working for the company can also closely unite the employees within the company and work hard for a common goal, thereby achieving the optimal allocation of human resources and ensuring the continuous improvement of the company's operating performance. From a large perspective, in this era of knowledge economy, people pay more attention to consuming cultural products while consuming material products. From this perspective, the greatest benefits of enterprises are created by culture, and they use cultural power for marketing. Optimize resource allocation and promote economic development. From this point of view, cultural marketing is a real productivity. Issues that should be paid attention to in cultural marketing Cultural marketing is not about shouting slogans or playing tricks. It is not only a question of form but also a question of content; it is not a whim of the enterprise; it is not imitating others, nor is it a matter of learning in Handan; it is not a pig's nose inserting green onions - pretending to be cool, nor is an old man joining the army - pretending to be active . Enterprises should pay attention to the following aspects in cultural marketing: First, properly handle the relationship between content and form. Content determines form, and form is the embodiment of content. The two are dialectically unified. Enterprises often only pay attention to the form and ignore the content when doing cultural marketing. Some companies only focus on product packaging but not on product quality; some companies only put forward some slogans in cultural construction but do not implement them in practice; some companies only know how to advertise and publicize, and only pay attention to the corporate visual identity system (VI design). ), not emphasizing the construction of corporate philosophy (MI) and corporate behavior (BI), resulting in the result of "gold and jade outside, but failure inside". Second, cultural marketing must be treated from a systematic perspective. The cultural marketing of an enterprise is a whole, an organic system. It includes three aspects of meaning. We cannot take it out of context and only grasp one point but not the rest, but must organically combine the three. Corporate culture construction is the premise and foundation of corporate cultural marketing. Without a good, healthy and comprehensive cultural construction, cultural marketing will become water without a source and a tree without roots.

Enterprise analysis and identification of the cultural characteristics of different environments are the intermediate links and links of cultural marketing. On the basis of corporate culture construction, only by analyzing the culture of different environments can a scientific cultural marketing mix strategy be formulated; formulating a cultural marketing mix strategy is The inevitable result of the first two. When companies carry out cultural marketing, they often ignore the first two and only pay attention to the application of cultural marketing mix strategies. The result is little effect.